...Bus 162 Team 4: Beyond Tokyo: Disney’s Expansion in Asia 1. What cultural challenges are posed by Disney’s expansion into Asia? How are these different from those in Europe? Answer: With its large population, and relatively low number of theme parks, Asia is a tremendously attractive location for Disney. Already, the company has been successful in Tokyo. While its park in Hong Kong has been less profitable, the company believes that further expansion into the region is worthwhile. However, the company faces a number of cultural challenges that must be overcome. Certainly language poses a problem for the company. At Hong Kong Disneyland, the company has chosen to be trilingual for example. In addition to dealing with language differences, Disney must also tailor other components to meet the local needs. The Hong Kong location includes more covered space to allow people to enjoy the park without dealing with the region’s rainy weather, special gardens for picture taking that appeal to the preferences of tourists visiting the park have been created, and the menu has been adapted to local preferences. Plans for the Shanghai location will incorporate Chinese cultural features as well as more traditional Disney themes. 2. How do cultural variables influence the location choice of theme parks around the world? Answer: Disney’s parks first and foremost promote Disney characters and themes. Visitors to the parks want to experience the Magical Kingdom. In Asia, Disney has encouraged acceptance...
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...Bus 162 Team 4: Beyond Tokyo: Disney’s Expansion in Asia 1. What cultural challenges are posed by Disney’s expansion into Asia? How are these different from those in Europe? Answer: With its large population, and relatively low number of theme parks, Asia is a tremendously attractive location for Disney. Already, the company has been successful in Tokyo. While its park in Hong Kong has been less profitable, the company believes that further expansion into the region is worthwhile. However, the company faces a number of cultural challenges that must be overcome. Certainly language poses a problem for the company. At Hong Kong Disneyland, the company has chosen to be trilingual for example. In addition to dealing with language differences, Disney must also tailor other components to meet the local needs. The Hong Kong location includes more covered space to allow people to enjoy the park without dealing with the region’s rainy weather, special gardens for picture taking that appeal to the preferences of tourists visiting the park have been created, and the menu has been adapted to local preferences. Plans for the Shanghai location will incorporate Chinese cultural features as well as more traditional Disney themes. 2. How do cultural variables influence the location choice of theme parks around the world? Answer: Disney’s parks first and foremost promote Disney characters and themes. Visitors to the parks want to experience the Magical Kingdom. In Asia, Disney has encouraged acceptance...
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...of Entry Subtitle: The Case of Disney By, Carlos Gonzalez Hernandez This thesis was written as a part of the master program at NHH. Neither the institution, the supervisor, nor the censors are -through the approval of this thesis- responsible for neither the theories and methods used, nor results and conclusions drawn in this work. International Modes of Entry: The Case of Disney 1 Abstract The case of Disney’s theme parks represents an opportunity to test major internationalisation theories in a setting of large investments with little chance for reversal of commitments. The purpose of the research is to study the benefit of different entry modes dependent on Disney’s Theme Parks value-generating resources and capabilities while conditioned to certain local industrial and institutional conditions in foreign markets. Five major theories and frameworks were used to analyze all four Disney’s ventures abroad. This resulted in 20 individual hypotheses analyzed. Results indicate that Disney followed a predictable internationalisation process in the cases of Tokyo, Hong Kong and Shanghai, but that it went off-path in the Paris one. In successful cases Disney followed a cautious approach, involving local partners to transfer and adapt the “Disney Experience”. In the case of Paris the company decided to enter the market alone, which neglected the unique needs of the local market. Page | 2 International Modes of Entry: The Case of Disney Table of Contents 1 2 3 4 ABSTRACT...
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...S HONG KONG DISNEYLAND w 907M13 Michael N. Young and Donald Liu wrote this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2007, Ivey Management Services Version: (A) 2007-08-27 September 12, 2006, marked the one-year anniversary of the opening of Hong Kong Disneyland (HKD). Amid the hoopla and celebrations, media experts were reflecting on the high points and low points of HKD’s first year of operations, including several controversies that had generated some negative publicity. At a press conference and interview to discuss the first year of operations, Bill Ernest, HKD’s executive vice-president, acknowledged that the park had learnt a lot from its experiences and that the problems had made it stronger. Ernest also announced that HKD attendance...
