Post on 18-Jun-2018
Sheffield Business School
BSc (Honours) Events and Leisure Management
Title: How to enhance the competitiveness of Hong Kong Disneyland
Name :Cheung Ling Chung
Student No: 91206640
Month Year April 2011
Sheffield Hallam University
Sheffield Business School
Title: How to enhance the competitiveness of Hong Kong Disneyland
FULL NAME: Cheung Ling Chung
STUDENT No: 91206640
Supervisor: Ms Mei Ng
In partial fulfilment of the requirements for the degree of Bachelor of Science in
Events and Leisure Management.
Month Year April 2011
I
ACKNOWLEDGEMENTS
I have been fortunate throughout this study to have been studying in an environment
where I have been able to call on the help of a number of colleagues. Without their
help, I would not have been able to complete this study. I would like to thank people
around me who have supported me in achieving my goals.
I would like to take this opportunity to acknowledge the support of IVE (Chai Wan)
for supporting my research in terms of resources. In particular, I would like to express
my sincere appreciation to my tutor, Ms. Mei Ng for her patience, fruitful guidance
throughout my research. Her insightful were thoughtful comments were helpful
throughout the whole process.
Last but not least, many thanks go to my family and friends for their endless support.
Without them, I would hardly have been able pursue higher education.
II
TABLE OF CONTENTS
Page
ACKNOWLEDGEMENTS……………………………………………. I
TABLE OF CONTENT………………………………………………... II-IV
LIST OF FIGURES……………………………………………………. V
LIST OF TABLES……………………………………………………… VI
Section 1 Executive summary…………………………………………. 1
Section 2 Context and Objectives
2.1 Introduction……………………………………………………….. 2
2.2 Problem statement………………………………………………… 2-3
2.3 Aims of Study……………………………………………………... 3
2.4 Objectives of Study……………………………………………….. 3
Section 3 Instrumental Literature Review
3.1 Introduction……………………………………………………….. 4
3.2 Theme park……………………………………………………….. 4
3.3 Tourism/ Destination competitiveness……………………………. 4-5
3.4 Porter’s five forces framework…………………………….……… 5
3.4.1 The bargaining power of buyers…………………………….…… 6
3.4.2 The bargaining power of suppliers……………………….……… 6
3.4.3 The threat of new entrants………………………………………… 6
3.4.4 The threat of substitute products or services…………………… 6
3.4.5 Rivalry among existing competitors……………………………... 6-7
3.5 SWOT analysis…………………………………………………… 7-8
3.5.1 Strengths…………………………………………………………….. 8-9
3.5.2 Weaknesses………………………………………………………….. 9
3.5.3 Opportunities……………………………………………………….. 9-10
3.5.4 Threats………………………………………………………………. 10
III
Section 4 Method of Investigation
4.1 Introduction……………………………………………………….. 11
4.2 Primary data………………………………………………………. 11
4.3 Secondary data……………………………………………………. 11
4.4 Qualitative and Quantitative research…………………………….. 11-12
4.4.1 Reliability…………………………………………………………… 12
4.4.2 Validity………………………………………………………….…… 12
4.5 Questionnaires…………………………………………………….. 12
4.5.1 Strengths of the questionnaires………………………………... 12
4.5.2 Weaknesses of the questionnaires…………………………….. 13
4.6 Questionnaire Development………………………………………. 12
4.7 Sample Method…………………………………………………… 14
4.8 Data Analysis……………………………………………………... 14
4.9 Limitation of Study………………………………………………. 14
Section 5 Findings and Analysis
5.1 Introduction……………………………………………………….. 15
5.2 Demographic Background………………………………………... 15-16
5.3 Background Information………………………………………….. 16-17
5.4 Descriptive statistics on measuring 28 statements………………... 18
5.5Importance means rankings of strengths and weaknesses factors… 18-19
5.6 Importance means rankings of opportunities items………………. 19-20
5.7 Importance means rankings of threats items……………………… 20
5.8 Strengths and weaknesses factors and independent variables……. 21
5.8.1 Comparison of strengths and weaknesses factors among
different age group………………………………………………………..
21-22
5.8.2 Comparison of strengths and weaknesses factors among
male/ female visitors………………………………………………………
22
5.8.3 Comparison of strengths and weaknesses factors among
different income level……………………………………………………..
23-25
5.8.4 Comparison of strengths and weaknesses factors among
different education level………………………………………………….
25-26
5.9 Opportunities and threats items and independent variables………. 26
IV
5.9.1 Comparison of opportunities and threats items among
different age group………………………………………………………..
26-28
5.9.2 Comparison of opportunities and threats items among male/
female visitors……………………………………………………………..
29
5.9.3 Comparison of opportunities and threats items among
different income level……………………………………………………..
29-30
5.9.4 Comparison of opportunities and threats items among
different education level………………………………………………….
30-31
Section 6 Conclusions
6.1 Introduction……………………………………………………….. 32
6.2 Conclusions……………………………………………………….. 32
6.3 Recommendations…………………………..…………………….. 33
6.3.1 Turn weaknesses into strengths…………………………………... 33-34
6.3.2 Turn threats into opportunities…………………………………… 34-35
Reference…………………………………………………………… 36-37
Appendices
Survey Questionnaire (English Version)……………………………… 1-4
V
LIST OF FIGURES
Page
Figure 3.1 Forces Driving Industry Competition…………………... 5
Figure 3.2 The logic of SWOT analysis……………………………. 8
Figure 3.3 Some possible factors in a SWOT analysis…………….. 10
VI
LIST OF TABLES
Page
Table 5.1 Demographic background of the respondents……………... 16
Table 5.2 Frequency of visitors visiting Hong Kong Disneyland……. 17
Table 5.3 Percentage of visitors visiting Hong Kong Disneyland with
among different groups……………………………………..
17
Table 5.4 Importance mean rankings of strengths and weaknesses
factors………………………………………………………
19
Table 5.5 Importance mean rankings of opportunities items……….... 20
Table 5.6 Importance mean rankings of threats items………………... 20
Table 5.7 Comparison of strengths and weaknesses factors among
different age group………………………………………….
22
Table 5.8 Comparison of strengths and weaknesses factors among
male/ female visitors………………………………………..
23
Table 5.9 Comparison of strengths and weaknesses factors among
different income level…………………………………...….
24-25
Table 5.10 Comparison of strengths and weaknesses factors among
different education level……………………………...…….
25-26
Table 5.11 Comparison of opportunities and threats items among
different age group………………………………………….
27-28
Table 5.12 Comparison of opportunities and threats items among
male/ female visitors……………………………….……….
29
Table 5.13 Comparison of opportunities and threats items among
different income level………………………………...…….
