I. Executive Summary This marketing service plan on Hong Kong Disneyland aims to give concrete recommendations for the improvement of the theme park’s service marketing mix elements or 8Ps. Other than the different recommendations, this paper also contains various information regarding Hong Kong Disneyland’s current situation as well as other related vital knowledge needed for the service plan, such as; Industry Analysis, Competitive Analysis, TOWS analysis and TOWS matrix. The industry analysis discusses the present situation of the different theme parks in Asia when it comes to the increase and decrease of visitors as well as these theme parks’ rankings relative to its competitors. The industry analysis also discusses Hong Kong’s …show more content…
There was a significant increase in the number of visitors in Disney parks in both Japan and Hong Kong. There was an 800,000 increase of visitors for Tokyo Disney while and 600,000 increase for Hong Kong Disneyland. This increase for Hong Kong Disneyland was mainly due to the rising number of tourists from Mainland China. New marketing strategies and additional attractions to the park were also done to increase visitors. Currently, while China’s economy is prospering, Disney’s plan to construct a new park in Shanghai is moving very quickly. The Disney Shanghai is set to open its doors to the excited public on the year 2016. It is said that the continuous growth in Asia will drive more success in the theme parks industry in the years to come. Other theme parks, such as Ocean Park is also planning to revamp their brand by rebuilding, expanding the park, adding new rides and increasing the park’s capacity. Ocean Park is currently trying to improve their recorded an annual attendance of over 5.1 million visitors. Top 15 Amusement Parks or Theme Parks in the Asia Pacific 2010 As seen in the chart above, Hong Kong Disneyland ranked 6th in the top 15 amusement parks/theme parks in the Asia Pacific in 2010. It actually showed a 13% growth while Ocean Park ranked 7th with a growth percentage of only 6.3%. Although theme parks with big names such as Disney and Ocean Park exemplified such growth in the last few years, the other smaller parks showed a
Before discussing the cultural missteps taken by the Walt Disney Company (TWDC) at their international theme parks, a quick overview of the company and its international theme parks will be given. The Walt Disney Company is an entertainment conglomerate with business divisions in movies, television, radio, theater, publishing, and theme parks. Since the focus of this paper is international theme parks, only a brief history of the American theme parks will be discussed. Walt Disney thought of the idea of the theme park one day when he took his daughters to a local park and watched them as they rode the merry-go-round (Disney, 2009). Disney wanted a place where children and their parents could have fun and enjoy the rides together (Disney,
Two of the biggest theme parks in Orlando, Florida are Walt Disney World and Universal Studios Florida. Both of the theme parks are huge competitors when it comes to getting customers and money. In this essay I will show you which of the two theme parks is better than the other, by using multiple different categories that theme parks use when making their parks.
The case “Euro Disney: First 100 days” talks about the issues faced by the Walt Disney Company when expanding to international borders. The case begins with the history of Disneyland and then describes the reasons behind its success and expansion to various states across the country. It then describes the success of Tokyo Disneyland, first Disney theme park outside America and the factors affecting it.
The Walt Disney Company has seen their share of success in taking their parks and resorts into global markets. “60 years ago, the first Disney theme park opened, in California and was the brainchild of Walt Disney himself, who was motivated by the lack of entertainment options available to him and his two young daughters.” (Forbes, 2016). Disneyland California penetrated the market rapidly, and its popularity led to the opening of Disney World in Florida, followed by global expansion in Tokyo, Paris, and Hong Kong. Their latest expansion came in June 2016, on a 963 acres’ site in Shanghai, China (Xu, 2012). After one year in operation, Shanghai Disneyland is outpacing their most optimistic projections, and the park’s
Globalization is forcing all companies, large and small, to focus on a larger competitive landscape. For many companies hypercompetition arises and they are left with stunted growth while competing with other businesses across the globe. Fortunately, Disney has constructed one of the world’s most recognizable and beloved brands in the entire world. To understand the external environment in which Disney competes, we must first discern which market we wish to analyze. Disney owns a plethora of companies across an extensive list of industries including publishing, game production, retail, theme parks, and software. By far the two largest segments of Disney’s business are its parks/resorts and media networks; those will be
Hong Kong Disneyland, opened to visitors in 2005, is one of the two largest theme parks in Hong Kong. It successfully brings magical experience of Walt Disney to all the visitors just like other Disneyland around the world.
Competing amusement parks has upgraded their attractions to attract more consumers and Disney is has recently strategizing this approach to a more concentrated perspective. This can ultimately lower their revenues until the plan is complete.
In 1955, the most charming place in the world was ‘Disneyland’ was open for the public. The idea was to create a magical place for the whole family. Ever since then, Disneyland theme parks have been growing and today Walt Disney Company owns 14 theme parks in the world.
After Eisner invested tens of millions of dollars to update and expand attractions and park facilities, Disney recovered its investment with attendance-building strategies. By creating a range of complementary services and entertainment at the park, customers stayed longer and spent more money. A plan was also put in place to develop Disney’s unused acreage and further maximize the profitability of these assets. One result of the above measures was that attendance at Tokyo Disneyland increased by 50% from 10.2m in 1983 to 15.8m in 1991.
First this includes theme parks, hotels and resorts, and Disney’s cruise lines. Disney has parks, in numerous global cities. In 2014 Disney had an 18% increase in operations (Gamble & Turnipseed 2014).
Disney’s target market consists mainly of family-oriented Asian tourists, primarily those from mainland China, Taiwan, and Southeast Asia. The mainland China accounted for large number of incoming visitors. At the time of Hong Kong Disneyland’s establishment, Hong Kong already enjoyed booming business and tourism sectors, but the government believed that the latter would be invigorated by the creation of a then absent “family tourist” niche. Below are the
For my final paper I chose to discuss The Walt Disney Company. Since the Company is so large and made up of four primary business segments, I decided to focus on one particular segment: Parks and Resorts. This segment is composed of the theme parks, cruise-line, and vacation club resorts.
Yes, they have. In some countries, where land was scarce, governments limited the area of the land that the developers could take up for theme parks. Park administration was dependent on the government for utilities such as power, gas and water. A typical period required for arranging government approval for a theme park could be as high as two to five years,depending on the country.
From these expected figures, it can be safe to say that Disneyland will attract a huge amount of visitors to see this new world-classed Disneyland in Hong Kong.
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