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http://www.washingtonpost.com/wp-dyn/content/article/2006/11/19/AR2006111900815.html

<pre>[b][color=blue]A Bumpy Ride For Disneyland In Hong Kong
Despite Fixes, Some Observers Say Troubles Could Follow Company to Shanghai[/b][/color]

By Maureen Fan
Washington Post Foreign Service
Monday, November 20, 2006; A11


HONG KONG -- [b][color=blue][size=5]Before Hong Kong Disneyland opened last year, planners were careful to design the park according to the principles of feng shui, placing objects in harmony with their environment. They made sure to offer Chinese food. And they built a garden of costumed characters to satisfy the Chinese obsession with taking photos.

Then the best-laid plans went awry.[/b][/color][/size]

A charity event before the official opening was chaotic and overcrowded. Local celebrities were offended by rude treatment during opening celebrations. Health officials were barred from entering the park in uniform. Environmentalists protested against shark-fin soup on the menus.

It was only the beginning of a very rocky start for Disney, during which it was accused of arrogance and insensitivity by its visitors. Although the company has subsequently received favorable reviews, the early experience has raised questions about its ability to operate effectively in this culture, as well as concerns about what will happen when the company opens its first park on the mainland, in Shanghai, in a few years.

[b][color=purple]"If they got into trouble in Hong Kong, for certain they will get into trouble on the mainland. If they're arrogant there, it will be magnified 100 times," said Chan Kin Man, a sociology professor at the Chinese University of Hong Kong. "Disneyland is an icon of the West. When relations between the U.S. and China turn sour, it might turn into a target."[/b][/color]

Nearly half of the park's 5 million visitors in the past year were from the mainland. And it was during a peak season for those visitors, the Chinese New Year, that Disney made its biggest gaffe.

Despite several sold-out days over Christmas, Disney was unprepared for the early reaction to a discount promotion during the start of the Chinese New Year in February. Hundreds of already ticketed customers were locked out because the park was full, generating TV coverage of crying children, angry parents and mainland tourists climbing fences to get into the park.

The changes Hong Kong Disneyland has made since then -- more flexible ticketing and more profit sharing with travel agencies -- are now being watched closely as the company stands by plans to open its park in Shanghai, which will be even bigger than the one here.

"It will be even more interesting in China," said Chan, who took his family to the park in September 2005. "We have a group of people who are fond of anything Western, but we also have a strong group of nationalists. Things will be more intense."

Disney, which has previously called the problems "growing pains," declined to comment.

[b][color=purple][size=4]Hong Kong is not the first place overseas where the company has confronted challenges. Euro Disney, which later changed the name of its park to Disneyland Paris, was criticized for exporting American imperialism when it opened in 1992. The park had to offer wine to placate French visitors and was financially bailed out by a Saudi prince. Today it is a top tourist destination.[/b][/color][/size]

Disney also has a park in Tokyo, where it has had a relatively smoother go of it.

In China, Disney is trying to market its merchandise in a country enamored with Western brands and yet also notorious for piracy. It is pushing movies and TV programs, building retail stores and bringing traveling "roadshows" to attract more mainland tourists to Hong Kong Disneyland.

There are indications that it has had some success.

Huang Xianyi, a 50-year-old bank employee from central China, was among the first to arrive at Hong Kong Disneyland on a recent Sunday, an hour and a half before the park opened. By midmorning, he was front and center in a crowd, tapping his feet at a show celebrating the songs of "The Hunchback of Notre Dame," "Mulan," "The Little Mermaid" and Woody, the talking cowboy doll from "Toy Story."

"I liked the rhythm of the show, from adventure to romance, from exciting to comfortable. It fits both children and adults," said Huang, on a break with a friend from a training program in Hong Kong. "All those stories remind me of my childhood."

He said the $46 entrance ticket didn't bother him, nor did the all-English narration on the Winnie the Pooh ride. "I don't expect to see many Chinese things in Disneyland," Huang said. "I came to see different things, fresh things."

