Eurodisney Research Design

EuroDisney Business Research Design Assessment

The research design to help Disney enter into the European market was poorly designed and virtually ignored as being significant by management. As a whole, a move by any company to any foreign market should not be made without an extensive, in-depth study based on exhaustive research into every applicable aspect of the economy, laws, culture, climate, interests, customs, life-style habits, geography, work habits. This integration of differing management practices is typical with any company doing business abroad. However, a great deal of time, patience, understanding, education, and willingness to accept and/or compromise are needed from all parties involved in order to make this integration successful.

Disney Company has been known for their strict construction and risk management requirements which they wished to impose upon the French workers. It was important to each side for them to join their philosophies and requirements into a system which would work for EuroDisney.

The sample design for research was not brood enough. Too little research had been obtained and utilized. EuroDisney was considered in the media as a symbol of American ethnocentrism and cultural imperialism. It was perceived as a threat, a cultural showdown of American supremacy in modern technology and its applications. At the same time, there was a fear of an American takeover of the leisure industry in France when the public was spending a large portion of its disposable income on it. This was overlooked by management, as well as many other cultural differences.

The success of Disney parks is premised on repeat business rather than on attracting new visitors. There is usually an enormous pay off in retaining existing customers rather than attempting to grow by attracting new ones. Lack of customer oriented service and the objections of European intellectuals convinced European visitors not to return. The park builders discounted all cultural aspects of their venture. They chose to ignore specific publics they were targeting. The management team in Euro Disney repeatedly assured French critics that they knew the business and refused many cultural pointers offered.

The validity and the reliability of the information obtained led to the nickname of this venture being called "The Cultural Chernobyl." Management chose to not complete the necessary research needed when entering a foreign market. This has caused an unhealthy beginning for EuroDisney. EuroDisney has continued to improve its relations with Europeans since the opening of EuroDisney.