Managing in Troubled Times Case Study

Case Title:

Hong Kong Disneyland: Appeasing the Dragon?

Abstract:
In 2005, The Walt Disney Company (Disney), the No. 2 media and entertainment company in the world, opened its first theme park in China, the ‘Hong Kong Disneyland’ in Hong Kong.

Hong Kong Disneyland is the American group's third international amusement park, the other two being Tokyo Disneyland and Disneyland Paris. In 1992, when Euro Disney (later Disneyland Paris) was opened in France, the French critics termed it as an American cultural invasion and the locals stayed away from it. Finally, Disney made the park more culturally acceptable to the local visitors and the park became Europe’s most visited place.

So, in 2005, when the Hong Kong Disneyland came up, Disney made sure that it would be a feel-like-home experience for the Hong Kong and Mainland China visitors. The company wanted to avoid the mistake it made in its European foray. Also, as the Hong Kong Government, known to be very conservative, has a controlling stake, Disney had to make some modest concessions to local customs. But analysts questioned whether Disney would be able to transport the magic of Disneyland brand to Hong Kong Disneyland. It tried hard to make the park culturally acceptable to the Hong Kong and Mainland China population. But in this attempt, will the aura and magic of Disneyland be lost?

Pedagogical Objectives:

• To discuss about the specialty of Disney Land
• To understand about Hong Kong Disneyland
• To highlight the need for adaptability on entering a new market.

Keywords :  Disneyland; Hong Kong; DisneyTheme Parks; China; Feng Shui; Robert lger; Dragon; Entertainment; Attendance; Rides; Culture; Managing in Troubled Times Case Study; Amusement Park; Disneyland Resort; Mickey Mouse