L – Euro Disney, Case Study Example

Disneyland case has encountered three major issues, which are strategically positioned which include the following; Climate is one of the issues, which affect the long gray winter of northern France. The climate problem made the Euro Disneyland to create complex designs, which cost a lot of money. The adverse weather conditions posed challenges to the project, which were mainly technical and amenable with careful analysis. Climate is a strategic issue and need to be closely examined to insure thwart people attend the park during different seasons of the year are protected.

Another issue which affects the case is cultural issue which is much tractable than climate issue. The success of Tokyo Disneyland gave birth to the development of Euro Disneyland in France. The cultural difference in Japan was very different from those in France and this posed a big cultural difference. The design of Toyland Disney was built using the Japanese cultural designs and it was designed to attract many Japanese people to the park. Human relations also posed a cultural challenge to the recruitment team. This issue is very strategic because different countries have different cultural believes. For the business to flourish in different region Disney must ensure that all the cultures are catered for in the design and construction of the part. For instance Tokyo Disneyland.

Another issue in the case is planning and development. Euro Disney’s development program provided for a theme park that was based on the themes a concept like the ones of USA theme parks. The plan established two stages of the project and it could be the largest resort in Europe. The first phase of the project comprised of construction of the magic kingdom theme park, the magic kingdom hotel and a camping ground. Moreover, this was aimed to take about FF14.9 billion of the budget. It could take 240 out of 570 acres of land and the rest to be used in constructing the second phase. This issue is strategic in that the whole project lied on planning and development. Even though planning and development encountered cultural and economic constraints the management team managed to complete the project in two phases.
One important core competence that L – Euro Disney can take advantage of is creation of unique experience by controlling the environment for visitors. The success of this is pegged on adopting a high profile of systematized management of human resources as well as business operations. L – Euro Disney can also make use of its inherent selection and training procedures for its employees to cultivate extremely high service capacity, maintenance in addition to safety levels. Client satisfaction at L – Euro Disney has been possible through the use of stylish approaches of day to day visitor forecasting coupled with their ability of carefully designing their parks in such a manner that long waiting and overcrowding are greatly minimized.

Uninterrupted operations throughout the year has been achieved through designing adaptations to facilitate for attendance that are not affected by the changes in weather pattern alongside other covered areas that are interconnected in contrast to Disney parks. Additionally, modifications with regard to the architecture, themes as well as the dining facilities contributed to a significant extent to align the park with the European market.

Financial restructuring package agreed between the euro Disneyland and its creditors in June involved the provision by destiny of $ 255 million in lease at an interest rate of 1%. This deal was supper in building more funds for the progress of the project.