as entering into a very bad recession and this caused income from catering, merchandise, including souvenirs and foods, and hotels to be way below what was expected. High interest rates also caused many currencies to devaluate against the franc leading to more financial difficulties for EuroDisney. In negotiations with France, lawyers were used excessively. This rigid legal approach was offensive to the French, who, like most Europeans consider depending on lawyers to reach a conclusion to be a last resort. The climate in Paris was also unsuitable and off-season attendance was way below expectations. Many landmark events were competition for EuroDisney's opening year. "Spain held the World Fair in Seville and Barcelona was home to the 1992 Olympics which took tourists to areas other than Paris." All in all, 1992 was not looking good for EuroDisney in terms of success. Despite the foreign market uncontrollables hindering the park from the beginning, when EuroDisney opened in the summer of 1992 many marketing and operational errors factored into the parks unsuccessful opening. "EuroDisney's advertising had emphasized Disney's image as an alluring bit of Americana rather than an explaining to potential customers what they can actually do for the park." EuroDisney's image-marketing did not explain to Europeans what the theme park was or what attractions it had to offer the European consumer. Advertising was so focused on the size of the park and the glamour behind it, that this poor marketing strategy hurt overall business. No one in France cared that "EuroDisney had costs over $4 billion and that it's 4,800 acres include five separate recreation areas, six hotels with room for 5,200 people in all, an entertainment center, a 27 hole golf course and a wooded campground." The marketing strategies of the United States were used in France and it backfired when the French visitors stayed away from the park. Operational erro...
