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Disneyland Paris Overview

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Advantages:.

New site serving the 67millions population in France and 79 millions of tourists there, as Paris is the most-popular city destination among tourists of all nationalities.
Famous characters to people in all over the world which have thrills.
The high experiences.
High average of per capita income of European.
Sufficient acreage of land was available for development.
French government’s generous incentives.
Better demographics than at any other Disney site.

Disadvantages:

Europeans in general and the French in particular are sensitive about American cultural imperialism. The former Chairman of Eisner was pelted with eggs in Paris, he should have suspected that market entry might not be that easy.
French culture has its own lovable cartoon characters such as Astérix, the helmeted, pint-sized Gallic warrior, who has a theme park located near EuroDisney.
Poor winter weather of northern Europe.
Hotel rooms were so high priced.
Entering by FDI mode of entry, it was better to be by JV as it is in Hong Kong or licensing as it is in Japan.
Real-estate investments.
Expensive or inappropriate park design and construction. Total park construction costs were estimated at FFr 14 billion ($2.37 billion) in 1989 but rose by $340 million to FFr 16 billion as a result of all these add-ons. Hotel construction costs alone rose from an estimated FFr 3.4 billion to FFr 5.7 billion.
Flawed initial marketing, pricing, staffing, and park management policies.
Disney’s management decision to pursue a market skimming policy to earn a fast return, might have led to poor attendance levels.
Disney’s management was being insensitive to cultural differences, as Europeans are much more independent and value deeply their own cultural habits and traditions. This would require the design of a theme park that is more in keeping with French and European cultural norms. Allow the French to put their own identity on the park.
Disney’s management has its lake to insight, sensitivity, and basic information about the French market and environmental events in France (e.g., recession, currency swings).
Rigid imposition of Disney rules and unwillingness to consider adaptations.
Expensive trams were built along a lake to take guests from the hotels to the park.

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{I spent most of June 2004 in Europe, visiting people and places associated with Walt Disney. I also spent a couple of days at the animation festival at Annecy, France. I'm writing about that trip, which took me to Switzerland, Denmark, and England as well as France, in several installments. MB]

European Journal

I. disneyland paris.

People who knew Walt Disney say that two subjects they learned to avoid in his presence were sex and death. How odd, then, that two Disney theme-park rides that bear his mark—"Pirates of the Caribbean" and "The Haunted Mansion"—are so heavily seasoned with sex and death.

That thought occurred to me during the "Haunted Mansion" ride at Disneyland Paris, when I noticed that one of the "Audio-Animatronic" figures was a virtuoso display of rotting flesh that would have done an EC comic book of the fifties proud. That ride is packed with skeletons and many other representations of death. Sex—or if you prefer, rape—is what "Pirates of the Caribbean" is most about, especially in the celebrated "auction" scene, unless maybe you believe that the pirates are enthusiastic about the beautiful redhead because they've heard she's a good cook.

The Paris versions of both rides have been modified from their American originals—for example, a Western "ghost town" has been added at the end of the "Mansion" ride, whose Paris version is located in the park's Frontierland—but they're largely identical. The same is true of Disneyland Paris itself, which looks and feels very much like the "Magic Kingdoms" in California and Florida, only with familiar attractions rearranged and substitutions made, including the name "Discoveryland" for "Tomorrowland." Didier Ghez's lavish book Disneyland Paris: From Sketch to Reality lays out in impressive detail the careful planning that went into all the departures from the U.S. templates.

As Phyllis and I made our way from one ride to another, I was struck—as I had not been when I visited Walt Disney World in Florida a few months earlier—by how few descendants "Mansion" and "Pirates" have among the Disney parks' attractions. A ride like "Star Tours" is fun, certainly, but the two older rides were shaped by a kind of ambition that is lacking elsewhere in the parks.

The parks have come to rely increasingly on "thrill rides" whose thrills are often pretty crude. Imagination is notably lacking in many of these rides, so that there's nothing much to distinguish the "Indiana Jones" ride at Disneyland Paris from hundreds of other roller coasters—except that this one goes backward. "Space Mountain" is perhaps the most intense roller coaster I've ever experienced, but you can make a roller coaster only so intense without inducing nausea and concussions, and the Paris version rushes right up to that edge.

Demographics are no doubt largely to blame for this shift. A park conceived for an audience dominated by families with small children, like the original Disneyland, could not rely on the same attractions to draw young adults without children in tow. But I think the changes in the parks involve more than a move from one kind of ride to another.

When I visited Walt Disney World, as I've written elsewhere on the site , some of the rides seemed to me equivalent to animated displays in department-store windows. At Paris, I realized that Walt Disney's original Disneyland, when it opened almost fifty years ago, was itself reminiscent of a department store of the classic kind. Those stores provided amenities—think of the recitals on the huge organ at Wanamaker's in Philadelphia—that didn't contribute directly to profit but made visiting a store more enjoyable and encouraged customers to come back, as well as spend more while they were there. Disneyland's landscaping, its profusion of flowers and trees, served much the same purpose, as did the exotic dress that Disney gave to what were often very ordinary rides, like some of those in Fantasyland.

Visiting Disneyland was supposed to be an enjoyable experience in itself, distinct from whatever pleasure might be found in the rides. Perhaps that was the rationale for paying separately for admission and for each ride, the system that prevailed when Disneyland opened in 1955 (and that was soon modified through the sale of letter-coded ticket books, with "E" tickets reserved for the best rides, like "Pirates").

I wonder if the shift in 1982 to a single pricey ticket, for a theme park and all the attractions in it, has not had the perverse effect, over time, of downgrading the importance of the park itself and increasing the pressure to come up with hard-edged thrill rides—and, beyond that, to use the rides as conduits into adjacent stores packed with Disney merchandise. The feeling I've had, in my recent visits to Disney parks, is that the people running them are preoccupied with "profit centers" but aren't sure where they are.

The people running Disneyland Paris certainly haven't found them. The park was busy when I was there, but not all that busy for a sunny Sunday afternoon in June—and it closed at 8 p.m., long before daylight was gone. The even earlier closing time at the adjacent Walt Disney Studios park—6 p.m.—was like a white flag of surrender. There were no lines at any of the rides, except for "Big Thunder Railroad," the most child-friendly of Disneyland's roller coasters. It occurred to me that many of the people at the park might be there on annual passes, which could be bought for little more than the price of two daily admissions.

Thanks in large part to the requirements of French law, Disneyland Paris and Walt Disney Studios are emphatically French parks, with only a little English in their signs and very little evidence of other languages. Sometimes the insistence on French leads to absurd results: at the Walt Disney Studios, Roy Disney and his uncle Walt spoke perfect dubbed French, with English subtitles, in a filmed introduction to a noisy how-we-do-it animation show.

Any sort of "European" flavor is otherwise lacking at Disneyland Paris, though, apart from the ready availability of wine and beer, an un-American tolerance for cigarette smoke, and the cool demeanor of the park employees. (I learned later that employees were trained initially to be as bright and cheerful as their American counterparts but Europeans found all those smiling faces too spooky.)

The park's efforts to strike a balance—preserving Disneyland's American character while accommodating European preferences—has not succeeded, at least not yet. A few days after my visit, the Walt Disney Co. and three French banks rescued Euro Disney SCA, Disneyland Paris's owner, for the second time in a decade, saving it from defaulting on $2.9 billion in debt.

Perhaps as a reflection of its financial strains, Disneyland Paris was fraying around the edges—chipped paint, dirty toilets, litter —when I saw it. Walt Disney would have tolerated none of it. The original Disneyland was terribly important to Walt himself—it was the best outlet he could find in the fifties and early sixties for his enormous energies—and he was always pushing toward an ever-receding goal of perfection at his park.

