Table of Contents

1. Introduction.........................................................................................................................3

2. Brand Awareness and Brand image in China Market.........................................................4

2.1 Brand Awareness.........................................................................................................5

2.2 Brand Image................................................................................................................7

3. Strategies of Walt Disney in China and India.....................................................................9

4. Disney’s Decision of Localization in Emerging Markets.................................................11

5. Reasons of Low Revenue and Declination in profits.......................................................13

6. Conclusion........................................................................................................................17

7. References.........................................................................................................................18

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1. Introduction

The purpose of this report is to propose strategy to “Walt Disney” on how to build brand

image and create brand awareness of Disney characters in China market using Keller’s brand

equity model, compare and contrast the strategies used by Walt Disney in the India and China

market, evaluate the decision of Walt Disney to adopt localization approach in emerging

markets and evaluate the reasons of declination and low revenue for Walt Disney’s profits in

emerging markets compare to America. In the case study, it mentioned that although Disney

have high brand awareness levels in worldwide, but only 25 percent of total revenues came

from outside United States which means they need to come out with “one size fits all”

approach to build brand awareness and image to extend their market in other countries.

“Disneyland” is a huge amusement park featuring rides and shows where all the characters

and stories are based on the films made by “Walt Disney” (Schreiber, 2020).

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2. Brand Awareness and Brand image in China Market

Firstly, brand awareness is defined as the recognition level of consumers towards the brand

elements of a particular company’s brand such as brand name, logo, slogan, packaging and

other brand elements where it also connect with company’s product or service to allow the

consumers able to differentiate themselves from competitors (Zimmer, 2019). Brand image

is defined as the perception of consumers towards a certain brand based on the interactions

and experience of the company with the public which is developed over a certain time period

and it does not necessarily need to be buying or using of their products and services

(Kaemingk, 2019). Keller’s Brand Equity Model, also called as Customer-Based Brand

Equity (CBBE) consist of four-level pyramid which are brand identity, brand meaning, brand

response and brand relationships. According to the model, brand awareness can be obtain in

the brand identity level and brand image can be obtain in the brand meaning level (Ellefsen,

2018).

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2.1 Brand Awareness

There are many ways for Walt Disney to create brand awareness in China market, but the

challenge is will Walt Disney able to create effective brand awareness as they want in China

market. It is important for Walt Disney to present accurate depiction, consistent, and clear

brand identity for their target audience because brand identity is the most important part for a

company to further up the pyramid. Before going to the strategy, a few efforts should be

done. First, Walt Disney should focus on the trouble spots or interests that matter to them.

Secondly, make sure all channels chose to market on are stable and consistent. Last but not

least, make sure the platforms placed are the platforms that frequently used by the target

audience (Papirfly, 2019).

For the strategy to create brand identity from the Keller’s Brand Equity Model, Walt Disney

can create brand awareness by implement marketing activities to associate their Disney

characters with interest things in the related usage in the category in China. For example,

Fanta is able to create brand awareness all over the world by sponsoring summer beach

volleyball events which the events are related to their business which is to rehydrate after a

workout (Ellefsen, 2018). Another strategy for Walt Disney to create brand awareness for the

Disney characters in China is to let the customers to know the unique value of Walt Disney

through social media, or any other channels where the target customers can be found and able

to reach in the China market (Barnhart, 2018). “Glossier”, a cosmetics and skincare company,

is able to create brand awareness and brand identity from the Keller’s Brand Equity Model

for the brand through this strategy by creating innovative Instagram campaigns. This is

because the founder of Glossier, Emily Weiss is also a skincare and cosmetics user and she

also engage with customers on social media. Thus, she know what is the best channel and she

5
able to identify a unique selling point for her brand to reach her target audience (Framption,

2020).

Other than that, complementary partnerships with local company will also help Walt Disney

to create brand awareness in the China market (Walgrove, 2020). This is because these

companies already have their own customers’ base which Walt Disney can partners with

them to create brand awareness in China market which the brand identity of Keller’s Brand

Equity Model will be achieved because the customers will be able to see Walt Disney when

they see the local company who partnered with Walt Disney (Matthews, 2019). For example,

“Sherwin-Williams”, a paint and coating manufacturing company partners with “Pottery

Barn”, a furniture company where they create a win-win situation for both of the companies

where they share their customers’ base with each other and create brand awareness for

themselves (Ijidola, 2018). Last but not least, offline campaigns can also be done by Walt

Disney to create brand awareness in the China market. Although this is the age of the

smartphones and internet, traditional ways of advertising still can be effectively obtain brand

awareness if do it properly. Offline marketing campaigns such as branded handouts,

brochures, posters, billboards, print materials and direct mail (Design Rush, 2020). For

example, Adidas create an offline campaign called “Jump with Derrick Rose”. This campaign

is to allow their customers to bring shoes with Derrick Rose signature home for free if they

manage to swipe the shoes down from where Derrick Rose jump mark in London. Adidas is

able to create brand awareness by creating memorable experience for their customers.

