Disney Case
CHAPTER
4 . soclAl AND
CULTURAL ENV|RoNMENTS
149
Disney Learns to 'Act Local" on the Global Stage fhe Walt Disney Company, home to Mickey Mouse, Donald Duck, and l other iconic characters, has a stellar reputation in many parts of the government. Consisting of a theme pa*, hotel, and shop1 the development would create 50,000 much-needed jobs. Shanghai Disneyland is an important element in Disneys strategy for penetrating the local market. However, the proposal does not address Disney3 need for increased media exposure; company officials believe that a Chinese Disney W channel is essential to build awareness of the Disney brand and interest in the new theme park.
cAsE
4_2
world for its family-friendly entertainment offerings. The company3 parks and resorts division operates theme parks in five globai locations, including a recent $1.8 billion park in Hong Kong. Disney3 fabled studio entertain-
ment unit has an illustrious history in both animation and live-action features. The Lion King, released in 1994, is the highest grossing animated film of al| time. More recently, Disney has Önjoyed massive hits with live-
action features. These include Pirats of the Caribbean and iG sequels as well as classic American fare such as the W.show High School Musical, Howeveç despite high worldwide awareness levets of the Disney brand, as of 2006 only 25 percent of the company3 revenues came from outside the United states. Historically, the Disney team has created products at its the world. Now, as the company talgets China, lndia, South Korea, and oüer emerging markets, it is departing from its ''one size fits all'' approach. One factor driving the strategy change: the fint-year visitor count in Hong
;;i;.;;;;;
Kong fetl short of the target figure of 5.6 million people. This prompted
Disney's other divisions are also pursuing a more localized approach in key emerging markets. As Jason Reed, general manager for Walt Disney Studios
4 . soclAl AND
CULTURAL ENV|RoNMENTS
149
Disney Learns to 'Act Local" on the Global Stage fhe Walt Disney Company, home to Mickey Mouse, Donald Duck, and l other iconic characters, has a stellar reputation in many parts of the government. Consisting of a theme pa*, hotel, and shop1 the development would create 50,000 much-needed jobs. Shanghai Disneyland is an important element in Disneys strategy for penetrating the local market. However, the proposal does not address Disney3 need for increased media exposure; company officials believe that a Chinese Disney W channel is essential to build awareness of the Disney brand and interest in the new theme park.
cAsE
4_2
world for its family-friendly entertainment offerings. The company3 parks and resorts division operates theme parks in five globai locations, including a recent $1.8 billion park in Hong Kong. Disney3 fabled studio entertain-
ment unit has an illustrious history in both animation and live-action features. The Lion King, released in 1994, is the highest grossing animated film of al| time. More recently, Disney has Önjoyed massive hits with live-
action features. These include Pirats of the Caribbean and iG sequels as well as classic American fare such as the W.show High School Musical, Howeveç despite high worldwide awareness levets of the Disney brand, as of 2006 only 25 percent of the company3 revenues came from outside the United states. Historically, the Disney team has created products at its the world. Now, as the company talgets China, lndia, South Korea, and oüer emerging markets, it is departing from its ''one size fits all'' approach. One factor driving the strategy change: the fint-year visitor count in Hong
;;i;.;;;;;
Kong fetl short of the target figure of 5.6 million people. This prompted
Disney's other divisions are also pursuing a more localized approach in key emerging markets. As Jason Reed, general manager for Walt Disney Studios