Strategic Management Process: Ocean Park Hong Kong
Strategic Management Process: Ocean Park Hong Kong
Table of Contents
Introduction. 2
Ocean Park Hong Kong. 3
External Environments of Ocean Park. 4
PEST Analysis. 4
Political Analysis. 5
Economic Analysis. 5
Social Analysis. 6
Technological Analysis. 6
Industry Analysis. 7
Five Forces Analysis. 7
Threat of New Entry. 8
Threat of Rivalry. 8
Threat of Substitution. 9
Threat of Suppliers. 9
Buyer Power 10
Competitor Analysis. 10
Disneyland. 10
Wetland Park. 11
Internal Environments of Ocean Park. 12
SWOT Analysis. 12
Strength. 13
Weaknesses. 13
Opportunities. 14
Threat 14
Competitive Advantage. 15
Core Competency. 15
Competitive Advantage. 16
Tangible Resources. 16
Value Creation. 17
Conclusion. 17
References. 19
Bibliography. 20 Table of Figures
Figure 1 PEST Analysis Hong Kong Ocean Park. 4
Figure 2 Five Forces Analysis of Ocean Park (Hong Kong Amusement Park) 7
Figure 3 SWOT Analysis Hong Kong Ocean Park. 12
Figure 4 Competitive Advantage Model of Hong Kong Ocean Park. 15 Introduction Ocean Park is considered as a major attraction in Hong Kong, the luminous pearl of the Orient and known as the financial center of Southeast China. It is located on the south end of Hong Kong Island. The larger two sections are located on the headlands of Mount Nanlang, while the smaller section is located in the Huang Zhu Keng Valley lowlands. It is considered as one of the largest ocean in the world, having an area of 170 miles (2008). Organizations change and organizations compete for the same resource, competencies as well as customers. It is the cruel reality that must not be neglected by any management, thus the strategy as well as strategic management must not be neglected as a vital integral part of what managers do ( 2002,). This paper will focus on the strategic management process of the Ocean Park of Hong Kong towards their foreigner or tourists customers, particularly those mainland Chinese. It will first tackle the details about the Ocean Park.
Table of Contents
Introduction. 2
Ocean Park Hong Kong. 3
External Environments of Ocean Park. 4
PEST Analysis. 4
Political Analysis. 5
Economic Analysis. 5
Social Analysis. 6
Technological Analysis. 6
Industry Analysis. 7
Five Forces Analysis. 7
Threat of New Entry. 8
Threat of Rivalry. 8
Threat of Substitution. 9
Threat of Suppliers. 9
Buyer Power 10
Competitor Analysis. 10
Disneyland. 10
Wetland Park. 11
Internal Environments of Ocean Park. 12
SWOT Analysis. 12
Strength. 13
Weaknesses. 13
Opportunities. 14
Threat 14
Competitive Advantage. 15
Core Competency. 15
Competitive Advantage. 16
Tangible Resources. 16
Value Creation. 17
Conclusion. 17
References. 19
Bibliography. 20 Table of Figures
Figure 1 PEST Analysis Hong Kong Ocean Park. 4
Figure 2 Five Forces Analysis of Ocean Park (Hong Kong Amusement Park) 7
Figure 3 SWOT Analysis Hong Kong Ocean Park. 12
Figure 4 Competitive Advantage Model of Hong Kong Ocean Park. 15 Introduction Ocean Park is considered as a major attraction in Hong Kong, the luminous pearl of the Orient and known as the financial center of Southeast China. It is located on the south end of Hong Kong Island. The larger two sections are located on the headlands of Mount Nanlang, while the smaller section is located in the Huang Zhu Keng Valley lowlands. It is considered as one of the largest ocean in the world, having an area of 170 miles (2008). Organizations change and organizations compete for the same resource, competencies as well as customers. It is the cruel reality that must not be neglected by any management, thus the strategy as well as strategic management must not be neglected as a vital integral part of what managers do ( 2002,). This paper will focus on the strategic management process of the Ocean Park of Hong Kong towards their foreigner or tourists customers, particularly those mainland Chinese. It will first tackle the details about the Ocean Park.
References: The park is currently undergoing a massive expansion to be finished in 2010. However, there will no rides to be closed during the said period (2008).