上海迪士尼swot分析

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上海迪斯尼乐园分析报告文案

Disneyland in ChinaGroup 6Group Member:Disneyland Park in China1 Company Introduction: Disneyland Park is a theme park located in Anaheim, California, owned and operated by the Walt Disney Parks and Resorts division of The Walt Disney Company. Known as Disneyland when it opened on July 18, 1955, and still colloquially known by that name, it is the only theme park to be designed and built under the direct supervision of WaltDisney. In 1998, the theme park was re-branded "Disneyland Park" to distinguish it from the larger Disneyland Resort complex.Walt Disney came up with the concept of Disneyland after visiting various amusement parks with his daughters in the 1930s and 1940s. He initially envisioned building a tourist attraction adjacent to his studios in Burbank to entertain fans who wished to visit; however, he soon realized that the proposed site was too small. After hiring a consultant to help determine an appropriate site for his project, Walt bought a 160-acre (65 ha) site near Anaheim in 1953. Construction began in 1954 and the park was unveiled during a special televised press event on July 17, 1955.Since its opening, Disneyland has undergone a number of expansions and renovations, including the addition of New Orleans Square in 1966, Bear Country (now Critter Country) in 1972, and Mickey's Toontown in 1993. Disney California Adventure Park was built on the site of Disneyland's original parking lot and opened in 2001.Disneyland has a larger cumulative attendance than any other theme park in the world, with close to 600 million guests sinceit opened. In 2009, 15.9 million people visited the park, making it the second most visited park in the world that calendar year.2. Status of development:Ⅰ.Disneyland in Asia⑴ The analysis of the success of Disneyland in JapanA. Introduction of Disneyland in JapanThe Disneyland in Japan is established in Tokyo in 1982 which is rewarded as the best theme park in Asia. It costs 15 billion yen and makes more times profits than the investment.B. Strategies leading to success in JapanThe International president of Disney, Andy Bird once said that, “Every market has its own characters. Although people have similar demand to entertainment media, the national characters and native culture stimulate us to make particular strategies in different countries and launch the Disney products which suit the local.” In the following are the strategies of Disneyland in Japan which lead to success. a)“ Everything is dynamic”There are five theme parks in the Disneyland in Japan have one common feature: all the performances there are dynamic whichdrive people to another colorful cartoon world.b)The built never over in Disneyland in JapanUpdate is the key words of this strategy. In order to attract tourists who have already been to Disneyland before, Disneyland in Japan adopts the strategy that adding new entertainment facilities and services constantly to keep tourists have different experience and pleasure.c)SCSE principleIt’s the key principle of Disney. SCSE means: Safety, Courtesy, Show, and Efficiency.①Safety: the safety of all the products of Disney is thefirst factor need to be considered when offering service.It is important to let tourists enjoy every minute inDisney.②Courtesy: all the products and services finally will begiven to the consumers. The attitude toward consumerswhen offering service or products should be patient andpleasant.③Show: the actors and actresses should have the rightattitude toward everyday’s show. That is to say, bringthe mood of first time performance to everyda y’s showand try the best to avoid the “inferior product” whichmeans bad acting or facilities problems.④Efficiency: as we all know, Disneyland Park is a huge park.So the efficiency here aims to make people enjoy as moreentertainment facilities as they can. For a company, theimprovement of efficiency will make contribution tostriving tourists and planning price strategy.d)Franchise model and creative combination1)The Disneyland in Japan is the cooperation of AmericanDisney Company and Japan Zixin Designing Company. TheDisney group offer brand licensing and take some ofthe profits as reward. However, the most profitsbelong to Japan Oriental Land Company (日本东方乐园公司) which actually run the park.2)Because of location of Japan, Disney creativelycombines Disney Marine Park with Disneyland Parkwhich brings more profits. Disney Marine Park is theonly one Disney theme park which theme for marine. Theuniqueness attracts more tourists.Ⅱ.Disney Outside AsiaThe Walt Disney Company cost $4.4 billion to build the first Disneyland in Europe.Early in 1992, Paris Disneyland which located in the suburbof Paris was opened. Originally, it has six hotels, 5200 rooms. Paris Disneyland is the most pay amusement park in Europe. In 2000, it attracted 12 million visitors in all. However, this Disneyland didn't make a success and perhaps it is most profound and educational case in the process of in Disney's globalization. On the first day of opening, there were only five thousand tourists which was only 1/10 of the expected number. Obviously, Disney didn't estimate the acceptability of visitors for their cultural products around the world which also led to the huge losses in Europe (over 10 billion loss in the first year, 3 billion and 45 million loss in the second year). The fault Disney made is that they blindly believed in their park and products. The lack of local investigation and research with local experts resulted in its unacceptable situation in Europe. Because there weren't suitable conditions to cater to the needs of local inhabitants, Disney would fail inevitably.According to John H Dunning’s OIL theory, Ownership advantage, Internalization advantage and Location advantage are three indispensable factors when a company decides to invest in a foreign country direct ly. The Paris Disneyland’s failure is due to its wrong entre model selection. Theyhurriedly entered a new market without seriously considering whether it possessed the location advantage or not. 1992 is a year that most Europeans already had a relatively high income, and citizens’ entertainment habits had been formed for a long time. Thus, no matter the number of tourists were high or low or whether the per capita amusement spending went to the expected level, because the absence of the necessary location advantage in international direct investment, it would eventually lead to failure. Unfortunately, Disney Company chose to adopt high investment and high risk direct investment mode in a place where the passengers are less and the entertainment spending are lower. If the Paris Disneyland had taken the technology transfer mode like Tokyo Disneyland, the loss might be lower.3. SWOT analysis of Disneyland in Shanghai:Ⅰ.Overview of domestic theme parksIn the last few years, the Chinese have opened over dozens of theme parks in a dizzying array of styles and motifs. The themes parks has proved a series of success, from when on September 21, 1989, the Shenzhen Splendid China, the first theme park inChina, opened up, to when a variety of theme parks, such as China Folk Culture Villages, Window of the World, Happy Valley and so on, went into operation. Major theme parks, such as World Park in Beijing, Suzhou Paradise in Suzhou, Jiangsu, Sung Dynasty Village and Hangzhou Paradise in Hangzhou, Yunnan Ethnic Villages and International Horticultural Exposition in Kunming, Yunnan, Nanshan Cultural Tourism Zone in Sanya, Hainan, and Lemandi Amusement park in Guilin, Guangxi and so forth, springing up like mushrooms, have created a favorable new situation in China. Recent years, Songhua River Ice and Snow World, opened up by Harbin, Hei Longjiang during the Ice and Snow Festival, also functioned as a theme park for that specific period of time.Ⅱ.The main patterns of domestic theme parksAt present, the main theme parks in China can be roughly divided into the following patterns on the basis of their themes.The Eight most popular theme parks in China: •Xishuangbanna Dai Ethnic Garden•Hong Kong Disneyland•Beijing Happy Valley•Window of the World•Qingming Shanghe Park•Tang Paradise Lotus Park•Horticulture Expo Garden•Hengdian World StudiosⅢ.SWOT analysisNovember 4th, 2009, Shanghai Government announced that the application report of the program of Shanghai Disneyland had approved, then at April 8th, 2011, the construction of Shanghai Disneyland began. This news appealed publics concern once it published. Next, the paper will make the SWOT analysis on the development of Shanghai Disneyland four years later.⑴Strenghthsa.The advantages of residents and geography: the Yangtzeriver delta region which Shanghai located is theeconomically richest regions in China. Within 300kilometers radius from Shanghai,it can radiate over 3.2 millionpeople. Also with the coming ofHigh-Speed Railway age providesan uncomparable advantage forShanghai in transportation.