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
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The Japanese market has consumers to which are mostly traditional in not purchasing the latest and greatest so they can keep up with the Johnsons or Lees I guess for Japanese version. The Japanese market is that of what people need to survive instead of the American market to which is to buy all the nice things you can afford so you can enjoy the finer things in life. Japanese people also do not earn as much money as American people do for the same classes. Middle class in America earns somewhere
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Named Vice President, Marketing and Sales for Hong Kong Disneyland (Hong Kong, 27th March,2003) Roy Tan Hardy has joined the Hong Kong Disneyland Project as vice president, marketing and sales, it was announced today by Don Robinson, group managing director for the project. Tan Hardy will be responsible for the overall development and implementation of an integrated strategic marketing and sales plan for Hong Kong Disneyland. His overall responsibilities also include branding and
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Case Study: Chase’s Strategy for Syndicating the Hong Kong Disneyland Loan (A) Q1. How should Chase have bid in the first round competition to lead the HK$3.3 billion Disneyland financing? 1.Three ways to approach this deal 1) bid to win, 2) bid to lose and3) no bid. Chase chose to bid to lose on the first round, but just enough to make it to the short list. Also, since Chase is one of Disney's relationship banks, Chase would not want to ruin this relationship by not bidding on
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the major error committed by the park was the lack of previous researching about Hong Kong cultural life, before opening the park. At the begging, managers insisted on maintaining Disney World’s traditions. Soon after its first opening, Hong Kong Disneyland had to struggle with complaints about: factors such as the park’s small size, inconvenient location, lack of unique features, insufficient appeal to adults and missing Chinese elements. It was important to know beforehand some aspect of Chinese
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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
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OF THE EURO DISNEYLAND NEGOTIATIONS Lauren A. Newell* In 1984, The Walt Disney Company (“Disney”) was riding the wave of success from its newest Resort,1 Tokyo Disney Resort (“Tokyo Disney”),2 which attracted 10 million guests3 in the first year alone,4 and its thoughts turned to further international expansion—this time, in Europe. After careful consideration of potential locations and preliminary negotiations with two European governments,5 Disney decided in 1984 to launch Euro Disneyland (“Euro
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OF THE EURO DISNEYLAND NEGOTIATIONS Lauren A. Newell* In 1984, The Walt Disney Company (“Disney”) was riding the wave of success from its newest Resort,1 Tokyo Disney Resort (“Tokyo Disney”),2 which attracted 10 million guests3 in the first year alone,4 and its thoughts turned to further international expansion—this time, in Europe. After careful consideration of potential locations and preliminary negotiations with two European governments,5 Disney decided in 1984 to launch Euro Disneyland (“Euro
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Masculinity, Uncertainty avoidance index and Long term Orientation. The case study in this paper focuses more towards the cultural difference between employees of Disneyland that are located in different countries. Using Hofstede’s 4 culture dimension, highlighting main cultural differences between United States and France: Disneyland is an American Idea of a theme park which serves as a recreational place for children and families. This theme park originally started from Anaheim, California (United
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1. Some perceptions how Americans see the French can be that they are arrogant, flamboyance, hierarchical, and emotional. On the other hand the French perceptions of Americans views can be that we are aggressive, unprincipled, and workaholics. Power distance is the extent to which less powerful members of institutions and organizations accept that power is distributed equally. Power distance of the American and French cultures is not distributed equally. It is derived from the position and the level
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