ch turned out to be another problem. Everyone wanted to eat lunch at 1:30 and cast members were used to calm down surly patrons and engage in some 'behavior modification' to teach them they could eat lunch at 11am or 2pm." There were staffing problems too. Disney had tried to use the same teamwork model it had with its staff in America and Japan but it did not work in France. "Within the first nine weeks of EuroDisney's operation, roughly 1,000 employees, 10 percent of the total, left." People were leaving because they felt that they were not being understood and they were not being treated in a manner that suited them. Disney also thought that Monday would be a light day and Friday would be a heavy day and staffed accordingly. In reality this was reversed and Mondays were very busy days at EuroDisney. This caused major rescheduling problems with the staff and with the staff's supervisor's making the schedules. It was also difficult to forecast how many visitors to expect and it was a struggle to staff the correct amount of people for different seasons of travel because in France workers rights are protected under the law.EuroDisney also had to compromise and build accommodations for visitor's pets. "The thought of leaving a pet home during vacation is considered irrational by many French people." Disney had special kennels built to house visitor's pets while they were enjoying the park out of respect for the French and their traveling needs in regards to their pets. These errors all could have easily been eliminated before EuroDisney opened. If the French culture would have been studied and worker's needs would have been evaluated they could have been remedied before the park's opening day. Price, promotion, and the product itself all are controlled by Disney and it seems that the efforts in regards to the marketing mix concerning EuroDisney were very poor. In adding that to the mistakes involved in understanding the ...
