Hong Kong Disneyland has been struggling with lower-than-expected attendance rates for almost three years since its opening. Factors for example lack of unique attributes, inconvenient place, small size, inadequate appeal to adults and missing Chinese elements are mentioned as potential causes. The Walt Disney Company and its joint venture partner, the Hong Kong government, are negotiating about injecting extra capital to expand the park in order to bring more visitors.
For a successful turn around, the management has to determine what went wrong in the first place. This case explores the potential reasons for the park's lackluster performance. In addition, it covers the positioning and merchandise offerings, the remedial actions taken by the business, an investigation of the marketplace dynamics for both local and overseas visitors, and the competition of the park. The launching strategies and functionality of Disneyland Park in Paris and Tokyo Disneyland are comprised in the event for comparison. This case was used in the 2nd McKinsey/HSBC Business Case Contest.
PUBLICATION DATE: January 13, 2010 PRODUCT #: HKU885-PDF-ENG
This is just an excerpt. This case is about GLOBAL BUSINESS
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