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These is the case study for a strategic marketeing about Disneyland Resort Paris

please carefully answer the all question

Disneyland Resort Paris

Disneyland Resort Paris is part of The Walt Disney Company. The park opened in 1992. Since then the park has become the largest theme park in Europe. During the record year of 2012, 16 million people visited the famous amusement park. In that year, Disneyland Paris celebrated its twentieth anniversary. This twentieth anniversary, with new attractions and major renovations of the parks and hotels, and close media attention, contributed to the high number of visitors. This proved difficult to surpass the following year. In the years after 2012, partly due to the poor economic situation, the number of visitors gradually decreased. However, this decline seems to have halted: the number of visitors increased by 600,000 people in 2015 to a total of 14.8 million people.

Eurodisney is becoming less and less dependent on French visitors alone. According to Disney, the company's new pricing policy - fewer promotions, discounts, and last-minutes - is the reason that the number of French visitors has fallen in recent years.

Partly due to the increase in the number of visitors, the company's turnover increased by 7 per cent in 2015 to 1.37 billion. However, this increase was also caused by visitors spending more money during their visit to Eurodisney: the average guest spending in parks has been increasing in recent years. According to Eurodisney, this increase is caused by continuous investments in 'customer experience'. These investments fit in well with the mission of The Walt Disney Company:

The mission of The Walt Disney Company is to be one of the world's leading producers and providers of entertainment and information. Using our portfolio of brands to differentiate our content, services and consumer products, we seek to develop the most creative, innovative and profitable entertainment experiences and related products in the world.

The Walt Disney Company is an international company that specializes in family entertainment. The company consists of five elements:

Parks and Resorts. In addition to Eurodisney, these include the Disneyland Resorts in Los Angeles, Florida, Tokyo, and Shanghai.

The Walt Disney Studios, responsible to produce the Disney films.

Disney Consumer Products markets the Disney Experience in the form of toys, books, and countless other articles.

Media Networks: the television channels of the Disney Television Group.

Disney Interactive, with a focus on high-quality entertainment through games, social media, and other digital platforms.

The Eurodisney Group consists of two parts. On the one hand there are the theme parks of the resort: Disneyland Park (including Fantasyland, Frontier Land, and Main Street USA) and the more television and film-oriented Walt Disney Studios Park. These parks host well-known attractions such as Big Thunder Mountain and Pirates of the Caribbean. The revenues in these parks are driven by two factors: the number of visitors and the spending per visitor (on food and drinks, admission prices and merchandise). Next to the parks there is the Hotels and Disney Village. Visitors to Disneyland can stay overnight here, but the hotels are also used for the organization of events and conferences.

Eurodisney aims to increase sales and profitability in the future through increasing visitor numbers and increasing average spending per visitor. To achieve this, the company continues to invest in the 'experience' that Disney offers its visitors. After all, if expectations of the visitors are exceeded, this leads to repeat visits and positive word-of-mouth advertising. Continued investment is also necessary: the competition in the market is constantly growing, and the competitors are not sitting still either.

An interview with 'Prsident' Tom Wolber, adapted from the annual report of Eurodisney in 2015, illustrates the confidence with which Eurodisney faces the future:

How do you see the 2015 fiscal year?

Throughout the year we increased our efforts to enhance the guest experience and to make our resort something truly special. We launched an ambitious program to renovate ten of our iconic attractions, including the emblematic Space Mountain: Mission 2, and Mystres de Nautilus. These major innovations are starting to bear fruit. Revenue was up 7.3 per cent, thanks to increases in theme park attendance, hotel occupancy rates, and average spending per guest. Disneyland Paris welcomed 600,000 additional guests this year, and average spending reached a record level of 53.8 per guest - an increase of 6 per cent.

How do these results reflect your strategy?

These results demonstrate the positive impact of our long-term strategy to improve the quality of the guest experience and to increase guest satisfaction. This strategy is part of our constant drive for excellence, which is vital because our future lies in providing the very best quality. Continuous investments are necessary if we want to stay ahead of the competition and secure the future of Disneyland Paris. We operate in an increasingly competitive environment, as the leisure sector in Europe offers an ever-widening range of products and alternatives. We need to stand out to maintain our position as the sector leader.

What is the key to the success of Disneyland Paris?

Over the years, Disneyland Paris has strengthened its position as Europe's leading tourist attraction. Our success is first and foremost the result of the commitment of our employees. Their talent, creativity, and enthusiasm bring the Disney magic to life every day for millions of guests. We are increasing our creative efforts to enchant our guests, drawing on the heritage of the Disney brand. Our brand represents the values of sincerity and excellence, as well as the importance of dreams, and is one of the pillars of our success.

What are your priorities for the coming years?

We continue our renovation efforts in our parks and hotels, and we continue to offer new experiences to our guests. This work is part of our constant drive for excellence and is also part of the build-up to our twenty-fifth anniversary in 2017. For this symbolic date, we want our resort to be even more attractive, more magical, and more welcoming than ever. As Europe's leading tourist destination, we should continue to do everything in our power to set an example in all areas, not only in our efforts to offer an experience but also in our HR policy or in our social and environmental responsibilities.

Providing a family experience is what made Disney great. Visitors come mainly to meet the Disney characters in person. Disney offers a unique opportunity to get a cuddle from Mickey Mouse or to take a photo together with Donald Duck. Providing a family experience These are memories and experiences that people really remember, that lead to a second or third visit, and that cost relatively little money in terms of investment. Celebrations accompanied by parades, festivities, and more shows to permanently enrich the Disney feeling will continue to play a major role in the parks.

Questions

1. Three levels can be distinguished in a company. Illustrate these three levels for The Walt Disney Company.

2. Does Disneyland Resort Paris have a sustainable competitive advantage? If yes, which one? Please explain your answer.

3. Define the objective for Disneyland Resort Paris, based on the information in the case. 4. Define the marketing strategy, and the market instrument strategies for Disneyland Resort Paris. Use information from the case where possible.

5. a) In the external analysis, several specific analyses have to be performed. Whichanalyses are these?

b) For each of these analyses, give an example of information that is of interest toEurodisney. Use information from the case where possible.