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...the requirements for the degree of Bachelor of Arts in Applied English Approved by ________________ Chia-Chin Susan Sung, M.S. Chairperson of the Committee _______________ Chao-Chang Wang, Ph.D. Chairperson of the Department of Applied English Department of Applied English Ming Chuan University Kweishan, Taoyuan, Taiwan June, 2010 Abstract Disneyland is a fascinating worldwide industry, and also the most successfully run theme park in the world. When it comes to theme parks, Disney will be the first thing that comes to everyone’s mind. Because of the great success of Disney, researchers want to look into the reasons why it is so important and so attractive to the entertainment industry. For example, Disney’s Asian theme parks usually would apply local customs and festivals into their programs. And by doing so, it draws more local tourists to attend the events. Disney always pays attention to these cultural factors and uses them to its advantages. Plus, the special programs such as using stars to endorse the event also help attract younger generation. Although there are lots of elements that help make Disney into a worldwide industry, researchers focus on the cultural part. Thus, researchers apply the method of data-collecting, and comparison of different theme parks of Disney to come to the findings that culture does play an important...
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...Culture, Service and Product (Hong Kong Disneyland) Managing Service Operations in the Evolving Business Environment Executive Summary This paper covers the early stages of Disney and its growths in the years that have past. Disney Company is well known for its television series, movies, radio, shops, and theme parks. Disneyland has evolved throughout the years and has opened internationally theme parks in Paris, Tokyo and Hong Kong. It is soon opening its doors to another one in Shanghai in the first half of 2016. Disney branding is global and its value and culture broadens worldwide, but glocalization and grobalization need to be taken into consideration when opening a new concept in different countries. Furthermore, this paper shows the first negative impact of the opening of Hong Kong Disneyland in 2005 and what had to be changed in order to have a successful future and generate productivity for the business. It puts in perspective what needs to be taken into consideration prior to any opening. It describes the problems that have shown the difficulty of the new theme park and the solutions taken in order for them to be victorious. Finally, this paper talks about the recommendations and actions that can be taken into consideration in order to avoid this happening in the future. Disney first opened in 1926 with the name The Disney Brothers Studio. According to Robbins, (2014), “The Disney Company has been a premier entertainment company for over ninety...
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...Eisner's Mousetrap Disney's CEO says the company has a lot of varied problems he can fix. But what if the real issue is something he can't face? By Marc Gunther Reporter Associate Carol Vinzant September 6, 1999 FORTUNE Magazine) – Michael Eisner, the famously hands-on CEO of Walt Disney, is up to his old tricks. Last night he screened a rough cut of Dinosaurs, Disney's big animated movie for next summer; he loved the story but complained that some jokes were stale. Today he's holding a four-hour brainstorming session about Mickey Mouse, looking for ways to keep the 71-year-old rodent relevant. (One idea: a skateboarding Mickey.) Later, he'll watch Peter Jennings' newscast on Disney-owned ABC and surf the Internet to see how the company's Websites stack up. Is this any way to run the world's most troubled entertainment giant? After all, as Eisner sweats the details, earnings are dropping, top executives are defecting, and Disney stock is plunging like a ride down Splash Mountain. "Maybe I'm crazy," Eisner says, "but I don't consider this a crisis. I don't think our problems are in the fabric of our company. And I don't have my head in the sand." Sitting down for a two-hour interview, he admits mistakes. He says, for instance, that he should have settled former studio chief Jeffrey Katzenberg's suit against the company earlier to avoid a "parade of horrors" (see box). And he concedes that the company has sustained real damage: "It's like a train wreck, only nobody got...
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...known Japanese animation dates to 1917,[3] and many original Japanese cartoons were produced in the ensuing decades, the characteristic anime style developed in the 1960s—notably with the work of Osamu Tezuka—and became known outside Japan in the 1980s. Anime, like manga, has a large audience in Japan and recognition throughout the world. Distributors can release anime via television broadcasts, directly to video, or theatrically, as well as online. Both hand-drawn and computer-animated anime exist. It is used in television series, films, video, video games, commercials, and internet-based releases, and represents most, if not all, genres of fiction. As the market for anime increased in Japan, it also gained popularity in East and Southeast Asia. Anime is currently popular in many different regions around the world.[citation needed] Contents [hide] 1 History 2 Terminology 2.1 Word usage 2.2 Synonyms 3 Visual characteristics 3.1 Character design 3.1.1 Proportions 3.1.2 Eye styles 3.1.3 Facial expressions 3.2 Animation technique 4 Distribution 4.1 Broadcasting 4.2 Influence on world culture 5 See also 6 References 7 External links History Main article: History of anime Screenshot from Momotaro's Divine Sea Warriors (1944), the first feature-length anime film A cell from the earliest known Anime short from 1917. Anime began at the start of the 20th century, when Japanese filmmakers experimented with the animation techniques also pioneered in France,...
