In order for Disneyland Paris to keep running successfully, it has to look at the main factors that can affect its business. The main factors should be analysed by the developing company to be more aware of how to manage their target market. Disneyland Paris has many target markets which the main one is “Disney family” so they need to think through what kind of products that they have to offer to this type of customers and how they’re going to market it. This type of customers “Disney family” is a really important because it’s such a large target market and so therefore the market team needs to be more aware of how they’re going to take advantage of this large market.…
For years, Walt Disney had dreamed of amusement parks where he could his daughters could go for family fun. With amusement parks being cheap, creepy, and dirt in the late 1920’s, Walt always dreamed of place with fun, family attractions that had an upbeat atmosphere; a place that appeared to be away from reality - a type of fairy tale reality (Brad, 2002). Disneyland was first opened in July 17, 1955 (Disneyland History, 2007). With this theme park opening the world view on theme park entertainment had been changed forever. Walt Disney expanded to Florida in 1971. This great success has lead to 11 more Disney themed parks and 5 resorts being opened around the world in places such as Japan, Paris, Tokyo, and Hong Kong.…
With its large population, and low number of theme parks, Asia is an attractive location for Disney. Already, the company has been successful in Tokyo. While its park in Hong Kong has been less profitable, the company believes that further expansion into the region is worthwhile. However, the company faces a number of cultural challenges that must be overcome. Certainly language poses a problem for the company. At Hong Kong Disneyland, the company has chosen to be trilingual for example. In addition to dealing with language differences, Disney must also tailor other components to meet the local needs. The Hong Kong location includes more covered space to allow people to enjoy the park without dealing with the region’s rainy weather, special gardens for picture taking that appeal to the preferences of tourists visiting the park have been created, and the menu has been adapted to local preferences. Plans for the Shanghai location will incorporate Chinese cultural features as well as more traditional Disney themes.…
The Disney Company was becoming largely successful in the US, therefore during the 80’s they began to globally expand. They opened their first international Disney theme park, Tokyo Disneyland, in 1983. Later that decade, they agreed…
Building and investing in a multi-billion dollar theme park would represent another major, long-term commitment for The Walt Disney Company. Therefore, much research and planning were involved in this decision. In addition to the attractiveness of each of the remaining cities, Shanghai and Hong Kong, the market characteristics of the demand for theme park experiences by the Chinese people would have to be carefully evaluated.…
I found two mission statements for this company one is “to make people happy” and the other one is “we create happiness by providing the finest in entertainment to people of all ages, everywhere” (Strauss, h. n.d.). Each and every employee from maid to the president knows the mission statement. All employees are motivated to create happiness for their guest, and they do everyday. From what I have read and heard, Disney lives up to both of these statements.…
As the well-known multinational enterprise, Walt Disney company has achieved a great success in its oversea project. The company set up Disneyland in Japan, France and China successively. But it carried out different policies according to different areas. The report will analyze the motivations of setting up abroad. And define…
With a revenue of $10.6 billion, Disney was one the global players in the theme park entertainment industry. The first Disneyland theme park was opened successfully in California in 1955, following Disneyland theme parks in Florida, Tokyo and a less successful one in France. In order to raise awareness of the brand “Disney” in China, another Disneyland was to be set up in Hong Kong in cooperation with its government. Hong Kong was thought to be well suited as a location for a new park, the population was receptive to foreign and new things and, due to Disney’s presence in television and cinema, children were familiar with the Disney characters. On the other hand, there were many characteristics of the Hong Kong population, which contradicted Disney’s factors of success. First of all, the number of children in Hong Kong, Disney’s target audience, was quite low and expected to drop in the future. Second, parents focused on their children’s education and not their entertainment. Inhabitants were known to be very busy and impatient, making them unsuited for rides with long waiting time. As experienced in Tokyo, the biggest group of adult visitors was married women having the time to take their children to the park. Because women in Hong Kong usually kept on working after marrying, another target group was unreachable in Hong Kong. For Hong Kong’s inhabitants their entertainment had to be convenient, comfortable, fast and inexpensive, characteristics that Disneyland didn’t fulfil. Last but not least, tourists visiting Hong Kong were either mainlanders, who weren’t familiar with Disney, or overseas, who travelled there to experience the authentic Hong Kong feel. Nevertheless Disneyland Hong Kong was being built.…