His friend agreed. "The staff service and attitude is very good. They're more professional than those theme parks on the mainland," said Zheng Feiyue, 43, a bank employee from a city in Sichuan.

A pleasant experience at the park is considered especially important by some in Hong Kong because, as taxpayers, they helped foot the bill. After the Asian financial crisis in the late 1990s, at a time when restoring confidence in Hong Kong was crucial, the government paid $2.9 billion to build the park. Disney, meanwhile, paid $314 million for a stake in the project.

As a result, the company's failure to disclose specific attendance or revenue figures rubbed Hong Kong citizens the wrong way.

"They do need to improve communications with the public and ensure that they connect with the community," said John Ap, a theme park expert from the School of Hotel and Tourism Management at Hong Kong Polytechnic University.

On a recent Sunday, Li Qiyun, 35, a mother from Guangzhou, brought her 6-year-old daughter, Wen Haiying, to Disneyland, along with her mother and an uncle. Li paid about $223 for four train tickets and park admission. They saved money by staying with relatives, but Li's mother complained just the same.

"It's too expensive, too expensive. Not worth it," muttered Kang Runhao, 60, taking a seat on the spotless Disney train that connects Hong Kong's subway system to the park.

But by the end of the day, a 10-hour marathon capped by fireworks over Cinderella's castle, the park's spotless service had won over the mainland family.

"What impressed me most is the toilet. It's really good," said Li.

In September, Hong Kong Disneyland announced that just over 5 million people visited the park in its first year of operation, a figure that included promotional giveaways and fell just short of its target of 5.6 million visitors.

Disney has said that its Shanghai park is unlikely to be built before 2010.

"Understanding the Chinese market takes time," Ap said. "Hong Kong Disneyland is basically the pilot case study for them. Certainly they'll be a lot more wary when they go into China."

Researcher Li Jie in Hong Kong and staff researcher Robert Thomason in Washington contributed to this report. </pre>


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-- §@ªÌ¡G rainbow
-- µoªí®É¶¡¡G 2006/12/22 02:38am

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-- §@ªÌ¡G rainbow
-- µoªí®É¶¡¡G 2006/12/22 08:04am

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-- µoªí®É¶¡¡G 2006/12/22 11:25am

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-- µoªí®É¶¡¡G 2006/12/23 10:40pm

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-- §@ªÌ¡G rainbow
-- µoªí®É¶¡¡G 2007/02/12 02:28am

[³o½g¤å³¹³Ì«á¥Ñrainbow¦b 2007/02/12 03:30pm ²Ä 1 ¦¸½s¿è]

I heard the following on Bloomberg radio a few days ago.

[b]The CEO of Disney, Robert Iger, was interviewed by Bloomberg radio. Iger openly admitted that the earnings from theme park in Hong Kong was very DISAPPOINTING, that it was the "weakest link" to Disney's earnings.[/b]  Disney's earnings were helped tremendously by blockbuster movies, "Pirate of the Caribbean 2", and the hit TV show, "Grey's Anatomy".  

[b]Don't let propaganda distort reality!  The Disney Hong Kong theme park is a disappointment per CEO Robert Iger. [/b]

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

http://www.bloomberg.com/apps/news?pid=20601103&sid=a9IemVYdnUvM&refer=n
ews

Disney Shares Rise After First-Quarter Profit Doubles (Update2)


By Andy Fixmer

Feb. 8 (Bloomberg) -- Shares of Walt Disney Co., the second- largest
U.S. media company, rose after first-quarter profit beat analysts'
estimates on DVD sales of ``Pirates of the Caribbean'' and ``Cars.''

The stock gained as much as 1.7 percent as Deutsche Bank analysts raised
their share price target and J.P. Morgan Securities analyst Imran Khan
boosted his revenue estimates. Disney yesterday said net income more
than doubled and sales jumped 9.8 percent in the period ended Dec. 30.

