Disney's successful adaptation in Hong Kong

Résumé du document

-One of the biggest media and entertainment businesses in the world
-Tiny business in 1923 to one of the heavyweights of globalization
1920s and 1930s => only 1 studio and 1 park
The end of the 20th century- numerous TV networks, additional theme parks openings, a cruise line, merchandising in US malls and airports, publishing houses, real estate, hotel resorts, etc.

A joint venture between Disney and HK government
The HKSAR government => invest $2.9 billion + earn a 57% stake in the project ( $780 million)
Disney => 43% ($419 million)

Extraits

[...] Strategies to drop prices and to fit in the low-income levels and holyday schedule was necessary Untitled-2.JPG Adaptation to local visitor's customs Seasonal entertainment such as Disney's Haunted Halloween, A sparkling Christmas Disney's Chinese new Year shown in the park to celebrate main Chinese festivals. HK Disneyland own version of the show “it's a small world” ; Doll in a traditional Chinese opera costume. HK Disneyland tried to make and adjustments to local eating habits and food preferences. Untitled-2.JPG Change of décors and settings Feng shui, key role in the theme park's design : - The park moved its main door=> the right direction. [...]

[...] New gate the angle of the front gate by 12° Cash registers closer to corners or along wall The number four is believed to be bad luck no fourth-floor buttons in any of the elevators These changes ensure prosperity for the park Untitled-2.JPG Labor practices “Smile factory” = unsuccessful among the Chinese crew personnel Overly friendly = suspicion They were required to smile at customers in less than 60 seconds of their entering the theme park that caused a mini revolution They do not like to be that expressive about their feelings Untitled-2.JPG The success of glocalization The four changes have turned HK Disneyland into such a successful = it accumulated a double-digit percentage growth $19 billion to the Hong Kong area's economic growth over the next four decades Past : Was not too popular. Now : the park has grown seriously overcrowded stopped selling tickets Future : Doubling the park's capacity Untitled-2.JPG Discussion and future directions “The world is too big and too different to even consider the idea that every corporate philosophy, culture, policy, and practice can be applied universally everywhere. [...]

[...] Disney's successful adaptation in Hong Kong Untitled-2.JPG < number > Untitled-2.JPG Few words about The Walt Disney Company One of the biggest media and entertainment businesses in the world Tiny business in 1923 to one of the heavyweights of globalization 1920s and 1930s only 1 studio and 1 park the end of the 20th century- numerous TV networks, additional theme parks openings, a cruise line, merchandising in US malls and airports, publishing houses, real estate, hotel resorts etc Untitled-2.JPG How they done it? A joint venture between Disney and HK government The HKSAR government invest $ 2.9 billion + earn a 57% stake in the project ( $780 million) Disney 43% ( $419 million) Untitled-2.JPGUntitled-2.JPG Hong Kong Disneyland Sept 2005 : Only 5.6 million visitors during the first season 25% less than expected. WHY? [...]

[...] Untitled-2.JPG < number > Reasons for failure by the local environment Disney's labor practices, restaurants, various outlets were not “Chinese” enough Disney's rides, shows, events were not appealing to Chinese visitors The city of Hong Kong considered Disney's presence as unacceptable- too much Western cultural imperialism Untitled-2.JPG The Glocalization of Hong Kong Disneyland There are 4 major glocalization changes that have made Hong Kong Disneyland more successful; - Reduction of prices, - Adaptation to local visitor's customs, - Change of decors and settings, - Adaptation of labor practices Untitled-2.JPG Reduction of prices: When HK Disneyland opened, the area had not fully recovered from the late 90's Asian financial crisis. ticket too expensive. The theme park sold tickets that could be used on any day, without considering China's holyday schedule. [...]