Case Study Report Euro Disneyland DiChao Wu Student Number: 3152196 Case Study GSBS6009 – Cross-Cultural Management Due: 2th October 2012 Lecturers: Dr Karen Tian Table of Contents 1. Introduction This report provides information about the critical reflection of my personal decision making situation in the workplace or a similar environment and give some suggestion about how I might have dealt these issues. In preparing
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ADVANCED CORPORATE FINANCE Chase’s Strategy for Syndicating the Hong Kong Disneyland Loan Group 1 AFNONIN‚ Artem 3035162144; ARDERN‚ Jeffrey 3035160914; GUPTA‚ Agrata 3035161097; KUTUZOVA‚ Ekaterina 3035162156; Disneyland - Chase Case Study Q1: How should Chase have bid in the first round competition to lead the HK$3.3 billion Disneyland financing? After being approached by Disney to raise HK$3.3 billion nonrecourse loan package on a fully underwritten basis‚ Chase had three options available
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TITLE An analysis of Saigon Morin Hotel in Hue city thorough 7Ps in marketing strategies INTRODUCTION The ability to market a hotel in the appropriate way to the appropriate market is essential to the success of the business. For this to succeed‚ those in key roles need to understand the product that they are selling and the market to which it is being sold. Managers maximize their returns through understanding the market they are operating in and applying those marketing techniques
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opportunities in emerging markets. In 2012‚ the Disney Channel reached 75 percent of viewers in China and Russia and was available in more than 100 countries‚ compared to 19 countries in 2002. Disney opened a Toy Story Land attraction at Hong Kong Disneyland in 2011 and had two more lands planned for the Hong Kong resort. 2. What is the assessment of the long-term attractiveness of the industries represented in Walt Disney Company’s business portfolio? The industry attractiveness assessment clearly
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Gradebook View Gradebook User Activity My Gradebook: Austyn Harris Gradebook key is available at the end of data table. But for screen reader users‚ the meanings of icons are provided in the data table itself.Go To Gradebook Key Grade To Date: 246/353 (69.69%)All items are not graded View gradebook by: Unit | Item Assignment Grade Earned to Date Possible for Course Unit 1: Ticket Booth - Demographics Form 5/5 5 pts. 5 pts. Unit 1: Ticket Booth - EOC Pre-Test 10/10 10 pts.
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This following report is based on the environmental impacts and issues Hong Kong Disneyland has on the hospitality and tourism industries. Disneyland was first opened in Los Angeles in the year 1955 and is owned and operated by The Walt Disney Company. It was aimed for entertainment and family and is one of the most popular and well-known theme parks in the world. Later on‚ Disneyland opened in three more countries‚ which includes Florida‚ Japan and Europe. Visitors were offered exciting roller
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Disney’s decision to pursue a localization approach in emerging market. As it can be seen that Disneyland in Hong Kong failed because they lack of localization. For example‚ Disneyland Hong Kong assumed customers would follow the standard pattern of spending on average 20 minutes at meals. However the Hong Kong customers spend an average of 40 minutes‚ causing undesirable backups since Hong Kong Disneyland did not provide enough restaurants to serve customer need. Also‚ the dominant dialect in Hong
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Background Hong Kong Disneyland was opened on 12th September 2005. It is the fifth Disney in the world‚ which only consisted of four themed areas at the beginning‚ which includes‚ Main Street‚ U.S.A‚ Fantasyland‚ Adventureland and Tomorrowland. However‚ there was a research in 2007 showing that Hong Kong Disneyland had plunged nearly to the bottom of the world’s 25 most popular themed park as it had low record of visitors. Hong Kong Disneyland had also been criticized for its attractions are being
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Management In the case entitled Hong Kong Disneyland (Ivey Management Services version‚ 2007) describes the global mega-entertainment corporation’s inability to achieve forecasts in attendance and profit for the facilities first two years of operation (2005-206). Further research has shown that Hong Kong Disneyland (HKD) first year of profit came in 2012 (Nip‚ Kang-Chung‚ 2013). This analysis is divided into two sections. The
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Hong Kong Disneyland One of the biggest complaints heard from visitors of Hong Kong Disney‚ is the size of the park. The vast majority of visitors believe that the park is too small. The capacity of the park is 30‚000 visitors per day. HKD is the smallest among Disney theme park properties in the world. The park currently occupies just 55 acres and has only four “lands” – Fantasyland‚ Tomorrowland ‚ Advertureland‚ and Main Street USA. Our first recommendation would be to expand the park. HKD
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