This document provides an analysis of Ocean Park in Hong Kong and its competitive position relative to Hong Kong Disneyland. It begins with an introduction to Ocean Park and an external and internal environmental analysis. It then performs a SWOT analysis, competitive benchmarking, and identifies Ocean Park's competitive advantages. Finally, it discusses Ocean Park's vision, mission, and business and corporate strategies. The key points are that Ocean Park differentiates itself through its focus on animals and nature education versus Disney's entertainment focus, and it aims to strengthen its position through experience enhancement, service quality, and leveraging its local brand recognition.

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Ocean Park: In the Face of
Competition from Hong Kong
Disneyland
Presented By:
Group 1
Kullaya Aungsuroch 58920264
Sakada Phat 58920024
Suparat Chuklinkajorn 58920266
Thawng Hlei 57921175
Yibei Liu 58920704
Ass.Prof. Dr. Sombat Thamrongsinthaworn
CONTENT
1) INTRODUCTION
2) EXTERNAL ENVIRONMENTAL ANALYSIS
3) INTERNAL ENVIRONMENTAL ANALYSIS
4) SWOT ANALYSIS AND COMPETITIVE ADVANTAGE
5) TOWS MATRIX ANALYSIS
6) BUSINESS AND CORPORATE STRATEGY

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INTRODUCTION
• OPENED IN 1977 BY SIR MURRAY MACLEHOSE AND FUNDED BY THE HONG
KONG JOCKEY CLUB AND WAS BUILT ON THE LAND PROVIDED BY THE
GOVERNMENT.
• LOCATED AT ABERDEEN ON THE SOUTH SIDE OF HONG KONG ISLAND
• THE LARGEST MARINE-BASED THEME PARK IN ASIA
• MORE THAN 7 MILLION VISITORS PER YEAR IN 2012 (RANKED 13TH
OVERALL), WITH ABOUT 35 ATTRACTIONS AND RIDES
• MARINE MAMMAL PARK, OCEANARIUM, ZOO AND AMUSEMENT PARK.
• NUMEROUS ANNUAL EVENTS, INCLUDING SIGNATURE HALLOWEEN PARTY
• FORBES RANKED OCEAN PARK THE WORLD’S 7TH MOST POPULAR
AMUSEMENT PARK.
OCEAN PARK MAPP

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EXTERNAL ENVIRONMENTAL ANALYSIS
SPELT OR PEST ANALYSIS
• Chinese government liberalized travel policies 1990
• Development of five tourism cluster 2001
• Government Support
• Tax benefits (Tax exemption)
Political
• Economic crisis in 1997 & Financial Strapped
• GDP trends
• Labor Intensive
• Currency Exchange (Volatile)
Economic
• Increase of international tourist arrival in HK
• Customers behavior
• Growth rate of HK population
• Used both Chinese and English to facilitate its service
Sociocultural
• New products (An Aquarium, An Underground Train, New
Thrill rides and a rain forest)
• Total government and industry spending for R&D (HK$5.5
billion)
Technological

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FIVE FORCE MODEL ANALYSIS
Investment Costs are high
Customer Switching Cost is high
Favorable of government policy
High price of entrance ticket fee
Strong brand recognition of Disneyland HK
Lack of assess to suppliers and distribution channels
THREAT OF NEW ENTRANTS (MEDIUM)
FIVE FORCE MODEL ANALYSIS
High threat of substitute product for the Ocean Park from HK
Disneyland, Local Shopping Mall, & others attraction
THREAT OF SUBSTITUTE PRODUCTS (HIGH)
Supplier industry for Theme Park is dominated by many companies
Low Switching cost of suppliers
Substitute are readily available
BARGAINING POWER OF SUPPLIERS (LOW)

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FIVE FORCE MODEL ANALYSIS
Customer buying power is relatively low due to
differentiate strategy
Alternative suppliers are not plentiful
Entrance Fee is lower than the real competitor is
Disneyland
BARGAINING POWER OF CUSTOMERS (LOW)
FIVE FORCE MODEL ANALYSIS
Few competitors due to the high cost of infrastructure and capital. So the rivalry
for the Theme park and product segments are low.
High level of advertising expense
Diversity of rivals: Local Shopping Mall, Big Buddha, etc
Product Characteristics and brand loyalty
Lower price of entrance fee
RIVALRY AMONG COMPETITORS (MEDIUM)

