When East meets West – A Study of how Local Culture Influences the Management of Tokyo Disneyl

When East meets West – A Study of how Local Culture Influences the Management of Tokyo Disneyland in contrast with the ones in the United States.

INTRODUCTION

A visit to Disneyland is a dream that many children and most adults who know of Disney’s existence concoct in their minds. Around the western world, Disneyland brings images of Disney animation, characters, fun and games. We are going to take a close look at the same Disneyland as is in the United States of America and Tokyo, Japan. We will then analyze the differences in culture and management of Disneyland in Japan as compared to the ones existing in the United Sates of America. To quote Walt Disney^[1]:

“I think what I want Disneyland to be most of all is a happy place, a place where adults and children can experience together some of the wonders of life, of adventure, and feel better because of it.”

HISTORY OF DISNEYLAND – THEME PARKS AND RESORTS

There is tremendous history behind Disneyland. Its concept, age and continuance are touching the hearts of many people around the world. This is where it all began. On July 17^th, 1955 Disneyland was made open to the public in Anaheim, California at a cost of 17.5 million US dollars. Walt Disney has been quoted saying that “I could never convince the financers that Disneyland was feasible, because dreams offer too little collateral.” Disneyland was an idea that Walt Disney conceived for twenty years before it was actually born.^[2]

Following its success, Disney added a few more theme park resorts to its growing portfolio. The Walt Disney World Resort, Disneyland Resort Paris and Tokyo Disney Resort followed suit. The Walt Disney World Resort in Orlando, Florida was ranked as the top vacation destination of the world in 2003. In the same year Disneyland Resort Paris was voted the number one tourist destination in Europe and the Tokyo Disney Resort was voted the number one tourist destination in Asia.^[3]

Walt Disney World was opened in 1971 at a cost of 400 million US dollars and was overseen by Roy Disney. Even after the death of its founders these two Disney resorts remained immensely popular.^[4] The year 1983 saw the launch of Tokyo Disney Resort. The best elements of Magic Kingdoms from Disneyland and Walt Disney World were featured in Tokyo Disney Resort. It was after the success of this venture that Disney progressed into its European counterpart aptly named Euro Disney.^[5] Euro Disney SCA is a partnership between Disney and the French authorities for the product, Disneyland Resort Paris that opened its doors in the year 1992.^[6] These are the existing theme park resorts that Disney manages and owns. Disney operates the Disney Cruise Line for a theme park resort like experience on the sea. Each of these theme parks have attractions that include rides, snacks, movies, Disney movie tours, gift shops, animated Disney characters in costume and a lot more feel-good Disney elements. The Disney Corporate Investor Relations Annual Report for 2004 states that between the years of 2002 – 2004 Disney has earned in revenue a total of 20,627 million US dollars for its theme parks and resorts alone. This astounding success can be only attributed to Disney’s worldwide popularity and acceptance in the hearts and minds of people across cultures and seas. The next project Disney has envisioned is Hong Kong Disneyland, the first Disney theme park in China.^[7]

TYPES OF COMPANIES IN JAPAN

Companies in Japan are divided into different types of companies due to their location and business practices. The following are their types and their general business practices are also outlined.^[8]

1. KANSAI-TYPE – The Kansai-type companies are companies in Osaka, Moriguchi, Kadoma, Kyoto, Kobe, Hiroshima, Hofu and Iyo Mishima that have certain characteristics that are unique to their business. They are generally known to possess abilities to adapt to changes, be receptive to experiments, make sure that the government is their equal partner, are close to their customers and are aware of their future goals.

2. NAGOYA-TYPE – Toyota is a company that is originated in the region of Nagoya-type companies. This region comprises of cities like Nagoya, Toyoda City, Haruhi and Toyohashi. The companies are known to mind their budgets and are extremely careful to avoid wastages of any sort, may it be manpower, machinery or raw materials. The management here is known to be very strict and watchful of the happenings in the company.

3. KANTO-TYPE – The companies in the Kanto-type category originate in Tokyo, Kawasaki and Yokohama. The features of companies in this region include projection towards youth markets, having information centers, being service oriented, being mostly non-manufacturing companies and having cordial relations with the government.

4. INDEPENDENT CATEGORY – There are certain companies in the Kurobe and Misawa regions that do not fall under any of the above mentioned categories and are hence independent.

5. AMERICAN COMPANIES – American companies have made their entry into Japan, some with major success like IBM and McDonald’s and others with resistance and difficulties. We will take a closer look at this segment in the paragraph that follows.

AMERICAN COMPANIES IN JAPAN

American companies are located in major cities of Japan, for example IBM resides in Tokyo and has plants in Fujisawa and Yasu, Coca Cola is also dominant in Tokyo. Former Prime Minister Nakasone has said that despite the criticism one has to only observe the success of IBM, Coca Cola and McDonald’s in Japan. These companies symbolize the presence of American companies in Japan. There is tremendous success attained in the fast food sections by American players like McDonald’s and Kentucky Fried Chicken. In fact the McDonald’s at Ginza sells more hamburgers than any other McDonald’s store in the world. Of course IBM Japan remains the most stellar example of an American company is Japan. This company is said to have followed a Japanese style of management called the fumble-free style of management and has become community, customer and employee oriented. This success highlights the fact that an American company can be successful in Japan if it follows a corporate culture similar to the companies existing in Japan.^[9] Both IBM and Coca Cola have catered to the customers and the lessons learned from their experience shows that for a company to be successful in Japan, the home office must allow its Japanese subsidiary to grow on its own.^[10]