Walt Disney died almost thirty-eight years ago, but thanks to the force of his personality, the original Disneyland and the parks modeled on it, like the one in Paris, still make sense only when they seem to be perfect, or at least are clearly striving to be. All lapses from Walt's conception, whether they're dumb rides, indifferent employees, or dirty restrooms, loom larger than they might in a more relaxed atmosphere. My fundamental criticism of the Disney parks is not that they're frivolous or childish, but that they're entirely too serious. Underneath the jolly surface, they're stretched tight as a drumhead.

I encountered a park with a much more relaxed atmosphere—a park that Walt Disney visited often and used as a model for his own—later in my trip, and I'll write about it in another installment of this journal.

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[Click here to read the second installment in this journal, about the Annecy festival, the third installment , on the Swiss village of Zermatt, or the fourth installment, on Copenhagen's Tivoli Gardens . Click here to go to the official site for Disneyland Resort Paris .]

[Posted July 17, 2004; updated December 2, 2004]

Home — Essay Samples — Geography & Travel — Disneyland — An Overview Of Disneyland Park

An Overview of Disneyland Park

Categories: Amusement Park Disneyland

About this sample

Words: 558 |

Published: May 14, 2021

Words: 558 | Page: 1 | 3 min read

Disneyland in France (Paris)

Works cited.

Disneyland Resort Official Website. (n.d.). Retrieved from https://disneyland.disney.go.com/
Disneyland Paris Official Website. (n.d.). Retrieved from https://www.disneylandparis.com/en-gb/
The Walt Disney Family Museum. (n.d.). About Walt Disney. Retrieved from https://www.waltdisney.org/about-walt-disney
Miller, S. (2018). Disneyland: The hidden facts and secrets of Walt Disney's theme parks. CreateSpace Independent Publishing Platform.
Sorkin, M. (2016). From Disneyland to Disney World: The business of magic. Routledge.
The Walt Disney Company. (2021). 2020 Annual Report.
Poole, K. (2017). Secrets of Disneyland: Weird and wonderful facts about the happiest place on earth. Summertime Publishing.
Krasnostein, M. (2019). The land of permanent goodbyes: A moving, powerful and timely intergenerational story that will touch every heart. HarperCollins.
Theme Park Insider. (n.d.). Disneyland.
Chung, J., & Lee, T. (2015). Disneyland Resort: A family vacation destination. Journal of Tourism and Hospitality Management, 3(1), 22-34.

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Disneyland Paris Marketing Analysis Essay

Paper Type: Essay

Pages: 20

Wordcount: 5261 Words

Date: 2022-07-28

Introduction

Following the success in America, Walt Disney decided to build a similar entertainment and vacation park in Europe. On April 12, 1992 the park was opened the first time as Euro Disney® Resort. Nowadays it is known as Disneyland® Paris, which is located close to Paris in France. It consists of two theme parks (Disneyland® Park and Walt Disney Studio Park), one entertainment district (Disney Village) 1 and 14 hotels owned by Disneyland® Paris. The opening of Disneyland® Paris was debated. People were afraid of being affected by the unhealthy life style and consumption of the Americans. A French journalist wrote, I wish with all my heart the rebels would set fire to [Euro] Disneyland and a French philosopher said, It is not America that is invading us. It is we who adore it, who adopt its fashions and above all, its words.

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All in all people were against the opening of Disneyland® Paris. How important is Disneyland® Paris at this moment? How is it using marketing? Who are the customers, Americans and/or Europeans? Is Disneyland® Paris a competitor in comparison to other amusement parks? Which challenges does it currently face? To find answers these questions, we will analyse Disneyland® Paris performance through a SWOT-Analysis, which gives us an idea of its strengths, weaknesses, opportunities and threats. As we come to a conclusion, we will also give an advice to Disneyland® Paris on what it can improve in order to perform better.

Internal analysis

Disneyland® Paris is in a heterogeneous oligopoly. A heterogeneous oligopoly is a market in which there are a few sellers, and a lot of buyers. The sellers are in competition with each other and they are well informed about the actions of other sellers. Therefore, the decisions firms make, mostly are affected by decisions that their competitors make, and the other way around. Disneyland® Paris is an actor in the market of amusement parks. In almost every European country you can find an amusement park.

However, not all of these parks are offering accommodations and dining services, which makes the trip more of an unique and exciting experience. This market is heterogeneous because, even though amusement parks seem the same, the feeling and experience in each one is completely different. Furthermore, only a few sellers can oversee decisions made by competitors. Next to that, there are many buyers. In 2013 14.9 million people visited Disneyland® Paris. Disneyland® Paris position and performance.

As mentioned before, Disneyland® Paris welcomed 14,9 million guests last year. This makes it the biggest tourist destination in Europe, especially compared to the Eiffel tower, which only attracts approximately 7 million visitors per year. In comparison to other amusement parks. How many visitors did other amusement parks in Europe welcome in 2013? De Efteling (Holland) 4 million visitors per yea.

Movie Park Germany (Germany) 1.3 million visitors per year Europa Park (Germany) 4.6 million visitors per year Gardaland (Italy) approximately 7 million visitors per year Set side by side to other amusement parks in Europe, Disneyland® Paris is doing really well on their visitors count.

Financial performance

Disneyland® Land has been taking losses in 2011, 2012 and 2013. So with respect to its profit, Disneyland® Paris is not doing that well at all. Their net loss was admittedly high in 2012, with 100.2 million euros. In 2013, they managed to cutback the loss to 78.2 million euros. See appendix, table 1. Notwithstanding, it is still a considerable amount of money. So how come that Disneyland® Paris, the biggest amusement park in Europe, is taking a loss 14,9 million visitors per year seems to be a high amount of visitors, but in the past three years, the number of visitors per year has decreased and the hotel occupancy rate has gone down. Even though the amount of money that visitors spent (per visitor) has slightly gone up, it is not enough to make up for the decrease in visitors. See appendix, table.

Despite the fact that Disneyland® Paris is the biggest tourist attraction in Europe, and even draws more visitors than the Eiffel Tower, it is not financially healthy. Disneyland® has again been taking a big loss. Disneyland® Paris has to change its strategy to achieve positive numbers and to start making profits.

What Disneyland® Paris offers to their guests is not only an amusement park, it is an experience. Disneyland offers two parks, Disneyland Park and Walt Disney Studios Park, with a total of 59 attractions. As stated by http://corporate.disneylandparis.com/: Disneyland Park captures the wonder and fantasy of a classic Disney theme park while the Walt Disney Studios Park features the magic of movie-making. To make the Disneyland® Paris experience complete, it offers several hotels, 63 restaurants, sport facilities, a wellness center, baby-care service, life-size Disney characters and a lot of shows and parades in the classic park as well as in the studios park. The value that Disneyland® Paris offers is not just visit an amusement park with only fun rides, but an actual chance meet the characters from the Disney movies.

Visitors can hug and take a picture with their favorite movie characters. Besides Disneyland ® Paris made sure that its visitors stay in the Disney-feeling, even when having diner for example. Another part of the value that Disneyland® Paris offers is that it combines the Walt Disney Studios Park with the classic park. For example De Efteling (Holland) does not have a movie-oriented park, and Movie Park Germany (Germany) does not have a classic park, but only the movie segment. The fact is that the customer does not need to choose between those two options at Disneyland® Paris, but can have both at Disneyland® Paris. A lot of other amusement parks in France or Europe also have astonishing attractions, but Disneyland® Paris offers more than that.

Disneyland® Paris marketing mix

As mentioned before, Disneyland® Paris has a lot to offer. It serves their customers an amazing experience. Due to all this, the park had 14,9 million visitors last year. However, just like any other company, they used different tools to be this successful.