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COMPETITIVE BENCHMARKING (COMPETITIVE MATRIX)
Ocean Park Disneyland Hong Kong
Key Success factors Weight (WT) Rating WT Score Rating WT Score
Price Competitiveness 0.07 4 0.28 3 0.21
Advertising 0.1 4 0.4 4 0.4
Product quality 0.15 4 0.6 3 0.45
R&D 0.13 3 0.39 4 0.52
Customer Loyalty 0.1 4 0.4 2 0.2
Financial Position 0.05 2 0.1 4 0.2
Management 0.08 3 0.24 2 0.16
Maintain High quality service 0.15 4 0.6 3 0.45
Global expansion 0.07 2 0.14 4 0.28
Employee Benefit 0.1 4 0.4 2 0.2
TOTAL 1.00 3.85 3.07
INTERNAL ENVIRONMENTAL ANALYSIS

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RESOURCE BASED
• financial - private and government loans
• physical/unique resources - sea world, marine life and real
animals
Tangible
Resources
• long-time reputation of park with government, customers
• new brand - sea lion named Whiskers
• cultural heritage of Hong Kong
• great number of repeated visitors
Intangible
Resources
• more than 37,000 employees and their own talents
• Thomas Mehrmaan, CEO of Ocean park and his previous experience
at US-based six-flags Corporation
• Talent management
• core competencies
• R&D
Human
Resources
OCEAN PARK CORPORATE VALUE CHAIN
PRIMARY ACTIVITIES
Operation
• Hire entertainers to
entertain customer
• Environment is build up
for educating and
entertaining the
customers
• Ocean rides facilities,
Animal Performance,
and Marine life
education.
Marketing & Sales
• Advertising via various media
• Customers feedback
• Free admission for under 3 &
65 years or above, disability,
Hong Kong Citizenship on their
birthday
• Price strategy: 80% of the
bang at 60% of the buck.
• Special events for festival &
occasions: Chinese New Year,
Halloween Party, etc.
• Joint promotion with local
attraction & international
Service
• Family-Oriented
• Surprise gift to
friends: get closer to
animals
• Ocean Park Academy
HK Education program
• Service Excellence:
staff monthly
exchange program

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OCEAN PARK CORPORATE VALUE CHAIN
SUPPORT ACTIVITIES
Procurement
• Ocean
Park
procures its
rides from
suppliers
Technology
Development
• Rides Facilities
• Master Plan-
Ocean Park
expansion
• Innovation
technology
Human
Resource
Management
• Recruitment
diversity employees
• Chairman: Allan
Zeman -Canadian
Entrepreneur &
Thomas Mehrmann
as Park’s CEO (30
years experienced)
• Staffs training
Infrastructure
• The management
board has both
HK SAR
governments and
the Hong Kong
Jockey Club
• Energy saving
policy (office
&rides)
• Safety first/Legal
Team
OCEAN PARK’S SWOT ANALYSIS
Strengths Opportunities
1. First and only one home-grown theme park in Hong Kong with
40 years. Loyalty of local and Chinese mainland customers.
2. Cheaper price
3. Clear market position: focused on animals and nature make
the differentiate
4. Clear target market : local families; group mainlanders; FIT.
5. Having good relationships with travel agencies.
6. Employee caring management style
7. Ranked The world's seventh most popular amusement park.
8. Good location and transportation
1. Increasing in-park spending from customers
2. Catch the opportunity of government plan change
the Hong Kong tourism from business destination to
a family destination
3. Creation of smart passes and packages.
4. Promote brand image, advertising & marketing
company to lure the market seggment
5. Chinese government launched the individual Visit
Scheme(IVS)
Weaknesses Threats
1. Lack of strong financial support
2. Lack of space for expansion of new thrill rides
3. Out dated ride and marine and wildlife exhibits
4. Lack of image & branding
1. Short life circle of fixed-asset attractions.
2. Disneyland competing for market share.
3. Outbreak of health issues “SARS”
4. Financial crisis.

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TOWS Matrix
Analysis
S
1,home-grown park
2.Cheaper price
3.Clear market position
4.Clear target market
5.Good relationships with travel
agencies.
6.Employee caring
W
1.Lack of financial support
2.Lack of new thrill rides
3.Outdated ride and marine
exhibits
4.Lack of image & branding
O
1.Increasing in-park
spending
2,Catch the government
opportunity
3.Promote brand image,
advertising & marketing
4.Chinese government
launched IVS
SO OW
S1O2try to attract more repeat visit from
local families
S2O1 cheap price appeal customers then
encourage them consume inside.
S3O3 use own differentiate to promote
brand image
O1W2 expaning the potential industry within the
park and near the park
O2W1 Find the government loan to support
project
O4W4 Open offices in mainland China,
appeal more mainland chinese tourists
T
1.Short life cycle of
fixed-asset attractions.
2.Disneyland competing
for market share.
3.Outbreak of health
issues “SARS”
4.Financial crisis.
ST TW
S3T2 make the differentiation with Disneyland
S2T2 use the pricing competition
S1T4 government help provide the loan
S1T3 government policy help Chinese
mainland tourists regain confidence to Hong
Kong tourism
T2W4 pay attention to their own
characteristics then doing the promote to
increase the branding image
T4W2 expanding other potential
industry
COMPETITIVE ADVANTAGE
• CULTURAL ASPECT
• MASTER PLAN
• LENGTH OF ITS OPERATION AND SERVICE
• COST ADVANTAGE
• GOOD LOCATION COMPARE TO DISNEYLAND
• DIFFERENT FEATURES AND SERVICES
• SUPPORT FROM GOVERNMENT OF HONG KONG AND CHINA
• CUSTOMER LOYALTY: SMART FUN ANNUAL PASS HOLDERS

