...Process of Disneyland Disneyland is the greatest place on the earth. It is an imaginary place where you can really feel that you are enchanted. There is no place in the world that has this special magic which Disney has. It is the dream of every child, teenager, adult, and even mothers and fathers. I went there when I was fifteen years old and actually no one can imagine how happy I was; except who went there. In addition, I could not forget how my dad and mum were extremely happy with us; really it is a place where parents and children spend the most joyful time together. I choose to discuss this topic because many of us go there and spend unforgettable time, but we cannot imagine or think how the inventor of Disneyland (Walt Disney) achieved his dream. Disneyland process involves several steps in order to be done. On July 18, 1955 Walt Disney had invented his first theme park Disneyland after four years of working hard and extensively. The theme park was located in, California, U.S.A. Walt Disney came up with the concept of Disneyland in the 1930s and 1940s when he and his daughters visited the Griffith Park in Los Angeles and he came up with the idea of having a park where parents can spend enjoyable time with their children. But this dream took a long time to be a reality. Walt Disney was receiving many letters from the fans that they want to visit Disney studio so that he started thinking of building an adjacent tourist attraction in order to amuse fans. (Disneyland) Fig4.Chart...
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...Euro Disney had a very hard initial experience in France. Due its lack on accurate informationabout the French and European preference and culture, further on their inability on forecastingexternal problems and inability on controlling both controllable and uncontrollable forces,Disney acquired a huge debt. Instead of analyzing and learning from its potential customersDisney chose to make assumptions, turned out that most of those assumptions were wrong.Disney made wrong assumptions in many areas as well. In the cultural area for example itassumed that customers would be ok not having wine to drink, turned out customers wereastonished but the decision of breakfast was another cultural mistake, but in the opposite way.Disney assumed that French customers would want to eat French breakfast while they wantedAmerican one. Operational errors were also committed for Disney, for example Disney assumedthat Monday would be a light day and Friday a heavy day, so they arrange the staff accordingly,turned out to be the opposite and Disney had a big problem with that. Another assumption suchas optimistic assumption about attendance was also made. If Disney had conducted a primaryresearch and learned from their potential customers, French and Europeans, they would haveforecasted those mistakes and prevented them from happening. Also if Disney had controlledbetter the controllable forces, price and promotion for example, they would have a betterinitial experience. Disney could have followed...
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...SHEET Financial arrangements relating to Tokyo Disneyland, Disneyland Paris and Hong Kong Disneyland 1. Background 1.1 At the special meeting held on 4 July 2009, the Panel on Economic Development discussed the financial arrangements relating to the proposed expansion of Hong Kong Disneyland. During the discussion, a member requested the Research and Library Services Division to provide information on the financial arrangements relating to Tokyo Disneyland, Disneyland Paris and Hong Kong Disneyland. As such, the purpose of this fact sheet is to provide the Panel with information on these three theme parks in terms of their ownership and the financial arrangements for the construction project. 1.2 This fact sheet originally intended to study the operational statistics of the three theme parks. According to the Tourism Commission of Hong Kong1, both the Government and the Walt Disney Company (Walt Disney) are bound by the confidentiality provision under the current agreement not to disclose any commercially sensitive information of Hong Kong Disneyland, including the gain or loss from the operation of the theme park. Against this, this fact sheet only lists the key operational statistics of Tokyo Disneyland and Disneyland Paris for comparison. 1 See Tourism Commission (2009). page 1 Research and Library Services Division Legislative Council Secretariat FS30/08-09 2. Tokyo Disneyland Overview 2.1 Tokyo Disneyland opened on 15 April 1983 at a cost of US$1...
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...Title: Industry Profile – Tour & Travel Operation Disney HMGT 1101- 7404 Name: Joann Liew Instructor: Prof. Susan Phillip Date: November 20nd, 2011 Disney is regarded as one of the excellent corporation. According to Jeff Kober, the author of “We Create Happiness”, “Disney creates happiness by providing the finest in entertainment for people of all ages, everywhere." Its mission is just that simple. Disney is an outstanding example of a company that has maintained its competitive advantage by routinely making wise decisions about what resources and capabilities to acquire, invest in, and develop. Further, Disney has exhibited an uncanny ability to successfully make decisions about what to do with its resources and capabilities given its competitive environment. Everything was starting in 1923, the company by Walt and Roy Disney who began their partnership when they signed a contract to produce the Alice Comedies, a series of few minute animated films combining live-action and animation. What began as the Disney Brothers Studio evolved into The Walt Disney Company, throughout the decades, the company has expanded worldwide from shorts to feature-length animated and live-action films and television production; character merchandise licensing; consumer products retailing; book, magazine and music publishing; Internet activities; television and radio broadcasting; cable television programming; and the operation of theme parks, resorts, and cruise line. (Bill...