TOKYO DISNEYLAND

Japans’ Keisei Electric Railway Company was debt ridden in 1978 when they approached Disney with 201 acres of their land in Urayasu, a suburb of Tokyo. The Keisei executives proposed to Disney that they build their version of Magic Kingdom there. There was doubt regarding this proposal as Tokyo was much colder than California or Florida, the earlier two destinations of Disney Resorts. The cultural difference made it seem impossible to run a successful American concept in Japan. Due to these reservations, the executives at Disney agreed to a deal with the newly incorporated Japanese company called Oriental Land Company which was owned by Keisei and Mitsui Real Estate. Oriental Land Company was to build, own and operate the park. Disney would design it and advise its operations for 10 percent of the park admission revenues and 5 percent of concessions. Even though the park was successful the revenue gained by Disney was quite small compared to the park’s success.^[11]Though Tokyo Disneyland was a carbon copy of Disney World’s Magic Kingdom and was widely popular, Disney did not own the park or the land around it. Since the announcement of the project, the land around the site had appreciated faster than any other piece of land in Japan. However Disney had no control over the development and no share in the growing equity in and outside the park.^[12] Hence the situation remained as it was.

Tokyo Disneyland had mixed bag reviews, as certain sections of Japanese society refused to accept Disneyland for the Japanese. It took until 1986 to revamp the strategy and the marketing campaign to project to the Japanese people that visiting Tokyo Disneyland is like taking a trip to the United States of America. With the success of the new marketing campaign, the slogan “just like taking a trip to the United States” is still felt in the country. It is clearly seen that Japanese tourists visiting Disneyland take home souvenirs for friends and family from Tokyo, just like they would if they had taken a trip abroad to the United States of America.^[13]

Some facts about Tokyo Disneyland^[14]

• 99.9 percent of the characters (employees) in Tokyo Disneyland are Japanese with a few imports like Cinderella, Snow White and such.
• Because of the weather in Japan, Main Street (like in their US counterpart) is covered by a glass canopy so that the warmer temperatures can be simulated.
• Tokyo Disneyland is the only park that still has an E ticket.

It is no surprise that Disney’s involvement and the customer’s enthusiasm have catapulted Tokyo Disneyland to the category of most-visited theme park in the world. Open since 1983, it attracts more than 17 million visitors each year.^[15]

JAPAN – HISTORY AND LOCAL CULTURE^[16]

When we think of Japanese products or products ‘Made in Japan’ we reflexively think good quality. To understand the emphasis on quality, we will go through the history and culture of this country which is isolated from the rest of the world and is a carrier of a unique and distinct culture due to its self-reliance and isolation.

Fact and Observations

Japan is highly industrialized and more than half of its male population pursues university studies. One striking element of Japanese culture is its lack of efficient retail businesses. In America one is used to seeing massive supermarkets and malls, the absence of which is striking for a foreigner in Japan. Hence one observes that small shops still prevail in most of Japan.

Society and Culture

Japan is a small isolated country in the Pacific due to which it has formed a distinct culture. Austerity or disciplined approach in life is a trait that is observable in the Japanese. They appear affluent and composed, but there are statistics that enable us to understand the existence of austerity. For example the living space and the energy consumption for an individual is only a fraction of what it could be for their American equivalent.

Another characteristic greatly coveted by most corporations is loyalty, which the Japanese people possess. The present day Japanese worker will pledge his/her loyalty to the corporation that employs him/her. In return a corporation promises him/her a lifetime of employment that generates more loyalty as time passes. One observes in Japan the need to have a cause to fight that can be dated back to certain events that have shaped Japanese history. The feudal ties of loyalty are traced to be the cause of this characteristic. Like the Samurai warrior that swore loyalty to his lord. Other instances that have propelled the growth of such need to have a cause to fight are the student revolts and demonstrations of the late 1960s, the Japanese ‘Red Army’ and such other elements.

The Japanese worker has the cause described above and uses it for productive purposes. The cause is concerned with not only the survival of his or her company but the need to change the company into the most successful of its kind in the industry. This gives rise to collective decision making and full responsibility for all work under the jurisdiction of the worker. Each is therefore responsible for all and this gives rise to a tremendous team spirit and loyalty ensuring that the tasks at hand are fulfilled.

Education Levels

Japan has three levels of education, namely elementary school, middle school and high school. With the Japanese people finishing their entire school education the amount of people who can be blue collared workers is fast dwindling. The jobs one can undertake are directly related to ones level of education. Hence tremendous value is attached to education and the level of educations is very high, often robbing the childhood pleasures of the Japanese youth. Even though more than half the males opt for university education in Japan, the work force is not overqualified for entry level positions as low level job forces are imported from other countries. Hence the working population is very competent and competitive for better positions in the work force.

CORPORATE CULTURE IN JAPAN^[17]

There is a unique corporate culture that has evolved in Japan which we will describe in details as follows:

Insistence on Cooperation – Corporate Japan will assume that an employee is loyal to the company and its goals. Hence the worker on any level is more than just a wage earner. He is an active participant among his co-workers and superiors. Since this brings about economic success and economic success is the only way Japan as a society and culture can compete with the rest of the world, there is immense cooperation among elements of the work force. There is a Japanese term called ‘uchiwa’ that means “all-in-the family economy.” As the term suggests, the workers are all a part of a cooperative effort which is more important to the Japanese than individual rewards.

