Case Assignment-Mickey comes to rescue! Disney in Hong KongPrepared by:1.0 IntroductionThis is a case assignment required to be familiar with Disney Company's decision to move into China, strategic options that were available to the company, concerns about its entry into this thriving market, and current strategic issues and risks facing the company. This is what this paper is going to recover.
To achieve this paper, it will first provide a complete study of the macro-environment affecting the Disney Company's entry into Hong Kong, and then identify the critical strategic factors affecting each macro-environment force, and whether to agree with Disney Company's decision to enter China. This is followed by identifying Disney Hong Kong's strategic options to enter China with each option's pros and cons and deciding the optimal option. After this, it will outline the risks facing Disney Hong Kong as it begins operations in China. Finally, it will reach an overall conclusion of this paper.
The key limitation of this paper lies in the writer's insufficient experience in marketing management as the writer is a beginner in this filed. However, this is a very good opportunity to examine the relevant theories of marketing management.
2.0 Conduct a complete study of the macro-environment affecting the Disney Company's entry into Hong Kong. Identify the critical strategic factors affecting each macro-environment force. Based on your analysis, do you agree with Disney Company's decision to enter China?The environment can significantly influence a project (Hughes 1989, p.30). Marketing environment includes micro-environment and macro-environment. Micro-environmental forces (suppliers, competitors, company, customers, publics and marketing intermediaries) are controllable and have direct effect on companies, while macro-environment forces (demographic environment, economic environment, political/legal environment, social/cultural environment, technological environment and natural environment) are uncontrollable and lay indirect effect upon companies (Kotler & Keller 2006).