Kong

Case Solution for Hong Kong Disneyland
Complete Case details are given below :
Case Name :      Hong Kong Disneyland
Authors :           Michael N. Young, Donald Liu
Source :             Ivey Publishing
Case ID :            907M13
Discipline :        Operations Management
Case Length :    16 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Disney began internationalizing its theme park operations with the opening of Tokyo Disneyland in 1983, which is regarded as one of the most successful amusement parks in the world. Disney attempted to replicate this success in France, which is the largest consumer of Disney products outside of the United States. In 1992, they opened Disneyland Resort Paris, which is largely regarded to be much less successful than the park in Japan. This case explores Disney’s efforts to open its third park outside the United States; Hong Kong Disneyland. It begins by discussing the experience of Tokyo and Paris Disneylands, and then discusses the opening of Hong Kong Disneyland, including the structure of the deal, and how the operations, human resources management and marketing were tailored to fit the Chinese cultural environment. The case also discusses the tourism industry in Hong Kong and the particular problems that were encountered during the first year of operations. The stage is set for students to discuss whether Disney’s strategic assets have a good semantic fit with Chinese culture.
 
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Case Solution for Toy2R: A Pioneer of Creative Designer Toys in Hong Kong
Complete Case details are given below :
Case Name :      Toy2R: A Pioneer of Creative Designer Toys in Hong Kong
Authors :           Kevin Au, Bernard Suen, Daisy Wong
Source :             Ivey Publishing
Case ID :            910M60
Discipline :        General Management
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
The case illustrates the intriguing development path of a famous design entrepreneur in Hong Kong, who was not trained formally as a designer but managed to build an entrepreneurial career out of his hobby of collecting designer toys. This case is suitable for teaching MBA and senior undergraduate students about resources acquisition at the startup, development and expansion stages in an entrepreneurship course. It can also be utilized in product development and innovation management courses for business, engineering and design school students.
 
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Case Solution for Internationalization of Koyo Jeans from Hong Kong
Complete Case details are given below :
Case Name :      Internationalization of Koyo Jeans from Hong Kong
Authors :           Kevin Au, Bernard Suen, Na Shen, Justine Tang
Source :             Ivey Publishing
Case ID :            W11205
Discipline :        General Management
Case Length :    11 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
William Cheung entered the fashion industry in a different manner than Vivienne Tam and Shanghai Tang. He started by working for a modest wholesaler known for its garment and apparel industries. He sharpened his design instincts by creating hit apparel items for the wholesale company. To ensure business, he needed to learn about the entire supply chain, from acquiring raw materials to manufacturing, sales and delivery. The business was flourishing but was not immune to the shortcomings of creative businesses. While working on hitting the mass market and ensuring a large output, Cheung also tested his creativity by opening his own boutique shop. After initial success, he needed to source trendy but affordable fashions to feed customer demand. Chance brought him to South Korea, and together with a local designer, they made a name for themselves and decided to attend an exhibition in Paris. Unfortunately, the experience brought them nothing but despair. Their products and image were not on par with other European brands. By that time, Cheung’s boss had sold the wholesale business and the manufacturing plant to him. The setback in Paris caused him to rethink his business. He decided to focus on product innovation and brand-building, and with much effort gained the recognition of Galeries Lafayette – a Parisian department store famous for trendsetting. This case shows how Cheung, in moving his company forward, was able to overcome the weaknesses of being an apparel wholesaler and a fashion retailer. It affords a discussion of how Cheung was able to exploit and grow the wholesale business and move into branding and franchising. Research related to creative industry and ambidexterity is also covered in the case. While Cheung’s success was commendable, he faced a number of challenges as Koyo Jeans strove for international success.
 
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Case Solution for Dialogue in the Dark, Hong Kong: A Role Model for Social Enterprises in the Making
Complete Case details are given below :
Case Name :      Dialogue in the Dark, Hong Kong: A Role Model for Social Enterprises in the Making
Authors :           Anna Tsui, Elsa Chan, Kevin Au
Source :             Ivey Publishing
Case ID :            W12812
Discipline :        General Management
Case Length :    19 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Dialogue in the Dark Hong Kong Limited (DiD HK) is a social enterprise founded in August 2008 with a vision of providing “insight for everyone”. In line with the worldwide DiD, the core values of DiD HK are diversity, quality and sustainability. As a social enterprise, DiD HK aims to achieve both social and financial objectives. Although it has to raise the awareness of the public toward blind or visually impaired (VI) people and promote employment opportunities for them, DiD HK aims to achieve financial success, financial sustainability and dividend payout to investors. In the first two years of operation, DiD HK’s innovations have attracted many participants, and more jobs are created for visually impaired employees. It made inroads toward a breakeven in 2010 through its unique ownership and business models. The startup team invented many new programs unheard of in other franchises. Although DiD has franchises all over the world, none of them are sustainable and successful. Geared toward expanding to other parts of Asia, DiD HK was not without its problems. Its product range and market had room for improvement. There was a lack of repeat visitation. DiD HK also needed further financial capital, human resources and other resources. Thus, it is imperative for management to review its strategies, and find ways to sustain its expansion and financial performance. If DiD HK can overcome these challenges, it may serve as a role model social enterprise not just in Hong Kong, but also in other parts of the world.
 
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