●Shanghai leads GDP and FDI in China⏹GDP US$ 4,512 (2001)⏹9% of total FDI in China.●Shanghai Residents (2002)⏹18.4 million, including floating population⏹Average household size is 2..9●Tourists population (2000)⏹64.7 mainland domestic⏹ 1.5 million foreign overseasb.The advantages in brand: Disney is famous for its catoonsall over the world, this facilitates the theme parkDisneyland famous in other countries outside America.The brilliance of Disney culture lies in it make anAmerican Processing of the diverse culture of the world.All the classical cultures have their strong ability ofself-inherit, Disney takes this property and imbeddedin American Fashion culture.c.Advanced manage concept: the typical dialogue betweenthe new employees and managers is:Manager: As we all know, McDonald pruduceshumburgers, then what Disneyland produce?New employees: Happiness.Wherever Disneyland is, it alwals follow a managementconcept SCSE: safe, civility, show, efficiency—to makesure our safe, to make our employees elegant, to makeour performance amazing, and to make our work efficient.d. Make the Wonder Land locationlization: At the ceremonyof openning of Shanghai Disneyland, the Micky Mouse iswearing a Tang jacket. This implied that ShanghaiDisneyland will mix Chinese culture with Disneyland’sown culture, to build an unique Disneyland in Shanghai.Also compare with other overseas Disneyland, the DisneyCorporation has created a Shanghai-style operationpattern—the Chinese shareholders could also take partin the management of Shanghai Disneyland.e. Advantage in location: The Shanghai Disneyland choosesNew Pudong District, thus it will avoid large scale ofremoval and setting, and to some degree reduce theconstruction cost.⑵ WeaknessA. Culture differences: Though Disney has been a well-knownbrand in the world, it fails to achieve booming successin Paris. Culture difference is the key point here sincethe native might have a strong sense of nationality andrefuse to accept something that means a shock to theirown culture.B. Threats on facilities: For the development of thehigh-tech, most kids grow up with video games which offerinteraction and a sense of participation. Therefore itis afraid that the facilities in the Disney Park cannot satisfy their potential needs, kids might regard it as something boring.C. The degree of culture mixture: It is a dilemma on whether to copy the original pattern in the United States or follow the trend of localization. If there is nothing special, people are not willing to visit our Disneyland. Especially with the rapid development of transportation and globalization, distance is no longer the hindering point and people have much more to choose where they would like to have fun in the current situation. It requires us to form our feature culture which can really seize customers’ attention.D. Brand awareness in China: Without the hot broadcast of Disney cartoon in the United States for more than eighty years, there would be the success of the American Disneyland. Most Chinese children were accompanied by the Chinese cartoon characters in their childhood, for example, Monkey King, lanmao and so on. They are more familiar with the Chinese cartoons other than the foreign ones.⑶ OpportunitiesA. Attract more tourists: after the Shanghai EXPO, Shanghaihas made him a more popular city all over the world. Andalso due to the complicated formalities going to Hong Kong,a large proportion of mainland tourists will give up theplan to go to the Hong Kong Disneyland. So, theconstruction of Shanghai Disneyland will give themainland tourist a chance to contact with Disneyland.B. Mixture of other countries: the concept of ShanghaiDisneyland of making a mixture with Chinese traditionalculture to make Shanghai Disneyland unique in Chinese,and also increase the competitiveness.C. Multiple operation pattern: the mixture of operationwith other Chinese Shareholders will give ShanghaiDisneyland a multiple operation pattern. Not only use thetraditional operation pattern of Disneyland its own, butalso the Chinese operation pattern in theme park. Thiswill serve as a better way to advertise the Disneylandin Chinese, even in Asia.⑷ThreatsWith the entry of the anime, Disney faces more competitorsin this big market. Lack of the culture background,Chinese citizens couldn’t have a better understanding of the Disney culture. They just focus on the superficial beauty and designs. Thus many parents argue that Disney fails to convey the education significance to children compared to Chinese local theme parks. Failing to attract customers, all money and other investment will be in vain.4. The future development strategy and forecasting.Ⅰ.Brand PromotionSince Disney is already a world-wide famous brand and has achieved a host of success in many countries, what it will do in Shanghai should not be just a copy of the previous. Chinese customer has separated into two opposed groups holding different attitudes towards the construction of Shanghai Disneyland. Thus, in order to satisfy and attract as many customers as possible, distinguished-product strategy should be considered firstly. Then, before the opening of Shanghai Disneyland, advertising is the very most important thing. Obviously, the spokesman for the advertisement is quite significant. We prefer Chen Huilin and Zhang Xueyou who have already done some promotion work for Hong Kong Disneyland.Besides, we’d like to invite the sweet couple-Ma Yili and Wen Zhang along with their daughter to be the local spokesmen hoping to create a harmonious atmosphere and shorten the distance between the customers and us. Afterwards, we’ll turn to Zhang Yimou who has overlooked the ceremony of Beijing Olympics to design a video for Shanghai Disneyland. Specifically, the video will be divided into continuous series and apply different edition using different local dialects. In order to broaden the scope of advertisement, it is suitable to make use of CCTV, Shanghai TV, Hunan TV and some other local TV stations, Internet, advertisement on buses, subways, stop boards and some other public places.Ⅱ Product innovation strategy(1)The true product breakthrough lies in successfully extends the pure cultural product to taking the theme park as representative's cultural tourism. This concept means except for the traditional Mickey and Mouse series of movies, cartoons and so on, we need to enlarge our product range to such travelling in Disneyland that will making guests have an appreciation of the local traditional culture by tracking down the cultural celebrity traces. For example, we can build some former residence of those big giants like Luxun, Sun Zhongshanand so on, thus combining the easy and pleasant Disney style with deep and rich cultural deposits charm together. At the same time, in order to attract the little aged children’s eyes, we can add some other cartoon characters like Monk Tang and his three prentices, little hero Wan Erxiao, popular TV star---Xi Yangyang and Hui Tailang as well as Mickey wearing Tang style clothes, thus catch hold of different age groups people’s different tastes.(2)The related theme hotels facilities can expand its service range on a relatively large scale. For example, it can supply not only local special flavor food, but also can add different styles of food of different areas, thus satisfying people from elsewhere. Apart from this, amusement parks can also increase new amusement place according to different age group and enhance the quality and the diversity of facilities and the services to appeal more customers. For instance, establishing special areas for the disabled, old-aged people, children and so on.Ⅲ Pricing Strategy(1)At the very beginning stage, in order to extending volume growth, it is necessary for us to lower the price, thus making sure we can gain a stable income and build a certain number ofguests base.(2) According to different factors like the product type, the sales time and the place and so on adopts different fixed price strategy to adjust to different consuming needs and make sure that the majority of target market crowd is acceptable. For example, setting different price levels for different age groups under different time periods and lowering price at the time of few customer flows.(3) Promoting salesA. decreases of the admission ticket price ----Promoting the family token, the group ticket, preferential tickets of yearly pass moves.B. the present souvenir's promotion -grasps the tourists’ psychological goal and provides value-added service like bestows some Disney souvenirs to the guestsC. the holiday promotion-- in the local holiday periods, conducting some holiday promotion, for example promotes the large-scale performance and the celebration activities with special Chinese taste, like Peking Opera, Yue Opera and so on.。