Sense of Inferiority – The Japanese feel isolated from other countries and also believe that they are outnumbered and overpowered by industrially advanced nations of the world and hence weaker. The people in Japan have considered themselves to be better than others in terms of culture and spirit but feel their nation to be poor, overcrowded and threatened by outsiders. We will see that their business activities will promote their cultural growth and they will not give up on their strong culture for personal growth.

Group Membership – In Japan one relies on group more than the individual. Corporate effort is seen as a group effort and not as individual excellence. The company’s goals are achieved through group effort. To the Japanese a group does not threaten the individual. It is the reverse that is true: the group supports and helps its individual members. Hence Japanese society has become a close society based on group membership. Each group in Japanese society demands partial loyalty and one may be involved in multiple groups.

Concerns for Group Harmony – The Japanese maintain that conflict, disagreement and confrontation are harmful if they result in lessened group harmony. Japanese executives may have disagreements with each other but these events are not allowed to develop into open conflicts. It is their habit to ask a third party to intervene and resolve the matter in question.

The Concept of Wa – The Japanese term for group harmony is termed as ‘Wa.’ This refers to the balance of limitation an individual needs to exercise for the good of the group. It is the search for the existence of mutual cooperation so that the group is successful in its pursuits. This search for ‘wa’ is continuous in Japanese organizations.

Learning by Observation – Workers in Japan are culturally molded to help each other. Traditionally ‘Minarai’ means to observe a skillful worker and emulate his/her skill. In classic Japan a new worker essentially helped a skilled worker and observed. The skilled worker is supposed to mentor the new worker and teach him the ropes. Workers are not supposed to keep their task tackling methods a secret. Doing so clearly works against the concept of ‘wa.’

Personalized Business – The Japanese have a preference for personalization of business activities. They feel more comfortable when they deal with people they know and trust. This is the reason why supermarkets and malls have not gained massive popularity in Japan. Companies that are smaller concerns of the satellite company become the children company but yet maintain a familiarity with their consumers. The suppliers are known to the parents company and know of their special needs.

Just-in-Time System – This system allows inventories to be as low as possible, like parts are bought to the plant only when they are needed. This is prevalent due to the austerity we discussed earlier in the study.

Age of seniority – Japanese workers are given seniority and respect through age. Promotions will not be rewarded to younger workers due to the existences of older workers who should be given due respect.

Less-defined leadership – Since the leader in Japan has to follow the concept of ‘wa’ there is a fine line between being too harsh and being too easy. He must lead the group in a manner that the harmony is maintained. However he is less likely to abuse his leadership powers due to the very same harmony regulations. Japanese leaders are known to conceal their powers and work in groups with their subordinates to gain their acceptance. Since subordinates have respect for their superiors they often hide their disagreements. This curbs initiative and creativity in the work force.

Avoiding Direct Confrontation – The Japanese managers use ambiguity to maintain ‘wa’ and this is the reason why they avoid direct confrontation with their subordinates.

Adaptable and Patient Work Force – The Japanese are very moldable. The fact that they have had so many advances after the Russia war shows their adapting power. They are also technologically advanced and have more patience to ensure completion of their work than any other culture.

INFLUENCE OF JAPANESE CULTURE ON TOKYO DISNEYLAND

It is but obvious that a country as distinct in culture like Japan would have an influence upon the business entities existing there; may they be local or foreign. In a similar manner, Tokyo Disneyland has seen the congregation of two distinct cultures, Japanese and American and has built a following worth its presence. We will highlight in the few paragraphs that follow the main influences Japanese culture has had on Tokyo Disneyland.^[18]

Limited Vending Carts – As culture dictates, the Japanese do not prefer to walk and eat at the same time, hence there are very few vending carts available for snack-type of food as would be in the theme parks in the United States of America.

Respect for Public Property – In Japan people do not tend to touch public property without reason. Even the handrails in Tokyo Disneyland are not touched or scraped. There is a ride in Tokyo’s Disney Sea called the Arabian Coast and it displays a collection of looses brass jugs and vases for decorative purposes. These items are kept intact unlike the treatment that would be given to the items in the United States; in the US theses items would be missing, stolen or broken in no time.

Cleanliness Galore – The Tokyo Disneyland is absolutely pristine. There is not a spot of garbage anywhere as the Japanese are extremely careful about using the trash cans and keeping public property clean. The park maintenance makes sure that they keep up with the culture existing in Japan, the park is kept spotless and every nook and corner is kept clean.

Attention to Detail – To recreate the fantasy and glamour of Disneyland, observers mention that the attention to detail given by the Japanese in building the park elements is tremendous and some think more than its US counterparts.

Entrance Fee – In America one feels that if one has paid the entrance fee to a theme park, then they have a right to touch everything and have a command on the property. In Japan, the entrance fee is seen as a privilege and utmost respect is given to the staff and the property.

Souvenir Tradition – In Japan it is customary for people to bring souvenirs for loved ones after a trip, even to the local Tokyo Disneyland. Nicely packaged small portions of food items are the most popular souvenir items and Tokyo Disneyland does well to make sure that they have a good stock of this unusual tradition. There are hundreds of different sized tins with different food items that are reasonably priced, since their sale is almost assured.

