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CASE STUDY 3
Hong Kong Disneyland: when big business meets feng shui, superstition and numerology
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John Kweh, School of Marketing, University of South Australia and Justin Cohen, Ehrenberg-Bass Institute for Marketing
Science, University of South Australia
E N V I R O N M E N TA L A N A LY S I S O F I N T E R N AT I O N A L M A R K E T S
BACKGROUND
Disney, one of the world’s most recognised brands, launched its most recent theme park in
Hong Kong in 2005. Hong Kong Disneyland, the fifth theme park globally, was created to service the Hong Kong market, but more strategically to reach the rapidly growing Chinese market. Hong
Kong Disneyland is located…show more content… CHAPTER 3
November 1992). There were continuous protests from French farmers because of the French government’s acquisition of farmland for the
Disney theme park (Anonymous 1998). Workers resisted the Disney management style and dress code (Anonymous 1998).
These incidents made Disney aware that venturing into non-American markets could be extremely complex due to cultural differences.
This outcome startled Disney. How could a copycat launch of their product in an Eastern country with vast cultural differences succeed, but yet fail immensely in a Western European market?
Disney had global recognition and an association with fun and family, but senior managers and strategists now understood that they needed to truly understand the cultures of their host nations. PART A
TABLE 1
Visitor arrivals to Hong Kong by country/territory of residence
