Euro-Disneyland

旅游英语：Disneyland介绍英语旅游介绍旅游英语：Disneyland介绍旅游英语：Disneyland介绍全球闻名遐迩的迪士尼，全称为The Walt Disney Company，取名自其创始人华特·迪士尼，是总部设在美国伯班克的大型跨国公司，主要业务包括娱乐节目制作，主题公园，玩具，图书，电子游戏和传媒网络。

皮克斯动画工作室(PIXAR Animation Studio)、惊奇漫画公司(Marvel Entertainment Inc)、试金石电影公司(Touchstone Pictures)、米拉麦克斯(Miramax)电影公司、博伟影视公司(Buena Vista Home Entertainment)、好莱坞电影公司(Hollywood Pictures)、ESPN体育，美国广播公司(ABC)都是其旗下的公司(品牌)。

迪士尼于2012年11月收购了卢卡斯影业。

Walt and Roy Disney began their partnership on October 16, 1923 when they signed a contract to produce the Alice Comedies, a series of six- to eight-minute animated films, or “shorts,“ combining live-action and animation. What began as the Disney Brothers Studio evolved into The Walt Disney Company. Disneyland介绍Throughout the decades, the company has expanded worldwide from shorts to feature-length animated and live-action films and television production;character merchandise licensing;consumer products retailing;book, magazine and music publishing;Internet activities;television and radio broadcasting;cable television programming;and the operation of theme parks and resorts. From thecreation of Oswald the Lucky Rabbit in 1927 and the debut of Mickey Mouse in 1928 to the premiere of Tarzan in 1999, animation has remained the defining signature of the company. Along the way, Disney has added successful TV shows like Who Wants To Be A Millionaire, opened theme parks in California, Florida, France and Japan, launched more than 700 Disney Stores and added brands such as Touchstone, Miramax, ABC and ESPN to the fold. To make the most of Disneyland –the ultimate escapist fantasy and the blueprint for imitations worldwide –throw yourself right into it. Don"t think twice about anything and go on every ride you can. The high admission price ($36) includes them all, although during peak periods each one can entail hours of queueing. Remember, too, that the emphasis is on family fun;the authorities take a dim view of anything remotely anti-social and eject those they consider guilty. Over four hundred "Imaginers" worked to create the Indiana Jones Adventure, Disneyland"s biggest opening in years. Two hours of queueing are built into the ride, with an interactive archeological dig and 1930s-style newsreel show leading up to the main feature –a giddy journey along 2500ft of skull-encrusted corridors in which you face fireballs, falling rubble, venomous snakes and, inevitably, a rolling boulder finale. Disney claims that, thanks to computer engineering, no two Indiana Jones rides are ever alike. Judge for yourself.Among the best of the older rides are two in Adventureland: the Pirates of the Caribbean, a boat trip through underground caverns, singing along with drunken pirates;and the Haunted Mansion, a riotous "doom buggy" tour in the company of the house spooks. Tomorrowland is Disney"s vision of the future, where the Space Mountain roller coaster zipsthrough the pitch-blackness of outer space, and the Star Tours ride simulates a journey into the world of George Lucas. The Skyway cable-car line that connects Tomorrowland with the clever but cloyingly sentimental Fantasyland is the only spot in the park from which you can see the outside world. As for accommodation, try to visit Disneyland just for the day and spend the night somewhere else. Most of the hotels and motels nearby cost well in excess of $70 per night. You"re not permitted to bring your own food to the park;you can only consume the fast food sold on the premises. Disneyland is at 1313 Harbor Blvd, Anaheim, 45 minutes by car from downtown using the Santa Ana Freeway. In summer, the park is open daily between 8am and 1am;otherwise opening hours are weekdays 10am to 6pm, Saturday 9am to midnight, and Sunday 9am to 10pm. Arrive early;traffic quickly becomes nightmarish, especially in the summer. For further information, including public transportation details, call 714/999-4565. 文章二迪士尼，即华特·伊利亚斯·迪士尼(Walter Elias Disney，也译作华特· 埃利斯·迪士尼)(1901~1966)。

英语教案－Disneyland教学目标本单元对话课复习了有关问路及应答用语，要求学生用所学语言自编对话描述所在学校、区域或城市；本单元介绍了美国的迪斯尼乐园及其创始人Walt Disney艰苦创业的生活经历。

