上海迪士尼乐园介绍英语怎么说
⑴ 用英语来介绍迪士尼
The Walt Disney Company is the third largest media and entertainment corporation in the world, after News Corporation and Time Warner. Founded on October 16, 1923 by brothers Walt and Roy Disney as a small animation studio, it has become one of the biggest Hollywood studios, and owner of eleven theme parks and several television networks, including the American Broadcasting Company (ABC). The works of the Disney Company are the most translated works in the world, according to the Index Translationum.
⑵ 急,迪士尼乐园英文简介
A Brief History of Disneyland
Disneyland has seen 50 summers pass in procession since its gates first opened July 17, 1955. Forty-five summers of parades and fireworks, of Mickey and Minnie, of playing host to people from all over the world.
Over the years, Disneyland has acquired the unmistakable characteristics of a national institution. It is a "must see" destination for any visitor to the western United States. Many Californian regard Disneyland as one of the states natural assets - like the Pacific Ocean or the Redwood forests. It is indeed a place for all ages.
Sometimes it is hard to remember that before there was a Disneyland... there was only a vision and a dream of one man - Walt Disney.The vision and dream was made possible with some empty sketch pads, canvases and a few sandwiches. It was these first "sketches" of "The Happiest Place on Earth" that provided Walt and Roy Disney the ability to secure the necessary financial backing to build Disneyland.
Inspired and led by Walt Disney over a long weekend in September 1953, artist Herbert Dickens Ryman was selected by Walt Disney as his master imagineer to bring the dream to reality...Disneyland is more than just buildings, attractions and adventures.
It is a virtual "masterpiece" in the making. Virtually every square inch of Disneyland - every building, street corner, attraction, store interior - in fact every little detail from lampposts to trash cans are inspired by a painting, drawing or piece of sculpture... it is the artist's vision that guides the builders hand.
The process of creating Disneyland attractions is lengthy and complex. And yet the artist's role remains pivotal. He or she is responsible for giving initial form to new ideas, for refining concepts through artistic renderings and for providing the inspiration and cohesive vision for turning dreams into reality.
In celebration of Disneyland's 50th Anniversary and the 10th Anniversary of the Ryman Foundation for Young Artists, the Disney Gallery, located above the Pirates of the Caribbean in Disneyland, is pleased to present the art of Herbert Dickens Ryman in release of his autobiography "A Brush with Disney".
在美国动画大师沃尔特·迪斯尼的倡导下，1955年7月17日，世界上第一座迪斯尼乐园在美国加利福尼亚州的阿纳海姆市建成并正式开园。
迪斯尼乐园是大型主题游乐公园。所谓主题公园，就是园中的一切从环境布置到娱乐设施都集中表现一个或几个特定的主题。在主题公园中，人们一会儿走进想象中的未来世界，一会儿又退回到几千年前的古代社会；一会儿在海底世界漫游，一会儿又在太空中翱翔。不管游客走到哪里，都会有身临其境之感。
进入迪斯尼乐园，人们总能感受到无穷的生机和活力，因为这里就是一个童话世界，许多动画电影中的可爱人物都生活在这里。从顽皮可爱的米老鼠、唐老鸭、高菲狗到漂亮的白雪公主、七个小矮人（均由游乐园内的工作人员扮演）等等，人们都可以在这里与他们亲密接触。
另外，迪斯尼乐园每年都会增加一些新的风景，各个季节也都会举行相关的庆祝活动，每到“感恩节”、“圣诞节”、“复活节”等重大节假日时，这里会更为热闹，营业时间也会延长。
每天，迪斯尼乐园以自己独特的魅力，吸引着成千上万来自世界各地的游客，无论成人还是孩子，都会被它深深地吸引，在迪斯尼乐园里流连忘返。
据介绍，第一座迪斯尼乐园1955年建成之后，仅在开放的头6个月里，就有300万人纷至沓来。在来访的人中有11位国王、王后和27位王子、公主以及24位州政府的首脑。
随着不断的发展，如今的迪斯尼乐园已经壮大了队伍，在世界很多地方都有了自己的“兄弟姐妹”。法国巴黎、日本东京、中国香港等地都陆续兴建了当地的迪斯尼乐园，给更多的人带去欢乐。
⑶ 求介绍上海迪士尼乐园英语的短文2、3百字