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...P1 This assignment will describe how marketing techniques are used to market products in two contrasting organisations one from the profit and one for the non- profit. The two companies I have chosen are the Walt Disney Company (profit) and the Jewish Lads and Girls Brigade (non – profit). Marketing is the activity of science set out by institutions as the process of identifying new markets and the art used to attract customers to purchase certain products and services. Furthermore, Marketing is responsible for satisfying profits of companies. Differences between Disney and JLGB JLGB The Jewish Lads And girls brigade was founded in 1895 by General colonel Albert Goldsmid as a form of activities for the children of Jewish immigrant families moving to Britain at the time. The first company was in London’s east end; originally the JLGB was the JLB meaning that it was only for boys. However since the Second World War the JLGB has become very diverse with companies starting up all over the Great Britain including having companies start up in both Glasgow and Cardiff. The first girls company was founded in 1963 in Manchester creating what is now known as the JLGB. The JLGB has a massive and diverse community across Great Britain being the oldest Jewish Youth movement in the country as well as being one of the biggest. The JLGB is a national charity as the things it offers including weekly meetings of the companies from around Great Britain for the Jewish youth are organised...
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...Samsung HRDC Version: (A) 2002-11-22 In October 1994, Her Tae-Hak, President of Samsung’s Joong-Ang Development Company was driving to his office, past the “Yongin Farmland” (Farmland), an amusement complex sprawling over 3,700 acres in the Yongin valley. Her was spearheading a major drive within the company to position the theme park as one of the world’s leading vacation resort towns. His master plan called for an investment of about US$300 million over the next five years, to be internally funded by the Samsung Group. Despite the booming Korean economy and the increasing demands for leisure attractions, the global competitive environment of the theme park industry raised several concerns. Should Samsung invest in such an aggressive expansion plan for Farmland? Was this an attractive industry for investment? Her was...
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...Fiscal Year 2011 Annual Financial Report And Shareholder Letter January 2012 Dear Shareholders, Fiscal 2011 was a year of great accomplishment for The Walt Disney Company, marked by creativity and innovation across our businesses globally, record financial results and numerous important steps to position the Company for the future. While 2011 brought us so much to cheer about, it was also marked by profound loss, with the passing of Steve Jobs. Steve’s incredible stewardship of Pixar, and his decision to sell Pixar to Disney in 2006, brought Steve into the Disney family, as a board member, a shareholder, a mentor, and a friend, and we were so lucky for all that he represented and all that he contributed. Disney, ESPN, ABC, Pixar, and Marvel are an amazing collection of brands that grow stronger every day as new platforms and new markets provide enormous new opportunities for high quality content and experiences. To that end, we are fortunate to have a talented group of employees who are committed day in and day out to building our brands around the world. Since becoming President and CEO in 2005, I have focused on three strategic priorities: creating high-quality family content, making experiences more memorable and accessible through innovative technology, and growing internationally. In fiscal 2011, net income attributable to Disney was a record $4.8 billion, an increase of 21% over last year, and revenue was a record $40.9 billion, up 7% from last year. Diluted earnings...
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...Cultural Management Theories and Challenge for Global Managers Preface The hospitality and the tourism industries are inter-related. Neither industry is limited to country boundaries. They are growing very rapidly. In a world which has become globalized, international trade barriers are becoming less and funds can be more easily obtained at present than in the past which boost the development of these industries throughout the world. More and more multinational organisations have emerged in these fields. These organisations are working in different countries in different cultural environments. This cultural difference in different countries introduces to the managers with the classical problem of cross cultural management which involves problems regarding understanding, interacting and communicating with individuals from different cultures (Ayoun and Moreo, 2008). Organisations in hospitality and tourism industries, especially hotels, are being more widely spread across the globe. As such, all managers have to think about culture. There may be two types of manager in this scenario. One is a global manager, actually the best person available for the job from any culture, who is responsible for coordinating business in more than one country. The other one is an expatriate manager, a person from any culture, who is assigned to control the business of one country and who thus becomes an expert of that culture (Capellen and Leuven, 2006. p. 1-4). The global manager’s competency and...