Unique Merchandise – While in the Unites States, one would easily find foods and snacks, soft toys, games and the rest; this is almost not available in Tokyo Disneyland. Instead they have merchandise that is unique to their local culture like chopsticks, origami paper, incense and other items.

Local Food – Even the food has its own local touch to the park. In a pizza store in Tokyo Disneyland, one could find noodle/soup/stew sections that cater to the culinary delights of this country. There are carts (when available) that serve dumplings and other equivalents of fast food in Japan, that sure is much healthier than the versions of fast food available in the United States.

Popularity – It is mentioned that 97.8 percent guests that visit Tokyo Disneyland are Japanese. The ones in California and Florida get guests from all over the world. However people perceive that the culture, language and distance barriers would prevent them from visiting and enjoying the Tokyo Disneyland experience.

CULTURAL FORCES THAT DEFINE AMERICA^[19]

America is a melting pot of cultures and nationalities. However even more unique has become American culture. It is the adventurous that left their respective countries and embarked on a new life in the United States of America. Their attitude and personality has blended in the existing characteristics of America over and over again to become what the country is today. It is not surprising that this culture is viewed by many around the world as free, undisciplined and brash. But this is the stuff dreams were made of when throngs of people abandoned their homeland for the attainable success and freedom that this massive country offers.

We will now take a look at some of the most distinct cultural characteristics that America breeds from a book aptly called “The stuff Americans are made of.” This book divides the American cultural forces into seven categories, each of which we will explore as follows:

Insistence on Choice - Americans are known to insist on choice like it is their birthright. It is the abundance of choice that drives the US economy. The buying habits of Americans are influenced by this availability of choice. This choice shows itself in food items, clothing, electronics and even toothpaste. Supermarkets and malls are crammed with the abundance of choice. If not for choice the American products would not be well known and in demand. Since this is a country that is home to people from all over the world, it caters to the differing needs of all these people and arrives at a choice, so abundant that it almost seems frivolous to many outsiders.

Pursuit of impossible dreams – America is the land of dreams and the playground for the dreams to come true. The abundance in choice leaves impossible dreams that are pursued and made possible. It started with the Pilgrims and has not stopped since. Every legitimate dream is seen as possible in this massive land. Walt Disney had a dream, to make Disneyland. We know that his investors had trouble in believing him and supporting his dream. We know that he carried out his dream successfully and it has now expanded into this huge Disney Empire that we know. From Walt Disney to Martin Luther King, from Microsoft to McDonald’s, dreams have a way of coming true in the United States of America.

Obsession with big and more - America loves things big, they love more, they love choice. The supermarkets and mall are huge; Home Depots are almost five acres large, Toys R Us has a Ferris wheel in its New York store. The food portions in this country are massive. This obsession with big and more has not always proven to be helpful for America. Energy consumption, non-degradable wastes, obesity and more are the consequences of this phenomenon.

Impatience with time – Americans are often impatient with the time they have. As a consumer, Americans want things they desire now. Now is the future. The American consumer is not prepared to wait for his/her need to be addressed with time. Since they have abundance of brands in the marketplace, if their needs are not fulfilled through the product of a particular brand, they will easily switch brands.

Acceptance of mistakes – Americans are known to make mistakes the first time around. They are also known to fix those mistakes in due course of time. It is a known fact that Americans never get things right the first time they do them. This shows their level of acceptance of mistakes. They figure that to chase the impossible dreams they have, mistakes have to be accepted and corrected. Even former President of the United States of America, Bill Clinton, is known as the comeback kid.

Urge to Improvise – Americans love to improvise what is already done. The logic is, Americans have impossible dreams and to make them possible they accept their mistakes. They fulfill their tasks and then set to improvise what they have. Hence are made the different versions of products, variety in choice and adaptations of successful products. To Americanize it, is to improvise it, to suit the American needs.

Fixation with the new – Americans are obsessed with the new; the newest model of the cell phone, the new theme park, the new fashion line, etc. Americans are bored easy and love to experiment with the new. Since they love to improvise, they love the improvised versions and want to seek ownership of the same. There are new trends, fashions, slang language, and many more indications that Americans will abandon the old and adopt the new, given a choice.

CORPORATE CULTURE AS EXSISTING IN AMERICA

The cultural forces that bind America are also responsible for the corporate culture that has risen and thrives in the United States of America. With its diverse work forces, cultural potpourri and lofty dream, America is the place for a corporate challenge.

We shall now go over some corporate culture trends that exist in the United States of America.^[20]

Competition in America – Americans view competition as a zero-sum contest. When one individual is declared the winner, the other competing members necessarily loose. From sports to business, this view of competition is prevalent in the US. American firms see competition as the best way to distribute and determine rewards. Instead of permanently hiring an individual, companies often hire individuals temporarily and retain the best for permanent hiring after the best has been determined.

Unequal Rewards and Deprivation – Since competition is intense and rewards are given to only a few while the others are left reward less, there is a sense of jealously at someone else’s success and a feeling of deprivation in the ones who do not receive the reward. This brings employees to resent the individuals who do perform well and gives rise to a hostile work environment in some cases.

Individualism – Employees in America are happy when their individual contribution is rewarded and not when the team/organization is rewarded. When an American stands out from then crowd with his/her reward, it is that measure of success that people in the US recognize as accomplishment. A successful American is often viewed as someone who used others to his/her advantage or who cooperated with others until he/she no longer needed other assistance.

