Better Ways To Get To Market By Formulating A Strategy

Better Ways To Get To Market Formulating A Strategy That

Strategies for entering any new market are very important for the product’s success. For most new products, advertising is used to lure consumers to buying them. However, if this is not done appropriately, it can instead turn away consumers. Therefore, get to market tactics are very crucial to the success of any new product as they determine whether the product will immediately be accepted by consumers in the market or be rejected or will take time to be accepted by the consumers.

However, when these strategies are well set, the new product picks up immediately it is introduced to the market (Rangan, 2006). For example, during the introduction of Euro Disneyland in 1992, media speculated and projected an attendance of approximately half a million people. In reality, only twenty-five thousand people attended. This led to a massive resignation of employees and financial losses. The company responded by changing its name to Disneyland Paris, which helped improve its fortunes, though it had yet to fully recover its past debts (Wit & Meyer, 2010).

The company could have used the media more effectively to generate positive publicity before the launch, such as by managing expectations about attendance to avoid disappointment or by offering incentives like free coupons and tickets to early visitors. Mass advertising campaigns could also have played a key role in driving attendance during the opening. Overall, effective market entry strategies include delivering the right messages to consumers through targeted advertising, educational efforts, free samples, and promotional incentives—all crucial for encouraging rapid product adoption (Wit & Meyer, 2010).

For companies launching new products, it is critical to pass the right messages to consumers to attract and retain them. Approaches such as consumer education, free samples, and introductory offers are proven strategies to accelerate product adoption and ensure successful product launches (Rangan, 2006). These tactics create early awareness, generate interest, and foster loyalty, which are essential for sustainable market success.

Paper For Above instruction

Developing a successful market entry strategy demands a comprehensive understanding of target customers, competitive landscape, and internal competitive advantages. This paper focuses on analyzing the product portfolio of a selected business unit within a company, employing insights from managerial interviews, market positioning, customer needs, and competitive differentiation. For the purpose of this analysis, the chosen company is EuroDisney (now Disneyland Paris), which provides a relevant case study for evaluating strategies related to market positioning and growth management.

In conducting this analysis, three interviews were held with mid-level and senior managers within EuroDisney. These interviews aimed to gather firsthand insights into the company's perceived market position, value proposition, and competitive advantages. The interview transcripts or annotated summaries, included in the appendix, reveal that managers view Disneyland Paris as a family-oriented entertainment destination located in Europe, serving primarily middle-income families and tourists from nearby regions. Managers expressed that the core value proposition revolves around providing a magical themed experience through superior attractions, themed accommodations, and exceptional customer service, which differentiates Disneyland Paris from competitors.

The target customer base for Disneyland Paris can be segmented into several demographic and psychographic groups. Predominantly, families residing within Europe and tourists from North America and Asia form the primary target segment. These customers are characterized by their interest in entertainment, affordability of travel, and desire for unique experiences. Their purchasing habits include planning trips months in advance, seeking bundled packages, and being influenced by social media and online reviews. The location, accessible via major European transportation hubs, significantly influences how these customers reach the park—through direct travel arrangements, travel agencies, and online booking platforms. Their wants and needs include a safe environment, engaging attractions suitable for all ages, and value for money.

EuroDisney's product and service offerings seek to align with these customer wants by providing themed rides, live entertainment, themed dining, and accommodation options. The company's value proposition emphasizes immersive experiences that evoke childhood nostalgia and magic, aiming to create memorable family vacations. However, some customer needs remain unmet, particularly regarding the perception of high prices and inconsistent service quality, which can deter repeat visitation or limit accessibility for lower-income groups. Addressing these gaps through targeted pricing strategies and service improvements would enhance customer satisfaction and loyalty.

Positioning in the competitive landscape reveals that EuroDisney faces competition from other European theme parks, such as PortAventura in Spain, Europa-Park in Germany, and cultural entertainment options in major cities. Main differences lie in attractions offered, thematic consistency, brand recognition, and pricing strategies. For instance, Disney's proprietary brand and globally recognized characters offer a competitive edge in terms of brand equity and customer loyalty, which are difficult for independent parks to replicate. Quality of experience, themed environments, and entertainment options further distinguish Disneyland Paris. This differentiation is crucial for attracting customers who seek immersive, high-quality entertainment experiences, and contributes to the park's long-term appeal.

The primary source of competitive advantage for Disneyland Paris is its strong brand equity and proprietary storytelling assets, which create a unique customer experience unmatched by local competitors. The sustainability of this advantage depends on consistent investments in new attractions, maintaining high service standards, and leveraging Disney’s global intellectual property. Ensuring continuous innovation and marketing that reinforces Disney's brand promise are essential for maintaining competitive parity and long-term leadership.

Applying the five “P’s” of marketing—Product, Price, Place, Promotion, and People—provides a comprehensive framework for analyzing Disneyland Paris’s strategy. The Product includes diverse themed attractions and entertainment; Price strategies involve tiered pricing, discounts, and bundled packages; Place refers to accessible transportation links, nearby hotels, and online booking channels; Promotion primarily consists of advertising campaigns, seasonal events, and social media engagement; People involve trained staff delivering excellent customer service, and ongoing management of customer relationships. Together, these elements enable Disneyland Paris to sustain its market position and achieve long-term growth.

In conclusion, the analysis underscores the importance of aligning targeted marketing strategies with customer needs and leveraging unique competitive advantages. The insights obtained from managerial interviews highlight how Disneyland Paris’s brand, experience, and operational strategies underpin its market position. Moving forward, the park must continue to innovate, address customer feedback, and adapt its marketing mix to sustain its competitive edge in the challenging European theme park industry. This strategic approach will ensure that Disneyland Paris remains a top destination for family entertainment and continues to thrive in a competitive environment.

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