The Euro-Disney Project Stakeholders Misunderstood

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1 The Euro-Disney Project: Stakeholders Misunderstood? Name Institution affiliation Course Professor Date

2 Project management brings together various knowledge and skills to complete a project. Project management has existed for many years, but the profession needs to be understood, especially in its significance to the success of a project. For example, the Euro Disneyland case study illustrates how a major corporation can encounter failure by failing to acknowledge and consider cultural norms, economics, and risk management. Following the success of Disney's theme parks in other regions, including Tokyo, Walt Disney Company expected Euro Disney to gain immediate success. However, this was not to be based on the park's subsequent failure. In this essay, as a project manager, I will identify the top five stakeholder groups, assign each stakeholder a category, outline strategies to address resistant stakeholder groups, and explain how Walt Disney Company got it wrong in its stakeholder identification and management. Stakeholder identification is one of the critical aspects of project management for any project. According to Aragonés-Beltrán et al. (2017), a project succeeds when every stakeholder is satisfied. However, a project manager must properly identify the various stakeholders. As the project manager for Euro Disney, my top five stakeholders would be shareholders and investors, tourists and visitors, the French government and regulatory bodies, employees, and the local communities and residents. As the owner and investor, Walt Disney Company has a primary stake and impact on the project's success. Tourists and visitors are the primary sources of revenue for the project. The French government and regulatory bodies would significantly influence the project's success by providing a positive business environment. Employees, including construction companies and labor unions, are crucial for positive operations and a positive work environment. Finally, the project would directly impact the local communities, making them a significant stakeholder group.

3 According to the stakeholder management matrix, stakeholders can be unaware, supportive, neutral, resistant, or leading. Supportive stakeholders are interested in the success of the project (Polonsky, 1996). Investors in the Euro Disney project are primarily supportive stakeholders because investors have a vested interest in the project's success, and the employees hope for job opportunities. The French government is also a supportive stakeholder group because of the perceived benefits of the project to its population. Tourists and visitors are primarily unaware of stakeholder groups until they have had an opportunity to experience what the park offers. On the other hand, the local community and the employees, specifically the construction firms in Euro Disney's case, fall in the resistant category. As a project manager, it is essential to devise effective strategies to address resistant stakeholder groups. In guaranteeing the project's success, addressing the concerns the resistant stakeholder groups raised is important. Protests over alleged contractual irregularities by sixteen construction firms posed a significant threat to the grand opening of Euro Disney (Newell, 2013). Besides the employees, French farmers threatened the park's operation after blocking the Resort's entrance with their tractors (Newell, 2013). Therefore, employees and the local communities are the primary resistant stakeholder groups in the Euro Disney project. One strategy to address them is through open and transparent communication. As a project manager, I would provide contractual information to the construction firms and address their concerns. According to Fair-Wright and Juli (2016), dialogue is one of the most effective strategies for overcoming resistant stakeholder groups. As a project manager, I would have held a dialogue with the employee and the local communities to listen to and address their concerns. The strategy would be similar in another country because dialogue applies anywhere, regardless of background factors.

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4 Disney's stakeholder identification and management in the Euro Disney project faced several challenges. First, Disney did not fully consider the cultural differences and preferences of the European market, leading to a disconnect between the park's offerings and the expectations of the local audience (Cohen, 1992). Second, Disney struggled to effectively communicate its vision, address stakeholder concerns, and build positive relationships with various stakeholder groups, leading to a lack of support and negative perceptions.

5 References Aragonés-Beltrán, P., García-Melón, M., & Montesinos-Valera, J. (2017). How to assess stakeholders’ influence in project management? A proposal based on the Analytic Network Process. International journal of project management, 35(3), 451-462. Cohen, R. (1992, June 8). Slow start at Europe’s Disneyland. New York Times. https://www.nytimes.com/1992/06/08/business/slow-start-at-europe-s-disneyland.html Fair-Wright, C. & Juli, T. (2016). Overcoming stakeholder resistance through dialogue. Paper presented at PMI® Global Congress 2016—EMEA, Barcelona, Spain. Newtown Square, PA: Project Management Institute. Newell, L. (2013). Mickey Goes to France: A Case Study of the Euro Disneyland Negotiations . ResearchGate. https://www.researchgate.net/publication/256053314_Mickey_Goes_to_France_A_Case_ Study_of_the_Euro_Disneyland_Negotiations Polonsky, M. (1996). Stakeholder management and the stakeholder matrix: Potential strategic marketing tools. Journal of Market-Focused Management , 1 (3).

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