Customer Service Management for Tourism and Hospitality at Disney

This report delves into the customer service management practices of The Walt Disney Company, focusing on its application in the tourism and hospitality industry. The analysis begins by examining the differences in consumer behavior between European and North American markets, highlighting cultural dimensions and shopping habits. It then explores the need for product adaptation and standardization, emphasizing the importance of glocalization in meeting diverse consumer demands. The report further investigates the marketing mix strategies employed by Disney, including suggestions for improvements in Disneyland Paris to align with national cultures. Additionally, the report discusses the 'Four Keys' model (Safety, Courtesy, Show, and Efficiency) as a foundation for exceptional guest experiences, evaluating its strengths, weaknesses, opportunities, and threats in the context of customer service delivery at Disney. The report also analyzes the challenges of adapting to different consumer behaviors, considering the impact of power distance, individualism, masculinity, uncertainty avoidance, indulgence, and long-term orientation. Overall, the report emphasizes the importance of balancing cost-savings and innovation while nurturing local cultures to ensure global competitiveness and customer satisfaction.

Running Head: MANAGEMENT
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Management
Customer Service Management for Tourism and Hospitality
(Student details :)
7/17/2019

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Contents
Task 1.........................................................................................................................................2
Difference amid European and North American consumers behaviours...............................2
Changes required to be made by WDC, Management into Marketing Mix..........................5
Task 2.........................................................................................................................................6
Four keys Model of Disney for best consumer experience....................................................6
Strengths or Benefits..............................................................................................................7
Opportunities..........................................................................................................................8
The factors affecting consumer service delivery at Disney Paris..........................................9
Threats..............................................................................................................................10
Weaknesses......................................................................................................................10
References................................................................................................................................12

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Task 1
This discussion is going to demonstrate knowledge and understanding of customer
behaviours for finding how to match the service delivery with the customer’s expectations.
The following discussion will outline, evaluate and synthesise the theory and practice of the
profits and opportunities acquired from surpassing customer expectations for an
organisational success. While assessing the given case study on the Company Walt Disney,
customer service management for tourism and hospitality, culture and consumer behaviour
will be explored in the below sections.
It is well-aware that since 100 years, the Walt Disney Company (hereinafter referred to as
WDC) has been devoted to creating entertainment which can excite, transport, and
encourages audiences all around the world (Galvez, 2018). In addition to that, doing great
jobs in the retail, film, hospitality as well as tourism industries, WDC has become the huge
example of how to offer an exceptional consumer experience while exceeding their
expectations (Bohas, 2015).
Difference amid European and North American consumers behaviours
In order to define culture, it can be seen as the social behaviour and rules within human
societies. In addition, culture can be considered a core concept within anthropology, while
covering the wide range of phenomena which are conveyed from social learning within
modern human civilizations (Triandis, 2015).
Here, consumer behaviour refers as the study of how people groups, customers, or
organizations choose, buy, utilise, as well as dispose of goods, ideas, and services for
satisfying their wants and needs. In addition to that, consumer behaviour refers to the major
actions of the consumers within the marketplace along with the underlying motives for the
above said actions. In this way, consumer behaviour can be defined as the summation of the
following components:
 Consumer perception
 Consumer information search capability
 Consumer choices
 Consumer cognition
 Consumer preferences

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 Consumer communication
 Consumer effect on company sales and profit (Fill & Turnbull, 2016).
 Consumer beliefs
Prior to exploring the differences amid European and North American consumer behaviours
in the context of WDC experiences, understanding consumer behaviour concept is essential.
Now, there are many things which North Americans and Europeans do differently. In other
words, standards of measurement, manual vs. automatic transmission along with social
customs are the differentiating factors between Europeans and North Americans. Coming to
the shopping context, today’s digital world cause major differences among both North
Americans and Europeans. Thus, their shopping habits are different drastically. In this
context, the European and North American countries demonstrated national history and
character within the pre-1939 exhibitions (Vijayasri, 2013).
Source: (Hofstede Insights, 2018)
The above chart is showing identification of consumer behaviour differences while
Hofstede’s Model of cultural dimensions, so that North American as well as European
consumers can be assessed from the behaviour perspective (Thomos & Peterson, 2017). Here,
the chart is containing six major cultural dimensions include power distance, individualism,
long-term orientation, indulgence, masculinity and uncertainty avoidance. In this way, with
the help of the above chart, a detailed comparison of the two types of consumers can be
demonstrated effectively (Hofstede, 2011).