Disney theme park in Shanghai, is a foregone conclusion. As early as ten years ago, the Hong Kong and Shanghai competing Disney, I had big parade, today adhere to this view. reason for this is that Disney's this American culture, has lagged behind, in fifty or sixty years ago was new, strange mice to make money again today by a few meters, perhaps kids got tired of it? France Disneyland had poor, Hong Kong Disneyland has been suffering losses and even Ocean Park climbed to localise. Shanghai authorities are carefully studying the trend of American culture, then go into this murky, indeed a sigh! Disneyland has been aging, and if not, why many tourism countries, Europe, Spain, and Italy, Asia, India, and Thailand not to introce it? China amusement park-style playground was enough, but never heard of a thriving and profitable. Again and again, lack of new ideas, which is the main reason hasn't favored visitors. Said Hong Kong Disneyland is built, tourists from the Mainland increased by 30%. The beginning may have a 3rd "fresh" effect, but for now, I'm afraid not much specifically to visit Disney. Tourists from the Mainland, mainly for the shopping, specifically for the tour of Disney, believe is negligible. Disney and Hong Kong cooperation built Park, in fact, is to sell a "brand". This brand is worth, you have asked of him, asking price is higher, brand prices shall not prevail. In Shanghai, is the current United States economic downturn is a good time to Disney prices, if this is the case depends on Shanghai's "urgent need". When negotiating with Disney in Hong Kong, at a disadvantage. Reason is that Hong Kong is going through a financial crisis that year, hopes to build a Disneyland "joyous", to attract mainland tourists. Negotiations with Disney, has asked of him, and thus very adverse conditions on the Hong Kong side. To attract mainland tourists don't care if there is a Disneyland, but relaxed the various provinces and municipalities in the Mainland to come to Hong Kong free of policy. Shadows, and then expand Hong Kong's loss. Shanghai, not to learn from Hong Kong, still wants something from him, the outcome, not subject.
⑷ 谁有关于迪斯尼乐园英文介绍加中文
Disneyland is a theme park that is located at 1313 South Harbor Boulevard in Anaheim, California, USA. It opened on July 17, 1955. The park is owned and operated by The Walt Disney Company. Currently the park has been visited by more than 515 million guests since it opened to the public, including presidents, royalty, and other heads of state.
When the park initially opened, it consisted of five themed areas:
Main Street, U.S.A., an early 20th century Midwest town
Adventureland, featuring jungle adventures
Frontierland, illustrating western frontier
Fantasyland, bringing fantasy into a reality
Tomorrowland, looking into the future.
Three additional areas were added to these original park areas later:
New Orleans Square, opened in 1966, based on 19th century New Orleans
Critter Country, opened in 1972 as "Bear Country", themed both to the South in the 19th century and to forests of the Pacific Northwest.
Mickey's Toontown, opened in 1993, themed on the Toontown seen in the film Who Framed Roger Rabbit
An elevated berm supports a three-foot (narrow) gauge railroad which circumnavigates the park. Disneyland features rides and attractions designed to appeal to all ages.
In 1998 Disneyland was renamed Disneyland Park in order to distinguish it from the larger Disneyland Resort complex. Today, there are three other parks which share the Disneyland name, Disneyland Resort Paris in Paris, France, Hong Kong Disneyland Resort in Hong Kong, China, and Tokyo Disneyland in Tokyo, Japan. These resorts are in addition to Walt Disney World Resort in Florida, whose Disneyland-like park is called the Magic Kingdom.
