Disneyland Paris dans les médias (presse, télé, radio...)

Allez, quand on aime archiver, on ne compte pas!!

Voici la même publicité de Juin 2008 en version raccourcie de 15 secondes:

Groom2 a écrit:

Pub gagnante du concours MTV sur la tour (qui est mieux que la notre ).

http://fr.youtube.com/watch?v=ZzmmLn3NqDo

Oui cette pub est bien mieux ! J'aime bien l'ambiance bien sombre...

stitchtot01 a écrit:

Groom2 a écrit:

Pub gagnante du concours MTV sur la tour (qui est mieux que la notre ).

http://fr.youtube.com/watch?v=ZzmmLn3NqDo

Oui cette pub est bien mieux ! J'aime bien l'ambiance bien sombre...

Pour info, on en parle déjà dans ce topic.

J'ai pris par hasard le direct soir en fin d'après midi dans le métro et à ma grande surprise, il y a un dossier sur le Groupe Disney, on y parle des parcs à thèmes mais aussi des films et ils expliquent comment toutes ses activités sont complémentaires à la société.

Pour le téléchargement, rendez-vous ici : http://directsoir.directmedia.fr/v1/Pages-Presse/Archives-Telechargement.aspx

C'est l'édition d'aujourd'hui'hui (Vendredi 20 Juin 2008)

Un petit flyer dispo chez E.Leclerc avec une offre "2 parcs pour le prix d'1" :

Sur le site l'Internaute, on peut voir les coulisses et la conception de Crush's Coaster avec l'intervention de Tracy Eck membre de Disney Imagineering.

http://www.linternaute.com/video/150716/crush-s-coaster-de-la-conception-a-la-realisation-de-l-attraction/


Je me trompe peut-etre mais au debut de la video il me semble qu'on apercoit Ptite Ariel de DCP non ?

Dans la continuité de la Promo chez Leclerc, une promo à caractère evenementiel chez Carrefour. Il s'agit d'une "animation bluetooth" mise en place dans certaines enseignes de la marque. Plus d'info sur le site de l'agence de com : http://mobilevent.blogspot.com/2008/04/animation-point-de-vente-carrefour.html

Petite référence à Dlpr dans l'émission "Combien ça coûte" sur tf1 ce 9 juillet.

Le sujet étant les feux d'artifices, Dlpr aurait un contrat de 400 000 euros
avec une entreprise toulousaine de pyrotechnie pour son feu d'été...

Désolé, je n'ai pas la video

T'inquiète,je l'ai enregistrée pour vous.

Je la reposte ici:

Mouetto toujours le premier sur le pont!

Merci beaucoup en tout cas...!

Moi j'ai vu lol, c'est domage c'était tros court lol

DLRP a fait la une du journal régional de France 3 d'hier soir à propos des discriminations à l'embauche. Il s'agit de l'édition Paris Ile de France du 19/20 du Mercredi 16 Juillet 2008.

Voici le lien : http://jt.france3.fr/regions/popup.php?id=b92a_1920

Oui, on en parle déjà dans ici: SOS Racisme accuse Disneyland Paris de discrimination.

Merci pour le lien.

Le 29 (je crois) sur M6 capital sur le parc asterix (et la fuite des client vers disneyland)

Capital est toujours diffusé le dimanche, je pense que le sujet passera donc le 27 juillet ( le 29 est un mardi ) !

Merci pour l'info en tout cas ^^

Il y a aussi eu un sujet sur Disneyland sur NRJ 12 ou NRJ Paris je sais plus... est ce que quelqu'un l'a enregistré par hazard ? Je l'ai loupé moi...

Tilde a écrit:

Il y a aussi eu un sujet sur Disneyland sur NRJ 12 ou NRJ Paris je sais plus... est ce que quelqu'un l'a enregistré par hazard ? Je l'ai loupé moi...

Il y a eu un reportage sur NrjParis à propos de DLRP : http://nrjparis.tv/videos.php?idEm=18

4° vidéos en bas de la page ^^

Sans oublier celle-ci concernant la TOT et les 15 ans du parc ^^ : http://nrjparis.tv/videos.php?idEm=35

2° vidéo en bas de la page ^^

On en parle page 18 :
Reportage DLRP NRJParis

Liquid a écrit:

Le 29 (je crois) sur M6 capital sur le parc asterix (et la fuite des client vers disneyland)

Je ne sais pas si le sujet sera orienté sur cela.
Sur le site off il est marqué :

Citation :

Dans les coulisses du Parc Astérix



Deuxième parc d'attractions le plus fréquenté en france après Disneyland, le Parc Astérix a rencontré des difficultés dans les années 2000. Un ambitieux plan de relance a été mis en place pour redresser la barre.

Donc je pense qu'à part une éventuelle petite comparaison et quelques allusions au concurent qu'est DLRP, nous n'aurons rien de plus vu !