通过本单元教学，要求学生掌握迪斯尼乐园的概况，并可根据提示复述沃尔特?迪斯尼奋斗的生活。

引导学生意识到只有通过自身的努力，艰苦奋斗，才能收获成功的道理。

同时，设计问答练习，提高学生阅读能力。

作为高二的起始单元，此处复习了宾语从句的用法，通过课文阅读，完成练习册后练习，学生需熟练掌握此语言项目，并准确运用到口头及书面表达中。

对话教学建议Step 1听录音教师放对话录音，放完两遍之后，教师根据对话内容提出一些问题。

1.What were they talking about ?2.How to answer the first /second/third/forth/fifth visitor question?Step 2 练习组织学生五个人一组，练习对话三至五分钟。

教师请几组同学到前面表演。

Step 3改写将对话内容改写为一篇短文，要求学生用本课的地点名称如：Sleeping Beauty Castle , Bear Country, Horse-drawn streetcars, the Tomorrow Land Building比如：Carl is answering visitors’ questions. The first visitor asks Carl the way to the Sleeping Beauty Castle….Step 4 讨论If you are visitor, How to ask the way to the stranger at first?Step 5总结教师提问学生们，归纳和总结对话用语。

Asking:Where is …...How can I get to…Which is the way to…Could you tell me if…Could you tell me the way to…Answering:Go straight ahead…It’s behind …/in frond of/Go down this street…教材分析本课的日常用语用语是有关对话asking the way and responses,这样的问路用语在初中都以学过，所以对话不在是个难点。

Euro Disney 成功的模式在歐洲卻嘗敗績在眾所矚目下，歐洲迪士尼(EuroDisney)在1992年4月於巴黎郊區開幕，其成功幾乎是無庸置疑的，畢竟，無論是在美國佛羅里達州、加州，以及最近的日本，迪士尼樂園都擁有驚人的成功紀錄。