Disneyland® Paris offers several products and not just the amusement parks that people always seem to think about. Next to the two parks, they also own seven hotels owned by itself and seven partner hotels, including a free bus connection from and to the park. Most of the hotels have their own special features, for example tennis courts, swimming pools, fitness centers, and pony ride. Furthermore, the resort includes Disney Village, which is a street where many shops, bars, restaurants, and attractions are located. Next to all this, the resort also includes a golf complex. The target segments of Disneyland are mainly families with children. When customers come to Disneyland® Paris they expect to have a good time, not only for the children, but also for the parents. They might even want to feel as children themselves again.

Disneyland® Paris tries to give its visitors this experience using their parks, hotels and all the other features. Apart from feeling like a child again, some parents are looking for some relaxation and sports, which can be found at Disneyland® Paris as well. All these products are part of the well-known brand Disney, even the hotels. This big mixture of products sets Disneyland® Paris apart from other attraction parks. Even though other parks may have a brand and shops, most of them do not include a hotel. Even less parks accommodate a golf complex! These advantages make Disneyland® Paris to what it is: a very attractive get-away. Strengths: Disneyland® Paris offers a lot of different products. This makes it interesting for many target groups. It is not only for families with children, but can also be for groups of friends. Weaknesses: All the Disney items may become a bit too overwhelming.

When the decision to visit Disneyland® Paris is made, tickets need to be bought first. Tickets are sold on the website of Disneyland® or throughout a travelling agency. The prices for tickets can be found in the appendix, table 2. As seen in the table, the park gives some discounts. For example, instead of paying for three day, one day is given for free. When the intention is to stay for more than one day, the opportunity to book a hotel is available. The tickets are already included in the price of the room. The price of the hotel for one night and one adult range from 111.00 to 663.00. Children from the age of 3 till 11 can spend the night in the hotels for free. However, these prices are not fixed but can fluctuate according to the needs and wants of customers. The prices in restaurants differ.

They range from less than 15 to over 25. This gives a wide range for customers and includes something for every target segment, rich or poor. Having an inexpensive dinner might sounds great to most parents, since often the food in (other) attraction parks is very expensive. Strengths: The low prices of some of the restaurants can be considered as a strength. Usually the food in attraction parks is very expensive. Also, parents often believe that the trip itself already cost much money, so having some inexpensive restaurants gives Disneyland an advantage. Weaknesses: The entrance price of the park is very high, much higher than those of other parks, which are usually around â‚¬30.-. Furthermore, the stay in hotels might be too expensive for some customers.

Disneyland uses several tools in promotion, such as the television, radio, advertisements and face-to-face communication. It sends out advertisement on the television on children and family senders. It also play ads on the radio, using the voice of Mickey Mouse. By reaching out to mostly children, it achieves its success. Next to these forms of promotion, it also posts advertisements for example in newspapers and children magazines. Also, there is the face-to-face communication. Visitors inform friends and family about their experience in Disneyland® Paris, making the listener start thinking about Disneyland® Paris positively or even negatively. Finally, there is a form of promotion that is not in the hands of Disneyland® Paris itself, namely the media. Reporters and journalists write about Disneyland. These articles can be positive, but can also be negative. Unfortunately for Disneyland, it is very hard to prevent negative news.

The only thing that Disneyland® Paris can do is to show the journalists are wrong with their writings after their publications. Strengths: Focussing commercials on children is a smart move. Children can be very powerful towards their parents spending. Which parent does not want to see his or her child happy? Disneyland® Paris is a fun experience and makes families bond. Weaknesses: Just like any other company, Disneyland can come across some negative media. Not only by journalists, but also people that have been in the park and have had a negative experience. All of them can start spreading the word about their experience. For example, in an article in The Independent, from May 6th 2010, which explains how employers of Disneyland® Paris have had accidents or committed suicide, due to some issues with the management of Euro Disney.

Disneyland® Paris is located very near to Paris, 32 kilometres to the east. This makes it a central point in Europe. It is well accessible by car, since the park is located near a high way. Across from the entrance of the two parks lies a train station, Marne la Vallee-Chessy. This train station has a direct high speed train service to cities like Bordeaux, Marseilles, Nice, Lyon and even Brussels. Also, the Eurostar services a direct line from London to this station. Another easy way to get to the park is to go buy bus, since there is a direct bus service provided from two international French airports, Charles De Gaulle International Airport and Orly Airport.

Strengths: Disneyland® Paris is easily accessible, which gives them a great advantage. Weaknesses: Disneyland® Paris is located in a place where the weather is very unpredictable. You are never a 100% certain whether the weather will be good or whether it will rain all day. Also the surrounding villages might experience some troubles with Disneyland and its facilities. For example the train passing by only 200 meters from a city like Chessy. This can cause nuisance for the people living there.

External Analysis

An external analysis concentrates on all external variables that influence a companys performance. They determine a companys success, its chances and risks. Therefore it is a very important task for marketers to know the environment in case to adapt to trends. Marketers need to know and understand them in case to adjust their strategies. The external analysis is split up into two parts, which are called microenvironment and macroenvironment.

Micro-Environment

The microenvironment is about the actors close to the company that affect its ability to serve its customers (Kotler/Armstrong 2012, p. 66). In order to handle the customers, a companys task is to build up a good relationship with those actors, that consist of other companies, suppliers, marketing intermediaries, competitors, publics and its customers.

As mentioned above a company has to create value for its customers. In order to do so, Disneyland® Paris has to know its customers needs and wants. First of all Disneyland® Paris has to divide the market into smaller segments. Afterwards it has to decide which groups to target. There are many variables to use to split up a market into smaller groups and to decide whether to enter or not. In the following consumer analysis we look at the main variables like geographic, demographic, psychographic and behavioural. Disneyland® Paris consists of a consumer market, which means Disneyland® Paris is targeting individuals and households buying services and goods. The consumer market is a combination of a local and international market. Even Disneyland® Paris is located in France, using the geographic segmentation, which divides a market into different nations, states, regions, countries, cities or even neighbourhoods, its main target group is Europe. As we can see in table 4 (see apendix), Disneyland® Paris target market consists of seven major groups and the rest of the world. The table describes the major groups with the share in percentages from 2011 to 2013. The groups are France (51%), United Kingdom (14%), Spain (8%), Belgium (6%), Netherlands (6%), Italy (3%), Germany (3%) and the rest of the world (9%). With certainty we can conclude these are the biggest groups, not only through the table, but also through the official website which is presented in many languages. 9 A company also needs to make a decision whether for example which age, gender, family size, income they want to reach. These variables belong to the demographic segmentation. The book Principles of Marketing by Kotler and Armstrong¦p 191 says: Demographic factors are the most popular bases for segmenting customer groups. One reason is that consumer needs, wants, and usage rates often vary closely with demographic variables. (Kotler/Armstrong 2012, p. 191) Transferring this strategy to Disneyland® Paris customers, we can easily see its target groups within the geographical segmentation. Disneyland® Paris is mainly focusing on families with children within the age of 3 to 15 years, which remains to be a problem as analysed later on.

Secondary it also provides services and attractions to adolescents and older generations. As we have analysed in the first part of the paper, Disneyland® Paris offers services and attractions for people in each life-cycle stage. As a result we can see Disneyland® Paris is not mainly focusing on children, it is primarily focusing on family activities as a whole. The family size does not play a big role, because also singles, classes or just big groups are welcome to visit the world of Disneyland® Paris. Other variables are psychographic and behavioural. Disneyland® Paris is targeting consumers who are looking for adventurous and unforgettable holidays, which belongs in the behavioural segmentation.

