Red Bulls Marketing Strategy

Red Bulls Marketing Strategy All big brands around the world are now shifting towards the phenomenon of globalization. A product is no more confined to geographical boundaries. Globalisation calls for global marketing strategies being implemented around the world to resonate the brands identity and its image to target customers. A synonymous marketing strategy is cost-effective and this is the strategy applied by many big companies around the world. However, experts also say that this is not always a wise strategy because consumer behaviour around the world varies from culture to culture and from nation to nation. For instance, an American consumer will react and respond differently as compared to a Nepalese consumer. Thus, while implementing global marketing strategies, a wiser move would be to tweak it, customise it, and to relate it with the local consumer behaviour. Similarly, few international big names in Nepal have only implemented their global strategies and are not probably exploiting the huge potential they have. One such case is that of Red Bull in Nepal. Since the entrance of this drink in Nepal, it has done well enough to survive in the Nepalese market as compared to some of the other energy drink brands. Red Bull has implemented its global marketing strategy such as unconventional method without really evaluating its effects on the customer loyalty in Nepal. Thus, the question still remains whether the customer loyalty is influenced by Red Bull in Nepal that uses global unconventional marketing strategies. Statement of problem Red Bulls marketing strategy around the world is to use unconventional strategies that involve guerilla stunts and buzz generating tactics to communicate to their customers. Guerilla marketing is based on below-the-line (BTL) activities where brand recall is created through events and stunts that are mostly related to sports (X-games), parties, adventure and music. The sports Red Bull supports are ones that are not popular in Nepal. Formula one and X-games are not really popular. Similarly, Red Bull does a lot of promotional events at discotheque to enhance its brand. But this is not applicable in Nepalese situation because we dont have any such type of place. This is where the problem lies for Red Bull in Nepal. Like everywhere, the strategy depends on unconventional marketing which is not applicable and does not relate to the Nepalese culture and tradition. For example, how many people in Nepal would be interested in free style football? Hence, if they conduct a sports event based on free style football, still many people who are unrelated to these events will not consider joining there. Also, the idea of X-games that involve moto (motorcycle racing), skiing (ski big air, skier cross), snowboarding, snowmobile, Inline skating, skateboarding, and car racing are not played in Nepal. Thus, any event based on these games would be absolutely useless here. We do not have well organised night clubs and discotheques, as already described. These areas are the best places where most of Red Bulls promotions and selling would take place around the world. Red Bull also conducts a lot of its adventurous events around the world in deserts and mountainous areas. In these contexts, security is the prime issue. One would also argue Red Bull should use above-the-line (ATL) methods of promotions (e.g. television, print and radio) to communicate to a larger audience. The bottomline here is that Red Bull Nepal is not considering the local culture and consumer behavior and is blind ly implementing its global marketing strategies to communicate with its customers. That is why the current research has been done to find out the effectiveness of Red Bulls global unconventional marketing strategy, for example BTL method, in customer loyalty in Nepal. Aim and Objectives Aim The current research was conducted to find out the effectiveness of Red Bulls global unconventional marketing strategy (e.g. BTL strategy) in customer loyalty in Nepal. Objectives To analyse the situation of consumers in energy drink Do they consume energy drink? Are they aware of energy drinks available in markets? Do they prefer any energy drinks? To analyse the factors that affect potential target market of Red Bull in Nepal. Do gender, age-groups, marital status and income of consumers have any effect on Red Bull market in Nepal? Analysis of the Red Bull brand in customer loyalty What consumers think about Red Bull quality? Why consumers think Red Bull was unique among drinks? What consumers think about Red Bull brand? Will Red Bull consumers keep on purchasing it on future? Will Red Bull non-consumers consider purchasing it on future? To analyse the effectiveness of Red Bulls marketing strategy in customer loyalty in Nepal? Will sampling affect customer loyalty? Will promotion events affect customer loyalty? Any suggestion in enhancing customer loyalty? Justification of the study At the end of this study, our research will help understand the effectiveness of Red Bulls global unconventional marketing strategy (e.g. BTL strategy) in customer loyalty in Nepal. In addition, this study will be important to analyse the Red Bull brand in customer loyalty. A detailed report would be generated regarding consumer behavior, preferences, attitudes, reactions, lifestyles, and characteristics which would help us prepare an in-depth analysis on our research objectives. An exciting prospect of this project would be to find out to what extent Red Bull possesses the ability to reach markets and reach consumers as using unconventional marketing strategies limits their reach and opportunities. Lastly, the study will generate recommendations that will be crucial in Red Bull marketing strategy in future. Scope of the study The study comprises of conducting a research in different parts of Kathmandu targeting individuals and groups (principally university and college students, celebrities and media related persons) falling into our target criteria in order to find out