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VISION & MISSION
VISION STATEMENT
“OCEAN PARK CORPORATION, WITH FOCUS ON EDUCATION, CONSERVATION
AND ENTERTAINMENT, WILL BE THE WORLD’S BEST RESORT AND THEME PARK,
PROVIDING EXCELLENT GUEST EXPERIENCES THROUGH THE THRILL OF
DISCOVERY, WHILE CONNECTING PEOPLE TO NATURE.”
The vision statement precisely describes the future of the company that
wants to be the world–class marine-themed park and also to be the
excellent customer experiences provider via delight activities on
education, conservation and entertainment. And, the park is also linking
people from youngest oldest to nature, animals and marines life.
Discussed on Vision Statement

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MISSION STATEMENT
OCEAN PARK CORPORATION IS COMMITTED TO PROVIDING ALL
GUESTS WITH MEMORABLE EXPERIENCES THAT ARE FUN,
ENTERTAINING, AND EDUCATIONAL WITHIN OUR RESORT AND THEME
PARK, WHILE PROMOTING LIFE-LONG LEARNING AND CONSERVATION
ADVOCACY. OUR AIM IS TO MAINTAIN A HEALTHY FINANCIAL STATUS,
BE AN EMPLOYER OF CHOICE, WHILE SERVING OUR COMMUNITY WITH
THE HIGHEST STANDARDS OF SAFETY, ANIMAL CARE, PRODUCTS AND
GUEST SERVICE.
ANALYSIS OF MISSION STATEMENT
Components Evaluation
Customers Yes
Products & Services Yes
Markets Yes
Technology Yes
Concern for survival , profitability & growth Yes
Philosophy Yes
Self-concept Yes
Concern for public image Yes
Concern for employee Yes

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BUSINESS AND CORPORATE STRATEGY
BUSINESS STRATEGY
PORTER’S COMPETITIVE STRATEGIES
Lower Cost Differentiation
Broad
Target
Cost Leadership
Differentiation
(Ocean Parks)
Narrow
Target
Cost Focus Focused Differentiation
Competitive Advantage
Competitive
Scope

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• INTENSE FOCUS ON THE EXPERIENCE & SERVICE QUALITY
• PARK LOCATION: CABLE CAR RIDE WITH A FANTASTIC VIEW OF HK
• POWERFUL LOCAL BRAND NAME: HONG KONG HOME-GROWN PARK
• OPERATION BASED ON ANIMAL AND NATURE, WHICH WAS ABOUT REALITY VIA CONNECTING
PEOPLE WITH NATURE
• A VARIETY OF SERVICES: EDUCATION, CONSERVATION AND ENTERTAINMENT SUCH AS
ANIMALS SHOWCASED, NATURAL SURROUNDING , AND HK CITY VIEW
• TARGET MARKET :
• FAMILY MARKET (FIRST MARKETS) FROM CHILDREN TO GRANDPARENTS AND SECONDARY MARKETS
SCHOOL CHILDREN AND TEENAGERS
• LOCAL CUSTOMERS, MAINLANDER (TRAVEL AS GROUP), FIT
PORTER’S COMPETITIVE STRATEGIES (DIFFERENTIATION)
DIFFERENTIAL PRODUCTS QUALITIES

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CORPORATE STRATEGY
• PARTNERSHIP STRATEGIES
• PARTNERSHIP WITH HONKING BROAD BRAND NETWORK
• PRODUCTS/SERVICES DIFFERENTIATION STRATEGY
• MARKETING EXPANSION STRATEGIES
• LOCALLY
• GLOBALLY
• MARKET DIFFERENTIATION AND PENETRATION STRATEGIES
• CORPORATE SOCIAL RESPONSIBILITY
• SUSTAINABLE DEVELOPMENT - ENVIRONMENTAL SUSTAINABILITY
• “BLUE MATTERS” EVENT
• ACQUISITION STRATEGY:
• OPEN THE RETAIL SHOP, FOOD AND BEVERAGE OUTLET INSIDE THE PARK
• EXPLORE THE HOTEL INDUSTRY WITHIN THE PARK AND IN THE NEIGHBORHOOD OF THE
PARK.
THANK YOU FOR YOUR ATTENTION