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It has been quite long since Disney stopped being a trademark and turned into something more – a whole wide world of adventures for children and a specimen of the most brilliant marketing the world has ever seen. However, it seems that at present, Disneyland business is starting to shrink, mostly due to the unreasonable and half-baked CRM strategy which is currently applying. Taking a closer look at the way the Disneyland business is run, one can suggest an alternative to the current tactics.
It seems that at present, the key mission of Disney is to search for the tactics which will allow the company to provide the clientele with the services of the highest quality while making the prices more accessible.
As for the goals which Disney Company must pursue, these are the development of the technologies which will help make the services even better. As CIOinsight explains, “Clearly, the goal for now is to do more with less” (1). Indeed, Disneyland must remain the way people are used to see it; otherwise, the brand will lose its gimmick that attracts millions.
However, the prices must be lowered considerably. Splitting the given goal into several objectives, it is necessary to mention that maintenance of the equipment is the key objective. Speaking about the strategy which will help attract even more clientele and make people forget about the lack of comfort which they used to experience in Disneyland, one must admit that the company has chosen the strategy of shocking the viewers into paying attention and wanting to experience a visit to the Disneyland.
As CIOinsight said, “For now, the most visible manifestation of the new strategy is a 10 ½-inch-tall stuffed doll called Pal Mickey” (CIOinsight 2), which, supposedly “telling a secret” to the visitor, starts making sounds when the visitor approaches an ostensible amusement. However, the given idea seems rather questionable; rather than luring the children with new gimmicks, the company should have reconsidered its pricing policy and made sure that the technical maintenance is up to notch.
It is uneasy to nail down the exact moment when Disneyland stopped being that fun, yet one can suppose that the current situation with people losing their interest in Disney must have started at the point when the amusements in Disneyland started to seem less valuable than they are paid for. In the light of the above-mentioned, it can also be suggested that Disneyland should also feature new amusements.
It is hard to recommend efficient tactics to the company that has been a corporate giant for the entire epoch; however, when it comes to what piece of advice one could give to the company, it would probably be offering new amusements for kids and keeping the prices lower for adults to take their children to the Disneyland.
Hence, the further course of actions for the managers of the Disneyland can be structured according to the plan below. The short-term tactics can include numerous seasonal discounts for the visitors. Middle-term tactics can include developing the ways to inform the clients about new features beforehand (“They might send me an advance screening notice,” (CIOinsight 3), one of the visitors said), while the long-term tactics will include developing new amusements.
Therefore, it is obvious that the managers of the Disneyland need to change their tactics as for their CR management, as well as make a couple of changes to the management policy. Once the new tactics is applied, one is likely to observe changes for the best. Although it will take considerable time to reassure people that a travel to Disneyland will not end in another disappointment, the company will be on the right way and will definitely win the battle for clients.
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