迪士尼乐园（Disneyland，正式全名为Disneyland Park），是一个位於美国加州安纳罕市（Anaheim）的主题乐园。由华德·迪士尼一手创办的迪士尼乐园是由华德·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）。迪士尼乐园於1955年开放，吸引了众多小朋友和成年人。内有许多迪士尼人物，如米老鼠，及迪士尼电影场景。园内设施也经常更换。原来在一个人工湖内，可以乘潜艇看到真人扮的美人鱼，但因扮演卡通人物的员工工作条件不适应长期在水下，所以后来改成了假的美人鱼。园内曾一度有座很高的假雪山，人们可以坐缆车从中间穿过，但也已经退出了历史舞台。1990年代，又在同样的地址，扩建了迪士尼加州冒险乐园（Disney's California Adventure），而原本的迪士尼乐园，新设立的加州冒险乐园，与周围一系列相关设施（包括几座配合乐园而设置的观光旅馆），则共同组成迪士尼度假区（Disneyland Resort）。
⑸ 用英语简短介绍迪斯尼乐园
it is located in america and famous around the world,all the children love it！它坐落于美国，并且全世界文明，所回有答的孩子都爱它！
⑹ 美国迪士尼乐园介绍 英文加中文翻译
美国有两个迪斯尼乐园，一个美国加利福尼亚州的洛杉矶迪士尼乐园，建成于1955年。另一个是美国佛罗里达州奥兰多的迪士尼乐园，建成于1971年。加州迪斯尼乐园(Disneyland Park in California)位于美国加利福尼亚州阿纳海姆市(Anaheim)迪斯尼乐园度假区，于1955 年 7 月 17 日开业，是世界上第一个迪斯尼主题乐园，被人们誉为地球上最快乐的地方。
加州迪斯尼乐园
地址：1313 Harbor Blvd. Anaheim
时间：迪斯尼开放时间随季节不同，旺季时约自09:00~午夜，淡季时平日为09:00~20:00，每天出版的游园指南上都有当日活动的详细说明。迪斯尼加州探险乐园则为10:00~21:00。
费用：迪斯尼乐园采一票到底制，并且区分为多种票价组合。1日证（Single-Day Theme Park Tickets）大人US$66元，儿童3~9岁US$56元；“二合一”1日通行证（One-Day Park Hopper Ticket）为大人US$91元，儿童3~9岁US$81元；“二合一”2日通行证为大人US$122元，儿童3~9岁US$102元。（购买二合一 Hopper tickets，可以同时使用迪斯尼乐园和加州探险乐园两个园区）
交通：前往加州迪斯尼乐园，可从洛杉矶国际机场，直接搭乘前往迪斯尼乐园的巴士，需时约40分钟；自行开车者从5号公路 (Santa Ana Fwy.），在Harbor Blvd.交流道下，沿着迪斯尼标志前往即可；而市中心的Figueroa St.可搭乘MTA 460号巴士前往，约需2小时车程。
Disneyland in California
Address: 1313 Harbor Blvd. Anaheim
Time: Disney's opening time according to different season, the peak season since about 09:00 to the middle of the night, when the off-season to 09:00 ~ 20:00 on weekdays, when touring guide has published the same day every day activities. Disney's California adventure park is at about 10:00 ~.
Cost: Disneyland pick a ticket system, and is divided into a variety of fare combination. 1 card (Single - Day Theme Park Tickets) alt US $66 yuan, 3 ~ 9 years old children US $56 yuan. \"Seal\" 1st pass (One - Day Park Hopper Ticket) for alts to US $91 yuan, 3 ~ 9 years old children of US $81 yuan; \"Seal\" 2nd pass for US $122 yuan, US $102 children 3 ~ 9 years old. (purchase in one Hopper tickets, can use at the same time two park Disneyland and California adventure park)
Transportation: go to Disneyland in California, but from Los Angeles international airport, directly go to Disneyland bus that takes about 40 minutes. Highway to motorists from 5 (Santa Ana Fwy.), in the Harbor Blvd. The communication way, along the Disney sign to; And Figueroa downtown st. can use the MTA bus no. 460, takes about 2 hours drive.
⑺ 上海迪士尼乐园英语作文
There are a lot of interesting cartoon animals in the Disneyland, such as the dinosaurs, the cks and the dogs. I like them very much. I will go there next month with my best friend Tom, and I am sure he will like it too.
⑻ 用英语介绍迪斯尼乐园..谢谢
INTRODUCTION
Many companies throughout the United States and beyond are resorting to developing their business abroad. This is e to numerous factors such as the ability to cut costs through cheaper building material or labor, which leads to increg their revenues, functioning with more advantageous tax and labor laws, and expanding their market, just to name a few.
