BSc (Honours) Events and Leisure Managementcwstudent.vtc.edu.hk/LRC/e-dissertation_cw/pdf_files/SHU_LEM/SHU... · 4-5 3.4 Porter’s five forces framework ... reinforce Hong Kong’s

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


male/ female visitors………………………………………………………

22


different income level……………………………………………………..

23-25


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


different income level……………………………………………………..

29-30


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


male/ female visitors………………………………………..

23


different income level…………………………………...….

24-25


different education level……………………………...…….

25-26

Table 5.11 Comparison of opportunities and threats items among

different age group………………………………………….

27-28


male/ female visitors……………………………….……….

29


different income level………………………………...…….

29-30


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)


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)


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)


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


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)


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


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)


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


among male/ female visitors. In table 5.8, there are 3 factors were significant out of


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


among different income level. In table 5.9, there are 4 factors were significant out of


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 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


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 income 20 3.9500 .60481

Total 120 3.9500 .73164

5.8.4 Comparison of strengths and weaknesses factors among different education level


among different income level. In table 5.10, there are 2 factors were significant out of


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


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



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


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


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




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


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




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



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



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

Reference

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Limited.

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


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


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



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


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.



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!

Documents

BSc (Honours) Events and Leisure Managementcwstudent.vtc.edu.hk/LRC/e-dissertation_cw/pdf_files/SHU_LEM/SHU... · 4-5 3.4 Porter’s five forces framework ... reinforce Hong Kong’s