Equality of opinion – In America unlike, in Japan, seniority is not as important and one can defy the opinion of their senior and opt to declare the solution to discrepancies. May it be male or female, young or old, American employees have the option of by passing their superior in command and communicate their ideas effectively.

Customer Satisfaction Oriented – For companies in the United States the motto ‘Customer is always Right’ holds true always. Companies strive for superior customer service at all times and go lengths to keep their customers happy. In case of customer disputes, American companies will try their best to pacify the customer and retain his/her patronage.

Cost Efficient – With the recent downslide of the market, high oil prices and instability of economy American firms are keeping their costs as low as possible. Off-shoring and outsourcing trends have revived the fate of many companies under the cost pressures. Many companies are trimming the fat, so to speak and ensuring that only minimum work forces are employed. Downsizing is a trend that is being followed left and right.

Diversity in Work Force – Since America is a melting pot of cultures; the work forces in companies are very diverse. With this diversity, comes tolerance for other cultures and respect. The minority groups are well protected by the Equal Opportunities Act and can sue for discrimination on account of sex and ethnicity.

Strong Legal System – The legal system in the United States allows employees and customers alike to sue the company for its malpractices or discrimination. Plenty of law suits are filed for such reasons. Companies in America try and cover their liabilities through all kinds on insurances and have legal teams to tackle all such occurrences.

AMERICAN CULTURE VISIBLE IN DISNEYLAND

Since it is an American success story, Disneyland as a brand exudes Americanism and Americanization. What I mean by the term Americanism, is the typical American attributes attached to Disneyland. Americanization means turning the elements of a foreign entity into being like something in America.

We have seen that Disneyland is an all American celebration featuring American movies and popular culture, which has been adopted world over. Other countries are becoming Americanized, so to speak and adopt the popular aspects of this culture.

Let us now see how Disneyland parks in the United States of America show its cultural base unique to the culture and traditions of the Americans.

Bigger the Better – Disneyland sure lives with the motto that says bigger is better. In terms of rides, movies, size of parks, innovation and experience Disney attempts at giving its customers a grand experience in a fantasy land that they have created. For the country that super sized McDonald’s meals, size is imperative to enjoy the experience. Disneyland and Disney World are replicating the scenes from their Disney movies on a grand scale to entertain their park audience.

Innovation and Choice – Constant need for improvement has led Disney officials to keep updating their offering to the customer. They have many sections to the parks that can cater to the needs of their customers in a variety of different ways. The Disney officials are constantly trying to improvise and course correct their ways. This is probably the reason that Disney has sustained itself in its long journey since 1955.

Expansion and Profit – Disneyland has always, as in America had an eye on the profits from its revenues. To achieve accessibility and worldwide acceptance, Disneyland has replicated itself in Paris and in Tokyo. Future expansion in Hong Kong is slated for public use soon. Disneyland in the United States has gained popularity and attracts tourists from all over the world, unlike its foreign counterparts.

Impossible Dreams – It was Walt Disney’s impossible dream that manifested itself in the form of Disneyland in 1955. Since then Disneyland has achieved many more dreams and additions to its portfolio of theme parks. Like chasing impossible dreams is an American characteristic, Disneyland is a dream and achievement in itself that has attained magnum proportions and worldwide acceptance.

Merchandising – Disneyland had managed to make commercial all of its aspects and gains money from its wide merchandise selection. To keep up with the American preference of choice, Disneyland in the United States has abundance supply of merchandise in a wide spectrum of choices that can cater to all audiences.

Customer Oriented – Disneyland in the United States is very customer oriented and wants to go all out to please their patrons. Disneyland takes a lot of steps to ensure that their customers have a comfortable and enjoyable experience. Like transportation to and within the park, food stalls in every nook and corner, police protection, and many other measures.

DIFFERENCES IN CULTURES AND CORPORATE PRACTICES BETWEEN JAPAN AND THE UNITED STATES OF AMERICA

Sense of Inferiority/Superiority – Japanese people feel isolated from rest of the world. They also feel that their country is plagued with over population and poverty and hence feel inferior to the rest of the world. On the other hand, America feels invincible. It is the land of dreams, freedom and democracy. In the US, people tend to feel freer to do what they want, their culture is less restrictive and they feel a sense of individuality that people in other countries find difficult to achieve.

Leadership and Cooperation – In the United States, leading a group is taking command over the group and its actions. It is the individual rewards that attract Americans and not the company success. In Japan, people work for the greater good of the company and follow their leaders with trust and loyalty that is not found in a country like the United States.

Group Dynamics – In the United States group or team work is highly regulated by the leader and all employees are not equal participants in the group activities. Rewards are awarded based on individual performance. In Japan however, groups are responsible for most of the work, and individual employees consider group work more important than personal glory. Utmost trust and loyalty are placed with the group leader and the company alike.

Size of Business – While the American prefers super sizing all business activities, the Japanese still prefer personalized attention given to them by the company. Hence service orientation is the most important spectrum of a company in Japan. In America commercialization rules the economy. Malls and supermarkets take on huge sizes to achieve economies of scale and diversity.

Inventory Management – While in Japan there exists the just-in-time system of inventory management, where just the bare minimum inventory is maintained by the company. In the United States inventory is managed with the economic benefit in mind. If it benefits the company to overstock, the company will do so to achieve that benefit.