基于SWOT分析方法的迪士尼本土化研究以上海迪士尼为例

2、深化文化融合：在保持迪士尼品牌特色的同时，进一步融入中国传统文化元素。例如，可以设计更多具有中国特色的游乐设施和表演节目，或在乐园内开设中国传统文化展示区，以吸引更多中国游客。
3、提高员工素质：加强员工培训，提高服务质量和职业素养。通过举办定期的培训和活动，增强员工对迪士尼文化和本土文化的认识和理解，以便更好地为游客服务。
优势分析
1、地理位置优越：上海迪士尼乐园位于中国东部沿海地区，交通便利，可以吸引大量的游客。
2、文化底蕴深厚：上海作为中国最大的城市之一，拥有丰富的历史文化底蕴。这使得上海迪士尼乐园可以与本土文化相结合，呈现出更加丰富多彩的文化景观。
3、旅游资源丰富：上海及周边地区拥有众多的旅游景点，如上海野生动物园、东方明珠塔等。这些景点可以与上海迪士尼乐园形成协同效应，吸引更多的游客。
2、市场需求增长：随着中国经济的不断发展和人民生活水平的提高，对于文化娱乐的需求也不断增长。上海迪士尼乐园可以抓住市场需求，吸引更多的游客。
3、文化认同提升：近年来，中国的文化自信不断增强，对于西方文化的接受度也在提高。上海迪士尼乐园可以借此机会，提升品牌影响力和文化认同度。
威胁分析
1、竞争对手强烈：上海迪士尼乐园面临着来自国内其他主题公园和旅游景点的强烈竞争。这些竞争对手可能以更低的价格、更高的质量或更本土化的特色来吸引游客。
4、设施建设完善：上海迪士尼乐园在设施建设上投入巨资，拥有世界一流的游乐设施和娱乐项目。同时，乐园内的餐饮、购物等配套设施也十分完善。
劣势分析
1、管理经验不足：上海迪士尼乐园在国内的管理经验相对较少，可能需要通过引进国外管理人才来弥补这一不足。
2、人才状况紧张：由于上海迪士尼乐园需要大量的服务人员和专业技术人才，可能会引发人才竞争和招聘难题。

迪士尼

三、促销策略
广告推广
游戏广告
在热门游戏中植入迪士尼的娱乐元素以乐园各项娱乐措施为游戏场景，让玩家在游戏中体会乐园。
聚合网络力量，成功实施商品策划
迪士尼产品的成功销售，在于它拥有强大的网络力量以及成功地把某个主题在多个领域实施了系列化商品策划。三、促销策略Fra bibliotek营业推广
纪念品销售
a.玩偶商品都是特许经营、商店经营、书籍出版 b.运用卡通人物、商品、实用小品来建立迪士尼品牌关联 c.日常消费与主题公园相结合起到了广告传播效果
四、未来展望
四、未来展望
◆将推出Disney+，流媒体业务将成为重中之重
迪士尼品牌服务，正式名称为“Disney＋”，将成为迪士尼流媒体版图中的第二大重要组成部分（另一重要组成部分是ESPN）。 Disney＋明年晚些时候将会在本土美国市场正式发布，提供丰富的迪士尼、皮克斯、漫威、星球大战和国家地理品牌下的原创内容，以及包含了大量影视资源的迪士尼媒体库访问权限，其内容之广，同时也内容之新： Disney＋包含了2019年新推出的所有新剧集。
二、SWOT分析
二、SWOT分析
S-优势
1.品牌认知度高
迪士尼借由卡通形象深入人心，已成为“欢乐”、“童话”的代名词。
2.注重创新与进步
迪士尼在不丢弃核心精神的前提下顺应不同市场消费者差异需求，将全球化与本土化完美结合了。
二、SWOT分析
S-优势
3.电影投资量大
整个华特迪士尼公司都是在影视娱乐这部分业务的基础上建立的，所以迪士尼对于电影方面的投资是下了重资的，就单单它旗下的电影发行品牌就有：华特迪士尼影片，试金石影片，好莱坞影片，米拉麦克斯影片，和帝门影片。

上海迪士尼乐园的未来发展分析

上海迪士尼乐园的未来发展分析作者：李秦楠来源：《企业文化·中旬刊》2013年第02期摘要：世界上第六座迪士尼乐园预计在2015年在上海开幕。

迪士尼公司的海外乐园目前只在东京颇为成功，巴黎和香港迪士尼乐园开幕后并未取得预想的巨额收益，因此上海迪士尼度假区能否取得预期的收益对于迪士尼公司和上海申迪公司都是一个巨大的挑战。

如何处理和应对中美文化差异和我国消费水平将成为上海迪士尼成功的关键所在。

本文将对上海迪士尼项目进行SWOT分析，从项目内部和外部的优势、劣势、机遇和威胁四个方面分析上海迪士尼的未来发展状况。

关键词：迪士尼乐园上海文化消费水平2011年4月，上海迪士尼度假区工程建造正式开始，并预计于2015年营业[1]。

上海作为我国金融世贸中心，完全有能力和优势进行迪士尼项目，但是上海迪士尼想要获得预期盈利仍存在很多内忧外患。

本文通过SWOT分析，列举一些上海迪士尼项目内外部的优、劣势来展现迪士尼项目在上海的开展环境。

1、优势上海迪士尼项目将打破迪士尼乐园工程的传统合作模式，采用控股制进行合作[2]。

上海迪士尼工程作为合资项目，将由上海申迪公司和华特迪士尼公司联合投资建造上海迪士尼度假区，分别占股57%和43%。

对比发达国家的迪士尼乐园门票价格，上海迪士尼制定的门票价格适中。

美国佛罗里达迪士尼乐园门票价格是全球最高，大约380元人民币，巴黎和东京迪士尼乐园门票也超过320元[3]。

上海迪士尼乐园门票定价为300元。

低价门票将吸引大批来自发展中国家，消费水平相对较低的旅游者便利的交通网也是上海迪士尼乐园的重要优势。

上海拥有两个国际机场，机场、市中心和迪士尼乐园之间都有地铁和公交直达。

此外，上海迪士尼度假区还规划了大型停车场提供给自驾游的游客。

2、劣势迪士尼乐园规划面积较小上海迪士尼乐园面积并不是世界上最小的，但是上表所指的面积中只有90公顷是主题公园规划面积，其余则包括停车场、餐厅和酒店等其他迪士尼度假区设施。

迪士尼的五力分析

迪士尼的五力分析1.产业供应商在近二十年中,中国游艺机和游乐设施的设计、制造业有了很大发展,游乐设备制造工艺开始接近国外供应商的水平,现在一般国外通用的大型游艺机,国内都可以制造,质量也逐步提高。

据不完全统计,我国已能生产100多个品种的游乐设施,被游乐界称为“游艺机之王”的翻滚过山车,已于1997年制造成功,运行良好,基本接近国外同类产品的质量。

据统计,如今全国具有一定规模的游乐园和各种主题乐园共有200多处,达到了美国在几十年间建设的游乐园数量的总和。

每年约有3亿人次游玩各类游艺设施,仅按人均消费10元计算,年营业收入达到30亿元。

供应商的供应能力不断增强,供应商的数量也不断增长,有利于主题公园的选择,在与供应商的谈判上处于有利的位置。

2.买方上海迪士尼的游客可以细分为：散客，组织购买者，中间商以及其他重要购买群体。

散客是其最重要的市场，散客的消费频率高，选择偏好流动性强，不会太看重价格，组织购买者处有次数较少但规模较大，需求弹性小，对服务产品的价格敏感性不高。

重要的是，当今消费者有一定消费能力且有意愿在娱乐产业消费，并且大多数内地游客都是慕名前往，机会不多，对价格相对不是特别在乎。

3.潜在进入者的威胁进入壁垒：众所周知，主题公园尤其是较大型的主题公园通常是资金和高科技密集型的旅游吸引物，投资大，建造期长，一旦建成后难以改变用途，退出障碍和进入壁垒较大，因此想要维持竞争优势就必须不断产品创新保持其长期吸引力，吸引新顾客并保证回头客。

因此，产品创新是主题公园的核心竞争力之一，迪斯尼正是通过与其他品牌实施战略外包保持其新鲜血液和品牌提升。

进入现状：近年来，全国各地投资兴建各类主题公园成风，然而回报率令人堪忧，从旅游景区来看，全国2500个主题公园套牢1500亿投资，七成主题公园亏损，二成持平，盈利只有10%左右约有2/3难以收回投资。

