Tokyo Disneyland

free essayTokyo Disneyland is an entertainment theme park at the Tokyo Disney Resort modeled as the original U.S. Disneyland. It was the first Disneyland built outside the United States. Tokyo Disneyland consists of the following themed areas: Mickey’s Toontown, Critter Country, Tomorrowland, Fantasyland, Westernland, Adventureland, and the World Bazaar. Tokyo Disneyland is the second most visited theme park in the world. It focuses its attention on the customers of all ages and the whole families. Tokyo Disneyland is a global company, and its headquarter is in the United States. However, it is evident that Tokyo Disneyland is influenced by the export policy of the United States and the import policy of Japan.

The Import Policy of Japan

In Japan, most goods do not require an import license. Consequently, they can be imported freely. Japanese import licenses are required for hazardous materials, animals, perishables, plants, and articles of high value. However, the ministries of Japan have established import ban and restrictions to avoid illegal activities. Not without reason, Japan prohibits the import of products that violate intellectual property laws, pornography, counterfeit currency, explosives, firearms, and narcotics. In addition, Japan imposes restrictions on the use or sale of chemicals, agricultural products, pharmaceuticals, and medical products (Hong Kong Economy Research, 2016). Some imported goods may have the negative impact on the Japanese economy and public safety. As Tokyo Disneyland is not related to these categories of products and services, the import policy of Japan does not prevent it from the development and growth.

The import policy of Japan is significant to the success of the services of Disneyland as it does not limit its opportunities. Japan’s tariff is one of the lowest in the world. The main thing for international customers who want to visit Tokyo’s Disneyland is to follow all customs requirements and have the necessary documents. As Japan has the trade agreements with such countries as Switzerland, Australia, Chile, Mexico, Mongolia, India, Vietnam, then Tokyo’s Disneyland should target its markets as the customs procedure will be not complicated for them.

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The Export Policy of the United States

The U.S. Department of State, Commerce, Homeland Security, Treasury, Defense, and Energy is responsible for export control and nonproliferation activities in the United States and outside its borders. The U.S. Department of State bears responsibility for the prevention of spreading radiological, chemical, biological, and nuclear substances. The U.S. Department of Commerce is responsible for advancing the U.S. economic interests, foreign policy, and national security. The U.S. Department of Homeland Security prevents the acts of terrorism shuts down the vulnerability in infrastructure, economy, and nation’s border security (A Resource on Strategic Trade Management and Export Controls, 2011).

One should say that the import policy of Japan and export policy of the United States do not contradict each other as they promote security and prevention of the illegal activities and terroristic acts. Consequently, they promote the business collaboration and cooperation between countries. Although, the United States is the location of the original Disneyland, Tokyo’s Disneyland can try to target its market with the help of cultural peculiarities and localization strategy. It is evident that the collaboration between Tokyo’s Disneyland and the U.S. Disneyland is a must as it will help to cope with any possible export problems.

PEST-Analysis of Tokyo Disneyland

Political Factors

Political factors of Japan are favorable for Disneyland. First, the government encourages the initiative of the two-way tourism promotion. Consequently, Japan establishes the relationships with Thailand. Second, Tokyo Disneyland has investments from the government. One should say that such factors as the regulation of the business factor, government spending, and legislation have an impact on decision making of Tokyo Disneyland. However, it does not mean that the Japanese government prevents it from the development.

Economic Factors

Japan has won the right to host 2020 Olympic Games in Tokyo. It presupposes the development of tourism and profitability for Disneyland. Moreover, Japanese economy grows faster comparing to the U.S. and European ones (Tokyo Disneyland, 2016). Moreover, the economic crisis and unemployment are the factors that can lead to shortening of customers. However, the economic environment of Japan benefits Disneyland as it is substantially stable (Tokyo Disneyland, 2016).

Socio-Cultural Factors

Disney produces cartoons made in Japan, and this benefits the market expansion. However, Japan has its icon equivalent Hayao Miyazaki that is a competitor of Disneyland (Tokyo Disneyland, 2016).

