Disneyland and Operational Management

This article discusses the impact of culture on the operational management of Disneyland. It highlights the failures of Euro Disney and Hong Kong Disney due to cultural alienation, lack of branding and promotion, and poor market analysis. The article also suggests that Disney should take a culture-centric approach and respect the cultural traditions of the places they plan to expand to.

Running head: DISNEYLAND AND OPERATIONAL MANAGEMENT
Disneyland and Operational Management
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1DISNEYLAND AND OPERATIONAL MANAGEMENT
1. Disney is a part of popular culture and reflects the popular icons of American culture which
have had a tremendous impact on shaping the lives and perceptions of the younger
generation (West, 2016). However, a lack of understanding of the quintessential factors
responsible for the growth and success of amusement parks can be severe. The same theory
is applicable in case of Euro Disney and Hong Kong Disney.
Cultural alienation- Euro Disney failed to understand the major cultural differences
between the two continents and outlined the theme and functioning of Euro Disney
witnessing the popularity in America. The management was responsible for implementing
some of the norms, which were contradictory to the European culture like the banning of
wine within the premises. This was also a major disrespect towards the French culture.
Furthermore, to aggravate the situation, Euro Disney had no representation of the major
fictional characters of France like Asterix and naturally the environment proved unacceptable
to the European culture (West, 2016).. The director of Euro Disney failed to take into
consideration the major gulf existing between the American and European cultures and the
necessity in shredding of its Americanized elements.
Lack of branding and promotion- Euro Disney failed to take into consideration the cultural
preferences of the land they planned to cater. The monotony of sizes and lack of attractions
contributed to further loss. A proper collaboration with mass media, and government was
also a requisite to gain mass acceptance, which Euro Disney failed to address during their
promotional campaigns (Grayson et al., 2017). Furthermore, they failed at product
differentiation, the magic lurking behind the whole new world they were offering to the
customers.

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Lack of Knowledge of Consumer Psychology-Euro Disney for long struggled to grasp the
idea behind the European pattern of holiday and made a blunder by presuming that it was
more inclined towards the American way of life (West, 2016). The decrease in the number of
footfalls in Euro Disney accounted to drastically low share prices.
Poor performance of Hong Kong-
Intrusion of a different Culture- The issue of cultural acceptance persisted in Hong Kong
Disney as well. It made apparent the adverse impact of imposition of American culture in a
land where many were unfamiliar with Donald Duck and Tiana (West, 2016). The cultural
gap was a huge hindrance in fostering success.
Poor Market Analysis- Hong Kong Disney failed to take into consideration the unfavorable
currency conditions and the economic stagnation (Lu & Lanqi, 2016). These were
responsible for dwindling tourist interest towards it.
2. The disaster that occurred was mainly due to cultural alienation and a consequence of
forced Americanization on different continents without paying heed to their own cultural
tenets and practices (West, 2016). It becomes necessary before the setting up of any
organization to take into account consumer behavioral pattern, culture, norms, values and
attitudes shared by a set of people which influences the success and expansion of the
business. The above factors could have been controllable by an understanding of the impact
of culture and the role it plays in business.
3. Euro Disney was being operated from the perspective of a narrowed down American
mainstream culture. Euro Disney threatened the cultural identity and practices of the land that
they spread their business (Karadjova-Stoev & Mujtaba, 2016). However, Euro Disney

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allowed for the establishment of kennel in the parks considering the lifestyle pattern of
French still it was not sufficient to counter how prices, idea of vacation and filmmaking
inclined towards American ways. This was a major cause accounting to their failure in the
initial years.
4. Disney’s marketing skills primarily was hugely ethnocentric that failed to accumulate the
cultural differences within the framework of Disney’s operational management (Grayson et
al, 2014). Disney failure perpetuated mainly due to ignorance surrounding the importance of
cross-cultural marketing that will induce the customers identify with their service and
product. They emphasized more on American icon rather than the culture they ingratiated
themselves. However, they later assessed the need for a cross-cultural approach in order to
make Disney feel welcomed in places like Europe and Hong Kong. Some of the appreciating
steps they implemented are the construction of Fantasy Gardens to appeal to the Hong Kong
market, the re-constructing of the advertising in China to include one-child policy,
promotions to equip the mainland tourists, feng shui customized hotels in order to preserve
the tradition of Chinese culture (Lu & Lanqi, 2016). In Europe, they introduced more variety
of sausages, the extravagant creation of Magic Kingdom are evidences the initiatives that
Disney had undertaken to introduce cross-cultural traits maintaining the different cultural
practices Disney is a part of.

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5. Tokyo Disneyland was a forged version of the park in America and in Japan people simply
wanted to catch a glimpse of the American culture, something that would provide them with
the ultimate American air. In Japan, the Tokyo Disneyland was nothing short of cultural
imperialism which elicited huge response because of the Japanese enchantment with Disney
characters (Grayson et al, 2014). It was because of this reason that Disney failed to predict a
different reaction from the market of France and China. Tokyo Disney and its acceptance of
American culture which failed to bear the same results in China and France.
6. The Hong Kong Disneyland venture was planned keeping in consideration the Chinese
culture like the feng shui, and even the park started operating from September 12 which is
considered auspicious in Chinese culture (Lu & Lanqi, 2016). So it can be concluded that
unlike in France Disney over here included the cultural dynamic into their spectrum.
However, due to poor market analysis they did not anticipated that the lack of rides and
attractions can make the park unpopular and shrink the market eventually. Their advertising
policies were also wrong and contradicted the Chinese way of raising a family.
7. Disney in Hong Kong has witnessed the challenges of making Disney popular in a foreign
land and therefore the Shanghai Disneyland has the blend of Chinese and American culture
(Grayson et al, 2014). Moreover, they have learnt the importance of being culture centric
after witnessing initial failure in Hong Kong and have included live entertainment along with
variety of rides after the Chinese preference for the same.
8. Disney should definitely try to make a market for itself in places like Middle East, Africa
and Switzerland. As far as my opinions are concerned, it will work wonders in Africa mainly

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because of the cultural history that it shares and the need to ensure a harmonious bonding of
both the cultures breaking away from past experiences.
9. Disneyland X should respect the culture and tradition of Africa and refrain from making
Disney X another photocopy of American culture. Disney should take a kaleidoscopic view
of the popular culture in Africa to associate the native people with the park and incorporate
their cultural elements. Disney should never appear as a cultural invasion. Additionally,
Disney X should have financial resources to deal with the number of crisis that they have
witnessed previously in France and Hong Kong. Learning from the previous errors could
provide Disney X a strong niche in the market.

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Reference List:
Grayson, L. E., Sheikholeslami, G., Grayson, L. E., Sheikholeslami, G., & Rubenstein, F.
(2017). Euro Disney or Euro Disaster?. Darden Business Publishing Cases, 1-14.
Karadjova-Stoev, G., & Mujtaba, B. G. (2016). Strategic human resource management and
global expansion lessons from the Euro disney challenges in France. The
International Business & Economics Research Journal (Online), 15(3), 79.
Lu, H. A. O., & Lanqi, S. O. N. G. (2016). An Analysis of the Factors Influencing Chinese
Cultural Product Export. Studies in Sociology of Science, 7(4), 61-65.
West, M. I. (Ed.). (2016). Disneyland and culture: Essays on the parks and their influence.
McFarland.