29-30
Table 5.14 Comparison of opportunities and threats items among
different education level……………………………………
31
1
Section 1 Executive Summary
The Hong Kong Disneyland was opened in 2005 and was the Disney Company’s
second Asian theme park. The Hong Kong Disneyland was the smallest Disney theme
park in the world. Hong Kong Disneyland is expected be a key component in helping
Hong Kong to reinvigorate and strengthen it as one of Asia’s most popular
international tourism destinations. However, Hong Kong Disneyland failed to reach
the expectation of the public. Besides, Hong Kong Disneyland is facing battles and
challenges from newly built them park in the Southeast Asia apparently, like the
Universal Studios in Singapore, the Resort World Sentosa. Thus, it is necessary to
enhance the competitiveness of the park to annihilate the competitors. This study aims
to identify what are the competitive factors of Hong Kong Disneyland base on local
visitors’ opinions. SWOT analyses were used to analysis the competitiveness of Hong
Kong Disneyland. A questionnaire has been designed to collect the visitors’
perception towards Hong Kong Disneyland. The findings indicated that there were
serious threats threaten Hong Kong Disneyland against by the competitors. The
overall findings indicated Hong Kong Disneyland still has spaces for improvement.
As a result, different strategies will be suggested to turn the weaknesses into strengths
and turn threats into opportunities in order to enhance the competitiveness of Hong
Kong Disneyland.
2
Section 2 Context and Objectives
2.1 Introduction
Hong Kong Disneyland opened in 2005 and it is the world's smallest Disneyland
resort. The Hong Kong SAR government believes Hong Kong Disneyland would
reinforce Hong Kong’s position as a “must see” destination on the international
tourism map. The development of Hong Kong Disneyland was expected to attract
millions of tourists and enhance the reputation of “Hong Kong brand” (Hong Kong
Government, 1999). Since the park opened, the park was accused by critics. Although
the establishment of Hong Kong Disneyland was supported by the Beijing and Hong
Kong government, several problems against the Disney theme park occurred. The
park could run into problems if it loses support from public. These problems included
further decline in attendance to the park, which will lead to loss of revenue,
unpredictable decrease of incremental tourists and dissatisfaction among visitors.
2.2 Problem statement
During the park's first Chinese New Year celebrations in 2006, according to Hong
Kong Disneyland sources, Hong Kong Disneyland underestimated the pull of crowds
during the holidays, The Hong Kong Disneyland stopped letting people enter the park
after reaching the Disney’s largest capacity of 30000 people. The problems with the
park were widely reported. This kind of treatment gave a negative image and effect on
mainland tourists (He, 2007).
Apparently, Hong Kong Disneyland is facing battles and challenges from its direct
and indirect competitors. The major competitor of Hong Kong Disneyland is the
homegrown theme park- the Ocean Park. Ocean Park has been opened for more than
35 years. In 2007-2008, Ocean Park ranked in the annual joint report of the
3
Economics Research Associates and Themed Entertainment Association as the
world’s 15th, Asia’s 5th and China’s number one theme park. Also, it recorded a huge
of visitors in recent years too. It also invested about HK$5.5 million for a new Master
Redevelopment Plan, in order to enhance the status of Hong Kong as a premier tourist
destination.
The second competitor is the coming of Shanghai Disneyland. Shanghai Disneyland is
another factor which threatening Hong Kong Disneyland. The launching of a Disney
theme park in Shanghai would absolutely affect the flow of visitors into Hong Kong.
According to Social, Economic and Political Developments in the Mainland, with
Particular Emphasis on Regional Developments and the Guangdong Province (3rd
Bi-monthly Report), the size of Shanghai Disneyland is 3.7 times of Hong Kong’s
Disneyland, it is nearly 4 times larger than Hong Kong Disneyland Phase 1.
2.3 Aims of Study
The aim of it is to identify the competitive factors of Hong Kong Disneyland as local
visitors are the main visitors in the park.
2.4 Objectives of Study
i. To strengthen the image of Hong Kong Disneyland;
ii. To achieve the growth targets market; and
iii. To position Hong Kong Disneyland as the premium destination in Hong Kong.
4
Section 3 Instrumental Literature Review
3.1 Introduction
This section covers a review of relevant literature and studies in definition of theme
park and competitiveness.
3.2 Theme park
There are numerous studies talking about theme park’s definitions. Theme park, also
known as amusement park, is one of the leisure provisions. Theme parks offer
opportunities for visitors to learn, to wonder, to experience and perceive new horizons
(Tokidsen, 2005). The International Association of Amusement Parks and Attractions
(IAAPA, in Tourism Research and Marketing, 1993) defines a theme park as a facility
“with a definable and non-changing location which has as its primary draw, hard rides,
and which also has a theme”. Theme parks represent an exciting type of tourist
attraction focused on a distinct theme (Park et. al., 2009). Base on above explanation,
theme park presented in the context of leisurely fun, provides meaningful information
in an enjoyable atmosphere which are same as Disneyland values – Fun, fantasy,
happiness, dreams, magic, imagination, amusing and escapism.
3.3 Tourism/ Destination competitiveness
There are different definitions of the term competitiveness. Porter (1990) defined
competitiveness as the ability of entrepreneurs to design, produce and market goods
and services at which it is more persuasive than that of competitors. Spence and
Hazard (1988) defined competitiveness as a complex concept due to a whole range of
factors accounting for it. Competitiveness is also defined by Hassan (2000) as the
ability of one destination to create and integrate value-added goods that maintain its
resources while also carrying on its own market position concerning those of
5
competitors.
3.4 Porter’s five forces framework
Porter (1980) proposes a five force approach to examine the competitive environment
for each individual strategic business unit. There are the bargaining power of buyers,
the bargaining power of suppliers, the threat of new entrants, the threat of substitute
products or services and rivalry among existing competitors. The model is shown in
Figure 3.1 below.
Figure 3.1 Forces Driving Industry Competition
Source: Porter, M. (1980). Competitive strategy: techniques for analyzing industries
and competitors: with a new introduction. New York, Free Press.
6
3.4.1 The bargaining power of buyers
Porter (1980) stated that buyers compete with the industry by forcing down prices,
bargaining for higher quality or more services, and playing competitors against each
other, all at the expense of industry profitability.
3.4.2 The bargaining power of suppliers
Porter (1980) stated that suppliers can exert bargaining power over participants in an
industry by threatening to raise prices or reduce the quality of purchased goods and
services. Powerful suppliers can thereby squeeze profitability out of an industry
unable to recover cost increases in its own prices.
3.4.3 The threat of new entrants
Porter (1980) stated that the threat of entry into an industry depends on the barriers to
entry that are present, coupled with the reaction from existing competitors that the
entrant can expect.
3.4.4 The threat of substitute products or services
Porter (1980) stated that all firms in an industry are competing, in a broad sense, with
industries producing substitute products. Substitutes limit the potential returns of an
industry by placing a ceiling on the prices firms in the industry can profitably charge.
The more attractive the price performance alternative offered by substitutes, the
firmer the lid on industry profits.
3.4.5 Rivalry among existing competitors
Porter (1980) stated that rivalry occurs because one or more competitors either feels
the pressure or sees the opportunity to improve position. Competitive moves by one
firm have noticeable effects on its competitors and thus may incite retaliation or
7
efforts to counter the move; that is, firms are mutually dependent.