然而，所有樂觀的期待卻都變成幻影，在法國開幕時的失敗。

甚至使人對歐洲迪士尼的未來存疑。

為何原本看似正確的事物卻都走樣了?究竟出了什麼問題?10.1 序曲(1)樂觀主義或許從一些先前的徵兆就該看出端倪。

在1987年到1991年間。

有三座造價高達1億5,000萬美元的遊樂園在法國盛大開幕，這三家的營運狀況平平，到了1991年時，甚至有二家宣告破產。

最後。

華德迪士尼公司在1992年年初，決定建造歐洲第一座迪士尼樂園。

這座位於巴黎東郊二十哩。

占地五千英畝的樂園，耗資44億美元。

一開始，迪士尼打算建造六家飯店，房間數共五千二百間，比坎城(Cannes)內所有的房間數還多，而當迪士尼的第二座主題樂園在幾年內開幕時。

旅館房間數預計要增加到三倍，以吸引遊客停留更長的時間。

迪士尼同時計劃要成立一個大型的綜合辦公區，規模只比法國國防部(為最大的辦公區)要小一點，且其計畫中還包括了建立購物中心、公寓、高爾夫球場及渡假小屋等。

歐洲迪士尼原本規劃要掌控這些附屬商城的設計及建築，最後再以高價出售。

對於這項涵蓋範圍幾乎是整個巴黎市五分之一的龐大建設。

迪士尼的高階主管毫不擔心，他們反倒是擔心這座樂園會太小，容納不了擁擠的人潮：「我最擔心的事是我們會太成功。

｣「我不認為這座樂園會失敗，因為迪士尼是行銷高手。

當這座樂園開幕時，絕對是最完美的，迪士尼懂得如何讓人笑──即使對方是法國人。

」迪士尼的高層主管原本估計光是開幕第一年，就可以吸引一千一百萬名歐洲遊客來觀賞這裏華麗的表演。

畢竟。

光是到過美國迪士尼的歐洲人。

就有二百七十萬人，而他們花在購買迪士尼周邊商品的金額也高達160億美元，如果這座迪士尼離歐洲人更近一點的話，去的人當然會更多。

Bus 162 – Team 3: Euro Disneyland1. Using Hofstede’s four cultural dimensions as a point of reference, what are some of themain cultural differences between the United States and France?Answer: Perceptions of how Americans see the French include: arrogance, flamboyance, hierarchical, and emotional. Perceptions of how the French view Americans include:naive, aggressive, unprincipled, and workaholics.Power distance is the extent to which less powerful members of institutions andorganizations accept that power is distributed equally. Power distance of the American and French cultures is not distributed equally. It is derived from the position and the level of management one has in terms of the power distance relationship.Uncertainty avoidance is the extent to which people feel threatened by ambiguoussituations and have created beliefs and institutions that try to avoid these. Uncertainty avoidance is relative both in American and French culture. Threatening situations do exist in both cultures and employees are advised to avoid ambiguous situations when possible.It is important to recognize the role an employee is expected to perform to avoiduncertainty whenever possible.Individualism is the tendency of people to look after themselves and their immediatefamily only. In the American culture it is characterized by individualism. An employeelooks after one’s self and his or her immediate family. In the more collective Frenchculture, what is best for the group is emphasized. This is a proponent of communism,which may apply in some industries in France.Masculinity exists in a culture when the dominant values in society are success, money, and things. Masculinity is very apparent in U.S. culture, which perpetuates individualism and materialism. In the French culture there is a tradeoff to femininity because French culture does not emphasize materialism.2. In what way has Trompenaars’ research helped explain cultural differences between theUnited States and France?Answer: According to Trompenaars there are cultural differences between the American and French culture. The four organizational cultures are:Family Culture – A culture that is characterized by a strong emphasis on hierarchy and orientation to the person.Eiffel Tower Culture – A culture that is characterized by strong emphasis on hierarchy and orientation to the task.Guided Missile Culture – A culture that is characterized by a strong emphasis on equality in the workplace and orientation to the task.Incubator Culture – A culture that is characterized by a strong emphasis on equality and orientation to the person.In the United States an egalitarianism philosophy exists that is characterized by a guided missile culture. This type of culture is exemplified by a formal organization promoting atask orientation and support for people in the work environment. A manager will make decisions for the greatest good for the greatest number in this type of work environment.The Eiffel Tower culture is exemplified in the northwest European culture. The Frenchculture is more subdued, laid back, and is into more traditional approaches to theirmanagement style. The bureaucratic organization could be found in a Frenchorganization.3. In managing its Euro Disneyland operations, what are three mistakes that the companymade? Explain.Answer: A mistake Euro Disneyland has made is the lack of understanding of the French culture. The decision to offer wine in Euro Disneyland restaurants was essential to meet the needs of this French culture. Another mistake of management was the lack ofcommunication with the French farmers, politicians, villagers, and even bankers. A third mistake was excessive pricing for admission into the park, hotels, and food purchases.This investment became a cultural Chernobyl. It was characterized as Americanprovincialism. The French outcry was, “Disney go home!” French prefer a more Victorian style to the theme park. Expatriate managers were hired to fill top managementpositions, where French managers should have filled those positions.4. Based on its experience, what are three lessons the company should have learned abouthow to deal with diversity? Describe each.Answer: The lesson that management has learned is to understand the need of marketing research. Euro Disneyland ignored the data supporting the concept of Main Street U.S.A.Instead Eisner introduced a more ornate and Victorian theme in Euro Disneyland. Food menus offered at Euro Disneyland were American; however, an attempt to tone downseasoning of foods was implemented. It is important to understand food consumption patterns, and preferences of various multi-market segments throughout Europe.Management should have adapted restaurants to tastes, preferences, customs, andpractices of the French culture. A handbook of detailed rules on acceptable clothing,hairstyles, and jewelry, among other things, embroiled the company in a legal and cultural dispute. Critics asked how the brash Americans could be so insensitive to French culture, individualism, and privacy. Disney officials insisted that a ruling that barred them from imposing a squeaky-clean employment standard could threaten the image and long-term success of the park. The physical environment in Paris is much different from Disneyland or Disneyworld which have a warmer climate. Management should have recognized that fireplaces would create a warmer atmosphere and should have been part of the initialdesign. Finally, the preopening menu of spare ribs to be eaten without silverware should have been reconsidered. The French like to use silverware when they eat.。

迪士尼乐园（英语：Disneyland，正式全名为Disneyland Park），是一个位于美国加州安纳罕市（Anaheim）的主题乐园。

由华特·迪士尼一手创办的迪士尼乐园是由华特迪士尼公司（The Walt Disney Company）所创立与营运的一系列主题乐园与度假区中的第一个，离洛杉矶市中心大约有20分钟的车程（高速公路）。

到今天，除了加州洛杉矶迪斯尼乐园外，还建造了奥兰多迪士尼乐园、巴黎迪士尼乐园等主题公园。

迪士尼乐园于1955年开幕[1]，此后，在美国和海外又陆续开了5家，分布在4个国家和地区的迪士尼主题公园。

2005年9月12日，香港迪士尼乐园成为中国第一座迪士尼主题公园。

而迪士尼公司已落实计划在中国上海川沙镇建设另一个主题公园，惟名称或许不再以“迪士尼”相称。

截止2010年3月，美国加利福尼亚州、佛罗里达州，法国巴黎，日本东京和香港5处地方建有迪士尼乐园。

另有上海迪士尼乐园正在建造中。

资格最老的是加州的洛杉矶迪士尼乐园，建成于1955年。

1971年，耗时十年的佛罗里达州迪士尼建成；1983年，东京迪士尼建成（2001年，扩建的海上乐园完成，耗资3380亿日元）；1992年，巴黎迪士尼建成，耗资440亿美元。