Technological Factors

Tokyo Disneyland is an early adapter of Internet and double Smartphone applications of the U.S. user. Moreover, Tokyo Disneyland provides its visitors with Wi-Fi connection to give them the opportunity to be always online and advertise Disney brand with the help of pictures in the social nets.

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SWOT-Analysis

Strengths

  1. Tokyo Disneyland is the first theme park built outside the United States.
  2. It has almost 15 million visitors each year.
  3. It has a strong brand association as it was created by the Walt Disney Company.
  4. It is the world’s most visited theme park.
  5. Tokyo Disneyland is the alternative to Disneyland for Japanese people.
  6. Tokyo Disneyland is the theme park and the resort at the same time.
  7. Its market size is 585.0 Billion Yen, and its market share is 48.3%.
  8. It benefits hugely from brand recognition.
  9. Tokyo Disneyland has a convenient transportation to attract more visitors (Tokyo Disneyland, 2016).

It is evident that these strengths are important for the success of services and products. First, they benefit the growth of customers’ numbers. Second, they reinforce the quality and popularity of already existed list of services.

Weaknesses

  1. The Walt Disney Company does not manage Tokyo Disneyland.
  2. Many Asian countries are becoming more visited as the locations are interesting for tourists.
  3. Hayao Miyazaki is the more iconic theme park for Japanese population.
  4. It has the very diverse product and service portfolio with several theme areas and hotels.
  5. The size of Tokyo Disneyland makes it difficult for visitors to enjoy all services (Tokyo Disneyland, 2016).

Opportunities

  1. Japan is becoming the very popular tourist destination.
  2. Japanese neighboring countries are the potential consumers of Tokyo Disneyland as they have the huge population.
  3. Tokyo Disneyland has new promotion possibilities such as public relations and sponsorship.
  4. As many people travel abroad, Tokyo Disneyland has the opportunities to attract people from all over the world.

Threats

  1. Genting Highlands Malaysia and Sentosa Island Singapore are growing resorts that can replace Tokyo Disneyland.
  2. Japan is not popular as a tourist destination for neighboring countries as they prefer going to the United States or Europe.
  3. Tourists compare Tokyo Disneyland with the original one. Thus, Tokyo Disneyland may lose its popularity.
  4. Tokyo Disneyland can deal with huge operating costs.
  5. Local competitors can occupy the leading place in Japan. It means that Tokyo Disneyland should innovate constantly (Tokyo Disneyland, 2016).

Porter’s Five Forces Analysis

Power of Suppliers

Tokyo Disneyland is dependent on its suppliers who provide it with many services and products. Its suppliers affect the quality of food, beverage, office equipment suppliers, and fireworks. Moreover, suppliers influence the competitive advantage of Tokyo Disneyland. Consequently, the power of suppliers is high (Tokyo Disneyland, 2016).

Power of Customers

The power of customers is another factor that determines success and profitability of Tokyo Disneyland. The threat from customers is high as they have a variety of choices when it comes to tourism and entertainment area. However, Tokyo Disneyland can change the situation as it creates life-time memories providing a different experience to sun holidays and offering escapism, and this theme park is appointed for the whole family. The age of the target market is 30-50. Both males and females attend this place. Their incomes are from medium to high. It means that Tokyo Disneyland should find the instruments to attract teenagers as they are the most numerous.

Threat of Potential New Entrants

The main danger for Tokyo Disneyland comes from potential new entrants. Currently, the creation of theme park has become the usual business for many companies. However, Tokyo Disneyland has already won its places in the market. Thus, the threat of potential new entrants is medium.

Competition among Existing Competitors

Tokyo Disneyland has many competitors that are dangerous for their further business. Nagashima Resort, Spain Mura, Edo Wonderland, Space world, Fuji-Q Highland, and Huis ten Bosch are the main competitors of the theme park (Tokyo Disneyland, 2016). Consequently, the competition is high.

