'Disneyland Hong Kong Essay\r'

'1. What lead to the eventual woes experienced by Hong Kong Disneyland in its branch stratum of operation? How should Hong Kong Disneyland rectify its grocery store stain?\r\nThe venture into Hong Kong by Walt Disney was a simple ensample of a large successful western teleph wholenessr non doing its homework. The case presents a clear skeleton of the importance of understanding a foreign trade thoroughly before doing business there. Several particularors conduct to an unsuccessful first year of operations and a majority of these factors could have been avoided with a better heathen understanding in the planning stages. single of the kitchen-gardening differences that was obvious to Disney was the fact that the boorren are not long-familiar with the Disney characters. Disney has naturalised its brand and is a marketing circuit board child in the United States, however this bene raiment goes out the window in a estate such as china that has sheltered itself from the outside(a) world until recently. Disney thought that making a ungenerous attempt at introducing the characters before the launch of the common land would help, however familiarity isn’t synonymous with brand adhesion. As listed in Global Marketing Management by Kotable & Helson, â€Å"Cultural Distance” is one(a) of the half dozen external criteria for choosing a mode of entry into a foreign territory, which was not chronicleed for by Disney. Cultural outdistance also fares the fact that contrasting cultures have different expectations.\r\nThis was also the case with china. As stated in the case, â€Å"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 hang 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 kindle in what they are ph ysic all(prenominal)y getting. This is in truth culturally different from a western sandwich vacation where relaxation and experience is the expectation. Disney does a swell job at providing a magic experience, scarcely in my opinion this is what led to their struggle in Hong Kong †the Chinese tourists do not value that very magical experience that westerners do. There were also different factors such as neglecting to do homework on how Chinese tourists select a destination. The Chinese course to have a strong relationship with give-up the ghost agents where as in the U.S a vacation is slackly booked online without any personal interaction. Failing to account for these small differences coupled with the lack of brand attachment created nothing but an overpriced newspaper publisher greenness.\r\n either hope is not lost however! Hong Kong is a huge tourist market and there is volume of opportunity, but the only way for Disney to rectify its market situation is to bridge the gap of cultural distance. One way to do this would be to add an educational element to their park. The case notes that the Chinese put a premium on education, and in this culture the parents are the ones making the decisions †so appeal to them and attract more people. If Disney wants to succeed it needs to also remember what constitute it so successful in the U.S. After year one it is clear that their brand is not effected and would not do all the work for them, and mustiness take the necessary steps to reestablish themselves all over again. It must create a magical feeling in every Chinese child hearts as well as fit the consumer expectations of their parents.\r\n2. To what extend could Hong Kong Disneyland adapt its product to Chinese consumers without diluting its come across?\r\nHong Kong Disney obviously requires a lot of changes in methodicalness to be successful †but at what evidence to these changes start impacting its brand? Being such a different cultu re from Disney’s main operations, China presents a challenge in that Disney is at risk of infection of tarnishing its name if it changes its product to suit the Chinese expectations. The high hat way to handle this would be to familiarize characters and elements of the theme park that are brand new to China, and not introduce them anywhere else. Instead of using paddy field Mouse as the brand image they move introduce something completely new †and after referable time this could be successful because it is not as though the Chinese consumer has any attachment to the already ceremonious brand, as a matter of fact they are not even familiar with it. It back end also change the layout of its parks.\r\nChina is more interested in taking home physical items kinda than memories so why fill up the park with aesthetically pleasing creations? Instead they mess buoy introduce bigger rides in order to allow for pictures. They bottom even put a super-sized mall inwardly their park in order to establish a collection-type phenomenon surrounding Disney products in China. The text refers to this strategy as â€Å"International Market Segmentation.” A list of reasons is addicted by Kotable & Helson for the segment get, and the first one is â€Å"Identifiable †The segments should be easy to define and measure.” A country like China certainly calls for this approach because of the potential dilution of brand image, however by retentivity the Hong Kong Disney defined as just that †Hong Kong †the brand in the United States will be unharmed.\r\n3. How should Hong Kong Disneyland mouth contest?\r\nHong Kong Disneyland’s main competition is marine Park, a â€Å"homegrown” theme park. First Disney must recognize the advantage that marine Park has over them. Ocean Park has an advantage in that it understands the battlefield, so to speak. It is a Chinese company and it understands the expectations of its cons umer. There is brand wisdom and a little bit of loyalty since it was established in China. They have a popular educational segment which bodes well with the Chinese and generally contribute a good overall experience for the price. They are recognized as the best way that Disneyland can separate itself is through differentiation †they have to make their product unique. Another way that they can address competition is by going after a different part of the market. As stated on Ocean Parks website, a midweek fine is 320 HK which translates to about 40 bucks in US dollars. A potential opportunity might be to fissure Disneyland as the premium option. At 40$, Ocean Park offers a pretty cheap entrance fee and there is not much room to discombobulate their price, however by offering upscale restaurants and shops, Disneyland can capture the upper echelon of tourists. Through differentiation and a focused market, Hong Kong Disneyland can coexist with the large and established Ocean Park.\r\n'