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HONG KONG DISNEY The first Disney resort in China was opened in Hong Kong in Septem- ber 2005. The theme park is built on a 250-hectare plot of reclaimed land at Lantau Island, which was, until the arrival of Disney, more famous for its giant Buddha. The resort is reached quickly and cheaply from Hong Kong by an extension of the Mass Transit Rail system (MTR). The park is small compared to other Disney resorts worldwide. The park is themed around "four lands", which are typical of other Disney resorts. The lands are Main street, USA; Tomorrowland; Adventureland and Fantasy- land. Each of these lands comes with star attractions. However, possibly due to the comparatively small size of Hong Kong Disney some famous attractions such as "Small World" and "Pirates of the Caribbean" are The resort is the result of collaboration between Disney and the Hong Kong government, which dates back to 1999 or two years after Hong Kong returned to China from Britain. The park was visualised by the Hong Kong government as part of its strategy aimed at revitalising the economy after the Asian financial crisis. Indeed, the Hong Kong govern- ment was the biggest investor, investing HK S3.5 billion in the project. Its aim in doing this was to make Hong Kong a focus for tourism in Southeast Asia. When the park was first mooted cultural fit was not seen as a problem. The reason for this is that Hong Kong has had western ties for over 100 years and was a British colony until 1997. Accepting Mickey and his friends would be natural; Hong Kong would be, and has always been, open to other cultures. Some commentators said that Anaheim, California had been moved to Hong Kong. Setting up Disney parks outside of America is not new and Disney appears to have remembered the lessons of its French venture, which at one stage was called a "cultural Chernobyl" and has made changes that fit a Chinese culture. The first and most obvious is the food. The cuisine in the theme park and in the Disney hotels is regional, even the burgers are "spicy" Second, Although not appamt to the Western eye, is use oi the "lucky" colour red in the park and. in keeping with the theme. the park has been laid out using Feng Shui techniques ensure its fortune. Similarly, the number four is Further, the signage around the park is in Chinese. the Mansion" attraction is missing as an attraction that deals With ghosts could be of as disrespectful to familiB in China. Lastly, prive are much mer than other Disney attractions worldwide to me in to the pocket- Notwithstanding the Changes that have made, early Hong Kong Disney disapvxinting. There are that has not made its target of 5.6 million Visitors in its problems that may have led to this disappointment are first, the cuisine. The cuisine may have been designed to suit the taste but at least one item of the Icxal cuisine shark's fin had to from Disney hotel wedding menus aner agitation p I from groups concerned the fate the consumers appear to confused Mickey and the history Of Of the rides, Customers have complained about the small Size Of the park and the lack of the "big thrill" rides Only one ride in the entire park, MOLmtain is to a "big thrill" ride. nmird, Disney employees or "east memt*rs" have cornplained pay and conditions TIWir complaints mainly concern long hours, IA Of breaks, by the park'S paying guests, IOW pay pared to Other Disney parks and differentials between Cast members, Of the 5.0 original employees, I,LXX) have left. tn the west this would be relatively a low but is high in Hong the exF*Ctation is to Stay with an Further, some of the Cast for the iObs that they are doing. A Sign Of the employees' misgivings is that the Hong Kong Disney Cast Mem bers has Which is aimed at improving pay Next, Disney was dealt a public relations blow When it was of exploitation for the alleged IOW "sweatshop" Wages that are paid to workers who make Disney merchandise, This relates to workers in the GuM1gdong Pmvi1Ke of China Who, it is alleged, are paid around 52 day, which is less than minimum rates and are working excessively h0US_ This has led to demonstrations against Disney in Hong Kong public relations were dealt a further blow when there were claims of infestatiw of fleas in resort hotels. Finally, although it may not have made its target visitors, it miscalculated the impact of Chinese New Year holiday. It unable to COE* With the demand at New Year, which is One Of the three "golden" holiday weeks. The imymct of this was more damage to public relations some visitors were unable to enter the park and there were reports oi the perimeter fences being scaled by unhappy would& guests. In summary, Disney'S have a of Cultural public relations and human problems, It not slow in responding to Some Oi the Disney has plans to the Sin the When more land This Will enable it to add more Oi the thrill" rides It has also up an educational centre in the the aim Of Which is to educate consumers Mickey the Of some Of its as the tea It is dealing With its other problems it these problems are or otherwise will be important for it when it opens up its next venture in Shanghai. Cultural problems m Slunghai may be more pronounced and the Chinese mainland gmernmemt may be much Wary Of the impact of Disney on culture. Case study questions I Disney Changes to its With regard to culture. What other things it 2 Disney is due to in in 2010. VVhat lessons Disney from its Hong Kong operation? What might it take into accoun t?