The Walt Disney Company was one of those many American organizations to expand on foreign soil. Its first foreign venture proved to be so successful that the decision was made to further expand abroad. This next foreign expansion experience, named Euro Disneyland did not prove to be the successful venture that had been anticipated by its creators.
Euro Disneyland a theme park comprised of an updated, state of the art Disney's Magic Kingdom, is a subsidiary of the Walt Disney Company located outside Paris, France, and has experienced numerous complications from its inception. Because the Walt Disney Company executives were determined to adhere to American philosophies, they did not thoroughly investigate all aspects of the European environment. This failure to do adequate research caused the Walt Disney Company executives and visionaries to construct their American dream theme park on foreign soil with little if any regard for the practical reality of the physical, financial, and/or cultural environment of their chosen site. More specifically, the Walt Disney Company's "...biggest mistakes were its overambitious plans to develop the site, plus Euro Disneyland's financial structure itself, which depended on a highly optimistic financial scenario with little room for glitches" (Gumbel & Turner, 1994, p. A 12). These massive oversights were contributing factors to the problems faced at Euro Disneyland.
As a company planning on expanding abroad, it is helpful to study the history of companies which previously have developed in other countries. For example, studying the Walt Disney Company's venture into France will allow other companies to learn from the Walt Disney Company's experiences. Recognizing, understanding and avoiding their mistakes will allow a company entering a new country increased opportunity to succeed. Reviewing the Euro Disneyland venture from the site research investigation to the present day operation will be beneficial to a company considering expansion abroad.
THE HUMAN RESOURCE CONNECTION
The human resource professional often is involved in determining the optimum site for a business and is responsible for many other aspects of an international expansion, such as cultural evaluation of the site, employee selection, training, development, compensation, and evaluation, just to name a few. Thus, as a human resource professional it is pertinent to research companies which have succeeded and those which have not, in order to better prepare. Furthermore, human resource professionals must comprehend the laws, traditions, culture, and people of a country in order to minimize problems which can occur.
THE BEGINNING
In order to understand the issues involved in the Walt Disney Company's international expansion in Europe it is pertinent to review the background of Euro Disneyland. This can be done by looking at how the site, Paris, France, was chosen, at the signed agreement, at the risk management issues, and at the opening.
Why Paris?
The Walt Disney Company choose Paris, France, as the site of Euro Disneyland for many reasons. On April 15, 1983, the Walt Disney Company opened in Tokyo, Japan, their first theme park outside the United States. This theme park, Tokyo Disneyland became an instant hit. In fact, since the Walt Disney Company executives believed they learned so much about operating a theme park in another country, and since Tokyo Disneyland was an instant success, they began immediately to search for a site for a fourth park (Scimone, 1989).
To find a site for their fourth theme park, the Walt Disney Company looked to Europe where Disney films historically have done better than in the United States. Because of this film success, the Western European audience already was familiar with Disney entertainment and merchandise (Scimone, 1991). From 1983 through 1987 the company searched for sites in the United Kingdom, France, Germany, Spain, and Italy. Finally the possibilities were narrowed down to Costa del Sol in Spain and Paris in France. Although Spain had the edge e to its climate, France had a larger population and a spectacular transportation network (Scimone, 1989). The Walt Disney Company executives believed since Tokyo Disneyland located in a cold-weather climate and virtually the same latitude as Paris, was so successful, they would be able to operate in similar weather conditions in Paris. In fact, Disney executives admit that "...without the cold-climate (Tokyo) Disneyland success, they would never have picked Paris, which has the same or worse weather than Tokyo" (Anything but a 'Mickey Mouse', 1989). Thus, Paris was selected to be the site of their fourth theme park.
The site for Euro Disneyland is a "...parcel of prime suburban real estate in a mushrooming region called Marne-la-Vall闲" (Tully, 1986, p. 172). In fact, the land is one-fifth the size of Paris itself (Scimone, 1991). When the French government used its right of eminent domain to sell Disney the 4,400-acre (1,943-hectares) site at a fraction of its market value for approximately $7,500 an acre, there were bitter protests by the local farmers whose sugar beet fields had been farmed by the same families for a hundred years or more (Tully, 1986; Toy, Maremont, & Grover, 1990). The Walt Disney Company worked with the local farmers to avoid any potential problems. Their efforts were successful. The farmers were proud of the fact that people from many nations would be coming to their area of the world (Tully, 1986; Toy, Maremont, & Grover, 1990).