the effectiveness of Red Bulls unconventional marketing in Nepal. The research also involves interviews with industry experts to gain their viewpoints and comments on the matter which was important to understand about Red Bull markets in this country. CHAPTER-2 LITERATURE REVIEW Unconventional marketing In the corporate world, the term marketing simply refers to activities carried out by organizations or individuals in order to generate awareness capture interest and boost sales. There are mainly two strategies to generate marketing, for example conventional and unconventional marketing. The first, conventional marketing, a traditional marketing technique, mainly refers to the use of media or ATL activities for the purpose of promoting the brand. These conventional methods comprise of television advertisements, print advertisements in newspapers, magazines, broadcasts on radios, billboards or hoardings and other sources of media. Unlike conventional marketing, the unconventional marketing refers to all those forms of marketing that require lower budgets and more time, imagination, creativity and a lot of energy rather than monetary support. Compared to conventional marketing that lacks an interaction between the organization and the end user, unconventional strategy is more interact ive with customers and gets them really engaged with the activity itself. Examples involve public interceptions, random giveaways or free sampling, and publicity stunt (PR). Unconventional marketing is synonymously used as guerrilla marketing, buzz marketing, public relation tactics, viral marketing, social media, BTL in various literatures. This marketing campaign is principally interactive with consumers who are unexpectedly targeted in unexpected places. Therefore, this campaign is aimed at generating buzz and viral marketing via a unique, engaging and thought-provoking ideology (Romane Knight, The Best Guerrilla Marketing Strategies, http://marketingnotesja.hubpages.com/hub/The-Best-Guerrilla-Marketing-Strategies (Blog), accessed on 21 September 2012). While both forms of marketing result in increased awareness, persuasion and education of the brand, unconventional marketing helps build a bond between the brand and the customer. The Exforsys Inc. website (2011) states that unconventional marketing is an experiential marketing which appeals to the emotions. The customer develops an emotional attachment to a brand, product, person, or idea. Therefore, unconventional marketing greatly enhance the customer interaction in order to gain valuable insights and consequently enhance loyalty. Customer loyalty When a company or a business organisation is opened, it is aimed to generate and retain a loyal customer who would continuously attach with the company in the context of its long-term cost-effective business. The ideology of retaining a long term relationship with brand loyal, i.e. the customer who has the continuous requirement of the same product is called customer loyalty. Customers will leave the company or organisation if it is not aimed at curomer loyalty. Various explanations have been found regarding customer loyalty in literatures. Sivadas and Baker-Prewitt (2000) said there is an increasing recognition that the ultimate objective of customer satisfaction measurement should be customer loyalty. Anton (1996) described satisfaction is positively associated with repurchase intentions, likelihood of recommending a product or service, loyalty and profitability. In 1997, Guiltinan, Paul and Madden (1997) said that satisfied customers are more likely to be repeat (and even become l oyal) customers (Guiltinan, Paul and Madden 1997). While these statements indicate that customer satisfaction is one of the factors of customer loyalty, customer dissatisfaction does not always lead to a reduction in loyalty. For example, even dissatisfied, some customers may be loyal because they dont expect to get any better service even if they did change (Reichheld 1996). In addition to customer satisfaction, brand loyalty may be another factor which may play in customer loyalty. Sometimes, customers can also feel a sense of loyalty and emotional attachment to a particular brand (Fournier 1998). However, the relationship of the brand with a customer is a two-way process in which it is not concerned how a customer feels to a particular brand, and this association is just preference or proclivity (Peppers and Rogers 2004). Customer Acquisition The assurance phase Customer Development The education bonding phase Customer Commitment The sales phase Customer Retention The continuation activity phase Customer Loyalty Cycle Satisfaction Satisfaction Satisfaction Satisfaction S2 S1 S3 S4 Figure 1: Customer Loyalty Cycle as a Business Model used by the Scuba Schools International (SSI) Dive Centres. They acquire students and convert them into loyal customers. S1: Step 1, S2: Step 2, S3: Step 3 and S4: Step 4 (Adapted from http://divessi-indo.com/acquisition/systems.php, accessed on 24 September, 2012). Finally, price may be one of the determining factors of customer loyalty (Fisher 2001). For example, good pricing is an important factor in encouraging customer loyalty (Abratt and Russell 1999). In contrast, if a customer is loyal to a brand, he/she will not care of future price changes (Clark et al. 1995) indicating price may not play a role in customer loyalty. While customer loyalty depends on different factors, the process of customer loyalty is not an easy task in business. The process of customer loyalty can be achieved in 4 steps (Figure 1). The first step is called the assurance phase in which customer is acquired via different marketing or business strategy. Then, customers are made satisfied and then, they are given different trainings and education programs to keep them bonded. This is the education and bonding phase and is the second step of customer loyalty. Again, the customers are made satisfied and customers make commitment in the sales phase or third phase. The satisfaction to customers is