Abstract Wenhe Yue
School of Management, Shenyang Jianzhu University Shenyang 110168, China E-mail: bobo1012@sina.com Euro Disneyland a theme park comprised of an updated, state of the art Disney's Magic Kingdom, is a subsidiary of the Walt Disney Company located outside Paris, France, and has experienced numerous complications from its inception. This article introduces the fretful of Euro Disney, analyzes the reasons why it goes to wrong and give the recommendation to overcome the rattrap. Keywords: Euro Disneyland, Cultural differences, Management hubris 1. Introduction Many companies throughout the United States and beyond are resorting to developing their business abroad. The Walt Disney Company was one of the American organizations to expand on foreign soil. Its first foreign venture Tokyo Disneyland proved to be so successful that the decision was made to further expand abroad. This next foreign expansion experience, named Euro Disneyland all hopes were high, with Michael Eisner, the chairperson of Walt Disney promising to make Euro Disney the “most lavish project that Disney had ever built”. He had an obsession with maintaining Disney’s high reputation, as Disney had already seen the success of California and Florida Disneyland. While Euro Disney did not prove to be the successful venture that had been anticipated by its creators. Euro Disneyland a theme park comprised of an updated, state of the art Disney's Magic Kingdom, is a subsidiary of the Walt Disney Company located outside Paris, France, and has experienced numerous complications from its inception. Because the Walt Disney Company executives were determined to adhere to American philosophies, they did not thoroughly investigate all aspects of the European environment. As a company planning on expanding abroad,
