Hong Kong Disney

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( CASE 3-2 ) Hong Kong Disneyland:
Chinese Tourists’ Behavior and Disneyland’s Internationalization Strategy


1. Hong Kong Disneyland (HKD) experienced woes in its first year of operation due to: * Hong Kong government giving Ocean Park (the local theme park) all the needed support to rejuvenate itself from HKD’s competition * The HKD workforce demanding for equal treatment to their counterparts abroad * Ocean Park’s popularity growing even stronger as a result of the commitment to its culture – creating a tougher time for HKD to be successful. OP was a “home grown” park, where as HKD was a collaborative project with the United States * OP competing at the global level and remaining relevant to local needs * HKD failing to culturally adapt to the theme park in prelaunch stages * Mainland Chinese market not being familiar with Disney characters – American television shows not well-known by mid-aged Asians and the younger generation being brought up with Japanese cartoons * Micky Mouse and Donald Duck = foreign products to Chinese market * Tourists of Mainland China weren’t easily connected to Disney * HKD tryin to introduce Disney before the park opened but efforts failed * Chinese focusing on what they buy, eat, and take home with them rather than the actual park experience; This behavior is natural in their culture. They would rather take pictures on the beach rather than swim and sunbathe * OP = cheaper alternative & perceived better experience * HDK having more of a fantasy experience vs. OP’s educational perspective * HDK failing to realize travel agent importance in Mainland China and not opening relationships with them

Hong Kong Disneyland could have reduced its entry costs in order to attract tourists and deter them from attending Ocean Park. This would have increased…...

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