continued and customers will stick to the same brand or the same company in the continuation and activity phase. This is quite important to keep the customers retention. The cycle is repeated followed by customer satisfaction. Therefore, customer satisfaction may be one of the important factors in customer loyalty (Figure 1). Measuring marketing effectiveness Companies spend billions of dollars annually on marketing. Because of increasingly competitive markets, firms strive to produce higher and higher profits. This leads to calls for justifying the marketing expenditures (Rust et al 2004). Powell (2002) states that marketing effectiveness is the quality of how marketers perform their marketing activities in order to optimize their expenditures and achieve both short and long term goals. The difference between marketing effectiveness and efficiency is explained by Rust et.al (2004) as they state for example, that price promotions may be efficient in delivering short-term revenues and cash flows but ineffective in the long run if it is destroying profitability and brand equity in the long run. Figure 2: The Chain of Marketing Productivity (Adapted from Journal of Marketing 2004, vol. 68, pp. 76-89). The Chain of Marketing Productivity is a conceptual context that can be utilized for evaluating marketing effectiveness (Figure 2). This model explains the effects of certain marketing actions of a firm on its position and standing in the market. Rust et al (2004) believe that every firm must have a business model which is used to track the effectiveness of marketing expenditures in influencing the knowledge, beliefs and emotions of the customers that ultimately leads to purchase behaviours. They stress on the fact that marketing efforts such as advertising and product improvements help in building long term assets such as brand equity. These long term assets are leveraged to deliver profitability in the short run. Customer thoughts, beliefs and feelings that lead to purchase behaviours are usually measured through non-financial measures such as attitudes and behavioural intentions. These non-financial measures drive financial performance measures like sales, profits and stock values in the short and long runs (Rust et al 2004). Behaviours Hoyer and Macinnis (2009) states that consumer behaviour reflects the sum of all consumer decisions from acquisition to disposition of goods, services and experiences. Behaviour of the consumers is a dynamic process reflecting acquisition, usage and disposition activities. The questions of what, why, how, when and how much to acquire, use and dispose a particular offering can have a major impact on how strategies for marketing and communications are developed. In order to produce, communicate and provide appropriate goods and services, marketers need rich insights on consumer behaviours and what they value (Hoyer Macinnis, 2009). Marketing efforts such as communications and promotions have a long term impact on consumer behaviour. In recent years, consumers have become more price- and promotion-sensitive over the time because there is a lot of information and choice available to them. This is why more and more companies are attempting to influence consumer behaviours through marketing efforts such as promotions and communications (Mela, Gupta Lehman, 1997). Sales Revenue Sales revenue numbers are the most objective measures of marketing effectiveness. Financial benefits, such as sales, from particular marketing efforts are assessed in numerous ways. One traditional method is the Return on Investment (ROI) which is the relative return that is obtained from the required expenditure. Financial impacts like these affect the firms financial position in terms of profit and cash flow. However, these methods are controversial and ineffective if relied upon solely. This is because most of marketing efforts are played out in the long run; there effects cannot be observed in the short run, while methods such as ROI only assess short term effectiveness of marketing efforts. A better usage of such methods must incorporate future cash flows so as to predict and determine the long run marketing effectiveness (Rust et al 2004). Brand Equity Brand equity is a relatively new concept which has developed from the past two decades as core marketing concept. It suggests that brand value can be derived from the discounted cash flows received from the sale of products/services as a result of associations of the brand with those products/services (Rust et al 2004). Rust et al. (2004) further cite Tybout and Carpenter on the enormous brand equity of Home Depot which was the US$84 billion in 1999. This shows that even though there may be a short-term divide between ROI and marketing efforts, it may not be completely ineffective due long laSting value offered through brand equity. Elements of brand equity such as customer lifetime value, brand awareness, associations and recognition can be determined by recognizing prevailing perceptions regarding the brand and functional as well as emotional value propositions that the brand provides (Dunn Halsall, 2009). The impact on customers and resultant developments in valuable assets such as brand and customer equity influence a brands market share and revenue, hence, enhancing its competitive position in the market. Long term benefits of these assets can increase customer responsiveness to brands and its extensions, willingness to pay premiums, referrals, increased usage rates, lower after sales support costs, customer retention and loyalty. All of these factors reflect a larger market share to be enjoyed by the brand with guaranteed greater profitability (Rust et al 2004). There is a wealth of means to measure market effectiveness. Methods to evaluate marketing tactics and impact of marketing expenditures provide the necessary tools to affect the practice of management and to bring further credibility to marketers. From an accounting standpoint, marketing productivity must be categorized into modifications in financial