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How companies deal with cultural differences: the example of Disneyland Resort Paris

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  1. Language
  2. Language and Lexicon
  3. Features of Language
  4. Language Structure
  5. Language Processing and Cognitive Psychology
  6. Conclusion

"Globalization, understood as the extension of the market economy and capitalism in the world, has accelerated over the last thirty years. " Thus the companies that choose to internationalize are growing. This internationalization promotes contacts between cultures, which play a fundamental role in the behavior of the individual. One might think that with a uniform, "Westernization" of cultures the global economy would be accompanied by the appearance of a unique culture. However, many observers attest to the maintenance of cultural differences. In spite of the cultural affinities present, the world does not share the same standards, values, and social practices. Hence we see the emergence of cultural differences, such as differences in tastes and ways of thinking, consumption patterns, attitudes, values and distinct references.

Paradoxically, there is increasing globalization, and at the same time an affirmation of particularism that has never been stronger. The existence of different cultures around the world necessitates that anyone who wishes to conduct business internationally, needs to be aware of cultural differences, and understand the thinking of other people.

The company which decides to internationalize will have growing interactions with different cultures in many areas including management, marketing strategy, negotiation and so on. Intercultural relations are inseparable from the phenomenon of globalization.
The company must decide whether to consider these differences, which are unavoidable, when it expanded abroad.

What impact do these differences have?

Long ignored, intercultural relations have now become the subject of increasing study. Indeed, it was easier to claim, that cultural differences disappear and we can treat the world as a global village, as the proponents of globalization did, but this is not true. Indeed, although often understated, the cultural aspect can make all the difference. Through the example of Disneyland Paris, I will try to demonstrate the importance of cultural differences during the implementation of a product abroad.

Disney is an American company that creates theme parks, which, having achieved success in its country of origin, decided to turn to international markets. Indeed in the 70's and 80's, the success of the Disney parks in California and Florida was due to American visitors as well as due to international visitors. Millions of foreign tourists visited the parks each year. Given this reality, Disney concluded that it would make sense to export the concept of Disneyland. However, one question remained: could the Disney model be exported as successfullu outside the United States?

The first Disney park outside of United States was built in Tokyo, Japan, and opened in 1983. It was an immediate success, and between 1983 and 1988, almost half of Japan, which represents 50 million people, had visited the park.

Thus it was with confidence that the Walt Disney Company decided to export the concept to Europe after 80 years. The 2.7 million Europeans who visit the parks in California and Florida every year, spend 1.6 billion dollars in Disney products. Thus it was rational to believe in the success of a park in Europe.

[...] The focus was more than ever on the visual elements, to deal with the diversity of European languages. The park has two official languages: English and French, but multilingual guides are available in German, Spanish and Italian visitors Because of the diversity of languages, imagineers attempted to minimize the need for translation (eg menus in restaurants) and emphasized the visual rather than on written or oral communication. They did not, for example, create attractions such as the "jungle cruise", a cruise that takes place only in English in the United States, and involves real interaction between the participant and the "cast member" [38]. [...]

[...] Indeed, it appears to be a foreign threat, which promotes a return to roots, and the cultural values of the companies different, though they may look alike Faced with this reality, the sociologist Roland Robertson invented the concept of "glocalization". The term glocal comes from the Japanese word "Dochakuka" denoting that the techniques used to grow crops must adapt to local conditions. A term now in vogue, the word glocal comes from the apparently paradoxical combination between "global" and "local". [...]

[...] Websites : Aliz Maraz Ilona, multicultural Disneyland 20essay.html Chesneaux Veronica, a social anthropologist behind the scenes of Disneyland Paris DLRP magazine, the official news from Disneyland Resort Paris Dlrpmagazine Annual Passports holders at Disneyland Resort Paris DLRP, Euro Disney will invest 240 MEUR in 2005/09 on attractions, 16/11/2005 =&start_from=&ucat=9 & Disneyland in Los Angeles to Paris Janis Forman Anderson, Corporate Image and the Establishment of Euro Disney: Mickey Mouse and the FrenchPress Graduate School of Management at UCLA 7.3 /7-3Forman.pdf The hiccups from Disneyland Paris Recklies Dagmar, Euro Disney - Case Study Gilles Smadja, Once upon a time April Rates Parks Disneyland Paris fr.htm/url The Walt Disney Company, a case study, January 96 Wikipedia the free encyclopedia The Disneyland Paris Cultural differences Books Usunier JC, trade between cultures, a cultural approach to international marketing Presses Universitaires de France, Paris Usunier JC, Marketing across cultures, Prentice Hal Marc BOSCHE, Intercultural management.Paris: Nathan Periodical Marieke de Mooij, Global Marketing and advertising.Understanding cultural paradoxes, Sage Publications Pierre Dupriez, Blandine Vanderlinden, Olivier Soumah-Mis, Tags for intercultural management, international week, Reports of interventions, ICN Group, University Nancy Herbig PA, Catering to cultures, the customer IS right Often, management thinking, The Antidote from CSBS, Number Luis R. [...]

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