4.主题公园四种层次的竞争者4.1品牌竞争：当其他的主题公园以相似的价格为相同的目标市场提供类似的服务与产品时，其间的竞争属于品牌竞争类型。

用swot分析方法分析上海迪斯尼能否盈利

用swot分析方法分析上海迪斯尼能否盈利在对项目进行分析之前，先对项目有个大体的了解，以便于更好的进行分析。

上海迪士尼乐园（Shanghai Disneyland Park），是中国第二个、亚洲第三个，世界第六个迪士尼主题公园，该项目由中方公司和美方公司共同投资建设。

项目建设地址位于上海市浦东新区川沙新镇，占地116公顷。

项目建设内容包括游乐区、后勤配套区、公共事业区和一个停车场。

”2011年4月8日，上海迪士尼乐园，正式动工。

预计2015年完工。

计划投资245个亿。

上海迪斯尼乐园是一个，国际合作项目，现在正在建设中，关于其能否盈利，我们只能根据现有的材料做出初步的预测，而就本项目来说，一些材料和数字，以及文化特性在内的软实力只能进行定性研究，而不能量化，所以也就造成分析的不够准确性，但总体的方向想必还是可以通过对四个因素的分析，得出相应的结论，下面就用swot分析方法对此项目能否盈利进行具体分析。

Swot分析方法包括四个分析要点：一、优势，二、劣势，三、机遇，四、威胁。

上海迪斯尼是国际合作项目，由上海申迪斯和华特迪斯尼合作建设，在优势方面表现为优势：技术技能优势：主要体现在华特迪斯尼的经营理念和创新观念上，以及华特迪斯尼在全球范围内的营销，都是其他国内项目无法比拟的，还有迪斯尼的服务理念，都具有国际化的水准，所以对于市场来说，上海迪斯尼的营销和经营理念可能比国内的其他主题公园更占优势。

有形资产优势：上海迪斯尼计划占地116公顷，与世界其他的迪斯尼相比，是最小的，但是同国内其他的主题公园相比，在占地面积上还是算大的，而且计划245个亿的投资也是其他主题公园不能比拟的。

无形资产：迪士尼全称为The Walt Disney Company，取名自其创始人华特·迪士尼，是总部设在美国伯班克的大型跨国公司，主要业务包括娱乐节目制作，主题公园，玩具，图书，电子游戏和传媒网络。

品牌价值位于世界前十，2008年：品牌价值292.51 亿美元，名列第9位。

专业资料迪士尼swot分析

迪士尼swot分析战略分析(SWoT模型)SWOT模式中的S、MT、。

分别代表了优势(Strength)、劣势(weakness)>机会(OPPOrtUnity)、威胁(threat)。

从这四个因素出发我们可以将迪斯尼公司的发展过程分为四个战略阶段，每一战略阶段各有其特色。

(一)WO扭转型战略扭转型战略主要在于如何在机会面前处理好自己的劣势。

这个战略主要表现在迪斯尼的开创之初：开创时期(1928—1949)W：初期资金不足、人员缺失、没有很好的名气和地位、战争时期失去了欧洲市场0：当时电影仍处于黑白、无声阶段，卡通片则只不过是放在电影开演前的娱乐节目，都只有短短十几分钟而已。

后期，有声电影刚刚开始，动画电影的有声制作仍是空白1928年迪士尼绘制的动画片《蒸汽船威利》于1928年∏月18日在纽约首映，这是世界上第一部全部对话动画片，也是第一次向观众介绍米老鼠这一著名动画人物。

之后，迪斯尼又在1932年推出迪斯尼第一部彩色卡通《花与树》(F1owerandTree),他所创作出的米老鼠、唐老鸭等角色也开始深入人心，但这还未结束。

迪斯尼致力于拍摄一部真正意义上的动画电影，而非电影的从属，于是就有了1937年的《白雪公主》(SnowWhiteandtheSevenDwafts)o《白雪公主》是史上第一部长篇动画，也是第一部荣获奥斯卡奖的动画电影，它是世界上最早的卡通电影。

《白雪公主》成功开启动画史新篇章,从此卡通不再只是卡通,而成为动画。

(二)SO增长型战略增长型战略在迪斯尼电影制作公司的代表时期便是迪斯尼电影的两次黄金时期：1、第一黄金时期(1950—1960)S：资产雄厚、电影多产、角色丰满、称霸动画界0：战后人们对娱乐业的需求、世界电影业和动画电影的发展以及美国动画片的第一次繁荣时期1950年上映的《仙履奇缘》不仅是战后迪斯尼的第一部长篇动画电影，而且在迪斯尼影史上占有十分重要的地位。

本片一上映就票房亮丽，除了获得三项奥斯卡提名之外，还拿下当届柏林影展金熊奖的最佳音乐片奖项，自此以后迪士尼动画电影一向是以拍摄长篇剧情片为主。

迪士尼乐园战略分析

题目迪士尼企业战略分析目录一、公司简介 (3)二、宏观环境分析（一）政治环境 (3)（二）经济环境 (4)（三）社会文化 (5)（四）技术因素 (6)三、行业环境分析（一）行业整体概况 (6)（二）现有竞争者 (7)（三）潜在进入者分析 (8)（四）替代者分析 (8)（五）目标顾客分析 (9)四、内部环境分析（一）资源分析 (9)（二）竞争能力分析 (10)（1）财务能力分析 (10)（2）营销能力分析 (11)（3）创新能力分析 (11)五、SWOT分析（一）外部环境分析 (12)（二）内部环境分析 (12)（三）SWOT模型分析 (12)六、战略选择 (13)一、公司简介一、创建1955年, 富于想象力和制造精神的美国动画片前驱华特·迪士尼在加利福尼亚州开办了第一座现代化的游乐园, 取名迪士尼乐园（Disneyland）。

这不仅是第一个迪士尼乐园, 同时也是世界上第一个现代意义上的主题公园。

二、业务介绍在迪士尼集团的四大要紧业务领域(影视娱乐、媒体网络、主题公园、消费产品)中, 主题公园一直是其最大的盈利部份, 2000年迪士尼主题公园收入达254亿美元, 约占公司总销售额的27%, 利润为32亿美元, 是公司总获利的一半。

3.企业进展第一个乐园于1955年建成开放。

依照起伏不平的地形, 设计开挖了河塘湖泊, 堆成了小丘山岭。

在周围茂盛树林的掩映当中, 在地上、地下、空中设置了多种游乐设施, 并建有饭馆、酒吧等效劳设施。

游乐园开放时只有18个游乐点, 后进展到近60个。

园内分美国主街、冒险世界、新奥尔良、熊的世界、边疆世界、空想世界、以后世界7部份。

1989年5月, 迪士尼公司又推出了一个主题景观——迪士尼米高梅制片厂, 这是一个小好莱坞, 在那个地址, 电影制片厂的各类秘密原形毕露, 电影爱好者会在此取得艺术上的享受。

迪士尼公司这种求新、求变的经营政策正是其经久不衰、富有魅力之所在。

上海迪斯尼乐园营销方案

上海迪斯尼乐园营销方案1、背景介绍上海迪斯尼乐园的萌芽早在02年，前后经过了将近10年的准备期。

直到2011年4月8日才正式动工，项目投资达245亿元人民币，预计于5年后建成。

上海迪士尼乐园占地116公顷。

方案分析的主要内容，包括它的目标市场,市场定位，营销方案，如何竞争等.2、市场定位根据三个方面来解析它的市场定位1、品牌:迪斯尼乐园：世界最大的游乐主题公园2、产品:新颖、刺激惊险，体验深刻、魔幻3、上海迪斯尼:中国内地最大的娱乐场3、目标人群主要客户3——18岁情少年儿童以及中青年家长,还有就是对20-—30的年轻男女。