Availability and Comparability of Substitutes

Tourism and entertainment companies can be the substitutes of the theme park as they can provide the similar services. As a result, they can affect the state of affairs of Tokyo Disneyland. Thus, the threat of substitution is high.

Tokyo Disneyland’s Strategy

Tokyo Disneyland provides the following services: resting, playing, entertaining, eating, drinking, and shopping (Tokyo Disneyland, 2016). Moreover, it offers hotels, hotel dining, character dining, Disney fairy-tale weddings, and Disney meetings. It means that Tokyo Disneyland adapts its services to those the original Disneyland has. The mission of Tokyo Disneyland is to deliver the most popular services and an individual approach to every customer. Their aim is to achieve hotel occupancy, guest spending levels, and record theme park attendance.

At first, Tokyo Disneyland tried to have the similar strategy as Disney’s global strategic management. However, it is impossible due to many reasons. First, Tokyo Disneyland is not run by Walt Disney Company. Second, the Japanese market imposes the national peculiarities of marketing strategy. One should mention that the common feature of Tokyo Disneyland is that it does not follow only Japanese culture but combines it with the Disney one. Moreover, the high competition in the tourism and entertainment industry makes Tokyo Disneyland develop the cooperation strategy that presupposes the collaboration with other companies to avoid strategic conflicts and save costs. One should mention that culture distance between the United States and Japan brings the differences in Tokyo Disneyland strategy and Disney’s global strategic management (King, 2004).

Tokyo Disneyland marketing expansion is closely related to the local consumption habits, economy, and culture. Thus, localization and adherence from the global strategic management of the original Disneyland are the main instruments of the success of Tokyo Disneyland (Tokyo Disneyland, 2016). The theme park adapts to the new culture having the signs and handbooks in both Japanese and English. It means that international marketing strategy is important for them.

It is obvious that Tokyo Disneyland needs to make the strategic decisions to better the situation in the company. First, the theme park should segment customers according to the psychographic and demographic characteristics. Second, Tokyo Disneyland should target young women, teenage girls, and young girls. Consequently, girlfriends bring here their boyfriends, and children bring parents. Third, positioning is a must to achieve the competitive advantage, differentiation, and establishment as the famous brand. Fourth, Tokyo Disneyland should maximize profits and increase market share price. As Japanese has a humid climate, Tokyo Disneyland should make the weather forecast an important part of management.

The communication objectives of Tokyo Disneyland are related to the cognitive, affective, and connotative perception. They have achieved the cognitive perception as Disneyland is already a famous brand. The affective perception can be achieved with the help of connection with cartoons and children’s common memories. Persuasion through advertisement is the way to the achievement of the connotative perception. The creative strategy of Tokyo Disneyland should be based on the following dimensions: media imperatives, creative direction, support, communication objectives, brand imperatives, consumer insights, and target audience. Tokyo Disneyland follows the copy strategy related to the original Disneyland. However, it includes only affective part and heart strategy (services, brand personality, Disney characters). Moreover, Tokyo Disneyland copied the slogan: ‘Where dreams come true’ (King, 2004).

Conclusion

Tokyo Disneyland is on the way of success now due to its marketing strategy, orientation on the local habits, and competitive advantage. However, it does not guarantee that it is enough to remain profitable. As the U.S. export policy does not restrict Disneyland’s opportunities, it should win the international market with Japanese national peculiarities and services adapted to the Japanese culture and environment. It is evident that Tokyo Disneyland needs to go to the international market to win new customers and provide business sustainability. They plan to do this by overcoming the detected weaknesses and threats and reinforcing the strengths and opportunities. Moreover, the following of import policy of Japan and export policy of the United States is a must to avoid the negative impact on the image and reputation. Thus, Tokyo Disneyland should be interested in following the procedure of import and export that are the basis of the international marketing. Moreover, Tokyo Disneyland should not copy the marketing strategy of its competitors but create its unique and particular one.