In my opinion, I strongly agree with 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 Kong is Cantonese, while mainland Chinese widely speak Mandarin together with visitors from other parts of the world are expected to use English. Therefore, employees in Hong Kong Disneyland are expected to be fluent in all three languages in which that is the thing that Disneyland Hong Kong lack of. Accordingly, this example provides how Disneyland fails in Hong Kong in term of localization. As a result, when Disney want to enter into emerging market together with their plan to establish Disneyland in Shanghai, it is important for Disney to consider and emphasize on localization while still left some part to be US based in order to let customer have American experience.…
Disney land was regarded as one of the main companies to stabilize the local economy. After the discussions and negotiations for almost nine months the government and the company reached a preliminary agreement for the Disneyland in Hong Kong.…
As of 2005 only two of these four areas were profitable, those being media networks and parks and resorts. Up until the opening of HKD, Disney had only four other theme parks throughout the world. The original park, Disneyland Resort, opened in 1955 in Anaheim, CA. The second park opened nearly twenty years later in Lake Buena Vista, FL and was called Walt Disney World Resort. In 1983 Disney went international opening up a park in Tokyo called Tokyo Disney Resort. This park was very successful and brought about the opening of Disney’s second international park in Paris called Disneyland Resort Paris, which opened in 1992 (Phatak p. 149-150). Disney Resort Paris was the least successful of the four parks for many different reasons, which leads us into the opening of Hong Kong Disneyland, which took place in 2005.…
While the owners supported the project with substantial amounts of equity Disney and Government as well as with subordinated debt Government, Disney had significant requirements for the financing portion of the remaining needed amount. Disney was looking to receive bank financing for this new object of HKD as a Delay Draw Term Loan DDTL plus HKD working capital line “Revolving Credit Facility” or RCL. While they had learned from their most recent experience with Disneyland in Paris not to have a too aggressive capital structure in place, they nevertheless demanded significant flexibility with regard to the following terms and conditions a 15 year tenor - delayed amortization structure which would start as late as 3 years after the opening of the park, 8 years after closing of the loan and 6 years after funding of the loan.…
From this report, we found that the amount of Disneyland were increased in the last year. Now, Disneyland's marketers may expand the market in China principally , which attract more tourists with increasing consumption .As well as they would emphasize on conferences and exhibitions side because they will build more hotel a few year later that this way can disseminate more new about that to publicity.…
The main objective of this report is to provide a strategy that will enable Hong Kong Disneyland to enhance its competitiveness in the Hong Kong market. In this manner, the report provides the issues that affects the performance of Hong Kong Disneyland and provides the perceived solutions to ensure that the company is on track of achieving the goal of being competitive. In order to find a better solution for these issues, analysis of the company, through the use of different marketing tools has been conducted. For example, to analyze the internal environment of Hong Kong…
The venture into Hong Kong by Walt Disney was a simple example of a large successful western company not doing its homework. The case presents a clear picture of the importance of understanding a foreign market thoroughly before doing business there. Several factors led to an unsuccessful first year of operations and a majority of these factors could have been avoided with a better cultural understanding in the planning stages. One of the culture differences that was obvious to Disney was the fact that the children are not familiar with the Disney characters. Disney has established its brand and is a marketing poster child in the United States, however this advantage goes out the window in a country such as china that has sheltered itself from the outside world until recently. Disney thought that making a meager attempt at introducing the characters before the launch of the park would help, however familiarity isn’t synonymous with brand attachment. As listed in Global Marketing Management by Kotable & Helson, “Cultural Distance” is one of the six external criteria for choosing a mode of entry into a foreign territory, which was not accounted for by Disney. Cultural distance also recognizes the fact that different cultures have different expectations. This was also the case with China. As stated in the case, “for the tourists of Mainland China, going to Hong Kong means a shopping experience, and so they choose the cheaper alternative to Hong Kong Disneyland…” The case goes on to allude to the fact that the culture in China is one about dollars and cents – when a Chinese person spends his/her money, they are more interested in what they are physically getting. This is very…