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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Not-So-Wonderful World of EuroDisney*—Things Are Better Now at Disneyland Resort Paris BONJOUR, MICKEY! In April 1992, 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
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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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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 had visited Tokyo Disneyland, with three-quarters being repeat visitors. A family of four staying overnight at a nearby hotel would
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Using Case Studies in Real Estate and Finance Courses By Su Han Chan Department of Real Estate The Preliminaries Setting expectations Focus is on decision making Requires judgment No “right” answers Setting ground rules The student contract (4Ps) Knowing your participants Selecting cases and readings Using a mix of short (“breather”) and long cases Assigning a term project Case seminar series_Su H Chan A Short Case Phuket Beach Hotel: Valuing Mutually Exclusive Capital Projects*
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Disney: losing magic in the Middle Kingdom First of all, I strongly believed 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
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o Wanted a different breakfast menu than planned o Did not change vacation behaviors o Did not check in & out of hotels at the expected times o Did not have a relaxed eating schedule. Given these problems, and their experiences in Tokyo and Hong Kong, there seems to be a much better approach to understanding probable consumer desires, and adapting the experience to fit those consumer expectations as outlined in A.1 – A.3 above. C. How do cultural variables influence the location choice of theme
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1.-What factors contributed to Euro Disney’s poor performance during its first year of operation? What factors contributed to Hong Kong Disney’s poor performance during its first year? The primary reason for the failure was its high cost. Hotel rooms at the park were charging rates comparable to luxurious hotels. People found it cheaper to fly to Disney World Florida and get an additional benefit of enjoying the weather. The Gulf war in 1991 also had a negative and during the same period, Europe
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Hong Kong Disneyland was the Walt Disney Company's third international theme park outside America, after Tokyo and Paris. From conception to opening, the government joint venture was subjected to the absolute scrutiny of the Hong Kong public. There was scepticism towards the equity of partnership and politicians accused the administration of selling Hong Kong's interest cheap. Negative publicity plagued the Hong Kong theme park in its preparation leading up to the opening. Green groups asked the
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business opportunities. It had over 400 professionals in its Global Syndicated Finance Group with offices in New York, London, Hong Kong, Tokyo, and Sydney. Each office had structuring and distribution teams. These abundant professional resources have been the solid foundation to sufficiently support Chase’s commissions all over the world. In its 30-person Hong Kong office, Matt Harris led structuring while Charles Pelham led distribution. As Matt Harris described it, “We have by far the largest
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