Evaluating EuroDisney Business Research DesignThe research design intended to help Disney enter the European market was poorly designed and virtually ignored as important by management. Overall, moving a business to a foreign market should not be done without careful and thorough study based on exhaustive research of all applicable aspects of the economy, laws, culture, climate , interests, customs, way of life. habits, geography, work habits. This integration of different management practices is typical of any company doing business abroad. However, significant time, patience, understanding, education and a willingness to accept and/or compromise are required on the part of all parties involved in order to achieve this integration. Disney Company is known for its strict construction and risk management requirements, which they wanted to impose on French workers. It was important for each party to unite their philosophies and requirements into a system that would work for EuroDisney. The sampling plan for the research was not basic enough. Too little research has been obtained and used. EuroDisney was seen in the media as a symbol of American ethnocentrism and cultural imperialism. This was seen as a threat, a cultural confrontation against American supremacy in modern technology and its applications. At the same time, there were fears of an American takeover of the leisure industry in France, while the public devoted a large part of its disposable income to it. This was overlooked by management, along with many other cultural differences. The success of Disney parks relies on customer loyalty rather than attracting new visitors. It is generally very profitable to retain existing customers rather than trying to expand by attracting new ones. The lack of customer-oriented service and the objections of European intellectuals convinced European visitors not to return. The park's builders neglected all the cultural aspects of their project. They chose to ignore the specific audiences they were targeting. Euro Disney's management team repeatedly assured French critics that they knew the business and refused many cultural cues offered. The validity and reliability of the information obtained earned this company the nickname "Cultural Chernobyl". Management chose not to do the necessary research when entering a foreign market. This made for an unhealthy start for EuroDisney. EuroDisney has continued to improve its relations with Europeans since the opening of EuroDisney.