Petite info passée dans le parisien édition locale du 31/07 :

"LE BRAQUEUR n'a pas franchi la frontière du parc d'attractions. Dans la nuit de
mardi à mercredi, un individu de 25 ans a tenté de s'emparer du contenu de la
caisse d'une des boutiques de Disneyland Resort Paris.
Peu avant 1 heure, il s'est approché des employés qui étaient en train de fermer
le magasin Constellation. Il a déchargé le contenu d'une bombe lacrymogène sur
ses victimes pour s'emparer de deux sacs contenant la recette. Mais l'action,
peu discrète, a mis en alerte les vigiles du parc, qui ont réussi à
l'immobiliser avant l'arrivée de la police. Le jeune homme a été placé en garde
à vue."

Voici un article, certes en anglais, très interessant sur les stratégies économiques et l'historique de la santé financière de notre resort paru le 9 août dans la presse anglaise :

The end of Euro Disney's white-knuckled ride?
Christian Sylt and Caroline Reid
9 août 2008
The Spectator

BUSINESS - After years of financial struggle, say Christian Sylt and Caroline
Reid, the Paris theme park has finally found a path to profit — just as the
European economy hits a downturn Disney and happy endings go hand in hand. But after 16 years, shareholders in Disney's theme park near Paris are still waiting for their frog to complete its transformation into Prince Charming.
In November, Euro Disney is set to announce its first net
profit for more than five years — a success achieved not by pixie dust but by hard, old-fashioned graft.Despite an economic slowdown in Europe, things have never looked better for Mickey Mouse's maison secondaire. Attendance is at record levels and its parks are brimming with new attractions. But perhaps its biggest strength is that after years of ups and downs, Euro Disney's management has figured out how to make its business model work. The days of needing a fairy godmother are over.
Few corporate rollercoaster rides have been as wild as Euro Disney's. For an enterprise built on magic, it has been blighted by bad luck. The original resort — theme park, 27-hole golf course and seven themed hotels with 5,800 rooms — opened to great fanfare in 1992. It was Europe's second biggest building project, and from the start it was saddled with the equivalent of 3 billion of debt. The skies soon clouded over.
The opening day crowds, expected to number half a million, failed to
materialise.Reportedly just 50,000 people had passed through the turnstiles by the time they closed.Then came the onset of recession: in 1993, Euro Disney made a net loss of 814 million and faced bankruptcy. But it was saved by a real prince, charming or otherwise, when Saudi investor Prince Alwaleed invested 263 million. In 1994, the park's name was officially changed from Euro Disney to Disneyland Paris, to expunge its old reputation — and, so it was said, to avoid the then negative
connotations of the prefix 'euro'.
For better or worse, the operating company retains the original name.
But the biggest impact on the bottom line came from reduced ticket prices and a refinancing which gave the park enough new capital to open a blockbuster ride called Space Mountain. Disneyland Paris became Europe's most visited theme park and in 1995 it began a run of seven profitable years.
Such was its success that a second park was built next to the fairytale
original. The 610 million movie-themed Walt Disney Studios was meant to cementEuro Disney's comeback — but bad luck struck again. The huge overheads of running two parks swelled operating costs just as a
tourism recession followed 9/11 in 2001.
Only at Disneyland could lightning strike twice. In 2005 the company
was saved yet again by a restructuring and a rights issue, providing another 250 million to invest in more attractions after three years of no new rides.
Alwaleed personally put in 25 million, diluting his stake to 10 per cent, with
50.2 per cent of the shares floated on the Euronext market in Paris, and the rest held by Walt Disney Company. At last the scene was set
for the long-awaited happy ending.
'Following the restructuring in 2005, the management started looking at a
segmentation of the business to understand in every market what our target is. .
. and how we approach marketing in every country, ' says Ignace Lahoud, Euro Disney's chief financial officer. The study revealed three perceived barriers: the stress of making travel arrangements, the price of entry, and the age of children. The latter was particularly significant since families are Disney's target market, but the study showed that European families with kids under five thought it was too early for them to bring their children, ' explains Lahoud. To turn this around the marketing team created a package offering hotel accommodation and park passes free to children under seven. Park passes are now included with every hotel package, and a two-day park ticket can even be upgraded to annual access for just 32, so the
barrier to entry really is as low as it could be. But this was just the first
step.
'One of the findings. . . was that we need to create a sense of urgency, '
says Lahoud.
The resort's 15th anniversary was an obvious excuse for a year-long
celebration. But by then the Studios park was desperately in need of some TLC.
When it was commissioned in the late 1990s, Euro Disney's fortunes had not improved sufficiently to fund a large-scale development. Disney's design wizards, known as imagineers, took the approach of mimicking a working film studio — which boiled down to a lot of plain, identical buildings housing just nine attractions, compared to 43 in its sister park.
But for last year's celebrations, the park got a new area themed on Disney's newest digital characters. The centrepiece is an innovative rollercoaster based on the hit animated film Finding Nemo. To appease kids and thrill-seekers alike, the coaster cars spin in the dark past detailed sets from the film complete with high-tech projections which make the cartoon characters appear to float alongside the track.
Meanwhile, marketing expenses increased sharply as Euro Disney rolled out a global ad campaign to trumpet the anniversary.
It worked. Last year both parks pulled in a record 14.5 million guests — a 13 per cent increase year-on-year and well over double the 6.8 million who visited the park in its first year. The resort now attracts more visitors than the Eiffel Tower and the Louvre combined, and 44 per cent of all its visitors are French.
Naturally, increased attendance brought a new sparkle to the finances.
Revenues for 2007 rose 12 per cent to 1.2 billion and the business made an
operating profit (that is, before interest and tax) of 51 million, its first in
four years. Behind this was an increase in hotel occupancy to more than 89 per cent — compared to average occupancy for all hotels in Paris last year of 79 per cent, according to consultancy firm TRI Hospitality.
However, Euro Disney still clocked up a net loss of 42 million, due to interest charges on its remaining 1.9 billion of debt.The debt has put pressure on its share price as well as its balance sheet. So, despite sitting on assets worth 2.9 billion, Euro Disney's market capitalisation is just 337
million.
Climbing this debt mountain requires a more sophisticated strategy than just bringing in more guests, and Disney's business model has matured
accordingly.With 12,850 staff and massive fixed costs, Euro Disney cannot turn a profit from ticket sales alone. Merchandise and catering are also important profit centres. Until recently, Disney's strategy had been to bring in as many guests as possible for as long as possible, since those staying several days are more likely than day-trippers to dine on-site and take souvenirs home. But with occupancy now so high, and demand even outstripping hotel-room supply in the busiest periods, this strategy has evolved. Having previously offered 'a third night free', Disney is now trying to maximise returns on longer hotel stays.
As Lahoud explains: 'There is lots of demand and people are willing to pay
the premium.Therefore I would rather favour people who are willing to pay more and renew the rooms.
So an average length of stay between two and three days is the sweet spot for us.' The strategy is bearing fruit. At the end of June, Euro Disney announced that revenues for nine months of the current financial year had increased 12 per cent to 937 million.
A 7 per cent increase in average spending per hotel room was attributed to
higher room rates and fewer promotional offers.
With the strong summer period remaining — and if the weather is kind — the company should post a net profit for the year and perhaps another record attendance, somewhere between 14.5 and 15 million.
Lahoud has had a helping hand from the imagineers too. Earlier this year the
250 million investment programme was completed with the launch in the Studios park of the Tower of Terror, a flagship ride like no other in Europe. Almost 200 feet tall, the Tower of Terror is themed as a faded Hollywood hotel. Inside, guests are strapped into seats in a mock-up of a service elevator that climbs up the building through mystical scenes using high-tech projections to tell a story of disappearing tourists. At the peak of the ascent, a giant window opens to reveal the surrounding Paris countryside and the parks below — before the guests are forced down 13 storeys faster than the speed of gravity. Colourful façades of classic Hollywood buildings were added to the buildings in the park surrounding the Tower — plus a bafflingly high-tech show where guests interact with computer-generated Disney characters.
Now comes the challenge of keeping up momentum. 'Whilst celebrations create a sense of urgency, this same celebration also has a limited life span so we need to come up with new things, ' admits Lahoud. New attractions will require funding, but 'our plan is to fund all attractions in the future with our selfgenerating cash'. Given that the largest profit ever made by Euro Disney was 44 million, it could take some time to generate enough capital. 'The challenge is coping with the debt and growing the business, ' explains Lahoud.
As for the credit crunch, 'we need to be cautious, depending on how the
economies of the bigger markets start acting. Fortunately we have not seen any impact from rising fuel prices.' So although the economic situation is worsening, the theme park's luck seems to be changing for the better: the Parisian Mickey Mouse has finally grown up.