assets as well as intangible assets such as brand equity (Rust et al 2004) . Red Bull-History Red Bull is a popular energy drink that had been manufactured since the early 1962 by the TC Pharmaceutical Co., in Thailand by Chaleo Yoovidhya. The name of the company was subsequently changed into Red Bull Beverage Co. Ltd. It was introduced into the Europe by the Austrian guy Dietrich Mateschitz, who found out that one of the Thai energy drink called Krating Daeng (Thai: Red Bull) was good at soothing the Jetlag. He finally realized that the Asia has a wide potential market for Energy Drinks and there was no such kind of product available in the West or the Europe. In 1984, he established an Austrian company called Red Bull GmbH that sold about a million cans in 1987. Consequently the sale was expanded to other countries like the UK, Germany, Switzerland and others (http://www.fundinguniverse.com/company-histories/red-bull-gmbh-history/). Throughout the world, it is the leader in the energy drinks market and has about 70% of the market share and has annual sales of billion dollar s (Data Monitor, Red Bull GmbH, 2004). Red Bull-Branding When introduced to the markets of the world, very few believed in the successful potentiality of Red Bull as a brand and product. The mere concept of energy drink was brought into inception by Red Bull and most believed that such a confined product category of energy drink was not required when you had other options such as tea or coffee as energy boosters. Beardwood (2010) remarked that Red Bull might be a slightly safer alternative to alcohol. Although there are negative assumptions related to Red Bull brand, it has now become the leading energy drink manufacturer around the world. Regani in 2006 believes that the soul reason of the success of Red Bull in marketing is due to its audacity to think out of the box and its trend setters rather than followers (Regani (2006). Red Bull-The brand While considering Red Bull as a brand, it reflects energy, enthusiasm, active life, trend setters, adventurous and everything that is about youth and its whereabouts. When a person is found to consuming Red Bull, the image created in mind is a cool and trendy one and that is the kind of positioning they have achieved as a brand. All brand managers at Red Bull maintain that the positioning of Red Bull will never change no matter what the situation is, as that is what Red Bull, as a brand has thrived on. Red Bull is more about the brand than the product itself. According to Gschwandtner (2004), it is not Red Bulls sales strategy that helps it sell like hot cakes around the world, but it is its innovative branding strategy that has helped it become the number one energy drink name of the world. Red Bull-Marketing strategy across the world Red Bull as a brand is rebellious in nature and it certainly proves the kind of unconventional marketing strategy it has chosen. They absolutely refuse to advertise and use some of the conventional modes of promotions such as billboards, banner advertisements, taxicab holograms and blimp in a way that many brands would opt to do. Even their TV spots are very different from others. Played only on niche channels, they are merely sketches of a mysterious Austrian artiest that tries to amuse the audience more rather than educating them. They completely pursue unconventional marketing techniques to build the brand that majorly includes buzz generating tactics, event-based marketing, hiring brand ambassadors, supporting student projects, free sampling and others. Rather than going on mass, Red Bull targets underground style with BTL activities. It aims to produce viral buzz by paying college going students, disc jockey (DJ)s and young opinion leaders to host events and parties where the drink can be served. These are the sort of parties Red Bull encourages its ambassador to lead or organise as it aims to associate its brand with such events. Therefore, strong Red Bull branding can be observed at club, cafà © and discotheque where young crowds are mostly present. Red Bull does not spend on advertising and flashy celebrity endorsement. They hire hip youngsters, students and unconventional sports athletes to endorse their brand and promote it. These not only cost less but are also more effective as they are closest to the target market and know the required consumer behaviors. Besides that Red Bull organize and sponsor extreme sports events like the X-games and freestyle football which against complements their strategy of unconventional marketing. Campaigns Their campaigns are mostly based on organizing events that are associated with the brand. These events usually include unconventional sports, parties, student based events and exhibitions. They use such events to heavily brand their product using all kinds of aesthetics and tools. Plus, they also sample at these events to generate product trial and to let their target consumer experience the functionality of Red Bull. Their most recent campaign was the world tour of free style biking champion Kenny Belaey who was taken to all Red Bull operating countries where he performed stunts at different schools, colleges and universities. This event was used to build an impression for Red Bull as an adventurous, outrageous and unique brand. Sampling was also conducted at all stunt venues. Before the tour of Kenny Belaey, Red Bull organized the Free Style footballing competition all around the world where youngsters flaunted some cheeky skills to win the major prize of going to the World Cup in South Africa. Publicity stunt/buzz generating tactics The main motive of Red Bull behind using unconventional and unique marketing strategies is to generate or create people talking about them that gradually support to promote them. They aim to create a buzz through their events that is why they do not prefer using the conventional modes of communication (e.g. TV, radio and print media). Red Bull aims to create a viral fever through its events where people are amazed by the activities they