中年以上客户所占比例较少。

目标市场主要是大陆地区最重要是长三角地区的城市。

4、营销策略1、产品swot分析S：品牌优势。

地理位置良好,位于长江三角洲中心城市,这里是我国目前经济发展速度最快、经济总量规模最大、最具有发展潜力的经济板块.人口多，周边地区有一亿人口.上海城市建设快，经济繁荣，国际地位提高。

而在上海开设的迪斯尼乐园是国内首个世界级游乐主题公园。

W：上海迪斯尼乐园面积为116公顷，比原本最小的香港迪斯尼乐园还要小。

这势必会造成建设的局限性。

很多项目都不能开设。

O：长三角地区一体化,为内地客人尤其是华东地区带来方便，中国，上海在国际的影响力T：来自同行业的竞争,内地如欢乐谷，芜湖方特科技园，周边地区：香港迪斯尼和日本迪斯尼2、产品策略一要强调产品创新，创新是个很有难度的工作，少一分没有创意，多一分有土气。

要把握好这个度。

香港迪斯尼乐园的游戏活动除秉承迪斯尼传统外，还加入了独有的特别元素，以增加香港迪斯尼乐园的实力和魅力.如探险旅程“森林河流之旅”及百老汇式歌舞表演“狮子王庆典”等，都是目前香港所特有的节目香港迪斯尼乐园在每天闭幕烟花中融入高科技，烟花能随着交响乐的节奏绽放，是迪斯尼首创的项目。

在园区中将香港的购物和游乐联系起来。

东京迪斯尼乐园有五个主题乐园，其共同特征是一切都是活动的，有声有色的。

关于迪士尼公司的SWOT分析

关于迪士尼公司的SWOT分析引言这份文档旨在对迪士尼公司进行SWOT分析，以评估其业务环境中的优势、劣势、机会和威胁。

SWOT分析是一种常用的战略分析工具，能够帮助公司了解自身的竞争优势和面临的挑战，为发展战略提供参考。

优势 (Strengths)- 强大的品牌形象：迪士尼拥有全球知名的品牌形象，深受消费者的喜爱和信赖。

- 多样化的业务领域：迪士尼公司涵盖了电影制作、媒体网络、主题公园等多个业务领域，形成了多元化的收入来源。

- 创新能力：迪士尼不断创新，推出成功的电影、动画片和主题公园项目，保持了自身的竞争优势。

- 强大的全球分销网络：迪士尼公司拥有广泛的全球分销网络，助力其产品在全球范围内的推广和销售。

劣势 (Weaknesses)- 高昂的成本结构：迪士尼公司的制作成本和运营成本较高，限制了其在某些市场的扩张和竞争力。

- 依赖于少数业务：虽然迪士尼拥有多样化的业务，但其中一些业务（如电影制作）对公司收入的贡献较大，导致对这些业务的依赖性增加。

- 版权保护难度：迪士尼的知名品牌形象也使其成为盗版和侵权的目标，保护版权和知识产权面临一定挑战。

机会 (Opportunities)- 新兴市场增长：迪士尼可以利用新兴市场的增长机会，扩大其在亚洲和其他地区的市场份额。

- 数字媒体发展：随着数字媒体的快速发展，迪士尼可以加强在流媒体服务和在线娱乐方面的投资，开拓新的业务领域。

- 品牌延伸：迪士尼可以通过品牌延伸，拓展到更多的产品和服务领域，扩大市场覆盖范围。

威胁 (Threats)- 日益激烈的竞争：迪士尼面临来自其他娱乐巨头和新兴竞争对手的激烈竞争，需要不断提高自身的创新和竞争力。

- 法律和政策风险：在全球范围内，迪士尼面临着各种法律和政策风险，如版权法律、反垄断法律等，对公司经营造成潜在影响。

- 消费者需求变化：消费者对娱乐内容和体验的需求不断变化，迪士尼需要及时调整业务模式以适应市场需求。

结论通过SWOT分析，我们可以看出迪士尼公司拥有强大的品牌形象、多样化的业务领域和创新能力等优势。

上海迪士尼乐园SWOT分析

上海迪士尼乐园SWOT分析上海迪士尼将于今年六月中旬正式开业，然而，社会上似乎有不少人士并不看好上海迪士尼。

王健林就曾在近期的央视《对话》节目中直截了当地指出“迪士尼中国的这一块儿财务十到二十年之内赢不了利。

”国内跟王健林先生持同样观点的人士不在少数，他们普遍认为虽然国内主题公园尚未过剩，但是亏损却已成常态。

中国社科院旅游研究中心研究员魏小安就曾提出，国内有一定品牌知名度、有良好经营业绩的主题公园只有10%，70%的主题公园处于亏损状态，剩余20%基本上持平。

跟上海迪士尼乐园最具可比性的当属香港迪士尼乐园了。

香港迪士尼于2005年开园，投资额为250亿港元，后期扩建时又注资34.9亿港元，但自开园以来经营状况并不乐观，连续7年处于亏损状态，直到2012年才首次获得盈利，获净利润1.09亿港元;2013年净利润增长超过一倍达2.42亿港元;2014年度净利润上升36%达3.32亿港元，然而2015年度再度转为亏损。

仔细分析香港迪士尼亏损的原因，无外乎以下几种：第一，香港迪士尼占地面积小，难以吸引游客。

第二，香港迪士尼采用政府合资和特许经营二合一的经营模式，特区政府的盈利部分基于门票收入，而整体门票收入占游园消费的50%左右，其他的附属经营项目如迪士尼酒店等利润与政府无关。

第三，过高的版权费拉高了其经营成本。

上海迪士尼乐园会成为另一个香港迪士尼吗？为何在香港迪士尼经营惨淡的情况下上海还要再建立迪士尼乐园呢？究竟上海迪士尼乐园有何竞争优势又有何挑战呢？一、竞争优势（一）对比香港迪士尼，上海迪士尼占地面积约为香港的3倍，投资规模（包括直接投资和间接投资）约为香港的10倍。

而且上海迪士尼有大陆广大的人口基数为依托，人口基数约为香港的3倍，试运营期间门票销售火爆，仅5月1日当天游客人数就达到9万人。

据有关专家预测，上海迪士尼开业时的接待量可以超过东京迪士尼刚开业时的情况，开业首年有可能达到1000万人次，成熟期预计能够达到1600万人次，按平日门票价和高峰期门票价的均价作为门票价格计算，开园当年半年时间内仅门票收入就可达到21亿元人民币。

上海迪士尼乐园SWOT分析-上海迪士尼swot

上海迪士尼乐园SWOT分析作者：张玲玉来源：《智富时代》2016年第10期【摘要】上海迪士尼乐园自开建以来就饱受争议，不看好它的人不在少数。

但鲜有人详细地分析上海迪士尼的竞争优势及面临的威胁。

本文采用swot分析法详细分析上海迪士尼面临的市场环境，发现上海迪士尼乐园短期内可能确实难以盈利，但它对于周围相关产业发展的拉动，对整个城市发展的贡献具有重大意义。