Seniority – In the United States seniority or promotion is received though quality of work and performance. Age and number of years worked with the company may matter but it is the performance that is the determining factor. In Japan promotions are awarded based on age and seniority. It is considered disrespectful to promote a younger person over an older person in the company.

Fear of Diversity – America thrives on diversity while Japan views it very skeptically. Since Japan is an isolated country, people here tend to be wary of foreigners. America is very accustomed to having diverse presence in its workforce. Due to these opposite aspects of personality, the Americans and Japanese tend to view each other with mistrust. No matter how long an American resides in Japan or what his qualifications are, to the Japanese he is still a ‘Gaijin’ – an outsider.^[21]

Complaints – It is in the nature of American employees to complain at every given chance. Japanese employees however tend not to complain even if they are dissatisfied. Long term dissatisfaction will lead to loss of loyalty and trust from the Japanese and can cause problems. However the Japanese employees are known to be more tolerant and patient than their US counterparts.

Communication and Culture – A few Japanese employees will be comfortable talking in English for extended periods of time. Hence language barriers will prevail in cross country trade. Also the American style of management is direct and prefers discussion while the Japanese style is vague, roundabout and subtle.^[22]

Employment – The United States tends to favor a free market and is bound by law to be fair and just in its hiring processes. They have laws like Equal Opportunity Law to protect diversity and discrimination in the work place. Also the continuance of employment depends on performance. In Japan, there exists a system called lifetime employment. The old feudal system existing in Japan has created loyalty and respect by the employees for the employers. In return the employers present an opportunity of lifelong employment to the employee in question. This brings immense job security unlike the mind set of Americans who are constantly in fear of loss of job.^[23]

We thus see plenty of difference among the Americans and the Japanese at work. We can draw inferences like I have done above to many more differences from the sections that are dedicated to exploring the characteristics of the business ways of the two countries, as described through this study. Working together is quite a challenge that presents itself for companies from these two countries. But many successful partnerships have created many distinct companies from these two countries, working together or individually.

BUSINESS STARTEGIES APPLIED BY MANAGEMENT FOR TOKYO DISNEYLAND

Since Tokyo Disneyland was owned and operated by Oriental Land Company, Disney parted with their product and know-how and collected portions of the merchandising and admission revenues. Disney accepted this proposal only because the offer that was given to them by the executives at Oriental Land Company got too good to refuse.^[24] The Japanese version of Disneyland, though celebrating the worldwide popularity of Disney characters, has elements within itself that are related to its location in Japan. It is but obvious that certain changes had to take place to ensure the popularity of Disneyland in a foreign location like Japan. Since its opening in April 1983, the Tokyo Disneyland has become the most popular tourist destination in Asia. For Oriental Land Company, 90 percent of its revenues come from the two Disney parks it owns and operates in Japan.^[25] However unlike its US counterparts, most of the crowds that throng this park are Japanese.

The Japanese management of Tokyo Disneyland must operate efficiently to derive full benefits from this roaring success story. Here are some of the business strategies that the management of Tokyo Disneyland put into place that reflect their local culture and the original product.

Long-term Perspectives – The Japanese have long term perspectives in mind when they undertake a task. When Tokyo Disneyland was built by the Oriental Land Company, the company made sure that they gave Disney an offer it could not refuse. Upon agreement with Disney in place, Oriental Land Company put out its plans for Disney with long term goals in mind. The company plans to invest 140 billion Yen to attract more people to its theme parks. Oriental Land Company plans to spend an additional 90 billion Yen to improvise on their existing Disney theme attractions by the year 2008. Kazuo Kato, the Managing Director of the company states that, “We plan to make Tokyo Disney Resort more attractive. To increase the capacity of Tokyo Disney theme parks is our most important business strategy”^[26]

Development of Tokyo Disney Employees – The Disney Company treats its employees to a variety of benefits and training sessions for good performance and customer satisfaction. To enable the creation of the fantasy land they are attempting to do, utmost care in service is undertaken. In Japan since employees have an amazing sense of loyalty; Disney makes sure that it takes the appropriate steps to maintain the same. To ensure that discrimination is not felt, Disney hires 99.9 percent of the character staff to be Japanese. So much so that, many people working in Tokyo Disney are not unnecessarily trained in Disney USA, for example many are not aware of who Michael Eisner really is.^[27] Adequate training is of course provided and Disney makes the employment experience a satisfying one.

Public Property Maintenance – Since the Japanese people have high regard for public property, the management has ensured that the cleanliness and upkeep of the property is immaculate and efficient. It was observed that even the minutest of details was being administered in the cleaning process so even the nooks and corners were being cleaned with a toothbrush. Such was the attention to detail that is a trait in the Japanese people. They are known to enjoy attention to detail and it has been observed that the details in the attractions and maintenance in Tokyo Disneyland are of higher quality than its US counterparts. It is obvious that the management has adopted this point from the local culture.

Customization of popular Disney traits – Disney is known for its animation, movies, theme parks and holidays around the world. But in each country there are different things the customers are used to. The management has to ensure that while keeping the Disney flavor upfront; it may have to customize the Tokyo Disneyland attributes. The Japanese do not enjoy walking and eating, hence Disney management made sure that they do not have too many snack-type counters that offend Japanese sentiment. Also they made sure that the Japanese cuisine is available in the park. Noodles, soups, stews, dumplings and more are available as popular food items in Tokyo Disneyland. For the merchandise, Disney management made sure that they have relevant gift items that cater to the Japanese people like chopsticks, origami paper, incense sticks, etc.