迪士尼乐园夜景(20张)在五大乐园中，位于美国佛罗里达州奥兰多的迪士尼面积最大，有12228公顷，香港迪士尼乐园最小，占地126公顷，仅为佛罗里达州的百分之一。

论规模，美国佛州的奥兰多最大，分“动物王国”、“魔幻影城”、“科幻天地”和“梦幻睡公主城堡被重新粉饰和布置世界”4个主题乐园，每个都比香港迪士尼大，还有2个水上乐园，全部玩下来，最少要5天；其次是位于巴黎马恩河谷的迪士尼，面积2023公顷，有“迪士尼乐园”和“华特迪士尼影城”两个主题公园；洛杉矶迪士尼为206公顷，拥有传统的“迪士尼乐园”和“加州冒险乐园”；东京迪士尼面积为201公顷，有“迪士尼乐园”和“迪士尼海上乐园”两个主题乐园。

Case Study: Disney in France1Until 1992, the Walt Disney Company had experienced nothing but success in the theme park business. Its first park, Disneyland, opened in Anaheim, California, in 1955. Its theme song, "It's a Small World After All," promoted "an idealized vision of America spiced with reassuring glimpses of exotic cultures all calculated to promote heartwarming feelings about living together as one happy family. There were dark tunnels and bumpy rides to scare the children a little but none of the terrors of the real world . . . The Disney characters that everyone knew from the cartoons and comic books were on hand to shepherd the guests and to direct them to the Mickey Mouse watches and Little Mermaid records. The Anaheim park was an instant success.In the 1970s, the triumph was repeated in Florida, and in 1983, Disney proved the Japanese also have an affinity for Mickey Mouse with the successful opening of Tokyo Disneyland. Having wooed the Japanese, Disney executives in 1986 turned their attention to France and, more specifically, to Paris, the self-proclaimed capital of European high culture and style. "Why did they pick France?" many asked. When word first got out that Disney wanted to build another international theme park, officials from more than 200 locations all over the world descended on Disney with pleas and cash inducements to work the Disney magic in their hometowns. But Paris was chosen because of demographics and subsidies. About 17 million Europeans live less than a two-hour drive from Paris. Another 310 million can fly there in the same time or less. Also, the French government was so eager to attract Disney that it offered the company more than $1 billion in various incentives, all in the expectation that the project would create 30,000 French jobs.From the beginning, cultural gaffes by Disney set the tone for the project. By late 1986, Disney was deep in negotiations with the French government. To the exasperation of the Disney team, headed by Joe Shapiro, the talks were taking far longer than expected. Jean-Rene Bernard, the chief French negotiator, said he was astonished when Mr. Shapiro, his patience depleted, ran to the door of the room and, in a very un-Gallic gesture, began kicking it repeatedly, shouting, "Get me something to break!"There was also snipping from Parisian intellectuals who attacked the transplantation of Disney's dream world as an assault on French culture; "a cultural Chernobyl," one prominent intellectual called it. The minister of culture announced he would boycott the opening, proclaiming it to be an unwelcome symbol of American clichés and a consumer society. Unperturbed, Disney pushed ahead with the planned summer 1992 opening of the $5 billion park. Shortly after Euro-Disneyland opened, French farmers drove their tractors to the entrance and blocked it. This globally televised act of protest was aimed not at Disney but at the US government, which had been demanding that French agricultural subsidies be cut. Still, it focused world attention upon the loveless marriage of Disney and Paris.Then there were the operational errors. Disney's policy of serving no alcohol in the park, since reversed caused astonishment in a country where a glass of wine for lunch is a given. Disney thought that Monday would be a light day for visitors and Friday a heavy one and allocated staff accordingly, but the reality was the reverse. Another unpleasant surprise was the hotel breakfast debacle. "We were told that Europeans 'don't take breakfast,' so we downsized the restaurants," recalled one Disney executive. "And guess what? Everybody showed up for breakfast. We were trying to serve 2,500 breakfasts in a 350-seat restaurant at some of the hotels. The lines were horrendous. Moreover, they didn't want the typical French breakfast of croissants and coffee, which was our assumption. They wanted bacon and eggs." Lunch turned out to be another problem. "Everybody wanted lunch at 12:30. The crowds were huge. Our smiling cast members had to calm down surly patrons and engage in some 'behavior modification' to teach them that they