Hong Kong Disney Case Analysis
“Hong Kong Disneyland” 1. The situation
The case introduces the Disney Parks that were opened outsides of the United States (Tokyo, Paris). It reveals the reasons why it is successful in Japan and failing in French. Then it focuses on the park which was opened in Hong Kong. Managers tried their best to avoid the mistakes they made in French and thought about culture differences as many as possible. However, it still produced some negative effects, such as The Lunar New Year Holiday Fiasco, during consumers because of inappropriate operation. Thus, Disney tried to get the consumers back with using some useful strategies, such as new promotion with lower price, external liaison with mainland travel agent. 2. Industry
Hong Kong Disneyland belongs to entertainment industry. For entertainment industry, the health of the industry depends on the attendance of visitors. This is a very simple way of saying something much more complicated: The is in business to produce entertaining theatrical productions that are family oriented and family friendly; they are in business to create products and actions that will promote their theatrical productions that are both entertaining and safe for children, and also stimulating enough to attract new customers; they are in business to entertain families with children who are looking for a fun, interactive and safe vacation spot both with resorts and parks, and also cruise lines; and finally they are in the business in keeping. Their name reputable and substantial in a growing business. 3. Competition
All the parks for entertainment in Hong Kong or near Hong Kong can be treated as Ocean Park and HKD’s competitors. Ocean Park and HKD is the competitor for each other. Besides, no only the entertainment firm, but also the other entertainment ways in Hong Kong are its competitors, such as other places of interest，or even shopping in HK.
4. Target Market
Its primary target market is the tourists who come from Mainland
The case introduces the Disney Parks that were opened outsides of the United States (Tokyo, Paris). It reveals the reasons why it is successful in Japan and failing in French. Then it focuses on the park which was opened in Hong Kong. Managers tried their best to avoid the mistakes they made in French and thought about culture differences as many as possible. However, it still produced some negative effects, such as The Lunar New Year Holiday Fiasco, during consumers because of inappropriate operation. Thus, Disney tried to get the consumers back with using some useful strategies, such as new promotion with lower price, external liaison with mainland travel agent. 2. Industry
Hong Kong Disneyland belongs to entertainment industry. For entertainment industry, the health of the industry depends on the attendance of visitors. This is a very simple way of saying something much more complicated: The is in business to produce entertaining theatrical productions that are family oriented and family friendly; they are in business to create products and actions that will promote their theatrical productions that are both entertaining and safe for children, and also stimulating enough to attract new customers; they are in business to entertain families with children who are looking for a fun, interactive and safe vacation spot both with resorts and parks, and also cruise lines; and finally they are in the business in keeping. Their name reputable and substantial in a growing business. 3. Competition
All the parks for entertainment in Hong Kong or near Hong Kong can be treated as Ocean Park and HKD’s competitors. Ocean Park and HKD is the competitor for each other. Besides, no only the entertainment firm, but also the other entertainment ways in Hong Kong are its competitors, such as other places of interest，or even shopping in HK.
4. Target Market
Its primary target market is the tourists who come from Mainland