In 1987, the creation of a partnership between the French public authorities and The Walt Disney Company for the establishment of a tourist destination in the European scale was the beginning of activities that would soon turn Paris into an entertainment hotspot, for children and adults alike. Paris was selected for its beauty,its history, for its central situation in Europe and its accessibility through various modes of transport such as the train, the plane and the road.
Since its creation in 1992, the Disneyland Park has accommodated more than 160 million visitors. Currently, the site of EuroDisney includes two parks: Disneyland and Walt Disney Studios; 59 attractions, seven hotels (5 800 occupied rooms with 80.5% occupancy rate), two centers for conventions, a golf course of 27 holes as well as a center of entertainment: the Disney Village, where in particular a complex Gaumont cinema consisting of 15 rooms is present.
Disneyland Paris appears at the head of the destinations of tourism of short duration across Europe with 12.4 million visitors in 2004. It is also one of the European leaders of tourism for business development with a track record of more than 1200 events per annum. The Euro Disney group also manages the development of the real estate schemes and the extension of the infrastructures across 2000 hectares.
The principal current problems of the company are as under : a) Its strategy which must take into account the competing and the environmental contexts to which it is forced because it is one of the causes of its internal and external weaknesses. B)The weakening of the’tourist activities’ SBA (Park with different themes, hotels, Disney Village, etc) which is the core activity of the company, is presently left a little on the side to the profit of the notable development of the’activities of real development’ SBA. In this document, we will present the environmental problem using tools such as the SWOT Analysis and Porter’s five forces. In this manner, we will be able to analyze the solution adopted by the company to remedy its problems.
Eurodisney has enjoyed a steady growth and continued market in theme parks in Europe. According to one study, there continue to be forecasts for growth of annual turnover in this market averaging 4.1% for the next four years.
In addition, the tourism industry in France is now booming with new geographic markets: new members of the European Union, China and other emerging markets, notably Russia and India. This development of tourism can only benefit the U.S. brand.
Finally, note that we are now in a society where the most important activities idulged in are those that revolve around relaxation and recreation. Indeed, in recent years, Westerners have realized the importance of well-being and fun and give more of their time and budget to recreational activities such as amusement parks.
The location of Euro Disney is an enormous opportunity that has contriuted to the economic and social development of the park. Indeed, Marne la Vallee is located 30 minutes from Paris, the most visited European city in the world.
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