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Power Distance Dimension
In this context, the power distance dimension is showing that European consumer is having a
Hofstede’s score of 35 whereas the North American consumers own a score of 40.
Individualism
This Hofstede’s dimension suggests that European consumers are having lesser individualism
than those of North Americans as the score differs from 2 which is 89 for UK and 91 for
USA.
Masculinity
Behaviours of the both NA and European consumers differ in this dimension because there is
a huge difference of 4 in between the two cultures.
Uncertainty Avoidance
There is a huge difference between North Americans and European consumers from the
uncertainty avoidance perspective. The difference is of 11 as the UK is having 35 and USA is
having 46 score in terms of Hofstede’s dimensions.
Indulgence
The two chosen cultures are almost same in terms of indulgence as per the Hofstede’s
cultural dimensions.

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Long-term Orientation
The above discussion is suggesting that glocalisation theory requires to be successfully
applied, containing but not limited to eating habits, food differences, and mealtimes,
conceptions on spending, views of the Disney brand, and views on the setting, colours used,
employee customs, dress code and labour policies (Matusitz, 2010).
In general, glocalization is the simultaneous happening of both universalizing as well as
particularizing tendencies within contemporary political, social, and economic systems. It has
been observed that glocalization is an adaptation of international products, into the national
contexts they are utilised and sold in. In this context, this term was first coined in the Harvard
Business Review, in the year 1980, by a famous sociologist Roland Robertson (Matusitz,
2010). Therefore, glocalization is an interaction of the local with the global. In the context of
WDC, when the park was initially opened, then it was a big financial debacle. The mistake
committed by the WDC was utilising their conventional method for forcing-feeding their US
products into local cultures. From the perspective of glocalisation, it is suggested that WDC
need to show adaptation to national or regional preferences for effectively generating
optimize profits as well as to sustain increased competition (Matusitz, 2010).
Moreover, for meeting the different demands of European and North American consumers,
WDC needs to understand the concepts of product adaptation and standardization. It is not
possible to mention adaptation without understanding standardization; as they are 2 main
sides of a single coin. Besides, both concepts represent a technique of selling products
globally. In this context, adaptation refers to modifying a product for meeting the local
requirements and customs of the consumers include European and North Americans. Here,
WDC needs adaptions which demand the utilisation of different marketing as well as selling
strategies within the foreign market rather than standardization. This is because, with the help
of standardization, Disney products are neither modified nor are the marketing approach
replaced. On the other hand, if standardization will be adopted by WDC then it is very cheap
and efficient. Though standardization does not have as better a chance of probing the novel
market as revision does hence WDC needs to adopt product adaptation over standardization
(Bohas, 2015).
Moreover, ethnocentric staffing means that one is using hire management which is the same
nationality as the parent company, whereas polycentric firms hire management workforces by