Article très intéressant qui confirme mes prévisions les plus optimistes.
Il semble bien que les dirigeants aient enfin trouvé la formule magique pour rendre le resort profitable.
Il ne reste plus qu'à espérer que Disney annonce enfin (comme le suggère l'article) des bénéfices pour cette année et que les dirigeants de lâchent aucun lest. Il ne faudra absolument pas se reposer sur ces acquis et embrayer direct avec de nouveaux investissements.
Mais, vu ce qu'on entend dire sur ce qui se prépare pour les 3 prochaines années, je ne suis pas inquiet...

C'est possible une traduction en Français SVP de l'article.

Soit tu peux le faire grâce à l'interface de traduction sur Google (que je t'ai faîte si tu clique sur le lien) qui est plus que hasardeuse ou alors essaye de lire en anglais en traduisant certains mots, le principal étant de comprendre ce qui se dit globalement.

Puis à ton âge ça ne peut pas faire de mal, comme ça tu épateras tes camarades en classe de savoir du vocabulaire anglais en plus que la quantité dérisoire qui te sera allouée l'année prochaine... (petite critique envers les cours d'anglais hein , pas toi )

Je suis méga nul en Anglais.
Mon rêve est de travailler un jour chez Mickey mais avec l'anglais sa sera catastrophique.