Instructions:
You should post 2 posts on this board anywhere in the conversation; you can reply directly to my responses below this level or to any of your classmates’ responses.
Please do not create your own thread from this level (i.e., don’t respond to this specific post; reply to any post embedded under this one).
Although there are no word count requirements per post, you will have a difficult time responding to questions from me or your colleagues in less than a paragraph. Your best way to earn the full points on the discussion boards is by showing me that you have prepared by reading through the case materials and seeking out your own support materials beyond those I provided in the case.
You MUST use at least three credible sources that support the arguments you make in your posts and you should embed those sources into your text as hyperlinks, just like you’d find in any newspaper article posted online or blog, as I have done in the case descriiption and here so that it’s clear what text you’re trying to connect to which specific source (as such, your hyperlinks function as in-text citations).
Credible sources include trustworthy information that makes your claims more believable because you have supported those claims with quality evidence; examples of sources that are not credible include any source that posts strategic analysis from a consultant or another student. It is likely that you found a non-credible source if you searched Google for “Disney” and “corporate strategy” or “international strategy” or “competitive strategy” or any other term from our textbook, and you will lose points for citing sources of this nature.
There’s no need for a Works Cited or References section at the end of your post.
Please answer this question:
Much has been written in the press about Disney’s international moves as they built theme parks in new host countries. Which liabilities of foreignness* and assets of foreignness* did they run into? How did they avoid (or how could they have avoided) these liabilities of foreignness* and exploit their assets of foreignness*?
*Please note that asset of foreignness and liability of foreignness are course-specific terms covered in the video for this module on International Strategies.
Please reply to this post:
Disney hosts 6 international parks, two each in Paris and Tokyo, and 1 each in Shanghai and Hong Kong. The first international venture for Disney was their Tokyo location in 1983, which is still considered by many as the best Disney international park in the world. (Links to an external site.) Disney realized early on that they would have to drastically appease local cultures in order to be successful in foreign markets. Tokyo was hand-picked the site of their first international park entirely due to the large population and Japanese affinity for American culture, where “The alien culture has strong attractions and appeals to the Japanese market, and it was the basis upon which Disney has successfully developed its cross-cultural operation”. (Links to an external site.)
Disney’s second foray into the international market was less “magical”. In an attempt to quickly capitalize on their success in Tokyo, and also in being inundated by foreign requests for parks in their own countries, Disney chose Paris and lazily decided to essentially duplicate its model for the Tokyo project. From the insensitive naming of the park to “Euro-Disney” to the globally televised French protest at the park doors, (Links to an external site.) Disney was forced to immediately (and expensively) re-design the park and adapt to the local culture before finding success.
The wildly different experiences from these two ventures highlight both liabilities and assets of foreignness. Japanese culture was accepting of the American-based product and happily welcomed the project (an asset) while French culture immediately thrust Disney into severe discord and lost opportunity (a liability due to the tense French/US relationship in early 1990). Nonetheless, the latter experience proved impactful and taught Disney a valuable lesson as they prepared for further expansion into foreign markets. Disney now feels confident in their research, planning, and implementation of foreign them parks.
