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The requirement for the assessment: 2kwords - First comes the introduction , which is 1.0 then the bg of the case study which is 1.1/1.2.... The whole assignment is to be followed through with this i.e. 1.1,1.2,1.3... and so on - "It should be well structured"

- "Divide the answer into multiple topics"? - " Mix the answers with the case study" - 20-40 article references(apa7) - Citations from the references in answers whenever and wherever required - Conclusion The following contains the case study , questions and the marking rubric. Thank you! Warm Regards.

Management Across Cultures The park's first phase will feature a theme park, an entertainment district, two themed hotels, recreational facilities, a lake, and associated parking and transporta- tion hubs. Additional phases will see the development of two additional theme parks at the resort. The site will cover 963 acres in Pudong, Shanghai, which is approxi- mately three times the size of the Hong Kong Disneyland Resort. From Tokyo Disneyland to Hong Kong Disneyland - a span of 20 years - Disney has finally learned the value of cultural adaptation. The executive vice president of WD Imagineering, Bob Weis, said employees made research trips all over China to look at architecture, visited Chinese schools and homes, and conducted online and in-person focus groups to test ideas. Disney decided to not have Main Street USA in the Shanghai theme park (the first Disney World without such a street), because it would probably not sit well with mainland authorities sensitive about excessive American cultural influence in China. It has added "Chinese elements" to the park to connect with the people of China. For example, a Garden of Twelve Friends, based on the dozen animals of the Chinese zodiac, associates various Disney and Pixar characters with the signs. The Disney-like shopping district outside the park gates will have some "Shikumen" style architectural features common in Shanghai's old lane houses." People in China give Shanghai Disneyland high support and express confidence in its success." As such, Shanghai Disneyland is expected to do very well. QUESTIONS 1. What cultural challenges are posed by Disney's expansion into Asia? What lessons has Disney learnt from Hong Kong Disneyland in terms of cultural adaptation? 2. How do cultural variables influence the location choice of Disney theme parks around the world? 3. Discuss why the Tokyo Disney Resort has succeeded even though it involves few cross-cultural adaptations? Is it possible that Shanghai Disneyland will also be successful without incorporating any Chinese culture, customs, and traditions in designing and building the resort? 4/5 NOTES 1. Picsolve, "Insight report: ASIA's attraction and theme park industry", Picsolve, p. 2. 2. Rachel Green, "Multi-Year Expansion Announced for Tokyo Disney Resort", The Walt Disney Company website, October 30, 2014. 3. Christopher Palmeri, "Theme park growth shifts to Asia in business the US pioneered", Bloomberg Business, June 4, 2015.Disney's expansion in Asia Disneyland Resort entrance so that good gi energy would not flow into the South China Sea.'" Also, the elements of wood, fire, earth, metal, and water have to be carefully balanced. The park also included a fantasy garden for taking pictures with the Disney characters, which was popular among Asian tourists, as well as more covered and rainproofl spaces to accommodate the \"drizzly\" climare.'\" Unfortunately, Disney soon realised that its attempt at cultural sensitivity had not gone far enough. For example, the decision to serve shark fin soup, a traditional Chinese delicacy, greatly angered environmental groups. The park ultimately had to remove the dish from its menu. This decision may have made Disney lose business because if shark's fin is not served at a banquet, many Chinese believe their hosts are skimping on cost.'\" The park was also criticised for overestimating the daily capacity. The problem became apparent on the charity preview day on 4 September 2005, when 30,000 locals visited the park. The event turned out to be a disaster, because there were too many guests. Wait times at fast food outlets were at least 45 minutes, and wait times at rides went up to 2 hours."* There was also criticism that Hong Kong Disneyland failed to understand how guests would use the park on holidays. Around Chinese New Year in early 2006, there was a large influx of visitors and the park had to turn away numerous patrons who had valid tickets. Not surprisingly, this led to customer outrage and negative media coverage of the relatively new theme park.' After seven years of struggling, the Hong Kong \"magic kingdom came alive, fortunately, and made a profit for the first time. For the fiscal year ending Septem- ber 2012, with overall attendance up 13 per cent to 6.7 million, the theme park earned revenue of HK$4.3 billion, up 18 per cent from a year earlier, and made a profit of HK$109 million.' Since then, Hong Kong Disney has become a success story. The net profit more than doubled to HK$242 million with 15 per cent growth in revenue in the next year and in 2014 it achieved a net profit of HK$332 million, with attendance hitting a record 7.5 million."\" In June 2009, the Hong Kong Government and WD reached an agreement to expand the territories of the Hong Kong Disneyland theme park at a cost of about US$465' million. The two parties held talks in early 2015 on building a second theme park as part of expansion of the resort; this is expected to be completed in 2020." Disney in China j Disney is moving ahead with plans for China, in Shanghai. In early 2009, Disney presented to the Chinese central government a proposal that outlined the plans for a jointly owned park, hotel, and shopping development. According to the proposal, Disney will take a 43 per cent equity stake in Shanghai Disneyland Resort with 57 per cent owned by the Shanghai government, forming a joint venture company.