Disney began the internationalization of theme park operations with the opening of Tokyo Disneyland in 1983, which is regarded as one of the most successful amusement parks in the world. Disney tried this success in France, the largest consumer of Disney products outside the United States to replicate. In 1992 they opened Disneyland Resort Paris, which is widely considered much less successful than the park in Japan. This case examines efforts to Disney’s third park to open out … Read more »

Disney began the internationalization of theme park operations with the opening of Tokyo Disneyland in 1983, which is regarded as one of the most successful amusement parks in the world. Disney tried this success in France, the largest consumer of Disney products outside the United States to replicate. In 1992 they opened Disneyland Resort Paris, which is widely considered much less successful than the park in Japan. This case examines efforts to his third Disney park outside the United States to open in Hong Kong Disneyland. It begins with the discussion on the experience of Paris and Tokyo Disneyland, and then discusses the opening of Hong Kong Disneyland, including the structure of the deal, and how the operations, human resources management and marketing were designed to fit the Chinese cultural environment. The case also discusses the tourism industry in Hong Kong and the special problems that have occurred during the first year of operations. The stage is set for students to discuss whether Disney’s strategic assets have a good semantic fit with the Chinese culture.
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from
Michael N. Young,
Donald Liu
Source: Ivey Publishing
16 pages.
Release Date: 04 October 2007. Prod #: 907M13-PDF-ENG
Hong Kong Disneyland HBR case solution