perform and talk about it. The message spreads like wild fire that is the thing each Red Bull brand manager or brand ambassador targets in all its operating countries. Main motive is to do something so outrageous and unique, that people keep talking about it. Therefore, the brand is both getting the required mileage and developing a customer base for itself. A small example of how Red Bull tried to generate a buzz was the high jump that their hired athlete attempted from the tallest buildings in all the Red Bull operating countries. Media was invited to the stunt and heavy Red Bull branding was exhibited. There was great hype and anticipation because of such an outrageous attempt being made by a person. People kept talking about it and there was a certain buzz about this stunt. The venues for the stunt were heavily branded with Red Bull aesthetics to demonstrate that it is Red Bull who owns the event. The stunts were successfully completed in all Red Bull operating countries with the media heavily publishing it on TV, print and radio. The amazing factor was achieved as people were talking about it and this was exactly what Red Bull wanted to achieve with this stunt. In this context, it might not be selling the product through these stunts but it is actually developing the brand as an adventurous and unique one and also that it is creatin g a buzz about Red Bull which is basically the target and aim of the Red Bull brand manager or ambassador at the closing of the event. Endorsements Red Bull does not really rely on celebrity endorsement as that is not its style. What it does is acquiring sports teams around the world and supporting them as its official sponsor. The following endorsements are currently made by this brand: Red Bull is the official sponsor of all X-games conducted around the world. This endorsement complements their marketing strategy of being unconventional. All venues and player dresses are Red Bull branded and heavy sampling is done at these events. Red Bull has acquired two football teams around the world. One plays in the Major League Soccer in the United States of America and is known as the New York Red Bulls (http://www.newyorkredbulls.com/), accessed on 25 September, 2012). The other one is in the Austrian Football League and is known as Red Bull Salzburg (http://www.austria-salzburg.at/, accessed on 25 September, 2012). Both the teams have their kits branded with Red Bull. Red Bull Salzburg even have their stadium named after Red Bull and is called the Red Bull Arena. One can easily notice the heavy branding of Red Bull at the stadium. This is an effective plan that involves the heavy media coverage of football all over the world. Red Bull owns a Formula One team which has been doing incredibly well since the acquisition took place (http://www.formula1.com/news/headlines/2010/5/10796.html, accessed on 25 September, 2012). The car and the drivers dress are completely branded with Red Bull logos. This is again a very effective because Formula One racing gets a lot of coverage around the world and gives Red Bull the required mileage in its target audience. Red Bull endorses the major stars in unconventional sports and gaming. A stand out example is Kenny Belaey who has been supported by Red Bull throughout his career as a free style biker (http://www.tribalzine.com/?Kenny-Belaey-after-the-success-of, accessed on 25 September, 2012). Sampling through brand ambassadors Another strategy of the marketing by Red Bull is the contract with brand ambassadors at schools, colleges and universities to represent the brand at social events and hangouts. These brand ambassadors are given cartoon/s of Red Bull to sample at parties and spots where Red Bull might be needed. These situations occur when students are in mental or physical stress due to various reasons, for examples sports events or time of academic examinations. The idea is to hire cool college going students to represent the brand amongst its intended target market. Another promotional strategy is involved in educating consumers. Red Bull organises travel in by its staffs in a car that carries large cans of Red Bull. The Red Bull staffs target those individuals who lack energy and wishes of energy. Then, the staffs give a free can of Red Bull to these people. This strategy seems to be successful during the introduction of Red Bull into public. Red Bull-Establishment in Nepal and structure Red Bull was finally launched in Nepal in 2002 and since it has been a leader in the market with relatively lesser competition. Red Bull was brought to Nepal by S.M. Chawla Company that only handled distribution of Red Bull initially. When the headquarters in Dubai assessed the sales in Nepal, they decided to officially start their operations in an office of their own. In 2004, Red Bull Nepal was established with three functional departments namely Marketing, Sales and Finance. Red Bull is currently being operated in Kathmandu with the Asian head office being in the United Arab Emirates (Figure 3). It has set up its premises in all three cities where distribution and marketing operations are executed. The current organizational structure of Red Bull Nepal is shown in Figure 3. Figure 3 : The current organizational structure of Red Bull Nepal. Marketing The current organizational structure of Red Bull Nepal is governed by Asian Head Office. This office primarily plans and executes BTL promotional activities for Red Bull. Understanding the consumer need and coming up with activities to fulfill them is one of their most important tasks. Pre- and Post- event communications of all promotional activities are also taken care of by this office. Each city has one marketing head and three Student Brand Managers hired from popular universities to work as a team. Marketing department also handles communication via social media like Facebook and others. Sports and Events This is a dedicated team that plans around the year activities based on sports and other functional events. Red Bull conducts all its marketing through