【关键词】swot分析;经营模式;投资规模上海迪士尼将于今年六月中旬正式开业，然而，社会上似乎有不少人士并不看好上海迪士尼。

王健林就曾在近期的央视《对话》节目中直截了当地指出“迪士尼中国的这一块儿财务十到二十年之内赢不了利。

”国内跟王健林先生持同样观点的人士不在少数，他们普遍认为虽然国内主题公园尚未过剩，但是亏损却已成常态。

跟上海迪士尼乐园最具可比性的当属香港迪士尼乐园了。

仔细分析香港迪士尼亏损的原因，无外乎以下几种：第一，香港迪士尼占地面积小，难以吸引游客。

第三，过高的版权费拉高了其经营成本。

上海迪士尼swot分析

上海迪士尼 swot分析2009年11月4日，上海市人民政府新闻办公室授权宣布：上海迪士尼项目申请报告已获国家有关部门核准。

2009年11月23日，国家发改委在网站上发布，“2009年10月，经报请国务院同意，我委正式批复核准上海迪士尼乐园项目。

该项目由中方公司和美方公司共同投资建设。

项目建设地址位于上海市浦东新区川沙新镇，占地116公顷。

项目建设内容包括游乐区、后勤配套区、公共事业区和一个停车场。

”2011年4月8日，上海迪士尼乐园，正式动工。

预计2015年完工。

一．分析强势：上海迪士尼乐园将是全球第6个、中国第2个迪士尼乐园，中国内地第一个迪斯尼上海市政府下属企业将持股57%1．规模最大根据上海市规划和国土资源管理局网站挂出的征地公告，迪士尼乐园项目一期预留地总面积约400公顷，若再算上二期和三期，上海迪士尼的面积将延展至800公顷～1000公顷，项目一期工程占地比香港迪士尼乐园大3倍多，有可能是全球最大迪士尼乐园。

2．票价优势全球共有五个国家建立了迪士尼乐园，美国加州迪士尼乐园门票价格折算约413港元，佛罗里达州迪士尼乐园门票价格约466港元，东京迪士尼门票价格约385港元，巴黎迪士尼门票价格约381港元，香港迪士尼乐园门票价格为295港元。

上海迪士尼门票的初步定价为300元，换算成港元（2012/2/26的汇率为1人民币元=1.2317港币），约合369港元。

其中上海迪斯尼票价仅次于香港迪斯尼，为倒数第2底，如果按上海迪斯尼规模是香港的三北来看，上海迪斯尼性价比最高。

3．交通便利2012年2月24日市重大工程建设办公室获悉，上海迪士尼指挥部管理中心今年将建设并投入使用，公交枢纽也将于年内开工建设。

上海迪士尼项目一期工程及市政配套的计划，今年将建设数条与上海迪士尼乐园有关的市政配套道路项目，其中：南六公路、六奉公路、秀浦路（S2-申江路）3条道路一季度开工，秀普路（S3-申江路）、公交枢纽、申江路高架专用道、S2公路改建、入园路5条道路二季度开工，唐黄路、航城路两条道路则将于今年二季度通车。