Disneyland® Paris requires visitors who are enthusiastic, active and dreamer. To achieve holidays like that people has to pay a high amount of money, therefore Disneyland® Paris is targeting the working class with a higher income. All in all Disneyland® Paris typical customers are not only young families with their children, also adolescents and groups, all from Europe. Because of the fact Disneyland® Paris is quite expensive it is focusing on families with higher income, who want to experience a unique and adventurous entertainment.

Competitors

A company in the same business or in a similar business is called a competitor. In order to be successful, a company has to grant higher value than its competitors do. The same applies for Disneyland® Paris. What are its competitors and how strong are they? In Disneyland® Paris case its competitors are not only located in France, also in Europe (compare table 5). The amusement park business is growing at a steady rate. Still Disneyland® Paris is the market leader in this business. To evaluate its competitors in this market, it is necessary to take a more detailed look at them. One way is to look at the customers the amusement parks are targeting. Those parks who have the same target groups are closer competitors for Disneyland® Paris. As mentioned above, Disneyland® Paris target groups are families with children and adolescents, who want to make a unique experience in connection with a longer holiday stay in Disneyland® Paris.

The majority of amusement parks are listed in table 3, which are focusing on customers who just want to stay for a day. Therefore Disneyland® Paris and the other parks in comparison have mostly different target groups and goals. Another factor are the yearly guests. The main competitors are De Efteling in the Netherlands with 4.2 million visitors and Europa Park with 4.6 million visitors in Germany. Even if Disneyland® Paris has twice as much guests (16 million) (see table 5), those theme parks have the same strategy in creating an overall theme-park atmosphere while targeting the same groups (families with their children and adolescents).

Nonetheless, Disneyland® Paris has the highest market share and is definitely the market leader in this business. Its overall appearance with the whole Disney World makes the park unique in comparison to De Efteling and Europa Park. But it is very important we do not leave out of account the fact, Disneyland® Paris is struggling from its debts and losses, as mentioned before. While Disneyland® Paris is recording losses, the other two parks are recording profits and performing better financially. Disneyland® Paris needs to watch out in order to stay the market leader.

Competitive Strategies

Disneyland® Paris is using an effective brand strategy. These results in having a strong image of the Disneyworld in the customers minds and reaching a higher value people put on Disneyland® Paris. Besides, there are four basic competitive strategies used by marketers. The first one is called overall cost leadership, which tries to achieve the highest market share while having the lowest costs as possible. Another one is focusing on creating a high differentiation within the companys product line (differentiation). Some companies also choose to serve just a few market segments instead of reaching the whole market. The fourth strategy is called middle-of-the-road which combines the strategies. Company performances are showing they are performing worse with it. While following one of these strategies overall cost leadership, differentiation, focus or middle-of-the-road- companies want to give a superior value through value disciplines. Introducing all of them, operational excellence concentrates on reducing costs and creat[ing] a lean and efficient value-delivery system. (Kotler/Armstrong 2012, p. 537) Another strategy is to concentrate on the needs and wants of the target groups (customer intimacy), while the last discipline called product leadership is always offering new and better products to their customers.

Disneyland® Paris strategy is to combine the differentiation strategy with the customer intimacy strategy. Through the analysis in part one, where we have seen the financial debts of Disneyland® Paris, it is definitely not pursuing the overall cost leadership strategy. Instead Disneyland® Paris is focusing to expand its park while creating new products and services for all stages of the age life circle. This implies for the differentiation strategy. Doing this, Disneyland® Paris has to know its customers needs and wants very well, which results in customer intimacy.

Reaching this goal Disneyland® Paris is spending a high amount in research to develop modern products and services. It is marketing its amusement mark through digital media and internet to reach the adolescents and teens. Disneyland® Paris owns the position as the product leader in its business, because it is always innovating and creating new products to keep its park attractive. It is steadily offering leading-edge products and services, not only to reach new customers also to convince customers to visit Disneyland® Paris again.

Macroenvironment

In comparison to the micro-environmental analysis the macro-environmental analysis is not about the close actors around the company, it is about the larger societal forces as demographic, economics, natural, technological, political, and cultural forces, that effect the microenvironment. The trends of the factors listed before form the opportunities and threats companies have to deal with. In case of Disneyland® Paris the demographic change is one of the most important topics. The demography is looking at the populations structure and its shift. As we see in figure 1 (see appendix) the economy experienced an enormous decreasing trend in the birth rates, which resulted in an aging society. Smaller family sizes are the aftereffect of this trend. More important is to take a look how the demographic change will go on in the future.

Figure 2 (see appendix) gives us an economic prediction of how the current situation affects the population structure in the future until 2060. Figure 2 (see appendix) shows the development from a bell shaped population towards a form like an urn. This is an indication of an aging population with less births. In 2011 the biggest age group was defined of people in the age of 15 55 years. In 2060 it might happen, this group becomes less and the age group of 60 90 years will increase. Referring to Disneyland® Paris, as we analysed earlier in the paper, the main target group of Disneyland® Paris are young families with children and adolescents. Therefore the demographic trend is a threat it has to deal with. Disneyland® Paris has to change its structure towards satisfying older generations instead of focusing only on children and adolescents in order not to lose a high amount of customers. In addition Disneyland® Paris has to experience a price increase in non-renewable resources such like oil and water, which belongs in the category of the natural environment.

The price increase in oil in the last years is obvious. Through higher prices for the resources, Disneyland® Paris has higher costs. Disneyland® Paris could increase its ticket prices, but how would customers react? Disneyland® Paris is saying by itself it has to learn how to use its resources mainly water, paper and energy more wisely and efficient. Even Disneyland® Paris is geographically not affected by the consequences of the climate change, it is fighting against it.

In its 2013 Reference Document Disneyland® Paris is saying it helps through its environmental policy, in particular with its water consumption initiatives and its efforts in preventing and fighting pollution discharges. Also within the social environment Disneyland® Paris is putting a high emphasis on negotiating contracts with its suppliers. Disneyland® Paris is listing its requirements in the 2013 Reference Document (p. 144): Not to use child labor or forced labor.

To treat each employee with dignity and respect and refrain from adopting discriminatory practices in hiring and employment; To respect employees right to associate, organize and bargain collectively; To provide employees with a safe and healthy work environment and to ensure that all accommodations provided to employees comply with health and safety standards; To apply laws and regulations relating to wages and working time, environment, manufacturing, pricing and sales and distribution of merchandise, Not to use subcontractors to manufacture Disney products or components without a prior written agreement.

When a breach in standards is identified, the supplier must correct it or stop producing for [Disneyland® Paris]. These points are showing the high social responsibility Disneyland® Paris cares about. Besides this it is also trying to market its products child-oriented, improving its food in quality and safety and provides customer health and safety. Disneyland® Paris also agreed to support the French economy and the employment, but we wont elaborate about that too much right now.

Strategic Advice and Conclusion

As analysed in the paper there are many threats Disneyland® Paris has to deal with. But, threats are not necessary bad for the company, they can also constitute opportunities to improve its strategy. Mentioned before, the demographic change is one of the biggest threats. Disneyland® Paris has to change its concept towards older age groups in case of not losing customers. Disneyland® Paris has already done a lot in this direction offering products and services to those age groups. This does not mean Disneyland® Paris is safe, it still need to analyse its older customers? needs and wants in order to innovate products and services satisfying them. One advice is to improve the arrival and departure. Even though Paris and therefore Disneyland® Paris are easy to reach, it can be still improved. An idea is using the international train Thalys. Thalys is offering many routes through five European countries namely Belgium, Germany, France, the Netherlands and United Kingdom, stopping in 31 cities.