Marne-la-Vall闲 is located in an ideal geographic location since it is 20 miles (32 kilometers) e east of the center of Paris and is halfway between the two international airports of Orly and Roissy-Charles-de-Gaulle. The French railway regional express network connects Marne-la-Vall闲 with the Paris metro system, and major highways are nearby (Scimone, 1989). In fact, of more than 350 million Western Europeans, 17 million can reach the Euro Disneyland resort within two hours by car (Scimone, 1991) and 310 million can fly creating a "...denser market than the United States" (Toy, Maremont, & Grover, 1990, p. 61). With the scheled opening (which took place May 1994) of direct rail links to Great Britain via the English Channel there were countless additional potential guests. Thus, e to its transportation availability, Paris offers Euro Disneyland a wealth of potential guests and employees (Grey, 1989).
The Agreement
On March 23, 1987, the Walt Disney Company signed a contract with the French national, regional and local governments, which promised Disney: favorable loan terms; that the rapid transit railway system would be extended to the theme park from Paris; that two interchanges would be built to link Euro Disneyland with a main highway; and that a special station for high-speed trains would be constructed at the park (Shapiro, 1989; Introcing Walt d'Isigny, 1992). Unlike the Walt Disney Company's wholly-owned American theme parks, and Tokyo Disneyland where Disney receives license fees from Mitsui and Oriental Land Corporation, Euro Disneyland is a public company with 51% of equity owned by EC indivials and institutions (Anything but a 'Mickey Mouse', 1989). The other 49% of the shares are owned by the Walt Disney Company who maintains management control of the company (Grey, 1989).
The Walt Disney Company promised new jobs and contracts for local suppliers which resulted in red carpet treatment from France. More specifically, Euro Disneyland planned on hiring 12,000 new Cast Members (employees). About 6,000 would work in Euro Disneyland's Magic Kingdom, 5,200 in hotels on the property, and the remainder in recreation and support facilities. The area was suffering high unemployment at the time and the Walt Disney Company executives believed the economic benefits to the region would be great since they would employee so many local citizens and since tourism generates revenue without requiring such costly social services as schools and hospitals (Scimone, 1989).
Risk Management
Once the Walt Disney Company executives chose Paris, France, as the site for their fourth theme park, they had to integrate American risk management techniques into a French environment. This integration of differing management techniques is typical with any company doing business abroad (Shapiro, 1989). However, a great deal of time, patience, understanding, ecation, and willingness to accept and/or compromise are needed from all parties involved in order to make this integration successful. The Walt Disney Company has been known for their strict construction and risk management requirements which they wished to impose upon the French workers. Likewise, the Walt Disney Company had to cope with language barriers and an unfamiliar French legal framework derived from the Napoleonic code (Shapiro, 1989). Thus, this joint venture caused many conference sessions to determine how to best integrate American and French risk management practices covering a multitude of diverse risks (Euro Disneyland combines American, 1989). It was important to each side for them to join their philosophies and requirements into a system which would work for Euro Disneyland.
A good example of the blending of two different systems is the difference in insurance laws in France and the United States. A ten-year owner/contractor insurance policy that covers property damage and third-party claims stemming from construction-related defects was required by French law. The Walt Disney Company would have preferred to purchase a three-year contract as would be allowed by American standards, but could not since they were developing in another country (Shapiro, 1989). Instead, the Walt Disney Company had to abide by the laws of France.
An issue which the French were against was the installation of sprinklers in the hotels (McIntyre, 1990b). Such an installation is not mandated by French law. The French believe the sprinklers are not necessary since "...their hotels are built with superior construction, building materials and compartmentalization, and are equipped with smoke alarms that would quickly summon firefighters" (McIntyre, 1990b, p. 143). 2 Thus, since Euro Disneyland was a French Company, the French did not believe they needed to install sprinklers. The Walt Disney Company believed in such sprinkler installation and embarked on an ecation program to explain why they wanted the French contractors to install the sprinkler system. Once the Walt Disney Company presented a film on fires depicting how quickly flames can spread, explained about potential delays in firefighters arriving at a hotel, and discussed the difficulties in finding the location of the fire, the French approved the installation of the sprinklers.
