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Communication Strategy

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The following Memo has the objective of addressing some of the issues that are currently affecting Disneyland Honk Kong.
In order to change its negative image, be more profitable and become a successful theme park, Hong Kong Disneyland needs to focus on rebuilding the customers experience and connect them to the original “Disney Magic”.
Background/Facts
• The Walt Disney Co. (Disney) was founded in 1923, and was committed to delivering quality entertainment experiences for people of all ages.
• In 1983 Tokyo Disney Resort was opened as a result of the international expansion strategy. This strategy consisted of bringing the original Disneyland model to a new territory.
• In 1992 Disneyland Resort Paris opened its doors. Great financial losses were experienced short after its opening, due to the fact that little to none French culture analysis was done, causing the park to be not well received by the French public.
• Learning from the Disneyland Paris experience, the company approached the new HKD Theme Park with more cultural sensitivity by incorporating some Chinese culture and customs. (Page 80)
• In order to continue observing Chinese involvement, HKD shared ownership with the Hong Kong government. 57% was Government owned and 43% was Disney owned.
• HKD started experiencing complains from its customers.
• As expressed by Don Robinson (page 70), former managing director of HKD, the Chinese public wanted to live the same experience they have heard about from other Disney parks around the world. However HKD has failed to meet this expectation so far.
• HKD had an initial capacity limit of 30,000 which turned out to be fairly low in a country with such a high number of population and visitors. (Exhibits 3 and 4).
• On the Lunar New Year Holiday, the limited capacity issue came to light and had a huge negative impact on HKD’s image. (Page 81)
• HKD made

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