Hong Kong Disneyland is struggling with lower-than-expected attendance rates in nearly three years since its opening. Factors such as small size, inconvenient location, lack of unique features, insufficient appeal to adults and lack of Chinese elements have been cited as possible causes. The Walt Disney Company and its joint venture partner, the Hong Kong government are about injecting additional capital to expand the park to attract more visitors negotiate. For a successful turnar … Read more »

Hong Kong Disneyland is struggling with lower-than-expected attendance rates in nearly three years since its opening. Factors such as small size, inconvenient location, lack of unique features, insufficient appeal to adults and lack of Chinese elements have been cited as possible causes. The Walt Disney Company and its joint venture partner, the Hong Kong government are about injecting additional capital to expand the park to attract more visitors negotiate. For a successful turnaround management has to figure out what went wrong in the first place. This case examines the possible reasons for the park’s lackluster performance. It also includes the park’s positioning and product offerings, the remedial measures taken by the company, an analysis of the dynamics of the market for local and foreign visitors, and faced competition from the park. The launch strategies and performance Tokyo Disneyland and Disneyland Park in Paris are included in the case for the comparison. The case was in the 2 McKinsey / HSBC Business Case Competition used.
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from
Ali Farhoomand,
Penelope Chan
Source: University of Hong Kong
32 pages.
Release Date: 13 January 2010. Prod #: HKU885-PDF-ENG
Disney: Losing Magic in the Middle Kingdom HBR case solution

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