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O nce upon a time....


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Francis Ramiandrasoa Marie-France Guay Neal Topf Hector Mendoza Yujin Kume O nce upon a time... Vision Initial ooops!! Where they failed Financial impact Magic solution Identify Customers Communication Enhance Distribution Channels Increase Employee Satisfaction Improve Service
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Francis Ramiandrasoa Marie-France Guay Neal Topf Hector Mendoza Yujin Kume O nce upon a period...

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Vision Initial ooops!! Where they fizzled Financial effect Magic arrangement Identify Customers Communication Enhance Distribution Channels Increase Employee Satisfaction Improve Service Partners & Innovation Questions and Answers

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Vision

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“Bringing Disney Magic to life for our visitors... through Creativity, Initiative, Humor... Brilliance and Realism” Irrespective of your age, shade of your skin and substance of character

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Initial ooops!!

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Recipe approach Customer Price Relations with visit administrators Employee inspiration Service efficiencies (no wine, long lines) Commercial accomplices Power of “Disney” brand Damaged Image, “Cultural Chernobyl” Low return to rate 26% Where they fizzled

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Who’s the objective? 160 km 16 million individuals 320 km 109 million individuals 2 hour flight 310 million individuals

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Where the cash lies, Attendance Spending per visitor Hotel Occupancy

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Although they neglected to meet the introductory forecast… 11,000,000 Attendance has developed subsequent to 1994 Making Disneyland the #1 vacation destination in Europe …but the issue lies in, spending per visitor inhabitance rate

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Initial gauge Following value cut Initial conjecture Actual Prices at first too high: spending per visitor lodging inhabitance

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Debt rebuilding obliged Equity: 20.7b Debt : 10.0b Total : 30.7b Equity: 8.7b Debt : 18.5b Total : 27.2b Financial Outcome Return to productivity uncommon cuts in working expenses value cuts 18 month premium free 5 year moratoria on eminences & administration charges

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FF 165 1992 preceding opening FF 72 At emanation 1989 FF 11.40 1996 FF 7.55 Average 1994 Weak money related execution reflected in stock cost

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Magic arrangement

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Who What How Focus on offering to... Rides Merchandise Restaurants Hotels Characters Parades Convention focuses Movie theaters shopping centers Magic Entertainment Diversion Fantasy Belonging Youth Leisure Adventure French/Non-French Kids Families Adults without children Elderly (resigned) Adolescents Corporate Paris bound voyagers School treks ...fulfilling the requirements for... * ...through its

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Who What How Focus on offering to... Rides Merchandise Restaurants Hotels Characters Parades Convention focuses Movie theaters shopping centers Magic Entertainment Diversion Fantasy Belonging Youth Leisure Adventure French/Non-French Kids Families Adults without children Elderly (resigned) Adolescents Corporate Paris bound explorers School treks ...fulfilling the requirements for... * ...through its Ending with... =

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Implementation Communication Tour administrators “Happy cast” & Service New offers Financial Short-term Long-term

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Databases TV Magazines Coca-Cola Movies Toys 1 - 18 Potential Visitors Getting the message crosswise over Direct Marketing Corporate Partners – Sales Promotion Word of mouth General Advertising Merchandising

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Past lodging reservations Disney direct sales 21% Telemarketing Direct mail Web Corporate organizations Merchandising 25% Walk up Channel methodology Tour operators 54% Potential Visitors

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Channel system Tour operators 54% Improve relations with specialists Maintain good commission projects Offer broad bundles Potential Visitors

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The increment in worker inspiration... Every communication in the middle of worker and the guest must be a “Magic Moment” Job revolution Decentralized association No more foxes Team building Broad expert preparing to more youthful representatives Monetary and Non-fiscal motivating forces Peer assessment ...expands consumer loyalty...

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The increment in consumer loyalty  also relies on upon ... “Magic Moments” are all around !! Appe a rance/cleanliness Pleasure/energy (parades, rides) Reduce holding up time Improve eatery choice (Fast-nourishment) ...results in a higher return to rate

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Current visitors New visitors fleeting long haul

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The Proposed Financial Plan is… Short-term keep up current confirmation costs no further working expense cuts Long-term arrange dynamic reimbursement of eminences booked to start 1999 (1% in 1999, 2% in 2000…) revive and expand association understandings renegotiate obligation in 1999

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The 1997 anticipated results are… a huge number of French Francs

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T he good is...

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