3.5 SWOT analysis
SWOT analysis is one of the most popular strategic planning models, which stand for
strength, weakness, opportunity and threat. It usually uses to analyze the current
situation of an organization. Strength and weakness are internal audit while
opportunity and threat are external audit. (Wood, 2007) (West, Ford and Ibrahim,
2006) (Wright, 2004) had agreed that this model can help the organization to
understand how to use their opportunity to stronger their strength and against their
weakness and threat. (West, Ford and Ibrahim, 2006) had stated that successful
strategy arises from a firm’s strategic analysis of emerging opportunities and threat
while taking into account the firm’s internal strengths and weakness. Hence, both
internal and external factors should be clarified carefully; otherwise it will affect the
result of decision-making. (Wright, 2004) Apart from that, (West, Ford and Ibrahim,
2006) had informed that SWOT analysis “is usually suggested as a systematic way of
integrating internal analysis and external analysis to find a “strategic fit” between
what the environment wants and what the organization has to offer, as well as between
what the organization needs and what the environment can provide.”The model is
shown in Figure 3.2 shows a SWOT as below.
8
Figure 3.2 The logic of SWOT analysis
Source: Wickham, P.A. (2000). Financial Times Corporate Strategy Casebook.
Harlow: Pearson Education.
3.5.1 Strengths
Resources and capabilities of a firm are the strengths of it and that can be used as a
basis for developing a competitive advantage. Strengths include product or service
quality and reputation. More examples are shown in Figure 3.3 below.
According to Holloway and Robinson (1995) stated that if the company has an
established reputation in the region, so that it will be already known in the area for its
reliability or service, this will be a distinct advantage. Holloway and Robinson (1995)
stated that convenience of location is extremely important for customers. Holloway
and Robinson (1995) also stated that the attraction of the company front and smart
modern decoration will be another plus in the company’s effort to win customers from
9
the competition.
3.5.2 Weaknesses
The absence of certain strengths can be viewed as a weakness. Weaknesses include
poor organizational structure, low market share and dependent on few products. More
examples are shown in Figure 3.3 below.
According to Holloway and Robinson (1995) stated that this would be a serious
weakness in inadequate or expensive facilities. Kotler et al. (2006) mentioned that
sometimes a business does poorly not because its department lacks the required
strengths, but because employees do not work together as a team. It is therefore
critically important to assess interdepartmental working relationships as part of the
internal environment audit.
3.5.3 Opportunities
The external environmental analysis may show certain new opportunities for profit
and growth. Opportunities include new products, competitor weaknesses and new
markets and segments. More examples are shown in Figure 3.3 below.
According to Holloway and Robinson (1995) stated that opportunities are naturally
presented by the chance to exploit any particular strengths of the business. Company
should also be on lookout for opportunities presented by changes in the market.
Company might foresee a potential increase in a particular sector of the market, or
competitors might be going out of business, thus opening up the opportunity to
capture their share of the market. The market may have reacted positively to particular
promotional tactics in the past, presenting the opportunity to repeat or enhance their
effect. New destination, or the enhancement of tourist infrastructure within existing
resorts, also presents opportunities to the company.
10
3.5.4 Threats
Changes in the external environmental can also be threats to the firm. Threats include
new market entrants, increased competition, and substitute. More examples are shown
in Figure 3.3 below.
According to Kotler et al. (2006) mentioned that some developments in the external
environment represent marketing threats, environmental threat are defined as follows,
a challenge posed by unfavourable trends or developments that would lead, in the
absence of defensive marketing action, to sales or profit deterioration.
Figure 3.3 Some possible factors in a SWOT analysis
Source: Lynch, R. (2000). Corporate Strategy. Harlow: Pearson Education.
11
Section 4 Method of Investigation
4.1 Introduction
This section presents the design and the method of investigation in order to achieve
the study’s purposes and objectives. Firstly, qualitative and quantitative research is
elaborated. Secondly, the development of a questionnaire design is described, which
creates a basis for forming the questionnaire adopted in the study. Secondary data and
primary data from questionnaire were used to collect necessary data.
4.2 Primary data
Primary data is observed or collected directly from first-hand experience. There are
several methods to collect the data, such as questionnaire, interviews, focus interviews
and observations. According to Veal (1997) pointed that primary data are new data
specifically collected in the current research project.
4.3 Secondary data
Secondary data was used in order to gather the information of theme park and travel
motivation and related theories. And during the secondary research period, various
sources like reference books, academic journal, newspapers and magazines and
statistical report from international organizations were consulted. The results of the
research formed a fundamental part of this study. According to Veal (1997) pointed
that secondary data are data which already exist an which were collected for some
other or primary purpose but which can be used a second time in the current project.
4.4 Qualitative and Quantitative research
According to Veal (1997) mentioned that the qualitative approach to research is
generally not concerned with numbers. It involves gathering a great deal of
information about a small number of people rather than a limited amount of
12
information about a larger number of people.
According to Veal (1997) also mentioned that the quantitative approach to research
involves statistical analysis. It relies on numerical evidence to draw conclusions or to
test hypotheses.
In this study, mixed research was used. Mixed research is a research that involves the
mixing of quantitative and qualitative methods or paradigm characteristics (Johnson
and Christensen, 2006).
4.4.1 Reliability
Reliability is the extent to which research findings would be the same if the research
were to be repeated at a later date or with a different sample of subjects (Veal, 1997).
4.4.2 Validity
Validity refers to the degree to which a survey instrument actually measures what it
purports to measure (Fink, 2003).
4.5 Questionnaires
According to Veal (1997) mentioned that questionnaire surveys involve the gathering
of information from individuals using a formally designed schedule of questions
called a questionnaire.
4.5.1 Strengths of the questionnaires
Questionnaires can be quickly collecting information. Questionnaire is one of the
effective and low cost method of collecting information. Besides, Johnson and
Christensen (2006) mentioned that questionnaires are moderately high measurement
validity if for well-constructed and validated questionnaires.
13
4.5.2 Weaknesses of the questionnaires
Johnson and Christensen (2006) mentioned that questionnaires usually must be kept
short, otherwise cannot encourage participation. Respondents filling out
questionnaires may not recall important information and may lack self-awareness.
4.6 Questionnaire Development
Based on the literature review, a questionnaire was developed. The questionnaire was
designed using an online format. A questionnaire was designed into four sections to
measure all variables.
Questionnaire - section 1
Section 1 was developed to collect respondents’ satisfaction perception of Hong Kong
Disneyland. 14 questions were asked to measuring the respondents’ opinion by
indicate the degree of agreement. (See Appendix 1, Section 1)
Questionnaire - section 2
Section 2 was developed to collect respondents’ revisit intention of Hong Kong
Disneyland. Respondents were asked to answer by indicating the degree of agreement
on 7 statements. (See Appendix 1, Section 2)
Questionnaire - section 3
Section 3 was also developed to collect respondents’ factors prevent them visiting
Hong Kong Disneyland. Respondents were asked to answer by indicating the degree
of agreement on 7 statements. (See Appendix 1, Section 3)
Questionnaire - section 4
The last section was developed to collect respondents’ demographic information,
including gender, age, marital status, occupation, education, and monthly income.
