Table of Contents
Introduction Administration of Tourist Attractions References
Introduction
Disneyland Paris is a vacation and amusement park located in Marne-la-Vallée. Marne-la Vallée is a new French town located in the eastern suburbs of Paris. The resort consists of two parks: entertainment and dining districts, and shopping districts. Disney also owns seven hotels on the property. Disneyland Paris began operations in 1992, becoming the second Disney theme park to open outside the United States of America (after Tokyo Disney Resort).
Disneyland Paris is one of the most popular tourist destinations. Euro Disney S.C.A, a French public business, is the owner of Disneyland Paris. This company has a variety of stockholders. The company's name has been changed from Euro Disney S.C.A. to Disneyland Paris (in the year 1995). In (March) 2002, the second theme park, often known as "Walt Disney Studios Park," opened to the public. It is stated that this park was the most popular tourist destination in all of Europe. The Disneyland Paris resorts have subsidiaries in other countries that provide services of a comparable high quality and standard (Porter and Prince, 2009).
Visitor Attraction Administration
Management of tourist attractions is one of the most crucial aspects of tourism administration. Tourism is primarily intended to entice sightseers who visit tourist destinations, resorts, hotels, and beaches to take in the landscape. Such tourists provide cash for tourism destinations such as Disneyland Paris. Therefore, it is essential to devise a process to ensure that visitors have faith in the services provided by their service providers.
Management of tourist attractions is part of tourism marketing (Swarbrooke, 2002). The objective of Disneyland Paris is to provide an environment where all guests may have pleasure. Disneyland Paris recognizes the economic significance of all of its international guests. It has consequently developed management measures to ensure that its guests receive the finest experience possible and feel comfortable returning. It has a highly effective system for providing information to future and current visitors. These include the Internet, pamphlets, and the establishment of specific locations where clients can obtain any information (Crouch, 1999).
One of the most essential ways in which Disneyland Paris handles the attractions for its guests is by assuring their and their staff' safety. The Disneyland Paris security team consists of engineers and technicians. There are multiple implementation stages for the safety management system. One of the stages is the diagnosis of the long-term risks that are inherent to the activities or infrastructure.
Other stages entail the development of an action plan for enhancing the safety standards for visitors; this is accomplished through prevention and protection. Additionally, Disneyland Paris measures and monitors performance via audits conducted by its staff and authorized specialists. The Disneyland Paris safety management system derives from the park's agility and commitment to ongoing improvement. The provision of a variety of leisure amenities within the resort is an additional means by which Disneyland Paris manages the attraction of its guests. Visitors are not required to leave the resorts in search of additional amenities.
For example, Disneyland Paris offers hotels that offer visitors food and lodging, as well as entertainment and recreation activities. In resorts, visitors can also purchase a variety of additional items (Crouch, 1999).
It is also crucial to note that any resort's guests or tourists may include people with various disabilities. These handicapped folks may require unique services in order to enjoy whatever resort they choose to visit. Disneyland Paris has implemented criteria for disabled guests who wish to use its amenities. The facilities include wheelchairs that can be rented for a basic charge for the disabled (Clavé, 2007).
In circumstances when physically challenged guests require assistance with pushing their wheelchairs, they are urged to be accompanied by a physically able person, as Disneyland Paris employees are not permitted to provide such assistance. All of the Disneyland Paris facilities are wheelchair accessible. A pre-arranged sign-language tour is available for those with hearing impairments. To receive this type of service, the tourist must make previous plans up to one month in advance (Brooke, 2008). Service dogs are also accessible for tourists; the service dogs are fascinating and draw a lot of interest from people especially the children that visit Disneyland Paris.
The dogs are supposed to lead guests securely around specified resort areas. However, for their own protection, dogs are not permitted beyond specific places. Using Braille in both French and English, the blind tourist can acquire information about Disneyland Paris services. Disneyland Paris has developed convenient transportation services. It offers transportation between (Disney) Hotels and (Disney) Parks via (special) shuttle buses.
There are services designed just for youngsters. There are baby facilities where nursing parents can feed and change diapers for their children. The resorts also offer additional services to assist children during their trips to its recreational facilities. All children's accessories are sold on the resort's premises, relieving mothers of any concerns regarding child care (Brooke, 2008).
The quality of the services given by Disneyland Paris to its guests has earned the faith and confidence of the vast majority of travelers. This allowed it to maintain a substantial number of annual tourists. Sometimes the number of visitors grows so great that some are urged to reschedule their trips or wait until certain periods. It occasionally appeared that Disneyland Paris's facilities were insufficient to accommodate all of its guests at a given time.
Until 2008, the outstanding services supplied by Disneyland Paris to its guests attracted a total of 200 million guests. Since then, the number has continued to rise. Disneyland Paris is currently the most frequented resort in Europe. This indicates that the resort receives a substantial amount of annual money from guests interested in its offerings. Due to its strong financial performance, Disneyland Paris is able to participate in a variety of community-based endeavors.