Therefore, Adidas was able to obtain brand salience and brand identity from Keller’s Brand

Equity Model from this campaign (Quek, 2018).

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2.2 Brand Image

Brand image also referred as the personality of a specific brand in the customers’ mind

(Pahwa, 2021). Brand image is very important for a company because it will significantly

impact the company and the brand if did not done it properly. Positive brand image may

bring more sales while negative brand image will bring negative consequences. Companies

should make sure the brand image they present or shown to their target audience is realistic

and achievable (MBA Skool Team, 2020). According to Keller’s Brand Equity Model, brand

image have two parts which are brand performance and brand imagery (Bhasin, 2019). Brand

performance are highly associate with the tangible aspect which are quality, usability, and

durability of the brand’s products. Brand imagery is defined as how well the brand satisfy the

social and psychological needs of the customers which are perceived value, social status and

psychological needs (Papirfly, 2019).

For the strategy for Walt Disney to build brand image of Disney characters in China market,

Walt Disney can implement differentiation branding strategy to build brand image since

differentiation strategy is the most effective strategy for a company to build brand image

because it allows the customers to have different experience which also means offering a

superior quality to the potential customers which is different from competitors (Herosmyth,

2020). Example for brand performance, the operating system of Apple are trusted and loved

by the customers because of the features, reliability, service and more (Bhasin, 2019). For the

example of brand imagery, the “Think Different” slogan done by Apple to send a message to

potential customers that Apple is making products that are very innovative and creative that

help their customer’s dreams come true (DominguesFrans, 2018). Both strategies have

effectively increase the value of Apple’s products and effectively build positive brand image

for the brand performance and brand imagery of Keller’s Brand Equity Model for themselves

7
from the inside out. In the end, Apple is able to obtain more customer loyalty than their

competitors (Perch, 2020). Other example such as Tesla directly enter the market by offering

luxury electric vehicles and instantly obtain a high-end brand image in the automotive

industry without competing with electric low-end hybrids by making unique features for their

vehicle and achieve brand performance in Keller’s Brand Equity Model (Roberts, 2018).

Another strategy for Walt Disney to build brand image in China market is to meet the target

audience where they are and deliver the message they expect to hear, it can be very effective

to build brand image if a company is able to find the right channel to reach the target

audience with the right message because they will be the first customers cares about what you

have to say and the first who able to find the value of the products and brand, rather than just

try to reach them through multiple channels (Forbes, 2017). For example, during the 2014

World Cup, Adidas and Nike, each of them created a campaign of its own to reach its target

audience. Adidas created a campaign called “win or lose” while Nike created a campaign

where only football fans who follow the sport would understand the jokes. In the end, Nike

able to improve its brand image in the brand imagery of Keller’s Brand Equity Model

because the message delivered by Nike was more specific to its target audience (Piontek,

2019). However, Disney also done a mistake that significantly affect their brand image in the

China market which is the live-action remake of Mulan, the Chinese character of Disney.

Disney failed to obtain the right information of the culture of China and they make

questionable themes and design choices for the film which are dislike by the Chinese

audiences (Wong, 2020). For example, Mulan is a character that is not living in Tang

Dynasty, she is from the Northern Wei story, but the make-up and the costumes of the

character is using totally different historical period. It looks very strange and weird for the

character. Other than that, the movie also use building from another dynasty which is the

Song Dynasty which totally make no sense to appear in the story (Li, 2020).

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3. Strategies of Walt Disney in China and India.

