Evaluation of the EuroDisney Corporate Research Project The research project to help Disney enter the European market was poorly designed and virtually ignored as significant by management. Overall, the entry of any company into any foreign market should not be made without a broad and in-depth study based on exhaustive research on every applicable aspect of the economy, laws, culture, climate, interests, customs, lifestyle habits, geography, work habits. This integration of different management practices is typical of any company operating abroad. However, all parties involved require a lot of time, patience, understanding, education and willingness to accept and/or compromise to ensure the success of this integration. The Disney Company is known for its rigorous construction and risk management requirements that they wanted to impose on French workers. It was important for each party to combine their philosophies and requirements into a system that worked for EuroDisney. The sample design for the research was not sufficiently elaborate. Too little research had been obtained and used. EuroDisney was regarded by the media as a symbol of American ethnocentrism and cultural imperialism. It was perceived as a threat, a cultural reckoning of American supremacy in modern technology and its applications. At the same time, there was fear of an American takeover of the leisure sector in France, when the public spent much of their disposable income there. This aspect has been overlooked by management, as have many other cultural differences. The success of Disney parks is based on repeat business rather than attracting new visitors. There is usually a huge profit in retaining existing customers rather than trying to grow by attracting new ones. The lack of customer-oriented service and the objections of European intellectuals convinced European visitors not to return. The builders of the park have neglected all the cultural aspects of their undertaking. They chose to ignore the specific audiences they were targeting. Euro Disney's management team repeatedly assured French critics that they knew the company and rejected many cultural cues offered. The validity and reliability of the information obtained led to this undertaking being nicknamed "The Cultural Chernobyl". Management chose not to complete the research necessary to enter a foreign market. This caused an unhealthy start for EuroDisney. EuroDisney has continued to improve its relations with Europeans since EuroDisney opened.