(See Appendix 1, Section 4)
14
4.7 Sample Method
Convenience sampling had been chosen for the sample method of the study. The total
sample size of each questionnaire was 120. Because of the time and budget
constraints, a convenience sample of 120 respondents was undertaken.
4.8 Data Analysis
In this research, all primary data were encoded by using the Statistical Package for
Social Sciences (SPSS). This software would statistically analyze the data, which
collected from questionnaire. Frequency, Descriptive, Crosstabs and One-Way
ANOVA had been used as the analyze method.
4.9 Limitation of Study
The study has limitations in association with sampling size and sampling method. Due
to the limited time and resources the researcher had, only 120 questionnaires were
received. Hence, the result may not be representative enough in terms of the total
population in Hong Kong Disneyland.
15
Section 5 Findings and Analysis
5.1 Introduction
This section presents the results and analysis of the primary research, which was
discussed in section 4. Statistic of demographic background and background
information were reviewed in the following. Meanwhile, a SWOT analysis had been
used as a conclusion method of all the factors of the study.
5.2 Demographic Background
Table 5.1 presents the detail demographic information of the 120 respondents which
include demographic background of gender, age, occupation, education level and
monthly household income. The final result of research using questionnaires
contained 50.8% male respondents and 49.2% female respondents. 22.5% of the
respondents were 18 years, 20.0% of them were 19 - 29 years, 17.5% of them were 30
- 39 years, 13.3% of them were 40 - 49 years, 15.8% of them were 50 - 59 years, and
10.8% of them were 60 - 69 years. These reflect the facts that going to Hong Kong
Disneyland were mostly young adult who aged from 18 - 29 years old. Of the 120
respondents, 75 % of the respondents were never been married and 25% of them were
married. More than that, 33.3% of the respondents had completed university while
2.5% of the respondents had only a primary school or below education. Beside, 45.8%
were students as it further confirmed that theme parks are tend to attract young adults
more.
16
Table 5.1 Demographic background of the respondents (N=120)
Gender Frequency (N) Valid Percent Age Frequency (N) Valid Percent
Male 61 50.8 18 years 27 22.5
Female 59 49.2 19 - 29 years 24 20.0
30 - 39 years 21 17.5
Marital status Frequency (N) Valid Percent 40 - 49 years 16 13.3
Never been married 90 75 50 - 59 years 19 15.8
Married 30 25 60 - 69 years 13 10.8
Education level Frequency (N) Valid Percent Occupation Frequency (N) Valid Percent
Primary school or below 3 2.5 Business 5 4.2
Form 5 secondary school 14 11.7 Civil Servant 2 1.7
Form 7 secondary school 24 20.0 Teacher 7 5.8
Diploma/ Higher Diploma 32 26.7 Clerk/
White-collar 19 15.8
University 40 33.3 Student 55 45.8
Postgraduate or above 7 5.8 Retired 3 2.5
Unemployed 0 0.0
Personal income (HK$) Frequency (N) Valid Percent Other 29 24.2
Less than 7000 12 10.0
7001 - 8000 22 18.3
8001 - 9000 16 13.3
9001 - 10000 8 6.7
10001 - 11000 14 11.7
More than 11000 17 14.2
No regular income 11 9.2
No income 20 16.7
5.3 Background Information
Table 5.2 showed the background information characteristics of the 120 respondents.
It has been found that the majority of respondents visited Hong Kong Disneyland
once (33.3%), while 3.3 % and 5.83%visited Hong Kong Disneyland 4 times and 5
times respectively.
17
Table 5.2 Frequency of visitors visiting Hong Kong Disneyland (N=120)
In table 5.3, 29.2% of the respondents visited Hong Kong Disneyland with their
spouse or partner or boyfriend or girlfriend, 36.7% visited Hong Kong Disneyland
with their friends, 30.8% visited Hong Kong Disneyland with their families or
relatives, and 3.3% visited Hong Kong Disneyland with others.
Table 5.3 Percentage of visitors visiting Hong Kong Disneyland with among
different groups (N=120)
18
5.4 Descriptive statistics on measuring 28 statements
Table 5.4 to 5.6 illustrates the results of visitors’ perception toward Hong Kong
Disneyland of SWOT factors respectively. These SWOT factors were assess on a
five-point Likert scale, ranging from 1 = Strongly Disagree to 5 = Strongly Agree.
5.5Importance means rankings of strengths and weaknesses factors
In order to measure visitors’ perception toward Hong Kong Disneyland, descriptive
statistical methods were applied. Table 5.4 showed the importance of mean ranking of
strengths and weaknesses items. As seen in table 5.4, mean scores and standard
deviation were used to demonstrate the strengths and weaknesses factors of Hong
Kong Disneyland were perceived by visitors of Hong Kong Disneyland.
In table 5.4, there are totally 14 statements about the strengths and weaknesses items
were examined to determine which statement was the highest and lowest mean scores
with a standard deviation. The findings indicated that “there are adequate numbers of
souvenirs shops” was the items most agreed by the visitors with the mean scores
4.0917, with a standard deviation of .85007 among all strengths and weaknesses items.
On the contrary, the least agreed strengths and weaknesses items by the visitors was
“Hong Kong Disneyland give you the best interests” with the mean scores 2.5167,
with a standard deviation of .97000 among all items
19
Table 5.4 Importance mean rankings of strengths and weaknesses factors (N=120)
Statement Mean Std. Deviation Rank
There are adequate numbers of souvenirs shops 4.0917 .85007 1
Employees’ performance are appearing neatly 3.9500 .73164 2
Employees are consistently courteous with you 3.7167 .87143 3
There is adequate numbers of facilities 3.7083 .83410 4
There are adequate numbers of shows 3.4583 .92487 5
When you have a problem, Hong Kong Disneyland shows a sincere interest in solving it 3.4250 .85664 6
Hong Kong Disneyland provides services at the time they promise to 3.3250 .66310 7
Employees understand your specific needs 3.1583 .98728 8
Employees are always willing to help 3.1167 .89989 9
Hong Kong Disneyland has adequate in park transportation 3.0500 .94246 10
There are adequate numbers of attractions 2.9833 .90733 11
Hong Kong Disneyland provide you with individual attention 2.8000 .94913 12
Hong Kong Disneyland insists on error free records 2.7750 .86445 13
Hong Kong Disneyland give you the best interests 2.5167 .97000 14
5.6 Importance means rankings of opportunities items
In order to measure visitors� perception toward Hong Kong Disneyland, descriptive
statistical methods were applied. Table 5.5 showed the importance of mean ranking of
opportunities items. In table 5.5, mean scores and standard deviation were used to
demonstrate the opportunities of Hong Kong Disneyland were perceived by visitors of
Hong Kong Disneyland.
In table 5.5, there are totally 7 statements about the opportunities items were
examined to determine which statement was the highest and lowest mean scores with
a standard deviation. The findings indicated that ““the park lower the tickets price”
was the items most agreed by the visitors with the mean scores 4.3917, with a
standard deviation of .79172 among all opportunities items. On the contrary, the least
agreed opportunities items by the visitors was “visited the park can enhance your
social status” with the mean scores 2.5333, with a standard deviation of .92521 among
20
all opportunities items.