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...Submission #______ BUAD 357 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 current factors limiting its success in the country. This case study is an excellent demonstration of how Disney failed to translate its strategic assets to the Chinese culture and the challenges present to turn things around. (99 words) II. Identification of key issues HKD opened with the expectations of 5.6 million visitors the first year and visions of the success of another Tokyo Disney Resort. However, HKD was unable to present its products, practices, and ideologies with the success of Tokyo Disney. This was due to managerial policies as well as many ethical dilemmas among the Chinese culture brought upon by park practices. Among the dilemmas due to managerial policies were capacity issues. Capacity limit issues of 30,000 visitors...
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...four types of control mechanisms the Walt Disney Company used: (1) budgetary controls, (2) marketing control, (3) bureaucratic control cycle, and (4) management audits to determine the effectiveness of each by examining the positive and negative reactions to these controls in order to explain how these control mechanisms affect the four function of management. Budgetary control is one of the most recognized internationally used methods of managerial control in the business world today. Budgetary control is step by step verification of an organization’s accomplishment or deficiencies by comparing data. The Walt Disney Company has carried out several different ways of using the budgetary control. In 1952, the first theme park opened, Disneyland Park in...
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...For the attractions, throughout the park Disneyland had provides live entertainment. The entertainment that mentioned the most of is offered only on selected days of the week or selected periods of the year. Many Disney characters can be seen around the park, they greeting visitors, they interacting with the children, and posing for photos. Some characters are scheduled to appear at some specific areas, but sometimes can also be found at other areas as well. Some characters such as Rabbit from Winnie-the-Pooh, Max, Mushu, and Agent P are rarely seen. Other mountain climbers could also be seen climbing the Matterhorn attraction from time to time. Every nightfall, there is a retreat of military-style flag to lower down the U.S. Flag with a ceremonial detail of Security staff of Disneyland. The ceremony is held between 4:00 to 5:00 pm, it depends on the entertainment that offered on Main Street in USA to prevent conflicts with crowds and music usually. The time the Flag Retreat is scheduled on its Times Guide, and then offered at the entrance turnstiles and other locations....
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...Disneyland Adventures Have you ever watched the commercials about Disneyland on TV? Watching all those happy families enjoying their time spent together. Do you wish you could be there with yours? You can see the food they sell as families walk by each other. You can imagine that food sitting right in front of you. It smells of sweet aromas. Can you imagine how fun it would be to ride all those rides? Or meet all of the Disney Princesses in person? I was about 10 years old when I went to Disneyland for the second time. I was about 3 or 4 the first time I went so I do not have any memories of it. I can remember waking up early to get ready to go. Usually I have troubles getting up in the morning because I am a night owl. This time it was not...
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...Xavier Institute of management & entrepreneurship | EURO DISNEYLAND CASE ANALYSIS | CCM ASSIGNMENT | | | Augustine George (32)Balaji Subramanian (36)David Aditya Solomon (45)Eliza Mathew (52)Eliza Pani (53) | | EXECUTIVE SUMMARY The given case “Euro Disneyland” elaborates about the issues faced by the Walt Disney Company when expanding to international borders. It first begins with the history of how Disneyland became so successful and expanded to various states across the country. It then describes about its first international success namely the Tokyo Disneyland and the factors affecting it. The case then describes Disney’s decision of expanding into Europe. The various differences and problems faced in setting up of the amusement park. Some of the major issues in setting up of the park were: * Cultural differences between the European and the American market * Environmental and location factors for setting up the amusement park * Financing and initial business plan were not analysed thoroughly in synchronisation with external economic factors * French labour laws were not taken into account while inducting the workforce * Management issues such as different attractions in the park It was understood that the chief reason for Euro Disney’s failure was a lack of understanding of European culture on Disney’s part. Based on the understanding from the case following recommendations were made: * A study in history and an understanding...
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...internship in the Disneyland Hotel Mr. Ruben Hilberink, who allowed me to use his research on performance quality management while he was in college which inspired me in finding the company problem statement of this paper. While his research focused more in the implementation of performance management in the workplace in general, he advised me that it could be a good subject concerning the hospitality industry, precisely at the level of the reception where the performance can be measured easily. Following his advice and being interested by the subject, I therefore decided to study more precisely this process and how it was implemented, rightly or not, in the Disneyland Hotel. Apart from this person, I would also like to thank my manager Mr. Oliver Drutschmann who hired me as a Team Leader intern and allowed me to work in this environment, involving me in several projects such as the transformation process of the majority our standard rooms in terrace rooms situated in the main floor of our hotel (in order to get a higher average price / room) or empowering me and other team leaders in taking operational decision related to management. I had also the opportunity to work with a wonderful team, always available if needed and I’m grateful to them as my time at the Disneyland Hotel was very positive in terms of personal and professional experience. 3. Table of contents 2. Acknowledgments 4. Development I) Introduction II) Disneyland Paris: the Disneyland Hotel III) The overall...