guerilla style and that is why this department has its special importance. They primarily plan and execute accompanied by collaboration with the marketing department. Finance Finance Department consists of a precise and dedicated full-time team member. The finance team distributes the budget for executing the marketing activities. This department also looks after the wage control system. The team also maintains and keeps track record of monthly sales. This department submits the monthly reports of sales performance to the head office in Dubai. Communication This department handles all the pre- and post-event communication of Red Bull events and activities through all media that include TV, print, radio and social media. This strategy is similar to the idea of communication in unconventional marketing of Red Bull brand to its audience. This department actively stays in touch with people in the media to disseminate news about everything that Red Bull is doing not just in

Euro Disney Essay

Introduccion The Walt Disney Company, is an American multinational corporation located in Burbank, California. It is the largest media conglomerate in the world in terms of revenue. Disney was founded on October 16, 1923, by Walt and Roy Disney and established itself as a leader in the American animation industry. Disney has created new divisions of the company in order to market more mature content than it typically associates with its flagship family-oriented brands. The company is best known for the products of its film studio, the Walt Disney Studios, and today one of the largest and best-known studios in Hollywood. Disney also owns and operates the ABC broadcast television network; cable television networks such as Disney Channel, ESPN, A+E Networks, LifeTime and ABC Family; publishing, merchandising, and theatre divisions; and owns and licenses 14 theme parks around the world. It also has a successful music division. The company has been a component of the Dow Jones Industrial Average since May 6, 1991. An early and well-known cartoon creation of the company, Mickey Mouse, is the official mascot of The Walt Disney Company. Focused on Euro Disney: Euro Disney S.C.A. is the company that owns and operates Disneyland Paris in Marne-la-Vallà ©e, France. 39.78% of shares are held by The Walt Disney Company, 10% by the Saudi Prince Alwaleed and 50.22% by other  shareholders. The stock is traded on the Euronext Paris exchange. Disneyland Paris comprises Disneyland Park, Walt Disney Studios Park, Disney Village, and seven on-site Disney Hotels. Val d’Europe is a new residential and shopping development. Another seven hotels/residences have been built not  far from the two Disney theme parks on land held under Euro Disney SCA’s lease, including properties from companies such as Holiday Inn, Kyriad, MyTravel and Radisson Hotels. The Resort is a result of an agreement signed on 24 March 1987 between The Walt Disney Company and the French Authorities for the development of a new tourist destination, and construction began within a year. Since opening on 12 April 1992, the Resort has created more than 30,000 jobs (both directly and indirectly) in the region to the east of Paris. Today it is the n umber one tourist destination in Europe with 14.5 million visits recorded for Financial Year. Offers/Suggestions: There are many companys which offers many packs for families. Below some examples. Esayjet: Esayjet offers the best prices on Paris Disney Area deals and get away on a Paris Disney Area holiday for less. easyJet Holidays has a fantastic range of prices and offers with a selection of easyJet flights and Paris Disney Area hotels available. http://holidays.easyjet.com/france/paris/paris-disney-area-holidays.htm Thomson: Thomson gives you the opportunity to cutomize your trip: – Accommodation in a Disney Hotel including breakfast – Tickets for both Disney Parks for each day – Access to Free Fastpass service for every member of your party: Cut down the queuing time at the most popular attractions – Extra Magic Hours: Get access to the Disneyland Park up to 2 hours before regular Park opening! http://www.thomson.co.uk/editorial/features/disneyland-paris.html Hotels inside the Amusement Park: There are many opptions for accomodation indide the park. In total there are 14 hotels. Some examples as follows: Disney’s Newport Bay Club: At Disney’s Newport Bay Club, enjoy all the style and charm of the late 19th Century New England seaside, right on the waters of Lake Disney. Disney’s Hotel Santa Fe: Disney’s Hotel Santa Fe offers you a taste of the monumental landscapes of America’s South West, along the legendary Route 66. Disneyland Hotel: If you you asked for the best. Disneyland Hotel offers the ultimate in Disney quality, service, hospitality and location! It’s right at the entrance to Disneyland Park. Location: Euro Disney is located in France (Paris). France is the largest country in Western Europe and the third-largest in Europe as a whole. It possesses the second-largest exclusive economic zone in the world. France has been a major power with strong cultural, economic, military, and political influence in Europe and around the world. France is a developed country,possessing the world’s fifth-largest and Europe’s second-largest economy. Questions A: 1) What did Disney do wrong in its planning for Euro Disney? EuroDisney made different financial ​​strategic mistakes .Taking into account the studies predicting the good economic panporama The growth would be very fast, which means good benefits for the region. But the reality was very different, It means the prediction was wrong. Maybe the will need to made two or more financial Studies befote taking a desition. Another of his errors was the European habits which had changed. From the American experience the highest assitance would be on friday’s, the opposite occurred. The company had difficulties planning the number of workers for those days. Another operational errors was the computers of the hotels. EuroDisney was based on that customers spent several days in the park. The reality was very different, customers arrived very early in the morning to spend the day in the park and get to the rooms at night to leaving the next day. Queues to pay dragged on the grounds that there was only one computer. They had to install several computers addicionales to reduce queues. 