These are only two examples of many situations which were discussed by the Walt Disney Company and the French ring their risk management meetings. In a wrap-up meeting of risk management issues in the construction of Euro Disneyland Stephen M. Wilder, director of corporate risk management at The Walt Disney Company believed, "The result of compromise and learning is a program that is far superior to what an American company or a French company would have done in isolation" (McIntyre, 1990a, p. 141).
Opening Day
On April, 12, 1992, despite a few protests, the Walt Disney Company's fourth theme park, Euro Disneyland opened its doors to the public with essentially the same attractions as in the other Disney theme parks in California, Florida, and Japan (Introcing Walt d'Isigny, 1992). Euro Disneyland executives hoped to attract 11 million guests a year, more than twice the number that visit the Eiffel Tower (Introcing Walt d'Isigny, 1992). Half of the guests were excepted to be French. Euro Disneyland was confident that with its superior investment, professionalism and French government assistance, it would succeed. If it did not, it would most likely be the fault of the weather and not of any French cultural chauvinism (Introcing Walt d'Isigny, 1992). Unfortunately, the dream of succeeding did not become a reality and eventually Euro Disneyland brought in new management and made other changes in order to save Euro Disneyland (Gumbel & Turner, 1994).
THE PROBLEMS
Although Disney believed they had hit a "gold mine" by developing their fourth theme park just outside of Paris, in time they would learn this was not the case. Euro Disneyland's target of 11 million guests in the first year was met, but revenues did not roll in as had been planned. In fact, Euro Disneyland reported a $905 million loss for the fiscal year that ended in September 30, 1993 (Sterngold, 1994), and by December 31, 1993, Euro Disneyland had amassed cumulative loss of 6.04 billion French francs or 1.03 billion US dollars (Gumbel & Turner, 1994).
It should be noted, Euro Disneyland's first chairman, Robert Fitzpatrick, an American, won kudos for setting up the park, yet he stumbled over day-to-day operations. Fitzpatrick spoke French, knew Europe well and his wife was French. But he seemed to be "...caught in the middle and quickly came to be regarded with suspicion by some on both sides" (Gumbel & Turner, 1994, A 12). Numerous times he attempted to warn Disney executives that France should not be approached as if it were Florida, but his warnings were ignored. He was replaced in 1993 by Frenchman Philippe Bourguignon. The all-American enterprise suddenly had raced to put on a European face. ourguignon was responsible to "...ensure the park goes native without losing the American feel that is its main draw" (Sasseen, 1993, p. 26).
Although there was a change in the head of Euro Disneyland there are problems which it faced with the old management and still faces problems with the new management. Among these problems are included their optimistic assumptions, staffing and training, cultural issues, interest rates, marketing, communication, and convention business.
Optimistic Assumptions
The Walt Disney Company, overly ambitious in their venture, made several strategic and financial miscalculations. In addition it gambled, incorrectly, that the 1980's "...boom in real estate would continue, letting it sell off assets (discussed below) and pay down the debt quickly" (Gumbel & Turner, 1994, p. A 1). Further, it relied too heavily on debt when the interest rates were beginning to increase. Another costly assumption was that Disney believed it could change certain European habits.
Budget - Breakers
The Walt Disney Company wanted to build a state of the art, as near to perfect as possible, theme park. In order to meet this goal the company frequently attempted to build and rebuild, with no regard for the "bottom-line" construction cost. Michael Eisner, the Chief Executive Officer of the Walt Disney Company, ordered several last-minute construction changes, known as budget-breakers, which further increased Euro Disneyland's debt (Gumbel & Turner, 1994). For example, one cold day before Euro Disneyland opened Eisner warmed himself by a Paris hotel lobby fireplace and ordered more than a dozen wood-burning fireplaces for Euro Disneyland despite the added construction cost and upkeep (Solomon, 1994). Another example of an Eisner budget-breaker was his decision to remove two steel staircases from Euro Disneyland's Discoveryland. He wanted them removed because they blocked a view of the Star Tours ride. It was estimated the cost to remove the staircases was approximately $300,000 (Gumbel & Turner, 1994).
