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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In April 1992, Disney opened the door of EuroDisney at 30 kilometers east of Paris. During that time, it was designed to be the biggest and most impressive theme park that Disney has ever built in the world. Before the EuroDisney, Disney has built up theme park in California, Florida and Japan. When Disney saw the success of Tokyo Disneyland, they wanted to build other theme parks outside America and after choosing from over 200 potential sites included Spain, Italy and Greece; Paris was the chosen
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Themes, Entertainment ________________________________________ The theme park, as an experience design, differs from amusement parks in the critical design intent of its architects. Theme landscapes are developed to distill a glimpse of world /out of this world locations, not unlike a world's fair, at a single location. These entertainment complexes are familiar vacation territories for generations of the world's travel public, as theme parks are deliberately designed to be internationally-focused
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these, Disney must address the typical US vs. China differences reviewed in our previous discussions about Trompenaar’s cultueral dimensions in both their employees and customers: Communitarianism (China) vs. Individualism (USA) Ascription (China) vs. Achievement (USA) Diffuse (China) vs. Specific (USA) Affective (China) vs. Neutral (USA) B. How are these different from those in Europe? Disney seems to be learning greatly from their European experiences. In Europe, Disney found
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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 Region Government and the Walt Disney Company. The author uses Disney as the subject of the paper as it is a new in the business industry. It has been conducting business since
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CASE # 2 WALT DISNEY [pic] 1. Why would Walts Disney Company wants to venture into global market with its theme parks? Walts Disney wants to make Disney Theme Parks and Mickey Mouse to be its icon across the globe. They would also predict that by entering foreign market, Disney Them Park would attract both local and global tourist which can boost profits not just for Walt Disney itself but also be a major stimulus to the local economy. The other reasons are that
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EuroDisney’s poor performance was the lack of market research and cultural awareness. EuroDisney was built just like American Disney parks, without giving though to cultural differences. American characters were used, instead of French cartoon characters. Disney banned alcohol in a culture that enjoys drinking wine. Everyone showed up for breakfast in the mornings, when Disney had cut down their serving because they were erroneously informed that Europeans do not eat breakfast. Pricing strategy was
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Executive Summary The Walt Disney Company (TWDC), together with its subsidiaries and affiliates, is a leading diversified international family entertainment and media enterprise with four business segments: media networks, parks and resorts, studio entertainment and consumer products. This executive summary summarizes the issues surrounding The Walt Disney Company based on its globalization efforts into a multinational corporation, its business power related to the exportation of “American imperialism”
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EuroDisney SCA opened its doors to European visitors. Located by the river Marne some 20 miles east of Paris, it was designed to be the biggest and most lavish theme park that Walt Disney Company (Disney) had built to date—bigger than Disneyland in Anaheim, California; Disneyworld in Orlando, Florida; and Tokyo Disneyland in Japan. Much to Disney management’s surprise, Europeans failed to “go goofy” over Mickey, unlike their Japanese counterparts. Between 1990 and early 1992, some 14 million people
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because of the high prices of the theme park and nearby hotels. Families were reluctant to spend the $280 a day needed to enjoy the attractions of the park, including the food. Staying overnight was out of the question for many because prices ranged from $110 to $380 a night, and $340 to $380 a night at better hotels. Other factors that contributed to poor performance were unforeseen transatlantic airfare wars and currency movements, causing visitors to go to Disney World Orlando for vacation. EuroDisney
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