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the host country. This given case study analysis is suggesting that an ethnocentric staffing
way is more expensive as compared to a polycentric staffing method. On the other hand,
an ethnocentric staffing method seeks host-country nationals for all possible major positions,
at the same time a polycentric staffing way seeks the best people for prime jobs
irrespective of their nationality (Zheng et al., 2011).
Changes required to be made by WDC, Management into Marketing Mix
As per the research and analysis of the given case study of Disney Paris, there are some major
changes required on the basis of differences explored in the above sections. In this way, the
following changes can be formed by the Disneyland Paris management to their marketing
mix for effectively adjusting to the national culture:
 The strategy I: marketing mix of the Disney, Paris can be improved with the help of
this strategy. The strategy is all about research and development into the activities
related to storytelling to children with the help of advanced technology.
 Strategy II: the other strategy could be digitizing content for using technology as well
as lower costs for the common man of this era.
 Strategy III: strategic planning is needed by the management of WDC before
implementing any change from the cultural perspective
 From the different cultural perspective, WDC can use and implement strategies which
are helpful in lowering costs and maintaining competitive advantages globally (Qiu et
al., 2018).
 While using those differences to discover what changes Disneyland Paris
management should make to their marketing mix for adjusting to the national culture
it has been revealed that a balanced approach is needed to cost-savings and innovation
so that local cultures can be nurtured well.
 Strategy IV: WDC can adopt a corporate strategy of producing high-quality family
content for expanding globally and making their business model sustainable.
 Strategy V: the other marketing mix strategy requires changing for international
expansion (Zheng et al., 2011).
Apart from this, Disney requires moving forward into a future of advanced technology as
well as globalization. Besides, WDC needs to take some important decisions in favour of
customer service management while taking local cultures into consideration. Disney Paris’s
strategic aims need to fully develop as well as monetize their franchises to rise their presence

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globally. Although, WDC existence in the USA is a leading force yet their success needs to
be translate overseas (Thomos & Peterson, 2017).
Task 2
This discussion is aimed to provide knowledge and understanding of the key factors which
limit customer service in the hospitality as well as tourism industry. In addition to that, it will
demonstrate an ability to outline, evaluate and synthesise the theory and practice of the
benefits and opportunities to the WDC success in the long-term. In this way, this discussion
will establish as well as evaluate the benefits and opportunities of Disney’s 4 keys model has
had upon the group's success. To do so, major factors will be analysed which may limit and
enhance the consumer service delivery at WDC, Paris (Wisdom , 2018).
Four keys Model of Disney for best consumer experience
The time when Disneyland created in the year 1955, an orientation was held for all as the
freshly recruited cast members. Additionally, it focused the heritage of what was then Walt
Disney Creations and hence declared the significance of consumer service. In other words,
four keys model of Disney was created as a service vision to propose that no matter what
one’s role was in the park, their job was to make the consumers of the WDC happy. Post ten
years from its establishment, Van France returned to Disneyland and created a set of
standards for helping operationalize the manner into which Disney Cast Members should
spread happiness. In this way, 4 words being the keys of happiness were established, as
follows:
 Safety
 Courtesy
 Show
 Capacity (De Groote, 2011).
Here, creating a difference at Disney means providing all including partners, guests and
teams, an unforgettable happier experience (Vijayasri, 2013). The main objective of
launching this four key model was to offer the highest quality service while making dreams
come true at Disneyland, Paris. In addition to that, the four key elements were intended to
keep people safe, courteous, while showing efficiency at the utmost level. WDC’s four keys

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are an essential part of professions all across the park and resort. In this context, every key
from the 4-Key model is essential, and hence together these keys guarantee an exceptional
guest experience for the people from all around the world (Triandis, 2015).
The case study analysis of the WDC will create as well as evaluate the profits and
opportunities Disney’s 4 keys model has had on the group's success. In this way, based on
four keys model of Disney, strengths, weaknesses, threats and opportunities of the WDC are
as follows:
Strengths or Benefits
Key 1 Safety: here, foremost benefit of this key of the four key models is that it reminds
WDC about maintaining safety while offering the thrilling and happier experience to kids,
children and their families. The Disney Company is able to consider safety as the priority
within every decision they take. Thus, they never sacrifice this key for acquiring any other
key (Lindgreen et al., 2012).
Key 2 Courtesy: this is the second key of the four-key model and it is highly beneficial in
making the brand image sustainable and appreciable in the long-term (Mullins & Dossor,
2013). As we know that Disney cast members play a vital role in creating a magical
Disneyland Paris experience, thus company always shows their courtesy for their cast
members and team effectively. In this way, with the help of this key, WDC utilises courtesy
with guests, colleagues and with their partners to create a memorable experience which can
be forgettable throughout life (Lee & Carter, 2011).
Key 3 Show: the 3rd key of the model is beneficial as WDC allows people to breathe their life
fully into the stories they tell their guests. In addition to that, this Show key applies
backstage, within offices as well as workshops, where all of the WDC team-members
contribute, directly or indirectly, to the best guest experience (Galvez, 2018).
Key 4 Efficiency: the last but not the least key is the efficiency which allows the company to
manage their activity efficiently. Apart from this, with the help of this key, WDC events run
smoothly so that cast members avoid unnecessary inconveniences caused to their
international and national guests, colleagues as well as professional partners (Hollensen,
2010).