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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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...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 i. Crowd control problem ii. Replaced chief in less than five months after opening iii. Poor working conditions c. Opportunities i. Growing population of youth and growth of middle class ii. Hong Kong economy had a notable rebound in 2004 d. Threats i. Ocean Park competition ii. 2,000 theme parks built in China between 1994 and 1999 III. Questions a. HKD had mechanisms in place to adapt to local Hong Kong culture, yet these means appeared to be ineffective. Why? What areas, in terms of Cultural adaptation, still need further improvement? b. What can HKD do to alleviate the problem of Chinese guests often not knowing the norms of international behavior when traveling abroad? c. Identify two issues challenging HKD’s current operations, and propose corresponding solutions. d. What would be some foreseeable challenges if Disney...
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...Map of Disneyland Hong Kong & its competitors 10 4.2 Porter’s 5 Forces 11 4.3 Porter’s 5 Forces Overview 14 5. Objectives 15 6. Strategy 15 6.1 Ansoff Growth Matrix 16 6.2 Position 17 6.3 Reposition 18 6.3.1 Sun Tzu Art of War Strategy 19 6.3.2 Attack Overview 23 Contents 7. Proposed Activities & Budget 24 8. References 28 Executive Summary Based on the case study ‘Export of American Fantasy World to the Chinese’, the authors critically analyzed the internal and external environment of Disneyland Hong Kong. Outlining the key strategic issues that the company has to deal with and providing recommendations of what Disneyland Hong Kong could do in order to once again achieve competitive advantage. 1. Introduction Disneyland Hong Kong having opened for over 10 years is still facing major problems until today. Over the years Disneyland Hong Kong constantly dealt with issues regarding social responsibility, negative publicity and competition with Ocean Park. Despite its current situation, Disneyland Hong Kong had a much bigger threat on its way - the opening of the Disneyland Shanghai. One of the major problems that Disneyland Hong Kong is facing today is the issue with its positioning, as its brand image is constantly being tarnish by the lack of social responsibility and negative publicly. This the report aims to analyze the current situation in Disneyland Hong...
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...OVERVIEW OF DISNEYLAND IN HONG KONG The Disney Theme Park in Honk Kong was first announced to the public in 1997. Initially it was welcomed by the public after the Asian financial crisis because of the announcement of projected benefits coupling with “Disney” tourism and the associated employment opportunities. Although the Walt Disney Company expressed a strong commitment and responsibilities towards conservation of natural resources, it had enormous environmental costs which resulted intense public criticism. The Disneyland earned less revenue than estimated. And Disney had to take immediate action to improve its operations and safeguard its “green” reputation. The background of Honk Kong Disney land had a long history. After nine months of intense and detailed negotiations, the Hong Kong special Administrative Region Government and the Walt Disney Company reached a preliminary agreement to commence the construction in November, 2001. After that Disney had taken some theme Park strategies. The company relied on two approach- expanding existing parks while entering into the new territories. And it was Disney’s trade mark tactic in attaining global profitability. Despite of ups and downs the company continued to approach governments’ worldwide including those at home. In the early 1990s, Disney representatives approached the Hong Kong government. During the negotiation period with the Hong Kong administration, Disney also entered into discussion with the Shanghai Government...
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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 everything. It is a pain, it’s too crowded”, said Chai Zaiyong, who came on a package tour from northern China3 . Then, according to Chester Yung 4 , due to the perceived lack of Chinese elements, Disneyland had not attracted the flocks of mainland Chinese tourists that Disney and the Hong Kong government had anticipated. “This place is very foreign to me,” said 50 year-old Yuan Xiaozhi, an interior decorator from the southern city of Foshan, who was visiting the park for the first time with his wife 5. Consequently, being aware of the importance of adopting local customs, Hong Kong Disneyland launched its first integrated marketing campaign with Chinese cultural elements. In details, for the Chinese New Year of 2008, a new collection of red Chinese costumes was designed for Mickey and Minnie, visitors were also greeted by the Chinese gods of wealth, blessing, health and longevity, who handed out Chinese traditional chocolate gold coins. the fading magic of Disney in Hong kong, the company...
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