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Hong Kong Disneyland Case Solution
Disney's Hong Kong opened to the general public in 2005. More than 46 million people from all around the world have visited the theme park. It had a 10 percent rise in visitors in 2013 with a record-breaking attendance of 7.4 million people. The theme park employs a staff of more than 8000 full- and part-time workers from over 30 different countries. Additionally, its two hotels will be open throughout the busiest time of year, which is from June to August. Until recently, this has been the most popular tourist destination in Hong Kong. It may also help the Hong Kong administration, as tourists are drawn to the territory. The value proposition of young talents is thus addressed by HKDL (Hong Kong Disneyland) via thorough training programs as well as by creating a joyful atmosphere, as well as by being honest about career routes and prospects. Employers will have a more positive outlook, which will translate into better service.
Following questions are answered in this case study solution
Describe the success enjoyed by Disney's first international expansion initiative, Tokyo Disney Resort, and the challenges faced by Disneyland Resort Paris? How do you account for the significantly different results?
Using Professor Brannen's concept (Case; Exhibit 2, page 15) of recontextualizing strategic assets Le produrts practices and ideologies, did Hong Kong Disneyland have an advantageous or disadvantageous position in undertaking this venture? Support your answer using details from the case.
What did Hong Kong Disneyland de to ensure the success of the park? Evaluate the structure of the deal with the Hong Kong government, the competition, marketing, operations, human resource management and cultural responsiveness.
What problems did Hong Kong Disney experience? How did they attempt to resolve them? Were these attempts successful?
The case concludes by listing the pressures facing the management team to turn things around." What would you recommend to them as you reflect on what you have learned from our text book about culture, the external environment and global management?
How can the experience gained from running Hong Kong Disneyland help the Walt Disney Company make prudent decisions about further expansion into the China market? As a management consultant, what might you recommend to them?
What course concepts are especially relevant to this case? Please apply at least five such concepts throughout your case analysis.
Case Analysis for Hong Kong Disneyland
1. Describe the success enjoyed by Disney's first international expansion initiative, Tokyo Disney Resort, and the challenges faced by Disneyland Resort Paris? How do you account for the significantly different results?
The Disneyland Resort in California and Disney World in Florida provided a source of inspiration for the conceptual foundations of the Tokyo Disney Resort, which first opened its doors to guests in 1983. Because the Japanese people have such a strong interest in western culture, the nation of Japan has exhibited a great lot of excitement for this lovely park. This is because the park is located in the capital city of Tokyo. The many countries that can be found in Asia have a deep and abiding love for the magical themes and elaborate costumes that can be seen in Disney theme parks. These two primary factors had a vital role in contributing greatly to the magnitude of the victory. The Disneyland resort in Paris did not make a very smart decision and faced numerous challenges, most of which were brought on by the fact that it was in stark contrast to the culture of France.
The perspective that the majority of French people had about American culture was another huge barrier that needed to be overcome. It was typical of the government's lack of cooperation in developing a favorable image for the resort among the general public that the president was not present at the opening ceremony of the resort, even though there was no evident reason for his absence. Since the culture of France is known for being reserved, it was vital for Disney to combine and merge components of French culture into their own culture for them to be successful in the French market. For instance, the sale of wine and other types of alcoholic drinks was authorized inside the confines of a theme park in Paris.
2. Using Professor Brannen's concept (Case; Exhibit 2, page 15) of recontextualizing strategic assets Le products practices and ideologies, did Hong Kong Disneyland have an advantageous or disadvantageous position in undertaking this venture? Support your answer using details from the case.
The resort's strategic assets, which include both the theme parks and the hotels, are the primary draw for the vast number of guests that visit every one of Disneyland's parks. These holdings serve as the resort's primary source of revenue. Due, in large part, to Disney's ability to repurpose its strategic assets in several various contexts, the corporation has historically had a great deal of success with its endeavors in international commerce. Specifically, this has been the case in recent years. As a consequence of this, it had an advantage when it came to the contextualization of the strategic assets to meet the demographic figures of China when it first began managing the Hong Kong resort.
This was the case because China is home to a population that is significantly larger than that of Hong Kong. The reason for this was that China has a far higher population than Hong Kong. After they had acquired expertise in generating a variety of assets, it was simple for them to discern the kind of character that needed to be adapted for the Chinese. This occurred after they had gained experience in producing a variety of assets. The reason for this was that the Chinese language has a distinct writing system. The procedure was challenging since they did not want to lose any of the unique elements of the asset, and the Chinese people had shown a stronger interest in western culture than was seen in France at the time. They had difficulty in this situation.
3. What did Hong Kong Disneyland de to ensure the success of the park? Evaluate the structure of the deal with the Hong Kong government, the competition, marketing, operations, human resource management, and cultural responsiveness.
The Disneyland Resort in Paris got off to a shaky start, and it served as the impetus for the development of Hong Kong Disneyland. At the outset, they accorded the government a significant part in the deliberations, as well as incorporated it into the enterprise's funding and ownership structures.
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