上海迪斯尼乐园分析报告

Disneyland in ChinaGroup 6Group Member:Disneyland Park in China1 Company Introduction: Disneyland Park is a theme park located in Anaheim, California, owned and operated by the Walt Disney Parks and Resorts division of The Walt Disney Company. Known as Disneyland when it opened on July 18, 1955, and still colloquially known by that name, it is the only theme park to be designed and built under the direct supervision of Walt Disney. In 1998, the theme park was re-branded "Disneyland Park" to distinguish it from the larger Disneyland Resort complex.Walt Disney came up with the concept of Disneyland after visiting various amusement parks with his daughters in the 1930s and 1940s. He initially envisioned building a tourist attraction adjacent to his studios in Burbank to entertain fans who wished to visit; however, he soon realized that the proposed site was too small. After hiring a consultant to help determine an appropriate site for his project, Walt bought a 160-acre (65 ha) site near Anaheim in 1953. Construction began in 1954 and the park was unveiled during a special televised press event on July 17, 1955.Since its opening, Disneyland has undergone a number of expansions and renovations, including the addition of New Orleans Square in 1966, Bear Country (now Critter Country) in 1972, and Mickey's Toontown in 1993. Disney California Adventure Park was built on the site of Disneyland's original parking lot and opened in 2001.Disneyland has a larger cumulative attendance than any other theme park in the world, with close to 600 million guests since it opened. In 2009, 15.9 million people visited the park, making it the second most visited park in the world that calendar year.2. Status of development:Ⅰ.Disneyland in Asia⑴ The analysis of the success of Disneyland in JapanA. Introduction of Disneyland in JapanThe Disneyland in Japan is established in Tokyo in 1982 which is rewarded as the best theme park in Asia. It costs 15 billion yen and makes more times profits than the investment.B. Strategies leading to success in JapanThe International president of Disney, Andy Bird once said that, “Every market has its own characters. Although people have similar demand to entertainment media, the national characters and native culture stimulate us to make particular strategies in different countries and launch theDisney products which suit the local.” In the following are the strategies of Disneyland in Japan which lead to success.a)“ Everything is dynamic”There are five theme parks in the Disneyland in Japan have one common feature: all the performances there are dynamic which drive people to another colorful cartoon world.b)The built never over in Disneyland in JapanUpdate is the key words of this strategy. In order to attract tourists who have already been to Disneyland before, Disneyland in Japan adopts the strategy that adding new entertainment facilities and services constantly to keep tourists have different experience and pleasure.c)SCSE principleIt’s the key pr inciple of Disney. SCSE means: Safety, Courtesy, Show, and Efficiency.①Safety: the safety of all the products of Disney is the first factorneed to be considered when offering service. It is important to lettourists enjoy every minute in Disney.②Courtesy: all the products and services finally will be given to theconsumers. The attitude toward consumers when offering serviceor products should be patient and pleasant.③Show: the actors and actresses should have the right attitudetoward everyday’s show. Th at is to say, bring the mood of firsttime performance to everyday’s show and try the best to avoid the“inferior product” which means bad acting or facilities problems.④Efficiency: as we all know, Disneyland Park is a huge park. So theefficiency here aims to make people enjoy as more entertainmentfacilities as they can. For a company, the improvement ofefficiency will make contribution to striving tourists and planningprice strategy.d)Franchise model and creative combination1)The Disneyland in Japan is the cooperation of AmericanDisney Company and Japan Zixin Designing Company. TheDisney group offer brand licensing and take some of theprofits as reward. However, the most profits belong to JapanOriental Land Company (日本东方乐园公司) which actuallyrun the park.2)Because of location of Japan, Disney creatively combinesDisney Marine Park with Disneyland Park which brings moreprofits. Disney Marine Park is the only one Disney theme parkwhich theme for marine. The uniqueness attracts moretourists.Ⅱ.Disney Outside AsiaThe Walt Disney Company cost $4.4 billion to build the first Disneyland in Europe.Early in 1992, Paris Disneyland which located in the suburb of Paris was opened. Originally, it has six hotels, 5200 rooms. Paris Disneyland is the most pay amusement park in Europe. In 2000, it attracted 12 million visitors in all. However, this Disneyland didn't make a success and perhaps it is most profound and educational case in the process of in Disney's globalization. On the first day of opening, there were only five thousand tourists which was only 1/10 of the expected number. Obviously, Disney didn't estimate the acceptability of visitors for their cultural products around the world which also led to the huge losses in Europe (over 10 billion loss in the first year, 3 billion and 45 million loss in the second year). The fault Disney made is that they blindly believed in their park and products. The lack of local investigation and research with local experts resulted in its unacceptable situation in Europe. Because there weren't suitable conditions to cater to the needs of local inhabitants, Disney would fail inevitably.According to John H Dunning’s OIL theory, Ownership advantage, Internalization advantage and Location advantage are three indispensable factors when a company decides to invest in a foreign country directly. The Paris Disneyland’s failure is due to its wrong entre model selection. They hurriedly entered a new market without seriously considering whether it possessed the location advantage or not. 1992 is a year that most Europeans already had a relatively high income, and citizens’entertainment habits had been formed for a long time. Thus, no matter the number of tourists were high or low or whether the per capita amusement spending went to the expected level, because the absence of the necessary location advantage in international direct investment, it would eventually lead to failure. Unfortunately, Disney Company chose to adopt high investment and high risk direct investment mode in a place where the passengers are less and the entertainment spending are lower. If the Paris Disneyland had taken the technology transfer mode like Tokyo Disneyland, the loss might be lower.3. SWOT analysis of Disneyland in Shanghai:Ⅰ.Overview of domestic theme parksIn the last few years, the Chinese have opened over dozens of theme parks in a dizzying array of styles and motifs. The themes parks has proved a series of success, from when on September 21, 1989, the Shenzhen Splendid China, the first theme park in China, opened up, to when a variety of theme parks, such as China Folk Culture Villages, Window of the World, Happy Valley and so on, went into operation. Major theme parks, such as World Park in Beijing, Suzhou Paradise in Suzhou, Jiangsu, Sung Dynasty Village and Hangzhou Paradise in Hangzhou, Yunnan Ethnic Villages and International Horticultural Exposition in Kunming, Yunnan, Nanshan Cultural Tourism Zone in Sanya, Hainan, and Lemandi Amusement park in Guilin, Guangxi and soforth, springing up like mushrooms, have created a favorable new situation in China. Recent years, Songhua River Ice and Snow World, opened up by Harbin, Hei Longjiang during the Ice and Snow Festival, also functioned as a theme park for that specific period of time.Ⅱ.The main patterns of domestic theme parksAt present, the main theme parks in China can be roughly divided into the following patterns on the basis of their themes.The Eight most popular theme parks in China:• Xishuangbanna Dai Ethnic Garden• Hong Kong Disneyland• Beijing Happy Valley• Window of the World• Qingming Shanghe Park• Tang Paradise Lotus Park• Horticulture Expo Garden• Hengdian World StudiosⅢ.SWOT analysisNovember 4th , 2009, Shanghai Government announced that the application report of the program of Shanghai Disneyland had approved, then at April 8th , 2011, the construction of Shanghai Disneyland began. This news appealed publics concern once it published. Next, the paper will make the SWOT analysis on the development of Shanghai Disneyland four years later.⑴ Strenghthsa. The advantages of residents and geography: the Yangtze riverdelta region which Shanghai locatedis the economically richest regions inChina. Within 300 kilometers radius from Shanghai, it can radiate over 3.2 million people. Also with the coming of High-Speed Railway age provides an uncomparable advantage for Shanghai in transportation.●Shanghai leads GDP and FDI in China⏹GDP US$ 4,512 (2001)⏹9% of total FDI in China.●Shanghai Residents (2002)⏹18.4 million, including floating population⏹Average household size is 2..9●Tourists population (2000)⏹64.7 mainland domestic⏹ 1.5 million foreign overseasb.The advantages in brand: Disney is famous for its catoons allover the world, this facilitates the theme park Disneyland famous in other countries outside America. The brilliance of Disney culture lies in it make an American Processing of the diverse culture of the world. All the classical cultures have their strong ability of self-inherit, Disney takes this property and imbedded in American Fashion culture.c.Advanced manage concept: the typical dialogue between the newemployees and managers is:Manager: As we all know, McDonald pruduces humburgers,then what Disneyland produce?New employees: Happiness.Wherever Disneyland is, it alwals follow a management conceptSCSE: safe, civility, show, efficiency—to make sure our safe, tomake our employees elegant, to make our performance amazing,and to make our work efficient.d. Make the Wonder Land locationlization: At the ceremony ofopenning of Shanghai Disneyland, the Micky Mouse is wearing aTang jacket. This implied that Shanghai Disneyland will mixChinese culture with Disneyland’s own culture, to build an uniqueDisneyland in Shanghai. Also compare with other overseasDisneyland, the Disney Corporation has created a Shanghai-styleoperation pattern—the Chinese shareholders could also take partin the management of Shanghai Disneyland.e. Advantage in location: The Shanghai Disneyland chooses NewPudong District, thus it will avoid large scale of removal andsetting, and to some degree reduce the construction cost.⑵ WeaknessA. Culture differences: Though Disney has been a well-known brandin the world, it fails to achieve booming success in Paris. Culturedifference is the key point here since the native might have astrong sense of nationality and refuse to accept something that means a shock to their own culture.B. Threats on facilities: For the development of the high-tech, mostkids grow up with video games which offer interaction and a sense of participation. Therefore it is afraid that the facilities in the Disney Park cannot satisfy their potential needs, kids might regard it as something boring.C. The degree of culture mixture: It is a dilemma on whether to copy the original pattern in the United States or follow the trend of localization. If there is nothing special, people are not willing to visit our Disneyland. Especially with the rapid development of transportation and globalization, distance is no longer the hindering point and people have much more to choose where they would like to have fun in the current situation. It requires us to form our feature culture which can really seize customers’ attention.D. Brand awareness in China: Without the hot broadcast of Disney cartoon in the United States for more than eighty years, there would be the success of the American Disneyland. Most Chinese children were accompanied by the Chinese cartoon characters in their childhood, for example, Monkey King, lanmao and so on. They are more familiar with the Chinese cartoons other than the foreign ones.⑶ OpportunitiesA. Attract more tourists: after the Shanghai EXPO, Shanghai hasmade him a more popular city all over the world. And also due to the complicated formalities going to Hong Kong, a large proportion of mainland tourists will give up the plan to go to the Hong Kong Disneyland. So, the construction of Shanghai Disneyland will give the mainland tourist a chance to contact with Disneyland.B. Mixture of other countries: the concept of Shanghai Disneyland ofmaking a mixture with Chinese traditional culture to make Shanghai Disneyland unique in Chinese, and also increase the competitiveness.C. Multiple operation pattern: the mixture of operation with otherChinese Shareholders will give Shanghai Disneyland a multiple operation pattern. Not only use the traditional operation pattern of Disneyland its own, but also the Chinese operation pattern in theme park. This will serve as a better way to advertise the Disneyland in Chinese, even in Asia.⑷ThreatsWith the entry of the anime, Disney faces more competitors in this big market. Lack of the culture background, Chinese citizens couldn’t have a better understanding of the Disney culture. Theyjust focus on the superficial beauty and designs. Thus many parents argue that Disney fails to convey the education significance to children compared to Chinese local theme parks.Failing to attract customers, all money and other investment will be in vain.4. The future development strategy and forecasting.Ⅰ.Brand PromotionSince Disney is already a world-wide famous brand and has achieved a host of success in many countries, what it will do in Shanghai should not be just a copy of the previous. Chinese customer has separated into two opposed groups holding different attitudes towards the construction of Shanghai Disneyland. Thus, in order to satisfy and attract as many customers as possible, distinguished-product strategy should be considered firstly. Then, before the opening of Shanghai Disneyland, advertising is the very most important thing. Obviously, the spokesman for the advertisement is quite significant. We prefer Chen Huilin and Zhang Xueyou who have already done some promotion work for Hong Kong Disneyland. Besides, we’d like to invite the sweet couple-Ma Yili and Wen Zhang along with their daughter to be the local spokesmen hoping to create a harmonious atmosphere and shorten the distance between the customers and us. Afterwards, we’ll turn to Zhang Yimou who has overlooked the ceremony of Beijing Olympics to design a videofor Shanghai Disneyland. Specifically, the video will be divided into continuous series and apply different edition using different local dialects. In order to broaden the scope of advertisement, it is suitable to make use of CCTV, Shanghai TV, Hunan TV and some other local TV stations, Internet, advertisement on buses, subways, stop boards and some other public places.ⅡProduct innovation strategy(1)The true product breakthrough lies in successfully extends the pure cultural product to taking the theme park as representative's cultural tourism. This concept means except for the traditional Mickey and Mouse series of movies, cartoons and so on, we need to enlarge our product range to such travelling in Disneyland that will making guests have an appreciation of the local traditional culture by tracking down the cultural celebrity traces. For example, we can build some former residence of those big giants like Luxun, Sun Zhongshan and so on, thus combining the easy and pleasant Disney style with deep and rich cultural deposits charm together. At the same time, in order to attract the little aged children’s eyes, we can add some other cartoon characters like Monk Tang and his three prentices, little hero Wan Erxiao, popular TV star---Xi Yangyang and Hui Tailang as well as Mickey wearing Tang style clothes, thus catch hold of different age groups people’s different tastes.(2)The related theme hotels facilities can expand its service range on arelatively large scale. For example, it can supply not only local special flavor food, but also can add different styles of food of different areas, thus satisfying people from elsewhere. Apart from this, amusement parks can also increase new amusement place according to different age group and enhance the quality and the diversity of facilities and the services to appeal more customers. For instance, establishing special areas for the disabled, old-aged people, children and so on.ⅢPricing Strategy(1)At the very beginning stage, in order to extending volume growth, it is necessary for us to lower the price, thus making sure we can gain a stable income and build a certain number of guests base.(2) According to different factors like the product type, the sales time and the place and so on adopts different fixed price strategy to adjust to different consuming needs and make sure that the majority of target market crowd is acceptable. For example, setting different price levels for different age groups under different time periods and lowering price at the time of few customer flows.(3) Promoting salesA. decreases of the admission ticket price ----Promoting the family token, the group ticket, preferential tickets of yearly pass moves.B. the present souvenir's promotion -grasps the tourists’ psychological goal and provides value-added service like bestows someDisney souvenirs to the guestsC. the holiday promotion-- in the local holiday periods, conducting some holiday promotion, for example promotes the large-scale performance and the celebration activities with special Chinese taste, like Peking Opera, Yue Opera and so on.。

