The European experience of the Walt Disney Company really began in 1992, with the inauguration of Marne-la-Vallée's park. Mickey Mouse settles down with the conquering assurance of the Americans, and they export their concept leaders as Levi's, McDonalds or Coca-cola. It is then that Disneyland Paris does not meet the expected success. None of the objectives of departure had been reached : neither the preservation of the 11 million annual guests, nor the rate of completion of hotels, nor the average level of spending by visitor, nor the realization of the second part of the park. It is only some years later, in 1997 , that the Park registers its first profits. But however, the concept was declared viable only in 1999. At first, we are going to make a marketing analysis of this company, then we shall identify the marketing problems connected to the exploitation of the site. Finally, in the third part we shall draw up a plan of recommendations.
[...] "Come to relax in the universe of dream and magic of Walt Disney!" Introduction The European experience of the Walt Disney Company really begins in 1992, with the inauguration of Marne-la-Vallée's park. Mickey Mouse settles down with the conquering assurance of the Americans, when they export their concepts leader as Levi's, McDonalds or Coca-cola. It is then that Disneyland Paris does not meet the expected success. None of the objectives of departure had been reached : neither the preservation of the 11 million annual guests, nor the rate of completion of hotels, nor the average level of spending by visitor, nor the realization of the second part of the park. [...]
[...] Increase the rate of occupation of hotels (extension of targets) Increase of the frequence and the rate of revisits It is necessary to promote Disneyland Paris by being interested in new targets (as the factory committees of all Europe) Constant renewal of by-products Diversification and renewal of the spectacles The variety and the renewal of the spectacles will be a factor of revisit Conclusions It is necessary to retain of this case, the importance of marketing integrated and coherent, but also the importance to identify and to know well its targets. Appendix Appendix 3 : SWOT analysis She allows to analyze the external and internal environment to the project. In the external environment, one distinguishes the opportunities and the threats for the project. In the internal environment, one distinguishes the forces and the weaknesses which the company passes on to the project. [...]
[...] The only problem is that the guests they wanted to have it for their money ! These restaurants was finally replaced by the giant of the fast food, Mc Donalds!). But the difficulties which meets Disney are also connected to numerous economic factors, as raises of the prices, the devaluation of certain currencies as Dollars with regard to the Euro, or still decline of spending of the guests. It is also necessary to take into account two exceptional events of year 2003: the war in Iraq and the epidemic SRAS. [...]
[...] Indeed, once again, the American mouse did not know how to adapt itself. Marketing problems "The best way of not advancing is to follow an obsession" Jacques PREVERT The problems which meets Disneyland Paris can be classified in two types : - the internal problems, - the external problems. Among the problems directly connected to the policy Disney, we can evoke the not consideration of the European tastes, the European cultural questions (for example, during the opening of the park, Disney had bet on good typically French restaurants, not to disorientate the visitor. [...]
[...] Company Analysis Disneyland Paris evolves in the field of the leisure activities, and more exactly in the field of the entertainment (core product). With 13 million visitors a year (figures 2001), there is a park of attraction the most visited in Europe; it is as well the only one who remains opened all year long (appendix 1). Every year, the Europeans buy for 2 billions dollars of products Disney (tangible product) as the famous plush of Mickey for example. Hardly of a popularity and an experience, the know-how of the American giant, does not meet the success waited during its opening in 1992. [...]
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