This paper examines the competitive dynamics between Ocean Park and Hong Kong Disneyland following Disney's market entry in 2005. Drawing on Ocean Park's history as a locally established, non-profit amusement park, the paper explores how multinational corporations challenge incumbent businesses across global markets. It analyzes Ocean Park's market position, pricing advantages, and niche focus on education and wildlife, contrasting these with Disney's global brand, fantasy-oriented offerings, and superior customer service standards. The paper concludes with strategic recommendations, including an enhanced human resource management program and deeper investment in educational programming, to help Ocean Park maintain long-term competitiveness.
The paper demonstrates applied case-study reasoning: it uses a specific business scenario to illustrate a broader principle (incumbent firms facing multinational entrants), then derives actionable recommendations directly from the competitive gap identified in the analysis. This inductive-to-prescriptive structure is a hallmark of business case writing at the undergraduate level.
The paper comprises four sections. The introduction establishes global context using cross-industry analogies. The second section provides Ocean Park's founding history and pre-competition performance. The third section describes the competitive threat posed by Disneyland's 2005 entry and Ocean Park's initial responses. The final section offers two strategic recommendations — an HRM overhaul and expanded educational programming — each tied directly to Ocean Park's existing strengths and market positioning.
The case involving the hometown favorite Ocean Park in Hong Kong going up against a new competitor, Disneyland, represents a trend that has revolutionized the business world over the past few decades. Many locations around the world have seen existing businesses in all industries challenged by newly introduced multinational corporations. The trend is nearly universal across all industries. McDonald's will enter an international market and challenge local restaurants; Walmart may open a new superstore and compete against local retail establishments; The Ritz-Carlton may open a luxury hotel that rivals establishments more than a century old. All of these scenarios represent challenges that are common in the modern business environment.
While a local company may have a long track record of operating success as well as decades of experience with the local culture, multinational companies have access to economies of scale and the advantage of standardized business practices developed from best practices generated across global operations. In many cases, the introduction of competition elevates levels of innovation at both firms, and the customer ultimately benefits. In other cases, one competitor ends up destroying the other — though neither competitor's fate is sealed. Walmart serves as a classic example of both outcomes: the company achieved great success in China but failed in Germany. This paper examines Ocean Park's situation as Disneyland enters the local Hong Kong market.
Ocean Park was officially opened in January 1977 by the Governor of Hong Kong, Sir Murray MacLehose. The operation was originally funded from profits earned by the Hong Kong Jockey Club on land donated by the local government. Although the park had no competition, it still operated in a manner that earned it several notable distinctions, including recognition as the World's Seventh Most Popular Amusement Park and the 33rd Most Visited Tourist Attraction in the World according to Forbes. The organization's mission was to be an industry leader through its dedication to guest experience. In 1987, ownership of Ocean Park was transferred from the Jockey Club to a non-profit organization.
It is somewhat ironic that 2005 represented one of Ocean Park's best years, given that it was also the year Disneyland officially opened in the market. In 2005, Ocean Park's revenues grew by twelve percent, exceeding six hundred and eighty million dollars in total revenue.
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