基于SWOT分析方法的迪士尼本土化研究以上海迪士尼为例

2、市场饱和
2、市场饱和
目前，中国主题公园市场已呈现出饱和趋势，市场竞争日益激烈。如果上海迪士尼不能持续推出创新项目和优化服务质量，可能会失去游客的和青睐。
2、市场饱和
结论通过SWOT分析，我们可以看到上海迪士尼本土化具有一定的市场优势、文化优势和政治优势，但也存在一定的劣势和威胁。因此，上海迪士尼在未来发展中，应密切市场需求和游客反馈，积极融入中国本土文化，同时保持与政府合作，争取更多政策支持。
2、市场竞争
2、市场竞争
随着中国主题公园市场的不断壮大，上海迪士尼面临着来自国内其他主题公园的竞争压力。如何保持自身的独特性和吸引力，是上海迪士尼需要的问题。
1、政府支持
1、政府支持
中国政府将继续加大对文化产业的支持力度，鼓励包括迪士尼在内的外资企业在中国发展。上海迪士尼可以利用这一机会，加强与政府合作，争取更多政策支持。
2、市场饱和
在应对市场竞争方面，上海迪士尼应注重提升服务质量，加强品牌营销，以保持自身的独特性和吸引力。总之，上海迪士尼本土化的发展需在传承迪士尼文化的基础上，充分挖掘中国市场需求，以实现可持续发展。
参考内容
迪士尼本土化在上海迪士尼的应用情况：SWOT分析
引言
引言
上海迪士尼乐园自2016年开园以来，已成为全球迪士尼主题公园的重要一员。作为迪士尼在亚洲的重要战略部署，上海迪士尼乐园在传承迪士尼文化的同时，也努力融入中国本土文化，以更好地满足中国游客的需求。本次演示将采用SWOT 分析方法，探讨迪士尼本土化在上海迪士尼的应用情况，并提出未来发展的建议。
基于SWOT分析方法的迪士尼本土化研究以上海迪士
尼为例
01 引言
03 参考内容

迪士尼动画_论文游乐园论文：迪斯尼落户上海_未来发展之SWOT分析

迪斯尼电影分析一、迪斯尼简介1955年,美国动画片大师沃尔特迪士尼在加利福尼亚州创办了第一座现代化的游乐园,取名迪士尼乐园。

这不仅是第一个迪士尼乐园,同时也是世界上第一个现代意义上的主题公园。

现代的迪士尼业务范围已经不仅是主题公园了,它的玩具、图书、媒体影视作品都为世人所熟悉。

而目前全球运营中的迪斯尼主题公园有5个,分别落户于美国洛杉矶、奥兰多,日本东京,法国巴黎和中国香港。

迪斯尼乐园在上海安家,落户于中国大陆,值得我们投以关注的目光,是下面我们就来分析迪斯尼选择上海的原因。

二、迪斯尼落户上海各式评论迪斯尼总裁:迪斯尼乐园落户上海是一个里程碑;张五常:迪斯尼乐园在大陆选错了地方;许荣茂:香港上海迪士尼可互补,对香港影响不大;钱学锋:迪斯尼落户示范意义重大;赵昊:本土主题公园将受到巨大冲击。

三、SWOT分析参阅迪斯尼进驻中国大陆的日程表和各方人士对其这一扩张的评论,我们可以看出不管迪斯尼五年后开园经营状况如何,至少目前已经引起了社会关注。

不同的声音更是让上海迪斯尼乐园的未来充满了想象和未知。

综合内外部环境因素,我们将以一个模型概括其目前的项目实施环境,进而展望其未来发展。

具体请看下表:四、战略选择综合上述分析,我们认为迪斯尼在上海的发展可以采取SO战略,以其强大优势和丰富的机会在中国大陆地区开拓市场。

除此之外,辅助以WO、ST战略,用机会改善劣势,用优势化解威胁,进而让企业进入一个良好的战略位置,更便于实施进攻性的SO战略。

五、展望迪斯尼落户上海,从微观上来说是迪斯尼公司的全球战略环节,是其区位选择的结果,目标是赢取经济利益;从宏观上来说是文化全球化和文化交融的标志,有利于中西方文化融合;从投资方来说是看中了上海经济力量,从上海来说是借其提升国际都市形象增加地方经济收入。

不管从何角度看,上海迪斯尼值得我们期待。

上海迪士尼乐园面试问题

竭诚为您提供优质文档/双击可除上海迪士尼乐园面试问题篇一：上海迪士尼swot分析上海迪士尼swot分析20xx年11月4日，上海市人民政府新闻办公室授权宣布：上海迪士尼项目申请报告已获国家有关部门核准。

20xx 年11月23日，国家发改委在网站上发布，“20xx年10月，经报请国务院同意，我委正式批复核准上海迪士尼乐园项目。

该项目由中方公司和美方公司共同投资建设。

项目建设地址位于上海市浦东新区川沙新镇，占地116公顷。

项目建设内容包括游乐区、后勤配套区、公共事业区和一个停车场。

”20xx年4月8日，上海迪士尼乐园，正式动工。

预计20xx年完工。

一．分析强势：上海迪士尼乐园将是全球第6个、中国第2个迪士尼乐园，中国内地第一个迪斯尼上海市政府下属企业将持股57% 1．规模最大根据上海市规划和国土资源管理局网站挂出的征地公告，迪士尼乐园项目一期预留地总面积约400公顷，若再算上二期和三期，上海迪士尼的面积将延展至800公顷～1000公顷，项目一期工程占地比香港迪士尼乐园大3倍多，有可能是全球最大迪士尼乐园。

上海迪士尼门票的初步定价为300元，换算成港元（20xx/2/26的汇率为1人民币元=1.2317港币），约合369港元。

其中上海迪斯尼票价仅次于香港迪斯尼，为倒数第2底，如果按上海迪斯尼规模是香港的三北来看，上海迪斯尼性价比最高。

3．交通便利20xx年2月24日市重大工程建设办公室获悉，上海迪士尼指挥部管理中心今年将建设并投入使用，公交枢纽也将于年内开工建设。

上海迪士尼项目一期工程及市政配套的计划，今年将建设数条与上海迪士尼乐园有关的市政配套道路项目，其中：南六公路、六奉公路、秀浦路（s2-申江路）3条道路一季度开工，秀普路（s3-申江路）、公交枢纽、申江路高架专用道、s2公路改建、入园路5条道路二季度开工，唐黄路、航城路两条道路则将于今年二季度通车。

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