In the China market, Walt Disney come out with a glocalized strategy for the Shanghai

Disneyland called “Authentically Disney, Distinctly Chinese” to adapt in the market by

getting the details directly from the Chinese government and choose the strategies to suit the

China market. This is because China have strict restrictions for foreign organizations want to

operate in China including media platforms (Denyer, 2016). CEO of Disney, Robert Iger

claimed that they wanted to build a China’s Disneyland instead of building a Disneyland in

China (Levine, 2016). This is a new emotional branding strategy done by Disney for

Disneyland in China to emotionally comforting Chinese visitors through new rides and

attractions specifically build for the China market instead of directly cloning them from

existing Disneyland. Walt Disney implement a lot of different experience strategies for

Disneyland in Shanghai to fit into the China market such as using Mandarin as the main

language in the park, offers Chinese food and beverages. One of the example of Disneyland

emotional strategy is through “The Garden of the Twelve Friends”, which the twelve friends

are representing the twelve Chinese zodiac but with Disney characters such as Remy from

Ratatouille as the rat, Tiger from Winne-the-Pooh as Tiger and more. (Cheung & McCarthy,

2019). These strategies implemented by Disneyland Shanghai have successfully for them to

generate positive results in a short period of time after its opening in 2016 (Huang, 2017).

In the India market, Walt Disney implement strategies to enter the India market by making

films, animation, messages and products which are compatible with the culture to suit the

customers preferences in India market to obtain brand awareness and brand image such as

Bollywood films, local-language production, television broadcast and more. Walt Disney

choose to focus on entertainment and media to help it build brand awareness and increase the

9
fan base in India (Frater, 2013). Unfortunately, the adaptation strategy had failed to generate

positive results and bring losses for Walt Disney in India. Thus, Walt Disney cease film

production in India market and it will now only focusing on distribution of the studio’s

Hollywood slate and consumer products business in the India market starting from year 2016

(Frater & Ramachandran, 2016).

In conclusion, Walt Disney was able to generate positive results in China market even though

China restrict Walt Disney access to all media platforms. Walt Disney used the same strategy

in both China and India which is adaptation strategy but it failed to generate positive results

through this strategy in India market. This is because Walt Disney is able to obtain more

details of the China market from the support of government of China before it enter the

market while Walt Disney enter the India market only focus on media and entertainment.

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4. Disney’s Decision of Localization in Emerging Markets

Disney’s have adjusted each of their Disneyland theme park located in Hong Kong, Paris and

Tokyo to suite the local tastes and cultures. The adjustments in these markets will differ from

each other in terms of layout, food and rides to attract audiences and let the customers to feel

like at home while having fun in Disneyland (Tang, 2012). In each of the Disneyland in

different countries, they will celebrate every major events, traditions and holidays of different

cultures in different countries to make them feel like home in Disneyland (Tschinkel, 2019).

For example, “running of the bulls” traditions in Tokyo Disneyland where crowds of all ages

run inside the park the moment the gates open (Lasher D., 2018). Holiday celebration events

such as celebrations of “Chinese New Year” in Hong Kong Disneyland through merchandise,

traditional decorations and festive entertainment (Jones, 2019). Other than that, the foods and

beverages offers in each Disneyland will be different from others to suite the local tastes. For

instance, Tokyo Disneyland offers “Miso”, milk tea and more localize flavour of popcorns

for the Japan market (Wang, 2014) and Hong Kong Disneyland offers special Disney “dim

sum” with Disney’s characters design to suite the taste preferences of the market (Dillion,

2020).

The main language for Disneyland in different markets will also differ with each other. For

example, Disney change their main language to Japanese for Disneyland in Tokyo (Fung,

2013, as cited in Zhao, 2014) while Disneyland in Hong Kong use three different language

which are Mandarin, Cantonese and English because they are targeting three types of

customers (Fung & Lee, 2009). The details and design elements of the property of

Disneyland will also be differ in each markets (Tschinkel, 2012). For example, Hong Kong

Disneyland use traditional Chinese elements and “feng shui” into its design. Hong Kong

11
Disneyland build the main gate positioned in a north-south direction because according to

“feng shui”, north-south direction will bring maximum prosperity for them and a lot of red

will be used in the park because red is considered as lucky colour in Chinese culture (Holson,

2005) and there will be no clocks available in the gift shops because it will means “going to a

funeral” in Cantonese and Mandarin (Tang, 2012). Other than that, shields will also available

for guests from snow, wind and rain in both Disneyland in Tokyo and Paris because of

different weathers in these countries (Tschinkel, 2019). Last but not least, Walt Disney will

also create localized versions of products to suite the local preferences in other countries. For

example, Tokyo Disneyland offers “cute” limited editions products and put it into a “lucky

secret bags” because Japanese have the shopping habits of buying limited and secret gift bag

(Zhao, 2014).

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5. Reasons of Low Revenue and Declination in profits

There are many reasons why Walt Disney's revenue and profits in emerging markets have

fallen compared with the America market. This is because every market has different culture

of their own where Walt Disney are not able to adapt successfully in these emerging markets

which are Hong Kong, and Paris.

