Disneyland and Ocean Park are two major theme parks in Hong Kong. As two must-go amusement parks, price increase were announced by both parks in November and December 2015. While Disneyland increased its price by 8%, Ocean Park had an 11% increase. Different voices were heard from Hong Kong netizens and Mainland netizens on the topic.
A downfall for Hong Kong
When Hong Kong Disneyland first announced its price increase in November 2015 it created a huge buzz across the internet, mostly commenting on related articles. Most Hong Kong netizens see Disneyland as a focus for tourists and is inconsiderate of local communities. As Shanghai Disneyland opening date approaches, both Hong Kong and Mainland netizens believe that there will be a significant downfall for Hong Kong Disneyland and the price increase would be the last opportunity for the park to perform well. As the ticket price reaches HK$539, Tokyo Disneyland, Shanghai Disneyland, and even Ocean Park become the top choices for Hong Kong netizens. It is obvious that price is netizens’ main concern and they would rather spend a little more to travel across the border for Disneyland or go to Ocean Park for free on birthdays.
The Other Side of Hong Kong Disneyland
However, a professor at the Nicholson School of Communication, Jonathan Matusitz, supports Disneyland by pointing out that Hong Kong Disneyland has made its effort to integrate itself into the community. The Hong Kong Disneyland ticket price was initially lowered following the Asian Financial Crisis and SARS epidemic. In another words, the price increase would be baby steps to bring the price point to Disneyland’s average. In the beginning Disneyland realized that the themes were not attracting Mainland visitors because they were not familiar with the habit and culture. As an effort to please Mainland visitors, Chinese culture was added to many aspects of the park. For example, Mickey was dressed in Red Mao suit and buildings were altered to fit the belief of Feng Shui (the ancient Chinese study of arrangements).
Hong Kong or Shanghai?
On February 3, 2016, Shanghai Disneyland announced its ticket prices at RMB370 (about HK$438) on non-peak days and RMB499 (about HK$591) on peak days. In another words, Shanghai is the cheapest Disneyland in the world on non-peak days, yet more expensive than Hong Kong Disneyland on peak days. Hot debate on the Disneyland topic rises once again between Hong Kong netizens and Mainland netizens after the announcement, mostly commenting on related articles. While Mainland netizens laugh and say that “nobody will go to Hong Kong this time”, Hong Kong netizens reply by saying “Thank you shanghai, Hong Kong Disneyland is ours again”. Two different voices were observed among Hong Kong netizens with one preferring Shanghai Disneyland regardless, and another saying it’s time to support Hong Kong Disneyland. Some netizens prefer Shanghai Disneyland because Hong Kong Disneyland is way too small and boring. Interestingly, the decrease of Mainland visitors becomes the priority for those who support Hong Kong Disneyland and the heavy price seems to be forgotten.
As more details on Shanghai Disneyland is yet to come, netizens’ preference between Shanghai and Hong Kong is expected to change with every new announcement. With less than 4 months to go, it will be interesting to see what Shanghai and Hong Kong will do to attract their new target visitors.
Loren is an experienced marketing professional who translates data and insights using Isentia solutions into trends and research, bringing clients closer to the benefits of audience intelligence. Loren thrives on introducing the groundbreaking ways in which data and insights can help a brand or organisation, enabling them to exceed their strategic objectives and goals.
Australia’s
vast distances from west to east coasts, typically means most visitors to the
country prioritise the east coast for their travels, aspiring for the touristic
photos with either the iconic Sydney Opera House, the Great Ocean Road or the
Great Barrier Reef. Ironically, none of these iconic landmarks were named the
number one place to visit, but Margaret River – a town in the south-west of the
wildflower state took the trophy. The badge of honour was awarded as the best
place to visit in the Asia-pacific for 2019 by travel authority, Lonely Planet
– trumping other idyllic places in New Zealand and Singapore.
It marks
the first time an Australian tourism spot has taken the top award in fifteen
years and according to Tourism WA, in
the year ending December 2018, Margaret River alone had 1,690,800 visitors - an
increase of 8.9 per cent on the previous year.
The New Sporting Capital
This accolade
brings Western Australia even more into the spotlight.
Perth has recently
taken the sporting capital crown from Melbourne (the original sporting capital)
after hosting impressive crowd-pleasing events including the recent 2nd game of the State of Origin which attracted 15,000 interstate visitors. Other
blockbuster slate of fixtures includes the English soccer giants Manchester
United and Leeds United heading to Optus Stadium next month, followed by
Perth’s first Bledisloe Cup match between the Wallabies and All Blacks in
August. These are all on top of the weekly AFL fixtures. Heading into summer,
the Fed Cup and ATP World Cup will bring the world’s best tennis stars to Perth
as well as the ICC Women’s T20 World Cup.
