relationship management strategy in Hong Kong Disneyland. Hong Kong Disneyland is a famous international company over the world. It vision is to provide the quality service on the ceremony to customers and to provide them special unique experiences. We have conducted an interview with a supervisor of customer relationship management department of Hong Kong Disneyland concerning their special customer management strategy. For example‚ how it provides the best services to its guests and why it would succeed
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the United States caused Disney to seek out international success. Disney anticipated that there would be continued success by “bringing the original disneyland model to new territories‚ and then‚ if feasible‚ adding a specialty them park.” (5) Disney began the venture of internationalizing its theme park operations with the opening of Tokyo Disneyland in 1983. This park is regarded as one of the most successful amusement parks not only in the Disney operating parks but in the world. Disney’s highly
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Executive Summary Hong Kong Disneyland (Disney HK) is owned by Hong Kong International Theme Parks Limited‚ a joint venture company with 57 percent shares from the Hong Kong Government and 43 percent shares from the Walt Disney Company. One of the key reasons Disney HK was constructed is to create new jobs for both within Disney and through other employment opportunities and was also estimated to generate economic benefits for Hong Kong. This report would include a comprehensive analysis of the company
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Executive summary Background: Disneyland wants to know visitors’ ideas of what improvements can be made to enhance their satisfaction. For this purpose‚ Disneyland desires that a quick survey of their visitors be done to elicit their opinions. Justification: Disneyland always receive many of complaints for the tourist ‚it found that the common problem is cutting in the line and the place & facilities is not enough. Recommendations: Disneyland should find out the main problem and rectify
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Chu Hai College of High Education BBA 311 Marketing Management Group Project [pic] [pic] Table of contents 1. Executive Summary 4 2. Company Description 5 3. Strategic Focus and Plan 6 Objective 6 Vision 6 Mission 6 Non financial goal 6 Financial goal 7 Core competency and sustainable competitive advantage 7 4. Situation Analysis 9 Microenvironment 9 ? Competitors 9 ? Customers 10
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Hong Kong Disney: the good and the bad Introduction:Disney Disney was founded on October 16‚ 1923‚ by Walt and Roy Disney as the Disney Brothers Cartoon Studio‚ and established itself as a leader in the American animation industry before diversifying into live-action film production‚ television‚ travel‚ and theme parks (The Walt Disney Company‚ 2012). Disney went on to construct theme parks in California‚ Florida‚ Tokyo‚ Paris‚ and Hong Kong. Today Disney is the largest media conglomerate of the
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Case Brief: Disneyland 1.) How accurate was the projection of visitors to the park? Estimated attendance: 2005 – 5.6 million Actual attendance: Sept. 12‚ 2005 (opening day)-5.2 million In its first year‚ Disneyland in Hong Kong were 400‚000 short of its target of 5.6 million projected visitors Estimated attendance: 2008: 7.1 million Actual attendance: 8.2 million In order to attract more visitors‚ the park has announced to add four new attractions‚ apart from the already-announced
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Hong Kong Disneyland had mechanisms in place to adapt to local Hong Kong culture‚ yet these means appeared to be partially ineffective. Why? Despite hard efforts of management‚ during 1 year there were some difficulties Chinese Disneyland faced to. One of the biggest problems was the Lunar New Year Holiday. It took place when administration of park didn’t take into account some particularities of Chinese people consumption habits. This fiasco led to many complaints‚ ticket returns and‚ importantly
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1. How would you value the Hong Kong Disneyland project from the perspective of Walt Disney? The valuation of Hong Kong Disneyland from the perspective of Walt Disney is done by taking the following assumptions: Cost of Capital = 9.52% Cost of Government Debt = 8.19% Cost of Commercial Bank Debt = 11.36% Cost of Equity = 12.3% (10 year average) Inflation = 7.31% (10 year average) Gross margin = 37% Operating Cost = 22% Variable Management Fee = 5% With the above assumptions the FCF
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As Disney tried to expand their empire further into Asia‚ they were not at all as successful as they had originally expected. With the success of Tokyo Disney Resort producers of Hong Kong Disney were projecting the same experiences to happen in Hong Kong. By using the failures found in Disneyland Resort Paris they knew what not to do in order to achieve greater worth of the Disney name abroad. Though Tokyo and Paris are completely different cultures‚ the adaptation of each culture was done in
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