Table 5.5 Importance mean rankings of opportunities items (N=120)
Statement Mean Std. Deviation Rank
The park lower the tickets price 4.3917 .79172 1
The park expanded 4.3333 .65251 2
Hong Kong has an economic growth 4.1917 .94643 3
The park increase/ changed the products 3.9583 .81370 4
The park has more newly technological facilities 3.3917 1.31760 5
The park has more newly technological products 2.8000 1.16388 6
Visited the park can enhance your social status 2.5333 .92521 7
5.7 Importance means rankings of threats items
In order to measure visitors’ perception toward Hong Kong Disneyland, descriptive
statistical methods were applied. Table 5.6 showed the importance of mean ranking of
threats items. In table 5.6, mean scores and standard deviation were used to
demonstrate the threats of Hong Kong Disneyland were perceived by visitors of Hong
Kong Disneyland. Among the threat items, the findings indicated that “watch TV/
movies” was the items most agreed by the visitors with the mean scores 3.6667
among all threat items. On the other hand, the least agreed threat items by the visitors
was “go to karaoke” with the mean scores 2.7667, with a standard deviation of
1.26181 among all threat items.
Table 5.6 Importance mean rankings of threats items (N=120)
Statement Mean Std. Deviation Rank
Watch TV/ movies 3.6667 1.11772 1
Visit a new destination in Mainland China 3.0667 1.20037 2
Visit Ocean Park 3.3000 1.31954 3
Visit other theme parks in Mainland China 3.1583 1.22300 4
Visit Shanghai Disneyland 2.8583 1.16168 5
Play sports activities 2.7750 1.13362 6
Go to karaoke 2.7667 1.26181 7
21
5.8 Strengths and weaknesses factors and independent variables
To compare the significant differences, this study used One-Way ANOVA and
Independent Sample T-Test to analysis the result. In below tables, significant was
found at the level of 0.05 (p ≤ 0.05), it means that there was a significant difference
between two variables. Meanwhile, the significant was found at the level of 0.01 (p ≤
0.01), it means that there was a very significant difference between two variables.
In this study, gender was to be examined by using Independent Sample T-Test, age
group, income level, education level and occupation groups were to be examined by
using One-Way ANOVA.
5.8.1 Comparison of strengths and weaknesses factors among different age group
Table 5.7 illustrates the significant differences of strengths and weaknesses factors
among different age group. In table 5.7, there are 5 factors were significant out of
total 28 strengths and weaknesses factors. According to the result, the significant
value of strengths and weaknesses factors “there are adequate numbers of attractions”
is 0.05 (p ≤ 0.05), with a total mean of 2.9833. The significant value of strengths and
weaknesses factors “Hong Kong Disneyland has adequate in park transportation” is
0.03 (p ≤ 0.05), with a total mean of 3.0500. The significant value of strengths and
weaknesses factors “When you have a problem, Hong Kong Disneyland shows a
sincere interest in solving it” is 0.02 (p ≤ 0.05), with a total mean of 3.4250. The
significant value of strengths and weaknesses factors “Employees are always willing
to help” is 0.05 (p ≤ 0.05), with a total mean of 3.1167. The significant value of
strengths and weaknesses factors “Employees are consistently courteous with you” is
0.04 (p ≤ 0.05), with a total mean of 3.7167.
22
Table 5.7 Comparison of strengths and weaknesses factors among different age group (N=120)
Statement N Mean Std. Deviation F Sig.
There are adequate numbers of attractions 18 years 27 2.8519 . 76980
2.272 .050
19 - 29 years 24 2.8750 .99181
30 - 39 years 21 3.0952 .94365
40 - 49 years 16 3.1250 1.02470
50 - 59 years 19 2.6316 .76089
60 - 69 years 13 3.6154 .76795
Total 120 2.9833 .90733
Hong Kong Disneyland has adequate in
park transportation
18 years 27 2.9630 .89792
2.427 .039
19 - 29 years 24 2.9167 1.05981
30 - 39 years 21 3.1429 .85356
40 - 49 years 16 3.1250 .95743
50 - 59 years 19 2.6842 .82007
60 - 69 years 13 3.7692 .83205
Total 120 3.0500 .94246
When you have a problem, Hong Kong
Disneyland shows a sincere interest in
solving it
18 years 27 3.4444 . 93370
2.727 .023
19 - 29 years 24 3.8333 .86811
30 - 39 years 21 2.9524 .80475
40 - 49 years 16 3.5000 .73030
50 - 59 years 19 3.4737 .84119
60 - 69 years 13 3.2308 .59914
Total 120 3.4250 .85664
Employees are always willing to help 18 years 27 3.0741 . 72991
2.290 .050
19 - 29 years 24 2.7917 .97709
30 - 39 years 21 3.4286 .97834
40 - 49 years 16 2.8750 .80623
50 - 59 years 19 3.1053 .99413
60 - 69 years 13 3.6154 .65044
Total 120 3.1167 .89989
Employees are consistently courteous
with you
18 years 27 3.5185 .70002
2.413 .040
19 - 29 years 24 3.9583 . 75060
30 - 39 years 21 3.3333 1.19722
40 - 49 years 16 4.1250 .61914
50 - 59 years 19 3.8421 .95819
60 - 69 years 13 3.6154 .65044
Total 120 3.7167 .87143
23
5.8.2 Comparison of strengths and weaknesses factors among male/ female visitors
Table 5.8 illustrates the significant differences of strengths and weaknesses factors
among male/ female visitors. In table 5.8, there are 3 factors were significant out of
total 28 strengths and weaknesses factors. According to the result, the significant
value of strengths and weaknesses factors “there are adequate numbers of shows” is
0.04 (p ≤ 0.05), with mean of 3.2881 among female while mean of 3.6230among male.
The significant value of the factor “employees are appearing neatly” is 0.04 (p ≤ 0.05),
with mean of 3.8136 among female while mean of 4.0820 among male. The
significant value of the factor “employees are consistently courteous with you” is 0.00
(p ≤ 0.05), with mean of 3.4746 among female while mean of 3.9508 among male.
Table 5.8 Comparison of strengths and weaknesses factors among male/ female visitors (N=120)
Statement Gender Mean Std.
Deviation
Sig.
(2-tailed)
There are adequate numbers of shows Female 3.2881 .94779 .047
Male 3.6230 .87871 .047
Total 3.4426 .59230 .049
Employees are appearing neatly Female 3.8136 .75372 .044
Male 4.0820 .69029 .044
Total 3.7705 .73922 .021
Employees are consistently courteous with
you
Female 3.4746 .93506 .002
Male 3.9508 .73996 .003
Total 3.6557 .65537 .030
5.8.3 Comparison of strengths and weaknesses factors among different income level
Table 5.9 illustrates the significant differences of strengths and weaknesses factors
among different income level. In table 5.9, there are 4 factors were significant out of
total 28 strengths and weaknesses factors. According to the result, the significant
value of the factor“Hong Kong Disneyland has adequate in park transportation”
among different income level is 0.02 (p ≤ 0.05), with a total mean of 3.0500. The
24
significant value of the factor“Hong Kong Disneyland insists on error free records”
is 0.00 (p ≤ 0.05), with a total mean of 2.7750. The significant value of the factor
“Hong Kong Disneyland provide you with individual attention” is 0.04 (p ≤ 0.05),
with a total mean of 2.8000. The significant value of differentiation factor “employees
are appearing neatly” is 0.02 (p ≤ 0.05), with a total mean of 3.9500.