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...CSAC05 1/13/07 9:21 Page 123 5 Analyzing Resources and Capabilities Analysts have tended to define assets too narrowly, identifying only those that can be measured, such as plant and equipment. Yet the intangible assets, such as a particular technology, accumulated consumer information, brand name, reputation, and corporate culture, are invaluable to the firm’s competitive power. In fact, these invisible assets are often the only real source of competitive edge that can be sustained over time. —HIROYUKI ITAMI, MOBILIZING INVISIBLE ASSETS You’ve gotta do what you do well. —LUCINO NOTO, FORMER VICE CHAIRMAN, EXXON MOBIL OUTLINE l Introduction and Objectives l The Role of Resources and l Organizational Capabilities Classifying Capabilities The Architecture of Capability l Appraising Resources and Capabilities Establishing Competitive Advantage Sustaining Competitive Advantage Appropriating the Returns to Competitive Advantage l Putting Resource and Capability Capabilities in Strategy Formulation Basing Strategy on Resources and Capabilities Resources and Capabilities as Sources of Profit l The Resources of the Firm Tangible Resources Intangible Resources Human Resources Analysis to Work: A Practical Guide Step 1 Identify the Key Resources and Capabilities 123 CSAC05 1/13/07 9:21 Page 124 124 PART II THE TOOLS OF STRATEGY ANALYSIS Step 2 Appraising Resources and Capabilities Step 3 Developing Strategy Implications l Developing Resources and Capabilities...
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...PART II INSTRUCTOR’S NOTES ON TEXT CASES CASE GUIDE CHAPTER CASE | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 1–1 Starbucks – Going Global Fast | X | X | | X | X | | | | | | X | X | | | | | | | | 1–2 Nestlé – The Infant Formula Incident | | X | X | X | X | | | X | | | X | X | | | | | | | | 1–3 Coke and Pepsi Learn to Compete in India | | | | X | X | X | | | | | X | X | | | | | | | | 1-4 Marketing Microwave Ovens to a New Market Segment | | | | X | X | | | | | | X | X | | | | | | X | | 2–1 The Not-So-Wonderful World of EuroDisney | | | | X | | X | X | X | | | X | | | | | | | X | | 2-2 Cultural Norms, Fair and Lovely, and Advertising | | | | X | X | | | X | | | X | X | | | | | | | | 2–3 Starnes-Brenner Machine Tool Company – To Bribe or Not to Bribe | | | | | X | | X | | | | | | | | | | X | | | 2-4 Ethics and Airbus* | | | | X | X | X | X | | | | | | X | | | | | | | 2–5 Coping with Corruption in Trading with China | | | | | X | X | X | | | | | | | | | | | | | 2–6 When International Buyers and Sellers Disagree | | | | | | | X | | | | | | | | X | | | | | 2-7 McDonald’s and Obesity | ...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/2051-6614.htm Human resource management and organizational effectiveness: yesterday and today Randall Schuler and Susan E. Jackson School of Management and Labor Relations, Rutgers University, New Jersey, USA and Lancaster University Management School, Lancaster, UK Abstract Purpose – The purpose of the paper is to describe how the understanding of the relationship between human resource management (HRM) and organizational effectiveness (OE) has evolved during the past three decades and to provide examples how firms are using HRM to improve their OE today by addressing several challenges that result from a broader stakeholder model. Design/methodology/approach – This paper reviews the past and current work on the relationship between HRM and OE. Findings – This findings indicate that the relationship between HRM and OE is very different when comparing the past with the current work on the relationship between HRM and OE. A major reason for this is the current work on OE uses the multiple stakeholder model that accounts for many more stakeholders than the past work. Practical implications – Human resource (HR) professionals have the opportunity to demonstrate many ways by which HRM can influence OE, and not just solely on the basis of firm profitability. Thus the use of the multiple stakeholder model today offers the HR professional and the HR profession many more opportunities...
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