For Hong Kong Disneyland, one of the main reasons of declination of profits is the ticket

price (Xinhua, 2014, as cited in Guo, 2014). Hong Kong Disneyland had increased the prices

of their one-day entrance fees fifth time since the park opened in 2005. The ticket for adult

admission will cost $64 and $46 for a child in year 2019 which is considered as the most

expensive ticket price in Asia for such small theme parks while the ticket price will only cost

$58 for adult and $38 for a child in Tokyo Disneyland, (Tsang, 2019). The other reason is the

population of Hong Kong is very low, just about 7 million people and the issue of Hong

Kong currency with China currency also made Hong Kong become less attractive to visitors

from mainland China (Niles, 2017) while over half of its visitors are coming from mainland

China (Thomala, 2020). Last but not least, the anti-government protests started on year 2019

have significantly driven tourists to stay away to avoid the city’s ongoing pro-democracy

protests (Liu, 2019). All these issues have bring losses for Hong Kong Disneyland over these

years. Hong Kong Disneyland already have fifth consecutive year of losses from year 2015 to

year 2019 and have a net losses of $13.5 million (HK$105 million) in year 2019 due to these

reasons (Frater P., 2020).

13
Figure 1: Financial statements of Hong Kong Disneyland for the fiscal year 2019.

Sources: https://hkcorporate.hongkongdisneyland.com/pdf/AnnualBusinessReview19.pdf

There are many reasons that driven the low and declining profits for Disneyland in Paris.

Firstly, most of the attractions in the park are outdated and does not seem to have properly

maintained due to limited financial flexibility. Other than that, the management of the park

also failed to keep up with technical innovations to satisfy diverging interests of customers

(Neate & Farrel, 2014). Secondly, the reason of cultural differences also significantly affect

the profits of Disneyland in Paris because they tend to Americanize the European habits

(Yue, 2009). There were many mistakes that made in the operations of Disneyland Paris

which are disliked by the Europeans. For example, Disneyland Paris have the policy of no

alcohol in its parks which is same with Disneyland in other markets such as California,

Tokyo and Florida. This policy had shocked the French because a wine for lunch is a part of

regular beverage in their daily life and a must for them (Novela, 2017). Another mistakes

made by Disneyland Paris is they failed to realize the Europeans breakfast norms. They

downsize the restaurants in the park because they were told that Europeans generally did not

eat a big breakfast at a set time every day and they prefer eat their breakfast while wander

14
around the parks like the Americans (UKEssays, 2018). In the end, large numbers of people

have crowd the restaurants for substantial breakfasts but there was not enough seats for them

to enjoy the meals which caused the lines to be very long (Yue, 2009). Thirdly, the terrorist

attacks of Paris in 2015 also significantly decrease the number of visitors for Disneyland

Paris in the following year. According to Catherine Powell, the president of Disneyland Paris

said that the terrorist attacks had reduced 10% of total visitors and 7% drop of the total

revenue in 2016 (Sharkov, 2016). Last but not least, the French labour laws also a reason why

Disneyland Paris have low revenue and declination of profits. Before Walt Disney opened the

Disneyland Paris, they estimated that 13% of their revenues will be the cost for the labour.

But in reality, 24% and 40% of the total revenues are the labour cost in 1992 and 1993

respectively which heavily increase the debts of Disneyland Paris because they

underestimated the employing cost of French workers in France (Pozzebon, 2014).

Disneyland already have loss for more than a decade since it opened in year 1992 to year

2017 and have a net losses of $201 million (€166 million) in year 2017 due to these reasons

(Tessa, 2019).

15
Figure 2: Financial statements Disneyland Paris for the fiscal year 2017.

Sources: https://www.theparkdb.com/results/download_misc_file/1600102087_1_t.pdf

16
6. Conclusion

In conclusion, although expanding business to new markets is an opportunity for global brand

to expand their customer base, but every markets are different in terms of culture, lifestyle,

buying behaviour, environment, laws and more. International market research should be done

by global brand before entering a new market to obtain the information of the customer

preferences. It may help to determine opportunity in the market and how the product or

service best fit. Adjustments should be done properly to cater the local culture in the market

to decrease the risk of failure and increase the profitability of the business (Brown, 2016).

Information collected by Walt Disney are not completely accurate in some of the markets

which driven them to implement wrong localization approach and cause failure for Hong

Kong Disneyland and Disneyland Paris.

Word count: 3447 words

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