Hong Kong and Disneyland

As Disney prison term-tested to expand their empire further into Asia, they were not at all told as achievementful as they had originally expected. With the succeeder of Tokyo Disney Resort producers of Hong Kong Disney were intercommunicate the same experiences to happen in Hong Kong. By using the failures found in Disneyland Resort genus Paris they k newfangled what not to do in order to master greater worth of the Disney name abroad. Though Tokyo and Paris atomic number 18 completely different cultures, the adaptation of each culture was d champion in two different ways, varying the general success of both parks.In Tokyo, Disney forfeited their rights and handed it over to the Japanese, which essentially made it easier for the Japanese to sign on an American owned and operated business and make it into their own. After seeing the success Tokyo had, Disney did not want to surrender their rights a second time when they moved into France. Being seen as one of the largest co nsumers of Disney products outside of the US, France became an ideal repair for what was originally named Euro Disney. However, it was not as warmly welcomed as the Disney executives had thought.The resistance of the French government was one of the main problems in achieving success in Paris. This diagnose failure helped in figuring out how to best open a new park in Hong Kong. The Chinese, overall, were very excited and welcoming of the new Disney greens heading into their country. As the case study pointed out Chinese needed Disney and Disney needed China. Both motto the addition of a Disney Park as a way to increase revenue and tourism, and more importantly, Disney saw Hong Kong as the gateway into China.They were able to use the Chinese government as a way to get involved with the community and immerse itself into the culture. At first this all seemed ideal, but as time progressed and the park opened, it want problems. Like any new business, things did not go as swimming ly as anticipated. During the first year the crisis of the Lunar New Year spend happened, decreasing park attending and revenue by a landslide. This bury of miscommunication affected the confederacy tremendously, and gave the Disney Resort an overall bad name.After apologies and reimbursements, all that could really have been done after a crisis like that had taken place appropriately. This is where it was apparent that truly understanding a culture is requirement to efficiently run a successful business, which is what Disney should have learned from their Paris location. With complaints rising about the lack of activity in the park, and the mistreatment accepted during their stay, the attendance started to decline, and consumers started to speak out against Hong Kong Disney.The character performers started to speak out as well, which is when the executives complete they needed to not only boost their sales, but boost the overall morale of the park. In order to bring back atte ndance, HKD adjusted their set and incorporated a new promotion with the local taxi drivers, so as to create word of mouth advertising. They worked with local TV send and travel agencies in promoting the park.Through all the negative publicity that was sure during the first year, HKD overcame their mistakes allowing for a hopeful future. It is apparent that the successfulness of Tokyo is out-of-pocket to the way the company is run, which is by the Japanese. It is hard for a foreign company to claim land and just hope for the best, which is clear that happened in France, and potentially in Hong Kong. Though HKD has much more support with the government hence Paris, both have had difficultly in establishing an understanding of the culture at hand.When one doesnt understand a culture, and accidentally disrupts it, the people of the country go out have a hard time forgetting the situation, which will ruin the success of the company. Through the hardships acquired in Paris, Disney should have better prepared itself for some other hea because difference, accepting the holidays, and implementing different rules appropriate for each country rather then the parks cumulatively. Disney should better understand this if they plan on operating another park abroad, because it is evident that the people will speak out, especially of an American based company.