The main factors that contributed to the poor performance of EuroDisney were the lack of market research and cultural awareness. EuroDisney was built just like American Disney parks, without taking into account cultural differences. American characters were used, instead of French cartoon characters. Disney banned alcohol in a culture that likes to drink wine. Everyone showed up for breakfast in the morning, when Disney had reduced service because they had been wrongly informed that Europeans don't eat breakfast. The pricing strategy was not executed correctly. Many Europeans would not be willing to pay the prices charged by EuroDisney. Additionally, Europeans don't vacation as long as Americans. Other factors were the transatlantic airline ticket war and currency movement. This made it cheaper to go to Disneyland Orlando than EuroDisney. Furthermore, the park was inaugurated during the Barcelona Olympics and the Seville Universal Exhibition. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essay Hong Kong Disney had exactly the opposite problems. Disney did their research and tried to fit the park into its surroundings, but guests were left disappointed. The park was very small and visitors thought it was the same as all other amusement parks in China. The park was undifferentiated. People didn't know the traditional Disney characters and didn't appreciate them. Many factors could have been predicted and controlled by the simple study of European history and culture. This study would have discovered that Europe has its famous cartoon characters and how long they usually tend to spend on holidays. Research has shown that wine and breakfast are important to Europeans. Since the World's Fair and the Olympic Games were taking place at the same time, EuroDisney should have delayed its opening so that more people would want to attend. The only unforeseeable event would have been the airline ticket war, which could not be controlled then. When EuroDisney was launched, it was introduced with an American theme to an extreme extent. What was not expected was the reaction of most people in Europe. Many Europeans believed that their culture and cartoon characters, such as Asterix and the Gallic Warrior, were better than American characters, so this had a very negative effect on business. EuroDisney opened in the hope that Europeans would react to the park in the same way as Tokyoites, but that hasn't been the case at all. Furthermore, Europeans believed in taking shorter vacations and did not need to spend more than two days at the park, which was not expected. Europeans were not afraid to cut their spending and often did not stay overnight at the park because they thought the prices were outrageous. Overall, the culture of Europeans was/is very different from that of America and Japan, so there wasn't much to base their marketing decisions on when they built the park in Paris. Disney nailed both the American and Japanese marketing aspects quite well. Japan's Disney theme parks, and they went in with almost the exact same mindset when they built/marketed the EuroDisney park in Paris. They did not take cultural differences large and small into consideration and were not sensitive to what the park would need to be successful. When EuroDisney opened, it was advertised as big and glamorous, but that's not what people were necessarily interested inEuropeans; they care about quality rather than quantity. Disney had quality as well as quantity, but they didn't advertise that way. Managers were informed that Europeans generally don't eat breakfast, so the park's food courts were built with that in mind. It turns out they overcompensated for downsizing restaurant areas because "everyone" showed up for breakfast and the lines were disastrous, trying to serve breakfast to thousands of people when the restaurants only held 350 people. Disney marketers simply did not understand the lifestyle and culture of Europeans when EuroDisney was introduced. In Japan, Disney didn't change anything, they just took the American theme park and put it in Tokoyo. To their surprise, it was a huge success. The Japanese loved bringing a piece of America to their country. However, this huge success led to ruin when EuroDisney was built. They tried the same concept and it was an epic fail. Lack of market research led to a disaster in Europe, but with lessons learned, not so bad in Hong Kong. Compared to EuroDisney and its European visitors, Hong Kong visitors also have a completely different culture, and Disney executives overcompensated when building and marketing the theme park and made it too similar to other local theme parks. In Hong Kong, it seemed like visitors really wanted to feel like they were in a fairy tale and instead, Hong Kong Disney was structured too similarly to other parks nearby. Hong Kong Disney wasn't as much of a failure as EuroDisney in the beginning, but it also didn't reach the expected visitor numbers for the first few years of opening and lost money. Unlike EuroDisney, Disney visitors to Hong Kong did not necessarily think that their culture's famous TV characters were better; they just weren't very familiar with American Disney characters like Mickey Mouse. In the end, Hong Kong Disney did well by launching numerous marketing initiatives such as films of the history of Disney and its characters before entering the park; this helped familiarize visitors. Although Disney tried to avoid the same problems it encountered when opening EuroDisney, it was deceived and discovered a completely new culture and a different set of problems that it faced when opening Hong Kong Disney. Now that Hong Kong Disney is operational, the Shanghai development will benefit from Hong Kong's experience. Learning from past mistakes, Disney will take into consideration what Chinese culture wants. They want a fairy tale. They don't just want yet another Chinese amusement park. By continuing to do research and find out what the target audience wants to see, there is no doubt that Disney theme parks in China will continue to be successful. The three locations we will consider would be Sydney, Australia, Mumbai, India and London. , England. Nowadays all locations have large populations and respectable economies. We would recommend starting construction in one of these locations within five years and completing it by 2025. We don't think that, after building a Disney in Shanghai, there will be a need for another Disney before 2025. Sydney, Australia is a good place choice due to large population, decent economy and Disney stories and fairy tales would not need to be translated into another language as most of Australia speaks English and would have some familiarity with Disney characters and similar. London, England is also a good potential choice for a Disney theme park as their language is English,.