could eat lunch at 11:00 AM or 2:00 PM."There were major staffing problems too. Disney tried to use the same teamwork model with its staff that had worked so well in America and Japan, but it ran into trouble in France. In the first nine weeks of Euro-Dis-neyland's operation, roughly 1,000 employees, 10 percent of the total, left. One former employee was a 22-year-old medical student from a nearby town who signed up for a weekend job. After two days of "brainwashing," as he called Disney's training, he left following a dispute with his supervisor over the timing of his lunch hour. Another former employee noted, "I don't think that they realize what Europeans are like. . . that we ask questions and don't think all the same way."One of the biggest problems, however, was that Europeans didn't stay at the park as long as Disney expected. While Disney succeeded in getting close to 9 million visitors a year through the park gates, in line with its plans, most stayed only a day or two. Few stayed the four to five days that Disney had hoped for. It seems that most Europeans regard theme parks as places for day excursions. A theme park is just not seen as a destination for an 1Hill, Charles W.L. (2000). Disney in France. In International Business, Competing in the GlobalMarketplace. Irwin McGraw Hill, pp. 106-107.extended vacation. This was a big shock for Disney. The company had invested billions in building luxury hotels next to the park-hotels that the day-trippers didn't need and that stood half empty most of the time. To make matters worse, the French didn't show up in the expected numbers. In 1994, only 40 percent of the park's visitors were French. One puzzled executive noted that many visitors were Americans living in Europe or, stranger still, Japanese on a European vacation! As a result, by the end of 1994 Euro-Disneyland had cumulative losses of $2 billion.At this point, Euro-Disney changed its strategy. First, the company changed the name to Disneyland Paris in an attempt to strengthen the park's identity. Second, food and fashion offerings changed. To quote one manager, "We opened with restaurants providing French-style food service, but we found that customers wanted self-service like in the US parks. Similarly, products in the boutiques were initially toned down for the French market, but since then the range has changed to give it a more definite Disney image." Third, the prices for day tickets and hotel rooms were cut by one-third. The result was an attendance of 11.7 million in 1996, up from a low of 8.8 million in 1994.Sources: P. Gumble and R. Turner, "Mouse Trap: Fans Like Euro Disney But Its Parent's Goofs Weigh the Park Down," The Wall Street Journal, March 10, 1994, p. AI: R. J. Barnet and J. Cavanagh, Global Dreams (New York: Touchstone Books, 1994), pp. 33-34: J. Huey, "Eisner Explains Everything," Fortune, April 17, 1995, pp. 45-68; R. Anthony, "Euro: Disney: The First 100 days," Harvard Business School Case # 9-693013; and Charles Masters, "French Fall for the Charms of Disney," Sunday Telegraph, April 13, 1997, p. 21.Case Discussion Questions1. What assumptions did Disney make about the tastes and preferences of French consumers? Which of these assumptions were correct? Which were not?2. How might Disney have had a more favorable initial experience in France? What steps might it have taken to reduce the mistakes associated with the launch of Euro-Disney?3. In retrospect, was France the best choice for the location of Euro-Disney?Notes1. See R. Dore, Taking]apan Seriously (Stanford, CA: Stanford University Press, 1987).2. E. B. Tylor, Primitive Culture (London: Murray, 1871).3. Geert Hofstede, Culture's Consequences: International Differences in Work Related Values (Beverly Hills, CA: Sage Publications, 1984), p. 21.4. J. Z. Namenwirth and R. B. Weber, Dynamics of Culture (Boston: Allen & Unwin, 1987), p. 8.5. R. Mead, International Management: Cross Cultural Dimensions (Oxford: Blackwell Business, 1994), p. 7.6. "Iraq: Down But Not Out," The Economist, April 8, 1995, pp. 21-23.7. S. P. Huntington, The Clash of Civilizations (New York, Simon & Schuster, 1996).8. M. Thompson, R. Ellis, and A. Wildavsky, Cultural Theory (Boulder, CO: Westview Press, 1990).9. M. Douglas, "Cultural Bias," In the Active Voice (London: Routledge, 1982), pp. 183-:-254.10. M. L. Dertouzos, R. K. Lester, and R. M. Solow, Made in America (Cambridge, MA: MIT Press, 1989).。