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Hong Kong Disneyland: Where is the Magic?  
 
Product Ref: 07/320C Company: Hong Kong Disneyland
Hong Kong International Theme Parks Limited
N/A

Product Type: Case Industry: Hotels, Restaurants, Leisure

Related Product(s): N/A
Authors: Bennett Yim      Josephine Lau
Hong Kong Disneyland was the Walt Disney Company's third international theme park outside America, after Tokyo and Paris. From conception to opening, the government joint venture was subjected to the absolute scrutiny of the Hong Kong public. There was skepticism towards the equity of partnership and politicians alleged the administration of selling Hong Kong's interest cheap. Negative publicity plagued the Hong Kong theme park in its preparation leading up to the opening. Green groups asked the park to ban shark's fin soup from the resort's wedding banquet menu. District councilors accused Disney officials of discrimination for refusing to switch to the more environmentally friendly fireworks technology as used in California. Local unionists attacked the poor working conditions and long hours at the park. If those were only the tip of the iceberg, the ticketing fiasco during Chinese New Year hammered home the message ˇV the Disney formula was not working. Given the nature of the incidents, it was questionable whether this was a case where antagonism of a foreign culture contained the magic of the Magic Kingdom, as it was claimed in Disneyland Paris. Interesting enough, both the Hong Kong and Paris theme parks had its chief replaced in less than a few months after the park's opening, if these corporate moves were anything but indicative. In September 2006, the Hong Kong theme park announced it had missed its first year attendance target of 5.6 million. Often criticized as the smallest Disneyland in the world, the Hong Kong theme park had been tipped as a ˇ§stepping stoneˇ¨ for the American company's entry into mainland China. If it was indeed to serve as a prototype for another Disneyland in China, it would be critical for the management of Hong Kong Disneyland to come up with a recovery plan and realign its strategy to improve its image, boost attendance and deliver its revenue target. This case can be used to explore what could be done to enhance the smooth delivery of the American fantasy in the alien culture of the Middle Kingdom.
Functional Area : Marketing

Issues: Service Breakdown; Service Recovery; Cultural Adaptation; Theme parks; Disney overseas theme parks; Disney management
Length: Text: 14 pages
Exhibits: 9 pages
Country: Hong Kong SAR

Pub. Year: 2007 Level of Difficulty: 1
         
This product type is available in the following language(s):      English   Spanish
         
Related Information: N/A
 
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