Table 5.9 Comparison of strengths and weaknesses factors among different income level (N=120)
Statement
N Mean Std.
Deviation F Sig.
Hong Kong Disneyland has
adequate in park transportation
Less than 7000 12 3.2500 .86603
2.482 .021
7001 - 8000 22 3.3636 1.00216
8001 - 9000 16 3.3750 .71800
9001 - 10000 8 2.6250 1.06066
10001 - 11000 14 2.5714 1.01635
More than 11000 17 3.1176 .85749
No regular income 11 3.3636 .92442
No income 20 2.6000 .82078
Total 120 3.0500 .94246
Hong Kong Disneyland insists
on error free records
Less than 7000 12 2.9167 .29968
3.479 .002
7001 - 8000 22 3.1364 .99021
8001 - 9000 16 3.1875 .91059
9001 - 10000 8 2.7500 .46291
10001 - 11000 14 2.0714 1.07161
More than 11000 17 2.4118 .79521
No regular income 11 3.0000 .63246
No income 20 2.6500 .67082
Total 120 2.7750 .86445
Hong Kong Disneyland
provides you with individual
attention
Less than 7000 12 2.7500 .62158
2.186 .041
7001 - 8000 22 3.1364 .83355
8001 - 9000 16 3.3125 1.01448
9001 - 10000 8 2.7500 .70711
10001 - 11000 14 2.5000 1.09193
More than 11000 17 2.5294 1.06757
No regular income 11 3.0000 .89443
25
No income 20 2.4000 .88258
Total 120 2.8000 .94913
Employees are appearing
neatly
Less than 7000 12 3.5833 .66856
2.387 .026
7001 - 8000 22 4.2727 .70250
8001 - 9000 16 4.3125 .60208
9001 - 10000 8 3.6250 1.18773
10001 - 11000 14 3.6429 .63332
More than 11000 17 3.8824 .69663
No regular income 11 3.9091 .70065
No income 20 3.9500 .60481
Total 120 3.9500 .73164
5.8.4 Comparison of strengths and weaknesses factors among different education level
Table 5.10 illustrates the significant differences of strengths and weaknesses factors
among different income level. In table 5.10, there are 2 factors were significant out of
total 28 strengths and weaknesses factors. According to the result, the significant
value of the factor“there are adequate numbers of souvenirs shops” among different
education level is 0.00 (p ≤ 0.05), with a total mean of 4.0917. The significant value
of the factor“employees are always willing to help” is 0.01 (p ≤ 0.05), with a total
mean of 3.1167.
Table 5.10 Comparison of strengths and weaknesses factors among different education level
(N=120)
Statement
N Mean Std.
Deviation F Sig.
There are adequate
numbers of souvenirs
shops
Primary school or below 3 3.0000 1.00000
3.605 .005
Form 5 secondary school 14 4.3571 .74495
Form 7 secondary school 24 3.9583 .75060
Diploma/ Higher Diploma 32 4.0625 .94826
University 40 4.3250 .65584
Postgraduate or above 7 3.2857 1.11270
Total 120 4.0917 .85007
26
Employees are
always willing to
Primary school or below 3 2.0000 .00000 2.904 .017
help Form 5 secondary school 14 2.7857 1.36880
Form 7 secondary school 24 2.8750 .85019
Diploma/ Higher Diploma 32 3.4688 .62136
University 40 3.1500 .80224
Postgraduate or above 7 3.2857 1.11270
Total 120 3.1167 .89989
5.9 Opportunities and threats items and independent variables
To compare the significant differences, this study used One-Way ANOVA and
Independent Sample T-Test to analysis the result. In below tables, significant was
found at the level of 0.05 (p ≤ 0.05), it means that there was a significant difference
between two variables. Meanwhile, the significant was found at the level of 0.01 (p ≤
0.01), it means that there was a very significant difference between two variables.
5.9.1 Comparison of opportunities and threats items among different age group
Table 5.11 illustrates the significant differences of opportunities and threats factors
among different age group. In table 5.11, there are 9 factors were significant out of
total 14 opportunities and threats factors. According to the result, the significant value
of the factor“the park expanded” is 0.04 (p ≤ 0.05), with a total mean of 4.3333. The
significant value of the factor “the park increase/ changed the products” is 0.03 (p ≤
0.05), with a total mean of 3.9583. The significant value of the factor“the park lower
the tickets price” is 0.00 (p ≤ 0.05), with a total mean of 4.3917. The significant value
of the factor“Hong Kong has an economic growth” is 0.00 (p ≤ 0.05), with a total
mean of 4.1917. The significant value of the factor “the park has more newly
technological facilities” is 0.00 (p ≤ 0.05), with a total mean of 3.3917. The
significant value of the factor “visit a new destination in Mainland China” is 0.00 (p ≤
0.05), with a total mean of 3.0667. The significant value of the factor “visit other
27
theme parks in Mainland China” is 0.02 (p ≤ 0.05), with a total mean of 3.1583. The
significant value of the factor “visit Ocean Park” is 0.00 (p ≤ 0.05), with a total mean
of 3.3000. The significant value of the factor “watch TV/ movies” is 0.05 (p ≤ 0.05),
with a total mean of 3.6667.
Table 5.11 Comparison of opportunities and threats items among different age group (N=120)
Statement
N Mean Std.
Deviation F Sig.
