Case 5.2: Euro Disney:The first 100 days
Research Associate Robert Anthony prepared this case under the
supervision of Professors Gary Loveman and Leonard Schlesinger
at Harvard Business School.
Abstract
This case focuses on the problems of adapting a service concept
across cultural boundaries, particularly when the concept may con-
flict with local traditions and expectations of behaviour from both
the employee and customer points of view.
The first part of the case describes the key ingredients behind
Disney’s success – specifically, the personality of Walt Disney
himself, the innovative ‘theme’ park design, the ‘rich heritage’ of the
cartoon characters, the unique role that visitors play in the theme
park, the continually updated theme parks, and the consistently
meticulous service delivery system. The focal point of the service
delivery system is Disney University, the company’s in-house per-
sonnel development organization, which is described in some detail
in the case. It is because Disney recognizes the key role that employ-
ees play in ensuring successful visitor experiences that Disney
University was set up to ensure consistency of service across the
theme parks.
The next part of the case discusses how the Disney concept was
adapted for the Japanese market. Tokyo Disneyland is described as
a tremendous success and virtually identical to Disney’s Southern
Californian park. In the case it is suggested that Tokyo Disneyland’s
success is attributed to the ‘match’ between various aspects of the
Disney and Japanese cultures. The case then goes on to describe the
planning, design, start-up process and management problems asso-
ciated with the opening of Euro Disney and particularly the adapta-
tions that were made to fit with the European location. The case
closes with a number of decisions facing Euro Disney; in particular,
management must decide whether or not to invest in the second
phase of development of the theme park.
Learning points
This case shows how Euro Disney has difficulty in managing its
relationships with internal, recruitment and customer markets in an
unfamiliar cultural setting. It documents how a well tried and tested
service concept which has already been successfully transplanted to
330 Relationship Marketing