disney land
Hong Kong Disneyland was opened in September 2005 through a joint venture between the Walt Disney International and Hong Kong government. Hong Kong was a prime tourist destination for a large number of people from the mainland. Disney focused on people from mainland, the local residents and international tourists. The culture of Hong Kong differs from the mainland and the local residents were infamous for their low patience and different tastes for entertainment. Since it’s opening, the park has been in news regarding the operational problems associated with it.
The issues with Disneyland were primarily due to Operations, Marketing and Finance. Based on their previous experiences, Disney left no stone unturned to ensure flawless operations but in spite of that there were some operational issues that tarnished the Disney brand after its opening. Overall Disney failed to gauge the Chinese market and provide a park that was unique in nature and different from the other parks in the region.
Service Concept
Hong Kong Disneyland was expected to serve 5.6 million visitors for its first year. To facilitate thousands of visitors to park, like other Disney parks, Hong Kong Disneyland adopted service factory concept, to take the advantage of its scale and employ less expensive unskilled workers to provide low customization service. As the park ran with line flow process, the operation was highly efficient with the costs greatly reduced.
To differentiate itself from other theme parks, Disneyland kept its distinctive competence
Disney ‘s target market was mainly the residents and international tourists and also the people from mainland.
1. The situation
The case introduces the Disney Parks that were opened outsides of the United States (Tokyo, Paris). It reveals the reasons why it is successful in Japan and failing in French. Then it focuses on the park which was opened in Hong Kong. Managers tried their best to avoid the mistakes they made in French and thought
The issues with Disneyland were primarily due to Operations, Marketing and Finance. Based on their previous experiences, Disney left no stone unturned to ensure flawless operations but in spite of that there were some operational issues that tarnished the Disney brand after its opening. Overall Disney failed to gauge the Chinese market and provide a park that was unique in nature and different from the other parks in the region.
Service Concept
Hong Kong Disneyland was expected to serve 5.6 million visitors for its first year. To facilitate thousands of visitors to park, like other Disney parks, Hong Kong Disneyland adopted service factory concept, to take the advantage of its scale and employ less expensive unskilled workers to provide low customization service. As the park ran with line flow process, the operation was highly efficient with the costs greatly reduced.
To differentiate itself from other theme parks, Disneyland kept its distinctive competence
Disney ‘s target market was mainly the residents and international tourists and also the people from mainland.
1. The situation
The case introduces the Disney Parks that were opened outsides of the United States (Tokyo, Paris). It reveals the reasons why it is successful in Japan and failing in French. Then it focuses on the park which was opened in Hong Kong. Managers tried their best to avoid the mistakes they made in French and thought