The McGowan
government will continue to seek out these world class events with recently
expressing interest to bid for Australia to host the FIFA Women’s World Cup as
well as potentially steal the NRL grand final from the east coast in 2021. As interstate
visitors are spending an average $1006 for every trip and international
tourists splashing out $2280 each visit, these events will result in a healthy
injection of tourism into the local economy and will mark 2019 as the biggest
year on record in sport for WA.
Local Tourism At Its Finest
Perth,
Margaret River and their surrounding cities have received some serious praise
in the past months, with over 900 media mentions across broadcast, online and
print in the past month alone. With the cities hosting events such as Gourmet
Escape in Margaret river, Truffle Kerfuffle, Jazz by the Bay in Dunsborough,
the Drop Music Festival in Busselton and the Margaret River Pro to name a few,
it is easy to understand the reasons why people from all over Australia and the
world are taking time out to visit. Local hoteliers and Perth based tourism
providers are also taking advantage of the increased exposure to WA tourism as
their businesses thrive.
Perception And Reputation
Interestingly, the reputation and perception of Perth has also been a talking point in recent months with discussions around the quality of Perth for a place to live, work, visit, study and/or invest. These conversations have been particularly apparently across online channels with 67 per cent of media mentions occurring from 1st April through to 30th June 2019. Mentions across press were a distant 2nd with 30 per cent during this period. Despite there being largely positive views of Perth held by those who live outside WA, the Committee for Perth states Perth residents are slow to recommend the city to outsiders.
If you’d like to understand the media lens on any topic, brand or audience, get in touch with us today.
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Blog
Go Wild In Western Australia
Australia’s vast distances from west to east coasts, typically means most visitors to the country prioritise the east coast for their travels, aspiring for the touristic photos with either the iconic Sydney Opera House, the Great Ocean Road or the Great Barrier Reef.
Every stakeholder relationship is different, and managing them effectively takes more than a one-size-fits-all approach.
From campaign planning to long-term engagement, having the right tools and strategy in place can make the difference between missed connections and meaningful impact.
This guide covers:
Identifying and understanding your key stakeholders
Mapping and modelling for influence and engagement
Equipping your team to maintain and grow strategic relationships
Across the communications landscape, teams are being asked to do more with less, while staying aligned, responsive and compliant in the face of complex and often shifting stakeholder demands. In that environment, how we track, report and manage our relationships really matters.
In too many organisations, relationship management is still built around tools designed for customer sales. CRM systems, built for structured pipelines and linear user journeys, have long been the default for managing contact databases. They work well for sales and customer service functions. But for communications professionals managing journalists, political offices, internal leaders and external advocates, these tools often fall short.
Stakeholder relationships don’t follow a straight line. They change depending on context, shaped by policy shifts, public sentiment, media narratives or crisis response. A stakeholder may be supportive one week and critical the next. They often hold more than one role, and their influence doesn’t fit neatly into a funnel or metric.
Managing these relationships requires more than contact management. It requires context. The ability to see not just who you spoke to, but why, and what happened next. Communications teams need shared visibility across issues and departments. As reporting expectations grow, that information must be searchable, secure and aligned with wider organisational goals.
What’s often missing is infrastructure. Without the right systems, strategic relationship management becomes fragmented or reactive. Sometimes it becomes invisible altogether.
This is where Stakeholder Relationship Management (SRM) enters the conversation. Not as a new acronym, but as a different way of thinking about influence.
At Isentia, we’ve seen how a purpose-built SRM platform can help communications teams navigate complexity more confidently. Ours offers a secure, centralised space to log and track every interaction, whether it’s a media enquiry, a ministerial meeting, or a community update, and link it to your team’s broader communications activity.
The aim isn’t to automate relationships. It’s to make them easier to manage, measure and maintain. It’s about creating internal coordination before the external message goes out.
Because in today’s communications environment, stakeholder engagement is not just a support function. It is a strategic capability.
Across the communications landscape, teams are being asked to do more with less, while staying aligned, responsive and compliant in the face of complex and often shifting stakeholder demands. In that environment, how we track, report and manage our relationships really matters. In too many organisations, relationship management is still built around tools designed for […]