Employee Relations – The Japanese are renowned for having distinct employee traits that Disney management has ensured that it takes responsibility for. Since group work is more important to the Japanese people than individual responsibility, Disney must divide its Tokyo work force into effective teams in order to ensure smooth running of the park. Also by employing local talent, Disney ensures loyalty and hard-work of its staff. Disney takes into account the concept of ‘wa’ for the success of Tokyo Disneyland. It should ensure that it maintains harmony among its staff and management to earn the respect and loyalty Japanese people are known to possess.

Risk Management – Tokyo Disneyland played a business strategy in 1997 that ensure its risk management. This was an attractive risk management that Tokyo Disney adopted. It issued cat bond hedging earthquake risk in 1997. For its location, the management had to take up this particular step knowing the risk it entails.^[28]

Funding – A major business strategy adopted by Disney management is the fact that Tokyo Disneyland was owned and operated by Oriental Land Company who came to Disney with their proposal for the theme park. So while Disney maintains 0 percent equity unlike its other parks, it gathers its revenues from merchandise and admission stakes. This proved to be a costly move for Disney and its management reached certain conclusions that have shaped Disney since. They have vowed that never would they enter into a non-equity agreement for their Disney theme parks as the delivery of the Disney brand is at stake and the image is too important to risk.

American Identity – Tokyo Disneyland was promoted as being just like a trip the America. This marketing technique bought Disney huge advantage as people in Japan went to Disneyland for a taste of America in their homeland. The idea that Disneyland in Tokyo resembles America and its culture is the most effective business strategy that the management in Japan adopted.

Minarai – The philosophy that the Japanese people have called ‘minarai’ which means learning by observing has translated itself in the Tokyo Disneyland management. Tokyo Disney has two big examples, Disneyland, California and Walt Disney World to emulate and follow. They have managed to accomplish that with the success of the Tokyo theme park.

We hence see the broad business strategies that Disney adopted for its Tokyo Disneyland management. Some of the strategies reflect local culture, while the others are a Disney tradition.

AMERICAN DISNEYLAND – ITS BUSINESS STRATEGIES AND MANAGEMENT Walt Disney had once claimed, “I only hope that we don't lose sight of one thing - that it was all started by a mouse.” Disney has expanded itself with amazing success and grand dreams. Let us examine how the local culture has influenced the management and business strategies of Disneyland in America.

Training – Management at Disney goes through training and development through the Disney Institute that advocates topics such as leadership excellence, Loyalty, Organizational creativity, People management, Quality service and Value chain management. Such training facility helps generate employees that Disney will be able to nurture to keep their core values.^[29]

Chasing Dreams – Disney management is constantly chasing new dreams as the American cultural force dictates. With expansions and diversifications Disneyland has replicated itself Paris and Tokyo and is about to do the same thing in Hong Kong. This strong desire to innovate comes from chasing dreams like Disney founder Walt Disney. Disney also goes with the American philosophy of bigger and better. Constant inventions, modifications and improvement bring competitive advantage which even theme parks like Six Flags have not been able to achieve.

Disney Family – One of the strategies that were employed by Disney management in America is to give customers not only a feeling of fun and fantasy but also a feeling of being home. The family value that Disney management was able to evoke in its audience has transcended from its movies, characters and core values. This has really played well with audiences worldwide as Disney fans feel that they are a part of the Disney family.

Diversity – In America, Disney has made sure that it employs diverse people as people from all over the world come to enjoy the magic of Disneyland. Disney also maintains corporate responsibility and is environment friendly as outlined on its corporate website.^[30]

DIFFERENCES IN THE DISNEY MANAGEMENT BETWEEN TOKYO AND THE UNITED STATES OF AMERICA

We have seen through the course of this study that the cultural implications that surround a theme park and its location translates into differing management techniques and practices as mentioned above. To summarize this study and look at the differences between management and business strategies occurring in Disneyland, Tokyo and the US we will now go over these few points.

Communication and Respect – The management in Tokyo will always have subtle communication techniques and respectful behavior for the employees. The leadership will not be questioned and nor will the employees alone be held responsible for any problems that occur. In the US, the trend will be different and opposite. Problems are tackled head on. For example the controversy regarding Disney CEO Michael Eisner shows us that the management or shareholders will not be silent participants.

Group Dynamics – Tokyo management adopts business strategies as a group decision. They direction of the company is undertaken by the group and the responsibility of the consequences of the decision is also adopted by the group. In the US, leadership will command action and blame is always transferable.

Customization – Tokyo Disney will continue its customization and expansion through Oriental Land Company by 2008. The customization will enable the Japanese people to experience America more closely while maintaining the Japanese traditions. In the US, efforts will be undertaken to cater to the needs of patrons from all over the world.

Minarai – Tokyo Disneyland observes and emulates its US counterparts to get an America-like experience to its theme park through the process of ‘minarai’ as explained above. This observation and emulation does not occur with the US Disney as it plays the role of a trend setter and not a trend follower.

Diversity of Work Force – Tokyo Disneyland tries and employs locals to make the atmosphere in Tokyo Disneyland as comfortable as possible. While in keeping with the laws and customer needs, Disney in the US attempts at employing diverse employees.

Marketing Techniques – In the US, Disney will always market the theme parks as fantasy and fun for the whole family just like its founder did. In Japan, executives will market the slogan ‘just like taking a trip to the United States’ to gain popularity.

