Why do you think that the world's largest theme park operator, Walt Disney Company, was motivated to establish parks in Tokyo, Paris, and Hong Kong?
Disney Strategic Planning was able to find the optimal mix of income, family composition by key demographics, and favorability of national government to their expansion in each region (Data Monitor, 2004). The one area they had the most trouble with from a cultural and media relations standpoint was Euro-Disney in Paris (Forman, 1998). Disney pressed on however as the potential to attract millions of visitors from the United Kingdom, Germany, Italy and throughout western Europe galvanized their commitment to this market (Kepler, 2005). Tokyo was a completely different experience, with many Disney fans asking for a park to be built there and the per capita income and demographic factors aligning with Disney's most loyal customer bases (Kepler, 2005). Hong Kong is one of the most prosperous regions of Asia and also has an excellent demographic composition...
These factors led to the rapid development of Disneyland Hong Kong.
2. What particular market characteristics of each of those sites do you think were especially attractive?
Disney's executives and strategic planners considered the Asian market to have the greatest possible growth, and based on their research, chose to expand first in Tokyo where research showed a large and affluent fan base (Kepler, 2005). The decision to expand into Hong Kong was driven by the market size of China and the surrounding regions, their relative level of affluence, and the potential for outside investment to alleviate risk (Fowler, Marr, 2006). For Euro-Disney the primary objective was to have a theme park on the European continent, accessible to those Disney customers in the UK, throughout Western Europe, and across the Eastern European nations. Disney's market research had shown that the majority of these customers were saving…
but, in addition to having to give up a share of profits to partners, it will most likely be more difficult for the company to control expenses such as real estate and labor costs and to standardize operations where desirable. 2. Why do you suppose Disney made no financial investment in Japan, one of $140 million in France, and then one of over $300 million in Hong Kong? Tokyo Disneyland opened
6. Personal opinion The global strategy is effective as it regards numerous areas, all focused on the overall development of Disney. But since the strategy has numerous applications, it is only natural that some are better received that others. For instance, I believe that the decision to expand onto other continents was extremely wise as it not only increases profits, but it protects the company against economic features that might affect
Disney sets them up, sexes them up, and throws them under the bus when they come of age. But who is complaining? Very few. The fact is celebrity gossip has become an industry unto itself. People love watching stars fall. If Disney can provide the stars, people will watch. In summation, Disney Corps. has gone from Dumbo to just plain dumb. Yet, the park Walt Disney originated in 1955 holds
Disney Analysis The Walt Disney Company founded in 1922 started out with 2 employees from an animation studio. It has become a leader in family entertainment. The company has around 58000 employees worldwide and 189000 shareholders. It has become a media conglomerate with Motion Picture and Video Production (Walt Disney Picture, Touch Stone Pictures), Television Broadcasting Network (ABC), Cable Networks (ESPN, ESPN2), Amusement Parks (Disney World), Resorts (Disney World), Professional Sports
Additionally, the affordability of the Disney products and services is also relative. While in the economically developed countries in the western hemisphere, the Disney products and services are affordable and part of every day life, within the less economically developed countries, the Disney products and services are less affordable; here, they represent social statements and signs of wealth, which integrate an overall experience, rather than a simple product or service. All
Perhaps more than any of the media and entertainment conglomerates with which it competes, Disney has created a prolific, colorful and always expanding universe of characters that draw immediate recognition and appeal. Today, Woody and Buzz Lightyear are as recognizable as Mickey Mouse and Donald Duck. Weaknesses: One of the core weaknesses revealed in the decade following Disney's early-90's animation renaissance was the lack of elasticity in its animation department. The