The park expanded 18 years 27 4.2963 .54171
2.349 .045
19 - 29 years 24 4.1667 .70196
30 - 39 years 21 4.3333 .65828
40 - 49 years 16 4.6875 .47871
50 - 59 years 19 4.1053 .73747
60 - 69 years 13 4.6154 .65044
Total 120 4.3333 .65251
The park increase/ changed the
products
18 years 27 3.9630 .85402
2.477 .036
19 - 29 years 24 3.5000 .72232
30 - 39 years 21 4.1905 .67964
40 - 49 years 16 4.2500 .93095
50 - 59 years 19 3.9474 .77986
60 - 69 years 13 4.0769 .75955
Total 120 3.9583 .81370
The park lower the tickets price 18 years 27 4.4815 .75296
3.639 .004
19 - 29 years 24 4.7083 .69025
30 - 39 years 21 4.4762 .67964
40 - 49 years 16 4.2500 .85635
50 - 59 years 19 3.7895 .91766
60 - 69 years 13 4.5385 .51887
Total 120 4.3917 .79172
Hong Kong has an economic
growth
18 years 27 4.5185 .84900
7.679 .000
19 - 29 years 24 3.4583 1.10253
30 - 39 years 21 4.5238 .67964
40 - 49 years 16 4.5625 .62915
50 - 59 years 19 4.4211 .69248
60 - 69 years 13 3.5385 .87706
28
Total 120 4.1917 .94643
The park has more newly
technological facilities
18 years 27 4.5185 .84900
40.072 .000
19 - 29 years 24 4.5417 .58823
30 - 39 years 21 3.1905 .51177
40 - 49 years 16 2.4375 .96393
50 - 59 years 19 2.4737 1.17229
60 - 69 years 13 1.7692 .59914
Total 120 3.3917 1.31760
Visit a new destination in
Mainland China
18 years 27 2.7037 1.20304
4.010 .002
19 - 29 years 24 2.5000 .78019
30 - 39 years 21 3.1429 1.19523
40 - 49 years 16 3.4375 1.36473
50 - 59 years 19 3.2632 1.24017
60 - 69 years 13 4.0000 .91287
Total 120 3.0667 1.20037
Visit other theme parks in
Mainland China
18 years 27 3.3704 1.18153
2.709 .024
19 - 29 years 24 2.7083 1.19707
30 - 39 years 21 2.6667 1.01653
40 - 49 years 16 3.8125 1.22304
50 - 59 years 19 3.3684 1.42246
60 - 69 years 13 3.2308 .92681
Total 120 3.1583 1.22300
Visit Ocean Park 18 years 27 4.5556 .84732
46.425 .000
19 - 29 years 24 4.5000 .51075
30 - 39 years 21 2.5238 .98077
40 - 49 years 16 1.9375 .57373
50 - 59 years 19 2.4211 .76853
60 - 69 years 13 2.6923 .85485
Total 120 3.3000 1.31954
Watch TV/ movies 18 years 27 3.3333 1.27098
2.291 .050
19 - 29 years 24 3.3333 1.00722
30 - 39 years 21 4.1905 .81358
40 - 49 years 16 3.6250 1.31022
50 - 59 years 19 4.0000 .88192
60 - 69 years 13 3.6923 1.18213
Total 120 3.6667 1.11772
29
5.9.2 Comparison of opportunities and threats items among male/ female visitors
Table 5.12 illustrates the significant differences of opportunities and threats factors
among different age group. In table 5.12, there is 1 factor was significant out of total
14 opportunities and threats factors. According to the result, the significant value of
the factor“Hong Kong has an economic growth” is 0.03 (p ≤ 0.05), with mean of
4.3729 among female while mean of 4.0164 among male.
Table 5.12 Comparison of opportunities and threats items among male/ female visitors (N=120)
Statement Gender Mean Std.
Deviation
Sig.
(2-tailed)
Hong Kong has an economic growth Female 4.3729 .86897 .039
Male 4.0164 .99149 .038
5.9.3 Comparison of opportunities and threats items among different income level
Table 5.13 illustrates the significant differences of opportunities and threats factors
among different age group. In table 5.13, there are 2 factors were significant out of
total 14 opportunities and threats factors. According to the result, the significant value
of the factor“the park increase/ changed the products” among different income level
is 0.02 (p ≤ 0.05), with a total mean of 3.9583. The significant value of the factor
“visit Shanghai Disneyland” is 0.05 (p ≤ 0.05), with a total mean of 2.8583.
Table 5.13 Comparison of opportunities and threats items among different income level (N=120)
Statement
N Mean Std.
Deviation F Sig.
The park increase/ changed the
products
Less than 7000 16 4.2500 .75378
2.396 .025
7001 - 8000 22 4.0909 .81118
8001 - 9000 12 4.0000 .89443
9001 - 10000 8 4.1250 .83452
10001 - 11000 14 4.0714 .73005
More than 11000 17 4.1765 .72761
No regular income 11 3.8182 .75076
30
No income 20 3.3500 .74516
Total 120 3.9583 .81370
Visit Shanghai Disneyland Less than 7000 16 2.4167 1.08362
2.032 .050
7001 - 8000 22 3.0000 1.27242
8001 - 9000 12 2.7500 1.00000
9001 - 10000 8 3.5000 .92582
10001 - 11000 14 2.2143 .97496
More than 11000 17 2.9412 1.14404
No regular income 11 2.5455 1.03573
No income 20 3.3500 1.26803
Total 120 2.8583 1.16168
5.9.4 Comparison of opportunities and threats items among different education level
Table 5.14 illustrates the significant differences of opportunities and threats factors
among different age group. In table 5.14, there are 2 factors were significant out of
total 14 opportunities and threats factors. According to the result, the significant value
of the factor“Hong Kong has an economic growth” is 0.01 (p ≤ 0.05), with a total
mean of 4.1917. The significant value of opportunities and threats item “watch TV/
movies” is 0.04 (p ≤ 0.05), with a total mean of 3.6667.
31
Table 5.14 Comparison of opportunities and threats items among different education level (N=120)
Statement
N Mean Std.
Deviation F Sig.
Hong Kong has an
economic growth
Primary school or below 3 4.0000 1.00000
3.033 .013
Form 5 secondary school 14 3.9286 1.14114
Form 7 secondary school 24 3.7500 1.11316
Diploma/ Higher Diploma 32 4.1875 .82060
University 40 4.4250 .81296
Postgraduate or above 7 5.0000 .00000
Total 120 4.1917 .94643
Watch TV/ movies Primary school or below 3 3.3333 .57735
2.377 .043
Form 5 secondary school 14 4.0714 .91687
Form 7 secondary school 24 3.1250 1.32902
Diploma/ Higher Diploma 32 3.5938 1.04293
University 40 3.9750 1.04973
Postgraduate or above 7 3.4286 .97590
Total 120 3.6667 1.11772
32
Section 6 Conclusions
6.1 Introduction
After the primary and secondary research, these showed that Hong Kong Disneyland
had some spaces for improvement. The section concludes with the limitations of the
study and the suggestions for future research.
6.2 Conclusions
Porter’s five forces have reflected that Hong Kong Disneyland has a competitive
environment. However, Hong Kong Disneyland does not have outstanding products to
help compete with its direct competitor – Ocean Park. With the potential entrance of
Shanghai Disneyland, Hong Kong Disneyland will lose a certain amount of its
attendance after Shanghai Disneyland open. Besides, its strong substitutes have
directly threatened Hong Kong Disneyland attendance. This could directly decreased
Hong Kong Disneyland’s competitiveness.
There are a number of studies in the area of competitive strategic development of
tourism destinations (Buhalis, 2000; Crouch & Ritchie, 1999; Mihalic, 2000; Poon,
1993; Ritchie &Crouch, 1999). These studies point out that tourism destination
competitiveness can be enhanced through developing strategies including marketing
efforts of quality and services. According to the result, the visitors’ perception toward
Hong Kong Disneyland is relatively low. These indicated ineffective management
planning, poor strategic development and poor human resources. The park cannot
satisfy the needs of the visitors, it shows that the park still have lots of spaces to
increase and improve the resources and services in order to enhance the
competitiveness.
33
6.3 Recommendations
In order to enhance and achieve competitiveness, it is very important for Hong Kong
Disneyland turn weaknesses into strengths and turn threats into opportunities. In
following, recommendations will be suggested to enhance the competitiveness of
Hong Kong Disneyland.