European Recession
Euro Disneyland executives and advisors failed to see the signs of the approaching European recession. "Between the glamour and the pressure of opening and the intensity of the project itself, we (the executives) didn't realize a major recession was coming" (Gumbel & Turner, 1994, p. A 12). As the recession began to develop the French real-estate market tumbled (discussed below), thus, destroying Euro Disneyland's hopes of selling their assets and receiving revenues. In addition, the recession caused French and European disposable incomes to shrink, causing families to think twice about taking an expensive trip to Euro Disneyland (France: Disney gears up, 1992).
Furthermore, Euro Disneyland did not realize the magnitude of the impending recession and when given numerous opportunities to sign partners who would share the risk or buy the existing hotels, Disney refused. Euro Disneyland did not want to give up any of the potential revenues once the recession was over (Gumbel & Turner, 1994).
Real Estate Market
The Walt Disney Company executives involved in the development of Euro Disneyland were determined they would not repeat two mistakes which they had made in past ventures. One mistake was allowing other companies to build lucrative hotels surrounding their theme park, as happened at Walt Disney World in Orlando, Florida, where the Walt Disney Company owns only 14% of all hotels. The other mistake was in letting another company own a Disney theme park, as in Tokyo, Japan, where Disney just collects royalties from an immensely profitable attraction (Solomon, 1994). Thus, in France the Walt Disney Company bought far more land then it needed in order to eventually build 700,000 square meters of office space, a 750,000 square meter corporate park, 2,500 indivial homes, a 95,000 square meter shopping mall, 2,400 apartments and 3,000 time share apartments (de Quillacq, 1994).
Euro Disneyland planned to develop the land and then sell it to prospective buyers, making a large profit. In addition, this would allow Euro Disneyland stringent control over designing and building of future areas within the resort and then the ability to sell off the completed commercial properties in e course and at a large profit. In fact, Disney budgeted for real estate to account for 22% of revenues in 1992, 32% of revenues in 1993, 40% of revenues in 1994, and 45% in 1995 (de Quillacq, 1994). Euro Disneyland executives must have known rather rapidly that the financing structure for the resort was in trouble. Unfortunately, this revenue generating plan never really "got off the ground" e to the collapse of the real-estate market which, in turn, caused the demise of the planned development around the theme park (Turner, 1993, December; de Quillacq, 1994). Thus, Euro Disneyland did not receive revenue from property development as had been anticipated.
Operational Errors
There were numerous errors made regarding the overall operation of Euro Disneyland. For example, from its American experience the Walt Disney Company thought Monday would be the light day for guests and Friday a heavy one, and allocated staff accordingly. In reality the reverse was the case. In fact to this day, the company still struggles to find the right level of staffing at a theme park where "...the number of visitors per day in the high season can be 10 times the number in the low season" (Gumbel & Turner, 1994, p. A 12). Furthermore, to add to the operation problem is the difference in employee acceptance of conditions of employment. In Orlando Cast Members are accustomed to and have learned to accept being sent home if they are not needed. However, in Paris, French Cast Members feel extremely irritated by and have a very difficult time accepting the inflexible scheling (Gumbel & Turner, 1994).
Another example of operational assumptions at Euro Disneyland i
⑼ 迪士尼乐园用英语怎么说
Disney Resort
The Golden Horseshoe Revue, （1954美国电影）《迪士尼乐园》是1954年上映的美国西部动画片电影，由 Ron Miller执导，安妮特·弗奈斯洛、Gene Sheldon 及Wally Boag等主演。 《迪士尼乐园》讲述了华特·迪斯尼的冒险、传记故事。
东京迪士尼乐园Tokyo Disneyland ; TDL ; Tokyo Disney Resort ; Tokyo Disney
迪士尼乐园酒店Disneyland Hotel ; Disneyland Hotel Hong Kong
香港迪士尼乐园铁路Hong Kong Disneyland Railroad
例句：据介绍，上海国际旅游度假区核心区规划范围面积为7平方公里。上海迪士尼乐园有望于今年上半年在这里全面开工。
Thepark,expectedtostartfull-scaleconstructionin the first half ofthis year, would be builtina7square-kilometerareathat thecityhas designated asan .