| Description |
1 online resource : illustrations |
| Series |
SAGE Knowledge. Cases |
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SAGE Knowledge. Cases
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| Summary |
In September 2005, the Walt Disney Company announced the opening of its third theme park outside of the United States, and the second in Asia. Hong Kong Disneyland would become one of the most ambitious, expensive, and difficult ventures in the companys history, and if the companys experience in Europe were any guide it would have just one chance to get it right. Unlike the Disney experience in Tokyo, a theme park in Hong Kong would prove culturally challenging for a number of reasons, including language, food, souvenirs, entertainment, environmental concerns, contract relationships, local employees, cultural sensitivities, and the Chinese central government. Public Affairs VP Irene Chan is faced with enormous challenges as the company prepares for the parks opening day |
| Notes |
Originally published: Baldwin, J. L., Liu, A., Suzuki, H., & ORourke, J. S. (2005). The Walt Disney Company: Launch of a Hong Kong theme park. 05-06. Notre Dame, IN: The Eugene D. Fanning Center for Business Communication, Mendoza College of Business, University of Notre Dame |
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Description based on XML content |
| Subject |
Walt Disney Company
|
| SUBJECT |
Walt Disney Company fast |
| Subject |
Amusement parks -- China -- Hong Kong -- Management
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Amusement parks -- Management
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China -- Hong Kong
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| Genre/Form |
Case studies.
|
|
Études de cas.
|
| Form |
Electronic book
|
| Author |
Liu, Alex, author
|
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Suzuki, Hidehito, author
|
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O'Rourke, James S., 1946- author.
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| ISBN |
9781526406774 |
|
1526406772 |
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