6.3.1 Turn weaknesses into strengths
Hong Kong Disneyland should reposition it own facilities, products and shows to
become a unique selling point, it can successfully add in a motivators to attract
visitors and gain competitive advantage. Good customer service relates to customer
retention which translates into profit or loss in Hong Kong Disneyland. It is suggested
that Hong Kong Disneyland could set up a clear outline for service delivery. In the
outline, Hong Kong Disneyland should point out the details of the service delivery
process. The cast members can follow the outline and take their own responsibility of
the services. If the cast members deliver the service efficiently, appositive perception
of service quality will be created among the visitors. Besides, all cast members should
have short term training when they join Hong Kong Disneyland, and the existing cast
members need to retrain periodically, thus, they can update their knowledge on new
products and facilities and obtain information of interest to the visitors. Training will
enable cast members to gain more knowledge and give advice from their personal
knowledge. While having knowledge and skills, it is important that the cast members
have the willingness and courtesy to help the visitors.
According to the questionnaires’ results, many visitors stated that Hong Kong
Disneyland is small with inadequate attractions and shows, etc. in the second year of
the operation, the attendance of the park was declined expeditiously. It is suggested
that Hong Kong Disneyland should increase and accelerate demand of investments
34
into the new attractions to attract new visitors and retain visitors since attractions are
the focused stimuli of theme park. It is suggested that the park should have some core
resources such as rides, shows, and supporting factors including amenities, food and
beverage, etc.
6.3.2 Turn threats into opportunities
The direct and indirect competitors and the substitutes including leisure and retail
industries are affecting the competitiveness of Hong Kong Disneyland. Hong Kong
Disneyland should not underestimate the potential power of the competitors and the
substitutes. Base on the result, watching TV or movies are one of the threats factors of
Hong Kong Disneyland. Hong Kong Disneyland could make this chance and channel
to promote itself during TV advertisement. Hong Kong Disneyland can develop an
effective promotion externally, through having places to showcase activities and
events through TV, internet and magazine, etc. By promotion, it can generate positive
publicity through different areas. For instance, websites promotions could be used
thus capitalizing on Hong Kong’s extensive internet use. Relationship marketing
should be introduced in Hong Kong Disneyland thus building up visitors’ loyalty and
benefits in assurance revenue and attendances. Besides to having advertisement to
attract the visitors, Hong Kong Disneyland could keep making movies of it such as
Tron, High School Musical, and Pirates of the Caribbean. People can still watch
movies because they will also watch the movies of Disney production. After that,
people will have the impression of those movies; Disneyland can catch this
opportunity to use this to electrify people. Disneyland can add the new elements in the
park, for examples, some of the staff dress like the characters of the movies, add more
shows about the new movies, build up new attractions and the theme is about the
movies.
35
Some people will visit a new destination in Mainland China, but it is not a completely
threat because Disneyland can use these opportunity to cooperate with the new
destination in Mainland China. It may be a risky method, but it also an opportunity.
Disneyland can negotiate with the new destination in Mainland China, if people have
a ticket of it; they can get a half price of visiting Disneyland. It can attract more
people to visit the new destination in Mainland China but also can attract people to
visit Disneyland. It can have a double promotion result, both companies can have
advantages.
36
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1
Appendices
Survey Questionnaire (English Version)
H
o
ng Kong Disneyland Survey Section 1
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
1. There are adequate numbers of souvenirs shops 5 4 3 2 1
2. There is adequate numbers of facilities 5 4 3 2 1
3. There are adequate numbers of shows 5 4 3 2 1
4. Hong Kong Disneyland has adequate in park
transportation 5 4 3 2 1
5. There are adequate numbers of attractions 5 4 3 2 1
6. When you have a problem, Hong Kong
Disneyland shows a sincere interest in solving it 5 4 3 2 1
7. Hong Kong Disneyland provides services at the
time they promise to □ 4 3 2 1
8. Hong Kong Disneyland provide you with
individual attention 5 4 3 2 1
9. Hong Kong Disneyland insists on error free
records 5 4 3 2 1
Indicate the degree of your agreement/disagreement by circling the appropriate number following the
statement where 5 = “strongly agree” and 1 = “strongly disagree”.
2
Section 2
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
10. Hong Kong Disneyland give you the best
interests 5 4 3 2 1
11. Employees’ performance are appearing neatly 5 4 3 2 1
12. Employees are consistently courteous with you 5 4 3 2 1
13. Employees understand your specific needs 5 4 3 2 1
14. Employees are always willing to help 5 4 3 2 1
You will revisit Hong Kong Disneyland, if… Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
15. The park expanded 5 4 3 2 1
16. The park increase/ changed the products 5 4 3 2 1
17. The park lower the tickets price 5 4 3 2 1
18. Hong Kong has an economic growth 5 4 3 2 1
19. Visited the park can enhance your social status 5 4 3 2 1
20. The park has more newly technological facilities 5 4 3 2 1
21. The park has more newly technological products 5 4 3 2 1
Indicate the degree of your agreement/disagreement by circling the appropriate number following the
statement where 5 = “strongly agree” and 1 = “strongly disagree”.
3
Section 3
Section 4
1. How many times have you visited Hong Kong Disneyland?
□ 1 time □ 2 times □ 3 times
□ 4 times □ 5 times □ More than 5 times
2. Your gender:
□ Male □ Female
3. Your age:
□ 18 years □ 19-29 years □ 30-39 years
□ 40-49 years □ 50-59 years □ 60-69 years
You prefer to……………………instead of visiting
Hong Kong Disneyland
Strongly
Agree Agree Neutral Disagree
Strongly
Disagree
22. Visit a new destination in Mainland China 5 4 3 2 1
23. Visit other theme parks in Mainland China 5 4 3 2 1
24. Visit Shanghai Disneyland 5 4 3 2 1
25. Visit Ocean Park 5 4 3 2 1
26. Watch TV/ movies 5 4 3 2 1
27. Go to karaoke 5 4 3 2 1
28. Play sports activities 5 4 3 2 1
This section asks about your personal information. Please fill in the blanks or check (√) the box in front
of the appropriate answer.
Indicate the degree of your agreement/disagreement by circling the appropriate number following the
statement where 5 = “strongly agree” and 1 = “strongly disagree”.
4
4. Who did you go with? (Choose one answer)
□ Spouse/ Partner/ Boyfriend/ Girlfriend □ Friends
□ Families/ Relatives □ Others
5. Your marital status:
□ Never been married □ Married
6. Your occupation:
□ Business □ Civil Servant □ Teacher □ Clerk/ White-collar
□ Student □ Retired □ Unemployed □ Other
7. The highest education level you have completed:
□ Primary school or below □ Form 5 secondary school
□ Form 7 secondary school □ Diploma/ Higher Diploma
□ University □ Postgraduate or above
8. Your personal monthly income: (in HK $)
□ Less than 7,000 □ 7,001- 8,000 □ 8,001- 9,000
□ 9,001- 10,000 □ 10,001-11,000 □ More than 11,000
□ No regular income □ No income
-The End-
Thank you for your participation!