Disneyland Paris was opened with much fanfare in 1992 after Disney's success with its amusement parks in USA and Japan. Though the park targeted entire Europe but most of the visitors were from France. French culture is highly egalitarian and equality and unity are important to the French. They also value style and sophistication, and take pride in the beauty and artistry of their country. Family is also highly valued and French culture places a high priority on the enjoyment of food Unlike Disney's American theme parks, Euro Disney aimed for permanentemployees as opposed to seasonal and temporary part-time employees. The park restaurants served American food and no wine and cigarettes were permitted in park. The dress code for staff, listed regulations for makeup, facial hair, tattoos, iewelty, short finger nails and more as in USA which the local unions called it an attack on individual liberty. The staff was also supposed to be always smiling and kind which did not reflectthe French attitude. Disney's American managers required English to be spoken at all meetings. Local French staff feltthat working condition were tough with, staff and resources allocated in the wrong way, because the peak days were notthe same as the US Disney Land. This led to a lack of staff on crowded days and a surplus of staff on other days. All this led to led to a high manpower turnover and adverse media coverage which impacted park footfall.Erench labour unions mounted protests against the appearance code, which they sawas "an attack on individual liberty". Others criticized Disney as being insensitive to French culture, individualism, and privacy. Disney countered by saying that if such conditions were not maintained, it would threaten the image and long-termsuccess of the park.Some other factors also led to lower revenues than anticipated. The French peoplefound the resorthotel rooms veryexpensive. French take long vacations & don't prefer expensive hotels while Americans prefershort vacations and could afford to splurge on expensive hotels. One of the biggest problems, however, was that Europeans didn'tstay at the park as long as Disney expected. While Disneysucceededin getting close to 9 million visitors a year through the park gates, in line with its plans, most stayed onlya day or two. Few stayed the four to five days that Disney had hoped for. It seems that most Europeans regard theme parks as places for day excursions. A theme park was just not seen as a destination for an extended vacation. Lunch turned out to be another problem. Most French visitors are used to lunch at 12:30 sharp which led to huge crowds at all restaurants. Park's smiling staff had to calm down such patrons and engage in some behaviour modification to teach them that they could eat lunch at 11 am to 2 pm.Cultural factors are crucial for the success of any business and to disregard and to "attack" others traditions and customs can be destructive. Before opening a business already well-established in another country, the company has to do a very deep and targeted marketresearch in order to better understand both the culture and how that same business can adapt to the different kind of need clients in the country might have. Question: A. Briefly explain the cultural dimensions as laid down by Hofstede B. Using the above dimensions, analvze where Disneyland Paris marketers made mistakes in its understanding of local French culture.

Disneyland Paris was opened with much fanfare in 1992 after Disney's success with its amusement parks in USA and Japan. Though the park targeted entire Europe but most of the visitors were from France. French culture is highly egalitarian and equality and unity are important to the French. They also value style and sophistication, and take pride in the beauty and artistry of their country. Family is also highly valued and French culture places a high priority on the enjoyment of food Unlike Disney's American theme parks, Euro Disney aimed for permanentemployees as opposed to seasonal and temporary part-time employees. The park restaurants served American food and no wine and cigarettes were permitted in park. The dress code for staff, listed regulations for makeup, facial hair, tattoos, iewelty, short finger nails and more as in USA which the local unions called it an attack on individual liberty. The staff was also supposed to be always smiling and kind which did not reflectthe French attitude. Disney's American managers required English to be spoken at all meetings. Local French staff feltthat working condition were tough with, staff and resources allocated in the wrong way, because the peak days were notthe same as the US Disney Land. This led to a lack of staff on crowded days and a surplus of staff on other days. All this led to led to a high manpower turnover and adverse media coverage which impacted park footfall.Erench labour unions mounted protests against the appearance code, which they sawas "an attack on individual liberty". Others criticized Disney as being insensitive to French culture, individualism, and privacy. Disney countered by saying that if such conditions were not maintained, it would threaten the image and long-termsuccess of the park.Some other factors also led to lower revenues than anticipated. The French peoplefound the resorthotel rooms veryexpensive. French take long vacations & don't prefer expensive hotels while Americans prefershort vacations and could afford to splurge on expensive hotels. One of the biggest problems, however, was that Europeans didn'tstay at the park as long as Disney expected. While Disneysucceededin getting close to 9 million visitors a year through the park gates, in line with its plans, most stayed onlya day or two. Few stayed the four to five days that Disney had hoped for. It seems that most Europeans regard theme parks as places for day excursions. A theme park was just not seen as a destination for an extended vacation. Lunch turned out to be another problem. Most French visitors are used to lunch at 12:30 sharp which led to huge crowds at all restaurants. Park's smiling staff had to calm down such patrons and engage in some behaviour modification to teach them that they could eat lunch at 11 am to 2 pm.Cultural factors are crucial for the success of any business and to disregard and to "attack" others traditions and customs can be destructive. Before opening a business already well-established in another country, the company has to do a very deep and targeted marketresearch in order to better understand both the culture and how that same business can adapt to the different kind of need clients in the country might have. Question: A. Briefly explain the cultural dimensions as laid down by Hofstede B. Using the above dimensions, analvze where Disneyland Paris marketers made mistakes in its understanding of local French culture.

Understanding Management (MindTap Course List)

10th Edition

ISBN:9781305502215

Author:Richard L. Daft, Dorothy Marcic

Publisher:Richard L. Daft, Dorothy Marcic

Chapter3: Managing In A Global Environment

Section: Chapter Questions

Problem 2CFCA

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