\"\" MARKING RUBRIC L1 Determination of the key issues and/for problems in the case study 5 marks Analysis of identified issues inthe case 5 marks Key issues and/or problems in the case study have not been identified Lack of critical analysis of the issues in the case study Limited identification of the key issues and/or problems in the case study Limited critical analysis of the issues in the case study Identified of some of the key issues and/or problems in the case study Some critical analysis of the Issues in the case study Identification of all key issues and/or problems in the case study Competent level of critical analysis of the issues in the case study Comprehensive and integrated identification of the key issues and/ar problems in the case study Comprehensive and integrated critical analysis the issues in the case study Synthesis of the relevant literature 5 marks Relevant theories or concepts not applied in the analysis of issues in the case study Limited application of the relevant theories or concepts in the analysis of issues in the case study Relevant theories or concepts have been applied in the analysis of issues in the case study Relevant theories or concepts have been correctly applied in the analysis of issues in the case study Relevant thearies or concepts been adequately applied in the analysis of issues in the case study Structure and mechanics - Coherence and organization - APA format 5 marks &n unfocussed, incoherent write-up, characterized by disorganization and/or missing information. References are inconsistent with required format; a notable number of errors present. A somewhat focused, slightly incoherent write-up, characterized by some disorganization and/or missing information References are inconsistent with required format; a number of errors present, A somewhat coherent and organized write-up and including most required information Referencing format is adhered to throughout the write-up, with some errors present, A clear and coherent write- up, arganized and including all required sections. Referencing farmat is rigorously adhered to throughout the write-up, with very few errors present An exceptionally clear, concise, and coherent write- up, critically organized and imncluding all required infarmation Referencing format is rigorously adhered to throughout the write-up, with no errors presem Case 3 Disney's expansion in Asia Asia is often perceived as a region playing "catch-up" with the urbanised West, battling lower wages, longer working hours, and enjoying less leisure time. However, while this was true a decade ago, recent years have seen a significant development in the Asian market. The emergence of an affluent middle-class that is keen to enjoy its wealth has encouraged governments and international entertainment companies to invest heavily in Asia's leisure and attractions industry.' In 2012, Asia accounted for one-third of the world's total theme park ticket sales (US$ 103.3 million), second only to North America (US$127 million). Attendance at Asia's top 20 parks rose 4.9 per cent to 122.5 million in 2014, compared with 2.2 per cent and 138.1 million for the 20 largest parks in the United States. The evolution of the Asian region is also evident from Disney's recent expansion activities. Since its success with Tokyo Disneyland in the 1980s, Disney has realised the vast potential of the Asian market and started its expansion in Asia. In 2014, Disney announced plans to invest $4.6 billion to expand and improve the two theme parks in Japan over the next 10 years, which is the largest expansion in Tokyo Disney's history." Disney has been one of the major participants, opening Hong Kong Disneyland in 2005 and its $5.5 billion Shanghai Disney Resort in 2016, which may become Disney's most-visited park. Disney in Japan Tokyo Disney Resort, located next to Tokyo Bay in Urayasu, Chiba, Japan, started on 15 April 1983. It opened as a single theme park, Tokyo Disneyland, which was the first Disney theme park to be opened outside the United States. Much has changed around the resort, with several resort hotels and even a companion theme park, Tokyo DisneySea, operating from 4 September 2001 to satisfy the needs of the millions who visit each year.* Now the resort has two theme parks, three Disney hotels, six non-Disney hotels and a shopping complex. The Tokyo Disney Resort is fully owned and operated by the Oriental Land Company (OL), which licenses Disney's characters. In fact, Tokyo Disneyland and Tokyo DisneySea are the only Disney parks not wholly or partially owned by the Walt Disney Company (WD). The partnership between OL and WD floundered when408 Management Across Cultures differences in management philosophies and decision-making techniques created tensions." WD wished to diversify its first foreign theme park by including some home-country attractions such as a "Samurai Land" or a show based on a Japanese children's tale like "Little Peach Boy", but OL insisted that the original park be duplicated as closely as possible." As a result, Tokyo Disneyland was constructed in the same style as Disneyland in California and Magic Kingdom in Florida. The phenomenal success of the theme park suggests that OL's reading of consumer preference was correct. In 1988 attendance reached about 13.4 million. In 2014, Tokyo Disneyland hosted 17.3 million visitors (most of them were Japanese), making it the world's second-most visited theme park, behind the Magic Kingdom at Walt Disney World Resort. In the same year, Tokyo DisneySea hosted 14.1 million visitors and was the world's fourth-most visited theme park." The resort owes some of its success to its location in a metropolitan area of 35 million people, but a cultural change is believed to be a major reason for its success. Some say that Walt Disney Productions has written a new chapter in Japanese social history by popularising the idea that family outings can be fun. OL's insistence on maintaining authenticity and its efforts to turn the experience of visiting the theme park into a "foreign vacation" for Japanese visitors are critical to Tokyo Disney Resort's success. The Japanese fascination with representations of American popular culture exemplifies the Westernisation of Japan. Hong Kong Disneyland As Disney's second extension into Asia, the Hong Kong Disneyland Resort opened on 12 September 2005. Despite the poor economic condition of Hong Kong in the late 1990s, Disney was still optimistic about prospects for a theme park in the "city of life"." The official park plans were announced in November 1999 as a joint venture between WD and the Hong Kong SAR Government and, in the same year, the joint-venture company, Hong Kong International Theme Parks Limited (HKITP), was created with Disney investing US$316 million for a 43 per cent (now 47 per cent) equity stake in the project. The first phase build-out included a projected 10 million annual visitor Disneyland-based theme park, 2100 hotel rooms and a 300,000-square-foot retail, dining, and entertainment complex. The project was estimated to create 18,000 jobs upon opening (both at Disney and other employ- ment) and ultimately 36,000 jobs over the following 20 years." In order to avoid problems of cultural backlash, Hong Kong Disneyland incorpor- ated Chinese culture, customs, and traditions in designing and building the resort. Disney hired Feng Shui experts to ensure the park layout was culturally appropriate. This ancient Chinese practice involves ensuring that there is a good flow of energy or "qi" (chee). For example, a bend was put in a walkway near the Hong Kong