2)What recommendations would you make to Disney to deal with the problems of Euro Disney? EuroDisney uses Other Strategies to Solve the Problem of the Situation Name change to Eurodisney Disneyland Paris, so well adapted to European tastes and give a disastrous change in customer care. Through the emphasis of recognizing Paris, executives capitalize on the proximity of the park to the French capital. Keeping costs and increase revenues decreased 8.6% of its labor potential. In response to criticism of high ticket prices and hotels EuroDisney decided to introduce offers and new prices for hotels in low Seaton Disney company changed its marketing philosophy to attract customers from other countries such as Israel and Africa. Instead of offering the park as a holiday destination 3)What lessons can we learn from Disney’s problems with Euro Disney? Misunderstand food habits and customs of Europeans. They learned that for foreign market, it is necessary to conduct a comprehensive study of the  customs in that country which they did not do. These results obtained in human resources can help l from this process and this be applicable everywhere in the world. The food market must require a study of economics, rights, culture, climatology, interests, customs, lifestyle, geography, work habits etc.. Questions B: 1.How should the park differentiate itself from the competitive treta posed by the growing number of European amsusement Parks? The main and most important reason is that it is the only amusement park in Europe related to Disney. In my point of view it would be important to provide prices, packs, etc. for children under 7 years, for example, for birthdays, facilitate price, queues etc†¦ Finally renovation, uptades or new attractions design quite often. 2. What target marketing strategy should be pursued in the face of the changing competitive environment? A marketing strategy that positions Euro Disney as a affordable, fully equipped and multicultural park rather than just an American import. This can be done through the following: Implementing more aspects of European culture and less American culture. Signs and ads should be multilingual Food and drinks should be fitting for European tastes. Characters and casts should be more presentable to French culture in specific and European in general. Euro Disney is for Europe and not a form of an Americanized location in Europe. 3. What branding-strategy decisions are relevant? When it comes to the branding strategy, the image of Disney as a brand needs to be maintained as an amusing and incredible experience for everyone. However, again it should be directed in a way to fit the European perceptions of Amusement parks and not the American style. Plus the brand should have the attribute of being the worlds best amusement park provider by displaying the success it has in the U.S.A and in Japan. Meaning that you can have the thrill and experience that Disney as an organization offers you but in Europe. 4. What can be done to make better use of underutilized resources (such as the Hotels) while increasing the profitability of well-patronized facilities? On the short term the most sensible idea is to have a well-fit price for the current economic situation in Europe. Disney Europe can offer packages and promotions for visitors based on the seasonality and demands of the European consumers. A combination of promotional packages can help boost the number of visitors who will find it more appealing to go to Euro Disney rather than any other park because it has a combination of facilities at a reasonable price. Conclution Disney wanted to Americanize European customs. That mistake led to the executives to build an amusement park of your dreams, but following a American model and thus strictly different from physical reality, financial and cultural center of Europe and France. To enter the European market, should make a more detailed study based on research into every applicable aspect of the economy, laws, culture, climate, interests, customs, habits in lifestyle, geography, work habits, among others. This case demonstrates the importance of taking into account the Consumer Comportamientodel when making decisions about new products or paraextender existing products to new markets. It is vitally importanciatener into account social factors such as habits, culture, customs, language,  demographics, socioeconomic status, etc.. What to darsecuenta of which is the best way to reach that market.

Analyzing Animal Farm Written by George Orwell - 893 Words

ANIMAL FARM ANALYTICAL ESSAY Question: How was Boxer affected by Napoleon’s power? Power corrupts all those around it, and it is very easy for one to abuse power. In this novel, Animal Farm is an allegory in which the characters, events and settings are directly parallel to the people and events during the 1917 Russian Revolution. Napoleon is parallel to Joseph Stalin and Boxer represents the Russian proletariat (working class.) These two characters symbolize how communist ideals and power can be used in different aspects, in an approving or disapproving manner. Napoleon is a cruel, selfish fierce-looking Boar, who plays smart enough to obtain leadership by using tools of propaganda to gain power. Boxer is a hardworking, powerfully built horse, the strongest animal on the farm. He is rather gullible and is not wise enough to figure things out on his own. Napoleon rose to power, using manipulation and tactical strategies. Napoleon uses every animal on the farm for his own benefit. He uses Squealer to help implement his ideas and plans; the nine dogs he seized since puppies to be his guards; and the other animals, besides the pigs to do the work and