Studio profit rose fourfold to $604 million on a 29 percent increase in
sales. The report followed earnings from News Corp. that also beat
estimates, driven by the hit movie ``Borat.'' Shares of Disney, which
touched a six-year high of $35.97 on Jan. 19, were poised to extend
their gains.

``The results certainly support the share price given the strength of
the studio,'' Aryeh Bourkoff, an analyst with UBS Securities LLC, said
of Disney's shares. ``The question is: How many more quarters like this
do they have left?''

Shares of Disney, also the world's biggest theme-park operator, rose 45
cents to $35.93 at 9:36 a.m. in New York Stock Exchange composite
trading after earlier reaching $36.09. The stock had gained 33 percent
in the past year before today.

Profit excluding a gain on asset sales was 50 cents, beating the 40-cent
average estimate in a Bloomberg survey. to $1.7 billion, or 79 cents a
share, from a year earlier, while sales jumped 9.8 percent to $9.73
billion, Burbank, California-based Disney said yesterday.

News Corp.

J.P. Morgan's Khan, who is based in New York, said the results
``significantly'' exceeded his estimates, prompting him to increase his
revenue predictions for this year to $36.1 billion from $35.5 billion.
Deutsche Bank analysts raised their forecast for the stock 2.4 percent
to $42.

News Corp., the third-largest media company, said yesterday that
second-quarter profit rose 18 percent to $822 million, or 26 cents a
share, from $694 million, or 21 cents, excluding a gain from asset sales
in the year-ago period. Revenue at the New York- based company jumped 18
percent to $7.84 billion.

Shares of News Corp., also trading at six-year highs, rose 38 cents to
$23.72. They had advanced 48 percent in the past year before today.

Time Warner

News Corp. and Disney are benefiting at the expense of larger rival Time
Warner Inc. Sales at the New York-based company's film division slumped
15 percent in the fourth quarter, the company said on Jan. 31, as DVD
releases including ``Superman Returns'' weren't enough to match DVD
sales of ``Harry Potter'' a year earlier.

Overall, Time Warner's profit rose 35 percent, driven by its cable-TV
unit. The shares have climbed 19 percent in the past year before today.

The volatility of the studio business makes it hard to predict whether
Disney can keep up its streak, said New York- based Bourkoff, who has a
``neutral'' rating on Disney shares and doesn't own them.

``The company is going to need support from its other segments going
forward,'' Bourkoff said.

Chief Executive Officer Robert Iger said in an interview that this
``should be a good year for the studio overall,'' with the release of
the third film in the ``Pirates'' series, ``Meet the Robinsons'' and
``Ratatouille'' from Pixar.

ESPN, ABC

Disney's first-quarter profit included a gain of $1.1 billion from the
sale of interests in E! Entertainment Television and US Weekly, as well
as costs of $48 million for equity-based compensation. Sales beat the
$9.53 billion average estimate.

In the year-earlier period, Disney posted net income of $734 million, or
37 cents a share.

Income at Disney's media networks surged 24 percent, helped by spot, or
scatter, advertising sales for ABC shows such as ``Grey's Anatomy'' and
Monday Night Football on ESPN.

Moving football opened space for advertising sales at ABC, Chief
Financial Officer Thomas Staggs said on a conference call.

``They have really bolstered their Thursday night, which has been an
Achilles heel for two decades,'' said Brad Adgate, director of research
with Horizon Media Inc. in New York.

Iger, 55, is adding theme-park attractions and developing video games
based on Pixar characters to sustain profit growth after net income
surged 33 percent in the year ended Sept. 30.

[b][color=blue][size=5]Lower attendance and guest spending at the company's Hong Kong resort
hurt theme-park profit. In an interview, Iger said the company is
meeting challenges at the park ``head-on.''[/b][/color][/size]

To contact the reporter on this story: Andy Fixmer in Los Angeles at
[email protected]

Last Updated: February 8, 2007 09:42 EST


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