Disneyland® Paris could cooperate with this company to create new packages (combining Disney-tickets with traintickets) for an easier and cheaper arrival/departure. Referring to the countries mentioned above, mainly these countries are presenting the target groups within Europe. As we analysed Disneyland® Paris need to reach new customers. A possibility is to advertise itself more in eastern European countries such like Poland and Russia, which population became more willing to spend money on holidays. As we can see on Disneyland® Paris website, it does not offer its official website in those languages (www.disneylandparis.com). This is a point that can be improved to reach completely new target groups. Not only those countries seem to be interesting, also emerging countries such like south-western European countries.

In order to reach them, Disneyland® Paris could try to convince Thalys to expend its routes towards these countries. Another factor is Disneyland® Paris seriously has to keep its prices stable or even lower them. Of course it is not that easy to reduce them while resource prices and therefore costs are increasing, but Disneyland® Paris could building its own wind farm using renewable resources to produce own energy. This fact will not only contribute in lowering prices, it will bring a new philosophy that pays attention to the environment and it earns the trust of those people who are environmental conscious. Disneyland® Paris can include this point, in case they implement this strategy, in their advertisements. Coming away from lowering costs and prices, Disneyland® Paris can improve its image through higher sociable responsibility.

The main advice giving Disneyland® Paris is to introduce a sensitization campaign, which is called cause-related marketing. Cause-related marketing has become a primary form of corporate giving. It lets companies do well by doing good by linking purchases of the companys products or services with fund-raising for worthwhile causes or charitable organizations. (Kotler/Armstrong 2012, p. 85) Considering that Disneyland® Paris is focused on families and children, for every ticket sold a portion can be donated to a charity for poor children. Not only Disneyland® Paris would benefit of this marketing concept through higher profits, also children living in the underclass are better off. In one sentence: Disneyland® Paris would not only give smiles to children visiting the amusement park, it also gives smiles to children that are not experiencing the unique and exciting dream world of Disneyland® Paris.

Reference List

De Efteling, official website http://www.efteling.com/NL/Over-de-Efteling/Pers-en-Publicaties.html 19-02-2014 21:36

De Efteling, Press Information 2013 http://www.efteling.com/media/Pdf/Persmappen/Persmap%20ENGELS%202013%20DEF.pdf 17-02-2014 20:18

The independent http://www.independent.co.uk/news/world/europe/the-dark-side-of-disneyland-paris-1964505.html 16-02-2014 15:39

Disneyland® Paris http://www.disneylandparis.com/ 20-02-2014 18:06

Disneyland® Paris, article about Disneyland® Paris decline http://disneyatwork.com/2013/08/is-disneyland-paris-in-decline/ 20-02-2014 18:03

Disneyland® Paris, brochure http://corporate.disneylandparis.com/CORP/EN/Neutral/Images/Community%20report%202012.pdf 19-02-2014 14:23

Disneyland® Paris, financial performance http://www.facebook.com/l.phpu=http%3A%2F%2Fcorporate.disneylandparis.com%2Finvestorrelations%2Ffinancial-indicators%2Findex.xhtml&h=NAQG1F7MB 20-02-2014 16:26

Disneyland® Paris, overall information http://corporate.disneylandparis.com/about-our-company/the-narrative-of-numbers/index.xhtml 20-02-2014 18:02

EURO DISNEY S.C.A. (2013): 2013 Reference Document http://corporate.disneylandparis.com/CORP/EN/Neutral/Images/fr-uk-reference-document-2013.pdf 19-02-2014 15:48

Europapark http://www.europapark.de/lang-en/Home/c1174.html?langchange=true 20-02-2014 18:03

Moviepark, article http://www.derwesten.de/staedte/bottrop/kirchhellen/1-25-millionen-besucher-im-moviepark-id6139835.html 20-02-2014 18:07

Oil prices http://moneyweek.com/prices-news-charts/oil/ 17-02-2014 16:23

Philip Kotler & Gary Armstrong (2012, 14/E): Principles of Marketing, Global Edition, Pearson, Harlow, England

Philip Kotler & Gary Armstrong (2014, 15/E): Principles of Marketing, Global Edition, Pearson, Harlow, England

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Agriculture in India

Essay on disneyland paris: top 8 essays on disneyland paris| tourism.

Here is an essay on ‘Disneyland Paris’ for class 9, 10, 11 and 12. Find paragraphs, long and short essays on ‘Disneyland Paris’ especially written for school and college students.

Essay on Disneyland Paris

Essay Contents:

Essay on the Complex of Disneyland Paris

Essay # 1. Introduction to Disneyland Paris :

Disneyland Paris is a holiday and recreation resort in Marne-la-Vallee, a new town in the eastern suburbs of Paris, France. The complex is located 32 km (20 mi) from the centre of Paris and lies for the most part within the commune of Chessy, Seine-et-Marne.

Disneyland Paris comprises two theme parks, a retail, dining and entertainment district, and seven Disney-owned hotels. Operating since 12 April 1992, it was the second Disney resort to open outside the United States (following Tokyo Disney Resort) and the first to be owned and operated by Disney.

Disneyland Paris is owned and operated by French company Euro Disney S.C.A., a public company of which 39.78 percent of its stock is held by The Walt Disney Company, 10 percent by the Saudi Prince Alwaleed and 50.22 percent by other shareholders. The senior leader at the resort is chairman and CEO Philippe Gas.

The complex was a subject of controversy during the periods of negotiation and construction in the late 1980s and early 90s, when a number of prominent French figures voiced their opposition and protests were held by French labour unions and others. A further setback followed the opening of the resort as park attendance, hotel occupancy and revenues fell below projections. Partly as a result of the announced introduction of E.U. currency to be named the euro, the complex was renamed from Euro Disney Resort to Disneyland Paris in 1995. In July of that year, the company saw its first quarterly profit.

A second theme park, Walt Disney Studios Park, opened to the public 16 March 2002.

With 15,405,000 combined visitors to the resort’s Disneyland Park and Walt Disney Studios Park in the fiscal year of 2009, it is France’s and Europe’s most visited Tourist site.

Essay # 2. Background & Development of Disneyland Paris :

Following the success of Disneyland in Anaheim, California and the Walt Disney World Resort in Florida, plans to build a similar theme park in Europe emerged in 1972. Upon the leadership of E. Cardon Walker, Tokyo Disneyland opened in 1983 in Japan with instant success, forming a catalyst for international expansion. In late 1984 the heads of Disney’s theme park division, Dick Nunis and Jim Cora, presented a list of approximately 1,200 possible European locations for the park.

By March 1985, the number of possible locations for the park had been reduced to four; two in France and two in Spain. Both of these nations saw the potential economic advantages of a Disney theme park and competed by offering financing deals to Disney.

Both Spanish sites were located near the Mediterranean Sea and offered a subtropical climate similar to Disney’s parks in California and Florida. Disney had also shown interest in a site near Toulon in southern France, not far from Marseille. The pleasing landscape of that region, as well as its climate, made the location a top competitor for what would be called Euro Disneyland. However, thick layers of bedrock were discovered beneath the site, which would render construction too difficult.

Finally, a site in the rural town of Marne-la-Vallee was chosen because of its proximity to Paris and its central location in Western Europe. This location was estimated to be no more than a four-hour drive for 68 million people and no more than a two-hour flight for a further 300 million.

Michael Eisner, Disney’s CEO at the time, signed the first letter of agreement with the French government for the 20-square-kilometre (4,940-acre) site in December 1985, and the first financial contracts were drawn up during the following spring. Construction began in August 1988, and in December 1990, an information centre named “Espace Euro Disney” was opened to show the public what was being constructed. Plans for a theme park next to Euro Disneyland based on the entertainment industry, Disney-MGM Studios Europe, quickly went into development, scheduled to open in 1996 with a construction budget of US$2.3 billion. The construction manager was Bovis.