pinpoint the faults to. Boxer is one who foolishly agrees and believes that every action carried out by Napoleon, is fair. Due to his lack of intelligence, he reiterates the slogan, â€Å"Napoleon is always right,† without truly knowing the intentions of Napoleon. Many animals including the four pigs; three hens; and sheepShow MoreRelatedAnimal Farm Or Ussr Part II1243 Words   |  5 PagesCliffy Smith James Hensley Pre-IB LA 10 10 April 2015 Animal Farm or USSR Part II Animal Farm written by George Orwell is a hopeful novel about a group of animals that overthrow their farmer and create an animalistic government. Much like All the King’s Men a novel by Robert Penn Warren, Animal Farm has strong political undertones relating to the the skewed government of Soviet Russia. Throughout the book many animal characters can be identified with the political leaders and influences throughoutRead MoreAnimal Farm And George Orwell By George Orwell1034 Words   |  5 Pages Eric Arthur Blair, under the pseudonym of George Orwell, composed many novels in his lifetime that were considered both politically rebellious and socially incorrect. Working on the dream since childhood, Orwell would finally gain notoriety as an author with his 1945 novel Animal Farm, which drew on personal experiences and deeply rooted fear to satirically critique Russian communism during its expansion. Noticing the impact he made, he next took to writing the novel 1984, which similarly criticizedRead MoreAnimal Farm By George Orwell1299 Words   |  6 Pagessociety include people employed for harsh, physical labor. In the novel Animal Farm, written by George Orwell, Napoleon enslaves the creatures of Animal Farm under his dictatorship. In this allegory, Orwell uses animals to represent various people in former Soviet Russian society. Boxer, the horse, symbolizes the Russian working class, or proletariats. Both embody qualities of strength, dedication, and blind obedience. As the farm animals face oppression from Napoleon, Boxer and the proletariat’s personalityRead MoreKite Persian Translations Of George Orwell s Animal Farm3324 Words   |  14 PagesA contrastive analysis of the technique of explicitation used in three Persian translations of George Orwell s Animal Farm 1. Introduction Translators always have attempted and sought to translate a text from the source language (SL) into the target Language (TL) in way that is tangible for the TL readers. However, translators while translating may encounter situations in which there is a text understandable in the SL, but difficult to be translated if they want to adhere to the source text (ST)Read MoreGrammar: Figures of Speech5410 Words   |  22 Pagesliteral meaning. In some allegories, for example, an author may intend the characters to personify an abstraction lie hope or freedom. The allegorical meaning usually deals with moral truth or a generalization about human existence. Ex. â€Å"Animal Farm† George Orwell Alliteration - The repetition of sounds, especially initial consonants in tow or more neighboring words (as in â€Å"she sells sea shells). Although the term is not used frequently in the multiple-choice section, you can look for alliterationRead MoreIntroduction : How ve He Do That?10829 Words   |  44 Pagessonnet. As I was analyzing this sonnet I noticed the way that the lines are divided in; they are divided into quatrains: four sections of four. The last section doesn’t follow the quatrain format since it only has two lines instead of four. It also follows a strict rhyme scheme (the rhyme scheme of a Shakespearean sonnet) of ABAB/CDCD/EFEF/GG. This sonnet is written in iambic pentameter: each line has ten beats and made up of stressed and unstressed syllables. This sonnet is written by ShakespeareRead MoreHistory of Social Work18530 Words   |  75 Pages.........................................................................28 Mary Richmond.......................... .............................................................................................................................29 George Orwell, John Howard Griffin, Pat Moore, Tolly Toynbee, Gà ¼nther Wallraff, Barbara Ehrenreich ............30 Sir William Beveridge .........................................................................................................................Read MoreSantrock Edpsych Ch0218723 Words   |  75 PagesProcesses, Periods, and Stages www.mcgrawhill.ca/college/santrock Page 34 Children are the legacy we leave for a time we will not live to see. Aristotle Greek Philosopher, 4th Century B.C. EXPLORING HOW CHILDREN DEVELOP Twentieth-century philosopher George Santayana once reflected, â€Å"Children are on a different plane. They belong to a generation and way of feeling properly their own.† Let’s explore what that plane is like. Why Studying Children’s Development Is Important Why study children’s developmentRead MorePeculiarities of Euphemisms in English and Difficulties in Their Translation19488 Words   |  78 Pagesand by a growing shamefacedness, to employing the sole terms. The same thing would apply to obscenities, which, after that all, represent merely the polar counterparts of euphemisms. But let us pass from speculation to fact. Three writers have written pertinently and clearly and suggestively on the subject: Professors I.Allen, Umberto Eco, and Professor V.Zegarac. I.Allen pointed out that, contrary to rather general impression, one of the most distinctive features of sophisticated speech, asRead MoreANALIZ TEXT INTERPRETATION AND ANALYSIS28843 Words   |  116 Pageschance and coincidence occur in real life, their use in literature becomes suspect if they seem to be merely an artificial device for arranging events or imposing a resolution. Such events tend to mar or even destroy a plot’s plausibility and unity. Analyzing Plot In approaching a work of fiction for the first time, we can analyze the plot by attempting to answer such questions as the following: 1. What is the conflict (or conflicts) on which the plot turns? Is it external, internal or a combination