Hong Kong Disneyland – Case Discussion MSBC650 – Integrated Marketing Communication Hong Kong Disneyland Outline of Discussion Plan I. Overview a. Hong Kong 1997 – 1999 b. Disneyland i. America ii. France iii. Japan c. Disneyland in Hong Kong II. SWOT Analysis a. Strengths i. Appeal to Chinese culture ii. Communications conducted in three different languages b. Weaknesses
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HONG KONG DISNEYLAND ! According to Ali Farhoomand1, Hong Kong Disneyland has been struggling with lower-than-expected profits for almost three years since its opening; factors such as park’s small size, inconvenient location, lack of unique features and Chinese elements, and insufficient appeal to adults have been claimed as possible major causes2. Forhoomand points out that there has been negative press coverage pouring in regards to overcrowding; for instance, “You have to line up for
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1. Learning from its mistakes with Disneyland Resort Paris, Disney paid special attention to cultural issues pertaining to Hong Kong Disneyland (HKD). Feng shui was consulted for advice on the park layout and design. The Chinese people were also very superstitious so that the 4th floor (4 sounding like death in the Chinese language) was skipped in hotels and one of the main ballrooms measured 888 square meters (8 being an auspicious number). Employees spoke English, Cantonese, and Mandarin so that
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SWOT analysis of Disneyland Hong Kong Theme Park Strengths: Hong Kong Disney Theme Park has its incredibly strong brand awareness is its powerful strength. As a child I had willingly been instructed with the brand and can even recognize the distinct calligraphy associated with the brand. It has no surprise because BusinessWeek has ranked Disney as the 8th most recognizable global brand. A recognizable brand such as Disney increases consumer trust and indicates the company’s advanced and successful
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3.) How should Hong Kong Disneyland address competition? The efforts of Hong Kong Disneyland in gauging the Mainland Chinese market had a level of success and failure. In their competition with local competitor Ocean Park, Hong Kong Disneyland failed to acknowledge the cultural diversity of the Mainland Chinese to their more familiar target market customers in Western societies. Through the lack of experience in the new environment, Hong Kong Disneyland naively overlooked four main factors that led
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Case Study: Chase’s Strategy for Syndicating the Hong Kong Disneyland Loan (A) Q1. How should Chase have bid in the first round competition to lead the HK$3.3 billion Disneyland financing? 1.Three ways to approach this deal 1) bid to win, 2) bid to lose and3) no bid. Chase chose to bid to lose on the first round, but just enough to make it to the short list. Also, since Chase is one of Disney's relationship banks, Chase would not want to ruin this relationship by not bidding on
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study and evaluate the implementation of customer relationship management strategy in Hong Kong Disneyland. Hong Kong Disneyland is a famous international company over the world. It vision is to provide the quality service on the ceremony to customers and to provide them special unique experiences. We have conducted an interview with a supervisor of customer relationship management department of Hong Kong Disneyland concerning their special customer management strategy. For example, how it provides
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analysis of Hong Kong Disneyland. This analysis will examine the effect of the national culture of the Hong Kong in relation to the business operation and other several various factors of that affects the business conduct of chosen industry. The industry chosen by the writer is Hong Kong Disneyland (Disney, for brevity). Hong Kong Disneyland was a theme park built and operated by a new-joint venture company, the Hong Kong International Theme Parks Ltd. (HKITP), as formed by the Hong Kong Special Administrative
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Marketing Manager, Consumer Insights Hong Kong Disneyland Entertainment industry November 2010 – Present (2 years 1 month) Marketing Manager, Product Strategy Hong Kong Disneyland Public Company; 10,001+ employees; DIS; Entertainment industry September 2008 – April 2011 (2 years 8 months) Associate Manager, China Business Hong Kong Disneyland Entertainment industry October 2007 – September 2008 (1 year) Associate Director Communion
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Fall 2010 Hong Kong Disneyland I. Synopsis of the Case This case is about cultural differences among Disney theme parks located in different countries. It begins by discussing the difficulties encountered when associating American Disney theme park norms to HKD. It explores Disney’s efforts to rectify dilemmas highlighted in the media involving differences among the culture, park guests, and disgruntled employees. It examines the initial attractiveness of Hong Kong to Disney and the
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