CONCLUSION

We thus see that in its 50th year of operation Disneyland in the United States of America has distinct features that are a reflection of American culture. In the same manner Tokyo Disneyland reflects the Japanese culture. The management and the business strategies adopted by Disney also differ due to these cultural forces in the two countries. We have explained above the differences in management and culture that prevail in the Disney Empire. The spirit of Disney and the image it builds in ones minds and heart is the reason that it has achieved insurmountable success and love. However we should try and remember the words and dreams of Walt Disney – “…it was all started by a mouse.”

REFERENCES

1. Eisner, Michael (1998-1999) Work in Progress New York, Hyperion
2. Lu, David (1987) Inside Corporate Japan Cambridge, Productivity Press
3. Flower, Joe (1991) Prince of the Magic Kingdom New York, John Wiley & Sons, Inc.
4. Pegels, Carl (1984) Japan vs. the West- Implications for Management Hingham, USA Kluwer-Nijhoff Publishing
5. Alston, Jon (1986) The American Samurai-Blending American and Japanese Managerial Practices. Berlin, de Gruyter Walter
6. Hammond, Josh and Morrison James (1996) The Stuff American are Made Of. New York, Macmillan
7. De Mente, Boye (1972) How to do Business in Japan: A Guide for International Businessmen Los Angeles, Center for International Business
8. Nell Martin and Ritcher, Andreas Catastrophic Events as Threats to Society-Private and Public Risk Management Strategies. Hamburg, Hamburg University

WEB SOURCES

• http://www.tokyodisneyresort.co.jp
• http://www.disneydreamer.com/
• http://corporate.disney.go.com/
• http://www.eurodisney.com/
• http://www.jimhillmedia.com/mb/articles/showarticle.php?ID=825
• http://www.oitc.com/Disney/Tokyo/English/Secrets.html
• http://www.japanvisitor.com/jc/trivia.html
• http://www.mouseplanet.com/tokyo/edwards/edwards06a.htm
• http://www.stonebridge.com/ricepaperceiling/rice_paper_ceiling.html
• http://www.business.com/directory/media_and_entertainment/
• http://quote.bloomberg.com/
• http://disneymeetings.disney.go.com/

^[1] http://www.tokyodisneyresort.co.jp/tdr/english/fun/about/walt_disney.html

^[2] http://www.disneydreamer.com/history/disneyland.htm

^[3] http://corporate.disney.go.com/corporate/overview.html

^[4] Eisner, Michael (1998-1999) Work in Progress New York, Hyperion Page 205

^[5] Eisner, Michael (1998-1999) Work in Progress New York, Hyperion Pages 262-263

^[6] http://www.eurodisney.com/en/0110.php

^[7] http://corporate.disney.go.com/investors/

^[8] Lu, David (1987) Inside Corporate Japan Cambridge, Productivity Press Pages 3-25

^[9] Lu, David (1987) Inside Corporate Japan Cambridge, Productivity Press Pages 163-164

^[10] Lu, David (1987) Inside Corporate Japan Cambridge, Productivity Press Page 183

^[11] Flower, Joe (1991) Prince of the Magic Kingdom New York, John Wiley & Sons, Inc. Pages 87-88

^[12] Flower, Joe (1991) Prince of the Magic Kingdom New York, John Wiley & Sons, Inc. Page 207

^[13] http://www.jimhillmedia.com/mb/articles/showarticle.php?ID=825

^[14] http://www.oitc.com/Disney/Tokyo/English/Secrets.html

^[15] http://www.japanvisitor.com/jc/trivia.html

^[16] Pegels, Carl (1984) Japan vs. the West- Implications for Management Hingham, USA Kluwer-Nijhoff Publishing. Pages 15-30

^[17] Alston, Jon (1986) The American Samurai-Blending American and Japanese Managerial Practices. Berlin, de Gruyter Walter. Pages 31-67 and 103-124

^[18] http://www.mouseplanet.com/tokyo/edwards/edwards06a.htm

^[19] Hammond, Josh and Morrison James (1996) The Stuff American are Made Of. New York, Macmillan. Pages 23-33

^[20] Alston, Jon (1986) The American Samurai-Blending American and Japanese Managerial Practices. Berlin, de Gruyter Walter. Pages 69-102

^[21] De Mente, Boye (1972) How to do Business in Japan: A Guide for International Businessmen Los Angeles, Center for International Business. Pages 59-60

^[22] http://www.stonebridge.com/ricepaperceiling/rice_paper_ceiling.html

^[23] http://www.stonebridge.com/ricepaperceiling/rice_paper_ceiling.html

^[24] Eisner, Michael (1998-1999) Work in Progress New York, Hyperion Page 263

^[25] http://www.business.com/directory/media_and_entertainment/

^[26] http://quote.bloomberg.com/apps/news?pid=10000101&sid=aSFd5hU.rGDw&refer=japan

^[27] http://www.mouseplanet.com/kevin/cp040928sl.htm

^[28] Nell Martin and Ritcher, Andreas Catastrophic Events as Threats to Society-Private and Public Risk Management Strategies. Hamburg, Hamburg University. Page 6

^[29] http://disneymeetings.disney.go.com/dwm/disneydiff/detail?name=CoreProgramsDetailPage

^[30] http://corporate.disney.go.com/corporate/corporate_responsibility.html