This case analyses the difficult implementation of the 4th Disneyland Park near Paris, France, a typically American concept in the tourism and leisure industries, and its necessary adaptation to the economic and cultural environment. It follows on the first 4 years of exploitation, from the opening in April 1992 until early 1996. It shows the complete revision process, as of 1993 with the beginning of the economic crisis, of forecasts, strategies, marketing policies, management patterns and even the initial financial structure of the project, up to the successful breaking-even at the end of 1995.
The case focuses on the difficulties of forecasting and serving diversified segments of clients in Europe, dealing with local institutions in the context of a project of that size, and managing a large international workforce, largely unprepared and unexperienced, in the particular French regulatory system. It also discusses the over-optimistic initial financing structure, and the subsequent restructuring. It allows for a discussion on the longer-term future of the park, and of theme parks in general in Europe, as well as for comparisons with the implementation of other such large infrastructure projects.