Together with Foundation Hopitaux de Paris, Disneyland Paris is working to improve the daily lives of hospitalized children. This is the twenty-first version of the Pieces Jaunes campaigns. In pursuing such a collaborative endeavor, Disneyland Paris employs volunteers who have volunteered their time for the benefit of children. Additionally, it collaborates with local communities to raise donations for the children's support. Every month, Disneyland Paris hosts themed fellowship days. During certain times, the resort's charitable partners, other groups, and local leisure centers are encouraged to take advantage of the resort's offerings.
The economic recession had a significant influence on the tourism industry as a whole. There have been reports of a decline in revenue. This has also hampered the functioning of Disneyland Paris. During a recession, the majority of individuals reduce their expenses, particularly by limiting their spending to the bare necessities. During this time, the number of tourists to recreational resorts decreases significantly, resulting in negative repercussions for the majority of resorts.
Nonetheless, it is anticipated that the tourism and travel business would rapidly revive in 2010 and 2011. The future growth and competitive standing of Disneyland Paris will not be significantly impacted. This is due to the global tourism industry's rapid recovery from the recession. In addition, Disneyland Paris will be able to return to its usual economic performance and even focus on expanding its visitor count (Publishing Oecd Publishing, 2009).
In short, it is a fact that Disneyland Paris relies on visitors seeking recreational services; when the global performance of the tourism industry recovers from the economic recession, it is certain that Disneyland Paris will likely see an increase in revenue in the future if proper operation plans are implemented. In recent years, Disneyland Paris has expanded internationally with the opening of additional resorts in different nations. It still has the ability to offer resort services in more nations than it now does, given the high number of profits it receives from its large number of guests (Grant, 2005).
Conclusion
As previously mentioned, Disneyland Paris is a vacation and amusement park located in Marne-la-Vallee. Marne-la Vallée is a new French town located in the eastern suburbs of Paris. The resort consists of two parks: entertainment and dining districts, and shopping districts. Disney also owns seven hotels on the property. Disneyland Paris began operations in 1992, becoming the second Disney theme park to open outside the United States of America (after Tokyo Disney Resort).
Disneyland Paris is one of the most popular tourist destinations. Disneyland Paris is owned by the French corporation Euro Disney S.C.A, a public company with a variety of stockholders. The company's name has changed to Euro Disney S.C.A. In 1995, the name was changed to Disneyland Paris. Tourism marketing includes administration of tourist attractions. The objective of Disneyland Paris is to provide an environment where all guests may have pleasure.
Disneyland Paris recognizes the economic significance of all of its international guests. It has consequently developed management measures to ensure that its guests receive the finest experience possible and feel comfortable returning. It has a highly effective system for providing information to future and current visitors. These include the Internet, pamphlets, and specialized facilities where clients can obtain any information they require. There are numerous methods for managing the attraction of guests at Disneyland Paris. This has provided it with an age advantage over its competitors. Disneyland Paris is the most visited resort in Europe and the fourth most visited resort in the world.
Disneyland Paris provides services for all types of guests, including children, normal people, and those with physical or mental disabilities. The quality of the services given by Disneyland Paris to its guests has earned the faith and confidence of the vast majority of travelers. This allowed it to maintain a substantial number of annual tourists. Sometimes the number of visitors grows so great that some are urged to reschedule their trips or wait until certain periods.
It occasionally appeared that Disneyland Paris's facilities were insufficient to accommodate all of its guests at a given time. Due to its strong financial performance, Disneyland Paris is able to participate in a variety of community-based endeavors. Together with Foundation Hopitaux de Paris, Disneyland Paris is working to improve the daily lives of hospitalized children. This is the twelfth version of the Pieces Jaunes campaign.
In pursuing such a collaborative endeavor, Disneyland Paris employs volunteers who have volunteered their time for the benefit of children. Additionally, it collaborates with local communities to raise donations for the children's support. Every month, Disneyland Paris hosts themed fellowship days. Volunteers who have consented to donate their time to the services of children are utilized by Disneyland Paris. Additionally, it collaborates with local communities to raise donations for the children's support. Every month, Disneyland Paris hosts themed fellowship days.
Bibliography
From Captivating Culture to the Magic of Disneyland. Frommer’s, p203, mentions Paris.
Clavé, A. (2007). The worldwide theme park market. CABI Wallingford.
Leisure/tourism geographies: practices and geographical understanding. New York: Routledge, 276 pages.
Contemporary strategy analysis: Blackwell Businesses, New York: Wiley-Blackwell, 2005, p. 430. Grant, R.
D. Porter and D. Prince (2009) Frommer's Paris 2010: Frommer's Color Comprehensive Guides. Paris, Frommer's, page 402.
Publishing Oecd Publication (2009) Australia, OECD Economic Surveys, pp. 23-34, OECD Publishing.
The establishment and management of tourist attractions, by J. Swarbrooke. London: Butterworth-Heinemann, p. 34.
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