Essay # 3. Hotels, Recreation and Restaurants of Disneyland Paris :

In order to control a maximum of the hotel business, it was decided that 5,200 Disney-owned hotel rooms would be built within the complex. In March 1988, Disney and a council of architects (Frank Gehry, Michael Graves, Robert A.M. Stern, Stanley Tigerman and Robert Venturi) decided on an exclusively American theme in which each hotel would depict a region of the United States. At the time of the opening in April 1992, seven hotels collectively housing 5,800 rooms had been built.

By the year 2017, Euro Disney, under the terms specified in its contract with the French government, will be required to finish constructing a total of 18,200 hotel rooms at varying distances from the resort. An entertainment, shopping and dining complex based on Walt Disney World’s Downtown Disney was designed by Frank Gehry.

With its towers of oxidised silver and bronze-coloured stainless steel under a canopy of lights, it opened as Festival Disney.

For a projected daily attendance of 55,000, Euro Disney planned to serve an estimated 14,000 people per hour inside the Euro Disneyland Park. In order to accomplish this, 29 restaurants were built inside the park (with a further 11 restaurants built at the Euro Disney resort hotels and five at Festival Disney). Menus and prices were varied with an American flavour predominant and Disney’s precedent of not serving alcoholic beverages was continued in the park.

2,100 patio seats (30% of park seating) were installed to satisfy Europeans’ expected preference of eating outdoors in good weather. In test kitchens at Walt Disney World, recipes were adapted for European tastes. Walter Meyer, executive chef for menu development at Euro Disney and executive chef of food projects development at Walt Disney World noted, “A few things we did need to change, but most of the time people kept telling us, ‘Do your own thing. Do what’s American’.”

Essay # 4. Recruitment for Disneyland Paris :

Unlike Disney’s American theme parks, Euro Disney aimed for permanent employees (an estimated requirement of 12,000 for the theme park itself), as opposed to seasonal and temporary part-time employees. Casting centres were set up in Paris, London, Amsterdam, and Frankfurt in an effort to reflect the multinational aspect of Euro Disney’s visitors.

However, it was under stood by the French government and Disney that “a concentrated effort would be made to tap into the local French labour market”. Disney sought workers with sufficient communication skills, who spoke two European languages (French and one other), and were socially outgoing. Following precedent, Euro Disney set up its own Disney University to train workers. 24,000 people had applied by November 1991.

Essay # 5. Controversies of Disneyland Paris :

The prospect of a Disney park in France was a subject of debate and controversy. Critics, who included prominent French intellectuals, denounced what they considered to be the cultural imperialism, or ‘neoprovincialism’ of Euro Disney and felt it would encourage in France an unhealthy American type of consumerism. For others, Euro Disney became a symbol of America within France. On 28 June 1992 a group of French farmers blockaded Euro Disney in protest of farm policies the United States supported at the time.

A journalist in the French newspaper Le Figaro wrote, “I wish with all my heart that the rebels would set fire to [Euro] Disneyland.” Ariane Mnouchkine, a Parisian stage director, named the concept a “cultural Chernobyl;” a phrase which would be echoed in the media and grow synonymous with Euro Disney’s initial years.

In response, French philosopher Michel Serres noted, “It is not America that is invading us. It is we who adore it, who adopt its fashions and above all, its words.” Euro Disney S.C.A.’s then-chairman Robert Fitzpatrick responded, “We didn’t come in and say O.K., we’re going to put a beret and a baguette on Mickey Mouse. We are who we are.” It also came to light that Walt Disney’s surname originates from a canton in Normandy called Isigny. As in Walt d’lsigny (or Disney).

Topics of controversy further included Disney’s American managers requiring English to be spoken at all meetings and Disney’s appearance code for members of staff, which listed regulations and limitations for the use of makeup, facial hair, tattoos, jewellery and more.

French labour unions mounted protests against the appearance code, which they saw as “an attack on individual liberty.” Others criticised Disney as being insensitive to French culture, individualism, and privacy, because restrictions on individual or collective liberties were illegal under French law, unless it could be demonstrated that the restrictions are requisite to the job and do not exceed what is necessary.

Disney countered by saying that a ruling that barred them from imposing such an employment standard could threaten the image and long-term success of the park. “For us, the appearance code has a great effect from a product identification standpoint,” said Thor Degelmann, Euro Disney’s personnel director. “Without it we couldn’t be presenting the Disney product that people would be expecting.”

Essay # 6. Opening Day of Disneyland Paris :

On 12 April 1992, Euro Disney Resort and its theme park, Euro Disneyland, officially opened. Visitors were warned of chaos on the roads and a government survey indicated that half a million people carried by 90,000 cars might attempt to enter the complex. French radio warned traffic to avoid the area. By midday, the car park was approximately half full, suggesting an attendance level below 25,000. Speculative explanations ranged from people heeding the advice to stay away to the one-day strike that cut the direct RER railway connection to Euro Disney from the centre of Paris.

Essay # 7. Financial, Attendance and Employment Status :

In May 1992, entertainment magazine The Hollywood Reporter reported that about 25% of Euro Disney’s workforce — approximately 3,000 men and women — had resigned their jobs because of unacceptable working conditions. It also reported that the park’s attendance was far behind expectations.

Euro Disney S.C.A. responded in an interview with The Wall Street Journal, in which Robert Fitzpatrick, claimed only 1,000 people had left their jobs. In response to the financial situation, Fitzpatrick ordered that the Disney- MGM Studios Europe project would be put on hiatus until a further decision could be made. Prices at the hotels were reduced.

Despite these efforts, in May 1992 daily park attendance was around 25,000 (some reports give a figure of 30,000) instead of the predicted 60,000. The Euro Disney Company stock price spiralled downwards and on 23 July 1992, Euro Disney announced an expected net loss in its first year of operation of approximately 300 million French francs. During Euro Disney’s first winter, hotel occupancy was such that it was decided to close the Newport Bay Club hotel during the season.

Initial hopes were that each visitor would spend around US$33 per day, but near the end of 1992, analysts reckoned spending to be around 12% lower. Efforts to improve attendance included serving alcoholic beverages with meals inside the Euro Disneyland Park, in response to a presumed European demand, which began 12 June 1993.

In January 1994, Sanford Litvack, an attorney from New York City and former U.S. Assistant Attorney General, was assigned to be Disney’s lead negotiator regarding Euro Disney’s future. On 28 February Litvack made an offer (without the consent of Eisner or Frank Wells) to split the debts between Euro Disney’s creditors and Disney, After the banks showed interest, Litvack informed Eisner and Wells.

On 14 March the day before the annual shareholders meeting, the banks capitulated to Disney’s demands.

The creditor banks bought US$500 million worth of Euro Disney shares, forgave 18 months of interest and deferred interest payments for three years. Disney invested US$750 million into Euro Disney and granted a five-year suspension of royalty payments. In June that same year, Saudi Arabian Prince Al-Waleed Bin Talal Bin Abdulaziz AI Saud cut a deal whereby the Walt Disney Company bought 51 % of a new US$1.1 billion share issue, the rest being offered to existing shareholders at below-market rates, with the Prince buying any that were not taken up by existing shareholders (up to a 24.5% holding).

1995 Turnaround :

On 31 May 1995, a new attraction opened at the theme park. Space Mountain: De la Terre a la Lune had been planned since the inception of Euro Disneyland, but was reserved for a revival of public interest. With a redesign of the attraction (which had premiered as Space Mountain at the Walt Disney World Resort’s Magic Kingdom in 1975) including a “cannon launch” system, inversions, and an on-ride soundtrack, the US$100 million attraction was dedicated in a ceremony attended by celebrities such as Elton John, Claudia Schiffer and BuzzAldrin.

