Case Study: HONG KONG DISNEYLAND
George Koduah
UMUC

Case Study: HONG KONG DISNEYLAND
George Kofi Koduah, UMUC AMBA 660, May 2013
The Hong Kong Disneyland case study is an example of the global necessity for profitability and brand recognition across international boundaries. The case sheds light on the important roles of culture, legal, economic and practical management strategic decision-making in the success of Multi National Companies. Disney’s strategic mode of entry into the Hong Kong market and the marketing mix and strategies employed for operations are analyzed against the cultural, economic and competitive conditions prevailing on the Hong Kong leisure landscape. Alternative strategies have been suggested taking into consideration the nature of the brand, competition and the society in which it has to operating.
Analysis
The two major issues and management problems Strategy/mode of entry: Disney’s major challenges for entering the Hong Kong market centers on its strategic mode of entry into the Hong Kong leisure market and failure to device appropriate marketing systems that will make it acceptable and profitable. According to Daniels, Radebaugh, & Sullivan (2013) strategy is “management’s idea on how to best attract customers, operate efficiently, compete effectively, and create value that builds and sustains a company’s position within its industry (p. 809). Globalization and the need to broaden product and market coverage for increased profit and brand recognition are some of the reasons why companies expand overseas. However, the mode of entering a specific market must be examined particularly where the cultural and management systems are dissimilar. Options available are many but in the Hong Kong Disneyland case, Licensing or a fully integrated joint venture (management and capital) with a local company or government subsidiary might