Read the case study and answer the questlons that follow Disneyland Parls In April 1992, EuroDisney frist opened in Paris, France. It later changed its name to Disneyand Parls. They expected to achleve the same tremendous success that they had actleved In Tokyo Disneyland. However, EuroDisney in Paris taled In its trist few years. Flnanclal losses were so heavy that the president had to structure a ffnandal rescue package to put EuroDisney on ffrm enanclal ground. Among the reasons for the fallure was the issue of cuiture. The French visitors were expected to make up 50% of the attendance figures but they stayed away. The French vewed EuroDisney as American Imperialism. They also dld not llke American falry-tale characters and were proud of their own lovable cartoon characters such as Astertx and Obell who had their om theme park nearby. Advertisements emphasizing the size of the park and the glitz rather than the variety of the rides, the entertalnment. value and the attractions offended the French sentment. Expenslve trams were bult along the lake to transport guests from the hotels to the park but the guests preferred to walk. The American managers of EuroDisney further offended the local baniks, the advertsement agencles and other orgarisations with their seemingly amogant atthude. The Disney managenent decision to ban alcohol in the park proved to be Insenstive to the local culture because the French are the world's biggest consumer of whe. To the French a meal without whe is unthinkable, so Disney inted the ban on alcohol. Mistaken assumptions by Disney management team affected construction design, marketing and pricing pollcles and park management as well as Initial financing. Disney execurtives were wrongly Irformed that Europeans do not eat breakfast and'based on that the breakfast service was drastically reduced and this upset the hotel guests teribly. Americans usualy take thelr families for short holldays but the vacation customs of Europeans were different. Europeans prefer to take a montz-long family vacaton during summer and they would not want to spend the entire time in a theme park. This also contributed to finandial losses. As many French people llke to take their pets with them on vacations, Disney bult speclal kernels to house visitor's pets during thelr stay at the theme park. Frenchman Phillppe Bourgulnon took over EuroDisney as CEO and managed to navigate the theme park back to protabilty and dealing effectively with local barks and other agencles. He changed the marketing strategy to focus more on localization and taking into account the different tourists" habits around the European continent. The name EuroDisney was also changed to Disneytand Parts. More changes were put into place, such as providing full breakiast that caters to the multple cuitures that exsists throughout Europe. Unilke Disney's Intital atthide, they realised that not only guests needed to be respected and welcomed on the basis of 2 their own cutture and travel hablts but also the need to deal wth local agencles and organisatons with respect for the local cuiture. (Source: adapted from Cateora and Graham, Intematonal Marketing (2016),15 edton Mc Graw HII) Question 1 Analyse the cultural differences that contributed to the inital fallure of EuroOisney. (50 marks) Question 2 Discuss from the cultural aspect how EuroDisney turned around its Initial poor performance in France. (50 marks)