On 25 July 1995, Euro Disney S.C.A. reported its first ever quarterly profit of US$35.3 million. On 15 November, the results for the fiscal year ending 30 September were released; in one year the theme park’s attendance had climbed from 8.8 million to 10.7 million — an increase of 21%. Hotel occupancy had also climbed from 60 to 68.5%. After debt payments, Disneyland Paris ended the year with a net profit of US$22.8 million.

2000 Onwards :

In 2002, Euro Disney S.C.A. and the Walt Disney Company announced another annual profit for Disneyland Paris. However, it then incurred a net loss in the three years following. In 2005, the Walt Disney Company agreed to write off all debt to the Walt Disney Company made by Euro Disney S.CA. As of 2007 [update] the park was approximately US$2 billion debt. In August 2008, Disneyland Paris was the most visited attraction in Europe, receiving more visitors than the Louvre and the Eiffel Tower combined.

Essay # 8. The Complex of Disneyland Paris :

Disneyland Paris encompasses 4,800 acres (19 km2) and contains 2 theme parks, 7 resort hotels, 6 associated hotels, a golf course, railway station and a new town: Val d’Europe.

Theme Parks :

Disneyland Park is based on a formula pioneered by Disneyland in California and further employed at the Magic Kingdom in Florida and Tokyo Disneyland in Japan. Occupying 566,560 m 2 (140 acres), it is the largest Disney park based on the original in California.

On March 16, 2002, the Walt Disney Studios Park opened its doors to the public. At 270,000 square metres, it is a continuation on an earlier, never realised concept: the Disney- MGM Studios Europe.

In May 2010, the TEA (Themed Entertainment Association) published its annual report on attendance figures for 2009.

i. Disneyland Park: 12,740,000 visits (No. 4 worldwide);

ii. Walt Disney Studios Park: 2,665,000 visits.

Other Recreation :

The Disney Village entertainment district contains a variety of restaurants, bars, shops, Buffalo Bill’s Wild West Dinner

Show, and other venues and stays open after the parks close. Golf Disneyland features 9-hole and 18-hole courses.

a. Hotels :

The complex features seven Disneyland Paris hotels. The Disneyland Hotel is located over the entrance of the Disneyland Park and is marketed as the most prestigious hotel on property. A body of water known as Lake Disney is surrounded by Disney’s Hotel New York, Disney’s Newport Bay Club and Disney’s Sequoia Lodge. Disney’s Hotel Cheyenne and Disney’s Hotel Santa Fe are located near Lake Disney, Disney’s Davy Crockett Ranch is located in a woodland area outside the resort perimeter.

Disneyland Paris includes six Associated Hotels which are not managed by Euro Disney S.C.A. but provide free shuttle buses to the parks: Marriott’s Village d’lle-de-France, Radisson BLU Hotel, Vienna International Magic Circus Hotel (formerly known as Holiday Inn Magic Circus Hotel), Vienna International Dream Castle Hotel, MyTravel’s Explorers Hotel and a Kyriad Hotel.

b. Transport :

A railway station, Marne-la-Vallee – Chessy, with connections to the suburban RER network and the TGV highspeed rail network is located between the theme parks and Disney Village. Thalys no longer operates from the station, but there are daily services from London St Pancras on the Eurostar. On 10 June 2007, a new high-speed line, LGV Est, began service between Paris Gare de I’Est and Strasbourg. Free shuttle buses provide transport to all Disney hotels (except Disney’s Davy Crockett Ranch) and Associated Hotels.

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57 Disneyland Essay Topic Ideas & Examples

🏆 best disneyland topic ideas & essay examples, 📌 simple & easy disneyland essay titles, 👍 good essay topics on disneyland.

Disneyland in American, Japanese, European Cultures Due to the popularity of the American culture, Disneyland’s representation of American culture that spreading a positive attitude about life has a significant impact on Disneyland in Asian countries, especially in Japan.
Disneyland’s Cultural Dimension: USA v. France USA and France seem to be specific but in some instances, manifestation of a degree of difference is inevitable between the two countries.
Disneyland Hong Kong Company: Cultural Adaptation Also, the firm should reduce the daily capacity limit of visitors in the park to avoid overcrowding, which has been a major source of negative publicity.
Human Resources at Disneyland: Experience of a Large International Company Companies participate in the exploration phase by gaining awareness of the need to change. Managers in the company need to foster participation in the creation of project plans.
Euro Disneyland. Decision Matrix Analysis The case of Euro Disneyland is analyzed from this perspective, as the insufficient consideration of French culture contributed to the inability to meet the desired goals.
High Culture and Low Culture: Disneyland Products The distinction between high culture and low culture is needed in order to produce works of art that inspires and leads to greater achievements.
Disneyland Parks: Global Marketing To analyze the environment, it is necessary to decompose the internal and external factors that affect the company in the host and foreign markets.
Disneyland Park in California: Tour Guide 1 Being known as “the El-Dorado of the American Dream,” California still presents the place of opportunities, including the chance to feel the Southwestern culture and enjoy new adventures.
Hong Kong Disneyland Expansion Project The company wanted to understand the culture of the people by working with foreign governments. In understanding the culture of a foreign country, a company should work with the people in that country.
Virtual Reality Ride Experience at Disneyland Florida The basic concept of the proposed ride is to utilize the current advances in VR technology to create a simulated experience for park-goers that is safe, widely usable, and sufficiently immersive that there is a […]
A Journey to the Disneyland: From Oswald to Cinderella. Walt Disney and His Personal Demons By taking a closer look at some of the peculiarities of the environment in which Disney lived at different stages of his life in, one can possibly define the source of the major disorders that […]
Disneyland in Florida: Commodification and Globalisation The premise of the paper is to explore the extent to which commodification and globalization has been established in the society in regard to Disneyland in Florida.
Disneyland Management Around the World To have a glimpse of how Paris culture affected the resort, consider the following facts: The resort altered its policy and served beers and wines in response to french drinking habits, the French government had […]
When the Door to Disneyland Is Closed: Better CRM Strategies to Rescue the World of Wonders It seems that at present, the key mission of Disney is to search for the tactics which will allow the company to provide the clientele with the services of the highest quality while making the […]
Disneyland World Resorts: Internal and External Communication These days, it is one of the most favorite amusement parks in the country, however, the history of its development in Paris faced considerable difficulties and oppositions from the French people that led to the […]
Micro And Macro Environment Analysis Of Disneyland
The Construction Of The Shanghai Disneyland
Service Quality in the Hong Kong Disneyland
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Getting Around Disneyland With Your Toddler
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Is Disneyland Paris worth it? Top 10 reasons to visit Euro Disney!

Pinterest image of Mel wearing Minnie Mouse ears and blue and green overalls with her arms up outside Sleeping Beauty's castle in Disneyland Paris with the text: "Is Disneyland Paris worth it top 10 reasons to visit Euro Disney"

Disneyland Paris is famous worldwide for bringing magic to life and making childhood dreams come true! But is Disneyland Paris worth it? Here are the top 10 reasons to visit Euro Disney !

How to eat vegan at Disneyland Paris

1) the epic f-ing rides.

When people ask me, “Is Disneyland Paris worth it?” I always talk about the rides first!

One of the top reasons to visit Disneyland Paris (in my opinion!) has to be the epic f-ing rides! And the fantastic thing about Disneyland Paris is there are rides to suit everyone’s preference.

If you need to start slow, head to Fantasyland through Sleeping Beauty’s Castle where the most gentle rides are. But if you’re looking for thrills, check out my best (and fastest!) rides at Disneyland Paris for adrenaline junkies post!

Honestly though, it doesn’t matter what your preference is. Every ride has a theme and story which makes the experience that bit cooler. I recommend trying everything and getting your money’s worth!

Front of hyperspace mountain in Disneyland Paris, Reasons to go to Disneyland Paris

2) There is something for everyone…literally!

