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Hong Kong Ocean Park: Learning to live with Disneyland

University Assisgment: Case Study

Gabrielle Payne

on 26 October 2012

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Transcript of Hong Kong Ocean Park: Learning to live with Disneyland

Hong Kong Ocean Park Disneyland Hong Kong Opened in 1977
Thrill rides and aquarium

Operated under monopoly conditions for next 27 years
Lack of competition bred complacency
Hit hard by a number of external threats (AFC, SARS)

Ocean Park suffered financially
Talk of closing down

2000 rebranding, park updated Opened in 2005
World renowned innovation, unparallelled service, ruthless competitiveness

Many predicted Disney would be demise of Ocean Park! In differentiating itself from Disneyland, Hong Kong Ocean Park was able to overcome challenges faced with the introduction of its competitor and out-perform Disneyland in attendance rates. Through complimenting Disneyland, the Park was further able to promote Hong Kong as a must visit tourist destination. Then came potentially the greatest threat of all..... BUT WAS IT? Disney had spurred Ocean Park into action Disney opened - Ocean Park achieved highest attendance record Tows Analysis External Opportunities

•Disneyland bringing more tourists to Hong Kong
•More tourism dollars
•Renewed local interest in theme parks External Threats

•Disneyland competing for market-share
•MTR’s Ngong Ping Cable Car
•Asian financial crisis; GFC
•SARS; Swine Flu Internal Strengths

POD of connecting people with wildlife & nature
Loyalty of generations of local and Chinese customers
Long history & relationship with travel agencies. S-O

Creation of smart passes – annual unlimited pass
Seasonal holiday themes based on local lore
Increased marketing
Developed accommodation and offered packages S-T

Compliment Disneyland rather than compete.
10% discount agreement with cable car attraction
Introduce multi day pass including Disneyland.
Build on POD, more animals and natural attractions Internal Weaknesses

Lack of competition brought complacency
Lack of innovation
Lack of image and branding
High turnover of staff/ failure of HRM W-O

•Build new rides
•Create brand awareness
•Innovate and update
•Improve staff training & conditions W-T

Update to become a world class attraction
Increase in number of attractions from 44 to 70 V Future Strategies RESULTS - Success Continues

2008 - 15th largest theme park with 5 million visitors

2011 - 5.9 million attended contributing to 1.2 billion $HK

HKOP continues to be a significant contributor to local economy alongside Disneyland * Innovation and renewing of shows and rides

* Continual staff training and development

* Annual budget to update and refurbish the park

* Marketing strategies targeting the local market

* Continue emphasis on nature and animals - feature exotic animals for short periods of time

* Partner with Disney and other tourist attractions for multi-park/event passes

* Accommodation packages with family discounts
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