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Opportunities
Due to the adoption of the four-key model by Disney, Paris, a lot of opportunities have been
created for the company to ensure a sustainable future among its competitors. Some of these
opportunities created by Disney’s 4 Keys model from the organizational success are as
follows:
 Cast members of WDC may practice safe behaviours within every activity they do for
creating happiness for their guests (Fill & Turnbull, 2016).
 WDC can take actions related to putting safety at the first position
 With the help of the first key of the model, WDC speak up for ensuring the safety of
other people
 In the context of courtesy, this key allows the WDC to project positive energy and
image
 With the help of courtesy element of the 4-keys model, WDC is able to show
courteous as well as respectful behaviour and nature to guests of all ages
 Disney’s four-key model enables the company to go above and beyond for exceeding
their guest expectations (Cateora et al., 2011).
 As an opportunity, a four-key model of the WDC allows its cast members to stay in
their character and hence perform their role in any show for spreading happiness
 This model allows WDC to assure that their part is show-ready all the times
 Apart from this, one more opportunity to the organizational success of WDC is inter-
related to the fourth key of this model which is efficiency (Bohas, 2015).
 The four-key model allows Disney team to execute their roles professionally so that
visitors at Disneyland acquire the most out of their arrival
 Moreover, Disney’s four keys model creates the opportunity for using time and
resources wisely in the best possible way.
 The 4-keys model is an opportunity to acquire organizational success by knowing and
following all possible safety policies and processes related to the first key of the
framework
 It is again an opportunity that safety delivers on courtesy, efficiency and show.
 This model of four keys adopted by Disney allows them to be cognisant of the
surrounds as well as the hazards which may cause hassle (Burns et al., 2010).

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The factors affecting consumer service delivery at Disney Paris
In this context, there are some major factors which are affecting the consumer service
delivery at WDC and hence they restrict the success as well as the growth of the company in
this competitive age (Leeflang et al., 2014). These factors can further be subdivided into
various categories such as political, social, economic and cultural factors. For instance,
societal factors are majorly affecting customer service delivery at WDC.
Source: (Bowie et al., 2016)
Threats
In this context, some societal, as well as cultural factors are influencing customer service at
Disney. The factors may include the following:
 Globalization
 Global economic shift
 Enhanced technology efficiency
 Shifts in population
 Geopolitical factors

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 Deregulation (Hudson, 2013).
Source: (Matusitz, 2010)
Weaknesses (Limitations)
Apart from this, there are some limitations which are also responsible for the negative
changes within customer delivery at Disney (Matusitz, 2010). In this context, such limitations
may include issues related to employee engagement, communication, service culture, service
recovery strategies, technology, relationship marketing, loyalty programs and customer
relationship management (De Groote, 2011). As explained in the above diagram, these
factors are majorly affecting high-class consumer service delivery at WDC. Here, the
conceptual framework is suggesting the following possible limitations or weaknesses at the
Disney Paris Management end:
Effective communication: although WDC is well-known for its effective communication
strategies yet sometimes less employee empowerment may become a huge problem for the
management of the WDC while attempting to offer the best customer services to their guests
(Azizollah et al., 2016). Likewise, teamwork and cohesion are also essential concepts which
require effective communication among WDC teams and management members. Thus,
ineffective communication can become a major barrier into the organizational success of
WDC at a global level (Bowie et al., 2016).
Employee motivation: as we know that employee involvement encourages them to be
motivated while attending their guests and making them happy. If the company is lagging in