One of the biggest misconceptions about Disneyland Paris is that you need to love theme parks to go. And it’s simply not true! I’m expelling that myth. Right here. Right now. Disneyland Paris has something for eeee-veryone!

Yes there are awesome rides. But there are many more reasons to visit Disneyland Paris aside from its biggest draw!

There’s live shows, interactive experiences, character meet and greets, a cinema and over 50 restaurants and bars.

Not to mention the shopping selection! Clothes, toy, homeware, figurines, art and sweet shops – to list just a few!

Don’t fancy heading into the park at all? Chill in your room, get room service and watch Disney movies to your heart’s content.

Fancy a little R&R? Treat yourself to a spa day at the Disneyland Hotel! Disneyland Paris have got you covered no matter what you want to do!

For more ideas on things to do, check out my post on top 10 things to do in Disneyland Paris .

Mickey and other dancers in disney costume on a rainbow light stage taking a final bow at the Animagique show at Disneyland Paris studios

3) It’s the perfect excuse to be a kid again

Another major misconception about Disneyland Paris is that you need to have kids to go. And I’m pleased to report back, (four times over!) that this is absolutely NOT true.

You however, can be the biggest kid there. You know why? It’s Disney-mother-f-ing-Land! Get your Mickey mouse ears on because you my friend have a free pass to revert back to childhood, so enjoy the ride!

Except this time it’s waaaay better! You can do what you want, eat want you want and go on which ever rides you want. Adulting had to pay back at some point, right?

Proving that Disneyland Paris is not just for kids, the oldest person to visit the park to date was 106 years old!

My own Grandma visited at 82 and went on every single ride with the little ones in our family.

I hope I’m still going to theme parks past my 100 th birthday! Gran, consider yourself challenged.

Mel from Footsteps on the Globe and her friend Tami holding up Buzz Light Year guns on the Buzz Lightyear ride at Disneyland Paris, Reasons to go to Disneyland Paris

4) It’s so easy to get to

Let’s all take a moment to appreciate budget airlines and the Eurotunnel!

One of the biggest reasons to visit Disneyland Paris from a practical point of view is how easy it is to get to from the UK compared to other Disney parks.

I’ve found return flights from Manchester to Paris for less than £40 per person. And train tickets from St Pancras to Disneyland Paris starting from as little as £46.94 (as of the time of posting).

The Eurostar is personally my favourite way of travelling to and from Disneyland Paris. You don’t have to worry about faffing at the airport for a connection to the park and I’ve always found it ends up cheaper as part of a weekend package.

Plus, it only takes 2 hours and 45 minutes to travel by train to Disneyland Paris and you’re literally right there at the gates.

Which means more time for rides and fun!

Mel at the top of the Queen of Hearts castle in Princess Land with Sleeping Beauty's Castle in the background

5) It’s open all year round

Regular theme parks are usually seasonal and only open up during the summer months, but not our Disneyland ! Disneyland Paris is open all year round.

The summer months are busier and more expensive due to school holidays but the weather’s good and there is a great atmosphere. In winter, you’ll need to bundle up and carry an umbrella but the lines are almost non-existent and it’s way cheaper!

No matter what time of year you go, you’ll have an awesome time. And if you haven’t got kids, you don’t need to book during the more expensive school holidays either which is a bonus!

Mel with her arms out in front of Sleeping Beauty's Castle in Disneyland Paris

6) The freebies!

If there were ever any reasons to visit Disneyland Paris, this would be the one!

Once you’ve paid for your trip, all the other experiences inside the park are free.

Most day shows are free, rides are free and meet and greets are free.

A part from your food and drink and the odd trip to a gift shop, you won’t need to worry about unexpected expenses.

Mel hugging Rex the dinosaur from Toy Story stood on some giant colourful dominoes at Toy Story Land in Disneyland Paris

7) It caters for vegans

When I think about how awesome Disneyland Paris is, the food has never come into the equation.

I’ve always viewed it as just something to keep me going in-between rides.

You don’t tend to get as hangry when you’re adrenaline has been pumping for hours on end! However, this changed when I went vegetarian around 10 years ago.

I remember travelling to Disneyland Paris as a vegetarian and finding it a challenge all those years ago. So needless to say I was preparing myself for the worst as a vegan when I went to Disneyland more recently.

I found very little information on the subject but having experienced it first-hand, I can assure you vegans – you won’t starve!

Disneyland Paris does cater for vegans and there are even vegan desserts and snacks available in some places.

Here is the full lowdown on how to eat vegan at Disneyland Paris .

Mel wearing Minnie Mouse ears eating a vegan cheeseburger in Annette's Diner in Disneyland Paris

8) Day trips to Paris

Want to make the most of your time in Paris and venture into the city from the park? It only takes about an hour and a half on average to travel from Disneyland Paris (Marne-la-Vallée Chessy) to Paris by train.

So you can enjoy a cheeky little day trip to Paris whilst you’re staying at Disney!

There are normally six trains per day but I recommend getting as early a train as possible so you can make the most of your day. Make sure to book in advance to avoid paying full price.

Of course you won’t be able to see everything in a day but with this guide to the best of Paris in a day, you’ll be able to see the main spots that make this city famous in less than 24 hours.

Which makes visiting Disneyland Paris even more worth it!

Eiffel Tower against a blue sky in Paris, Reasons to go to Disneyland Paris

9) Year-round deals and discounts

There are loads of deals and discounts you can take advantage of at Disneyland Paris. These range from free dining packages, an extra night’s stay, 25% discounts and an additional €100 spending money.

Check out the Disneyland Paris website to see what deals and discounts are on at the minute and play around with the dates to see what you can get (and how cheap you can get it!).

Mel doing a star jump on the Disney fountain outside Walt Disney Studios in Disneyland Paris

10) It’s a great weekend getaway

Whether you’re tripping with your partner, your best friend or your family, Disneyland Paris is a genuinely fantastic weekend getaway . And as you’ve read, there is something for everyone!

You can cover the park and studios in two days which makes it a perfect weekender. But if you want to revisit your favourite rides and head into Paris for the day, I would recommend a four-day trip if you can.

So, is Disneyland Paris worth it? Well, it’s a resounding YES from this Disney fanatic! But only you can see for yourself! 😉

Disneyland Paris's Sleeping Beauty's Castle at night with a light show and fireworks in the background

Of course there are a million more reasons to visit Disneyland Paris but I hope this post answers your question, “Is Disneyland Paris worth it?”.

Ready to go? Let me know in the comments below if you have any questions or check out more posts on Disneyland Paris . 😊

Quick FYI guys – this “Is Disneyland Paris worth it? Top 10 reasons to visit Euro Disney” post contains affiliate links. I will receive a small commission for purchases made through these links at no extra cost to you. Thanks so much for your support!

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Disneyland Paris Overview Free Essay Example
Essay Sample: First Question: Disneyland Paris was one of Disneyland's Global projects. Please discuss its advantages and disadvantages, and from reading and Free essays. My ... Students looking for free, top-notch essay and term paper samples on various topics. Additional materials, such as the best quotations, synonyms and word definitions to ...
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Conditions. *Saving $22,74 for each Adult or Child 1 Day/1 Park or 1 Day/2 Parks Dated Ticket purchased with the special offer, compared with the public price for an Adult or Child 1 Day/1 Park or 1 Day/2 Parks Dated Ticket purchased individually for a visit date during the special offer period. Valid for the purchase at the same time of four ...
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Is Disneyland Paris worth it? Top 10 reasons to visit Euro Disney!
4) It's so easy to get to. Let's all take a moment to appreciate budget airlines and the Eurotunnel! One of the biggest reasons to visit Disneyland Paris from a practical point of view is how easy it is to get to from the UK compared to other Disney parks. I've found return flights from Manchester to Paris for less than £40 per person.