Case Study A – Disney Dreams in China

1. The correlation between the imaginers and consumers in the Disney case is Consumers
act as visitors to Hong Kong Disneyland. Imaginers and consumers claim that the park
provides a release from their job and the stress and shows them a world full of happiness.
They become a part of a fairytale story and where they are able to interact with other
members during the magical journey. Some consumers visit Disneyland to take a rest
during their work and prove that Disneyland is a place for refreshing and stress relief.
Consumers take advantage of their free time or vacation to visit Disneyland.

Consumers can also meet original or ‘real’ cartoon characters and be part of a fairy tale
so that it becomes a close correlation between imaginers and consumers in Disneyland.
Disneyland in the amusement park industry offers a unique, immersive, and positive
experience to each consumer through great storytelling that is constantly renewed and a
carefully structured fantasy world that includes certain magical experiences in different
parts of the park. Disneyland has the ability to innovate and keep delivering an
outstanding consumer experience. Imaginers provide entertainment and interesting
information to consumers so that consumers feel at home to linger and comfortable in
Hong Kong Disneyland. Disney maintains relevance because of its unique experience.

Disney has strong consumer loyalty, it can be seen by the huge arrival in every single
theme park in Hong Kong. Disney parks have by far the strongest brand and loyal
consumers. Disney offers a unique experience making the visit to a park still attractive.
Disney has a strong team that is expert in their field and make sure to bring consumers
the best quality and service. A good team makes the company really strong in operations,
managing its different pars efficiently. All these strengths work toward the main strength
of Disney that offering a global immersive experience.

2. The concepts developed by the Imagineers (Disney) are already appropriate with
consumers’ demand. Consumers are guided by a carefully structured fantasy world that
includes certain magical experiences in a different concept of the park. Consumers in the
video didn't resist the guided experience but instead enjoyed the amazing crafts by
Disney Company. It's appeared that consumers really enjoy being in the Disney theme
park. There are no differences between the concepts developed by the Imagineers
(Disneyland) and the interpretation of consumers because the consumers feel happy and
can reduce stress due to fatigue at work. So, everything is in accordance with the
interpretation of consumers, consumers’ demand, and their expectations related to the
concept developed by the Imagineers.

Disney theme parks are magical places where everything is possible. Disney adds cartoon
characters, fairy tales, magical journey, magical experiences in different parts of the park,
and amazing crafts by Disney Company to its concept to support, strengthen, and carry
out the concept. Carrying out its vision through symbols is particularly important, as
consumers will bring merchandise (souvenirs) to remember the fantasy experience
(memory and brand loyalty), which they can show to people in their social circles
(identity) and tell about their experience.

It requires an Imagineer to design and direct these during the creation of a concept.
Imagineer is reserved for people who work or have worked for the Disney Company.
They are individuals who have shown the ability to design new attractions for the park.
The interpretation of an Imagineer will be focused on designing and directing high
concepts. Imagineer uses innovation and experience to reach strategic goals and develop
instruments that connect manufacturers to users on an emotional, rational, and social
level with a long-lasting effect in mind. Imagineers are the ones who bind employees and
consumers to a company.

The Imagineer designs a concept that is more than just an idea by itself. It’s a way to
strategically realize a predefined vision and goal by tapping into the imagination and
emotions of the consumers that try to connect to. Expectations and interpretation of
consumers that become a part of the concept. New ideas and old surroundings in new
contexts are combined to become something new with clear emotional and content-based
layers added on.
 The outcome of the concept produces a transformation for the participating group of
consumers which is not only a one-off experience but also represents a lasting effect.
This type of concept motivates Imagineers to create a concept with intention of reaching
high standards because they want to be part of the success. The concept is concerned with
the stories after the event, you can say that you were there or that you helped achieve this
concept. The concept is a kind of an agreement and a set of rules for the consumers to
follow.

An experience leads to a combination of thoughts, behaviors, cognitive processes,

perception, memory, fantasy, and emotions. Imagineer (Disney) wants all its
consumers/visitors to leave the park with the memory of a fun-filled day full of fantasy,
which enables them to forget about the outside world with all its worries and its daily
routines. Disney (Imagineer) wants to inundate its consumers with fantasy, with the
purpose of increasing its brand value (‘wow this is awesome, Disney is so much fun’),
increase in revenue (‘let’s buy some souvenirs and have another bite’), and loyalty (‘we
had a wonderful day, let’s do this again sometime soon’). This designed experience
serves a strategic purpose.

The obsession with fantasy signifies a search for new possibilities and alternatives,
though many were at the same time apprehensive and attracted to these new options. In
this sense, Disneyland’s Imagineers subtly manipulated this duality by creating a park
built on the unreal in the context of extreme order and control. The Disney concept is
extremely effective because the reality of consumerism is always disappointing.

3. Disney can adapt to local culture or Chinese culture but still does not leave the original
culture. Disney is not only popular and sought after by tourists in the United States, but
also in other countries with other cultural backgrounds, such as China. Proving the
globalization, superiority, and adaptability of Disneyland's marketing strategy. Shanghai
Disneyland must also imply such basic marketing strategy, pay attention to China's other
theme parks which lack unique corporate culture characteristics, create joy, establish
brands, improve the construction, management, and marketing level and implement the
concept "global thinking, local implementation" so that building into a theme park with
Chinese characteristics and promoting the healthy development of Chinese theme parks.

China is a country whose local culture is different from Western culture. Chinese local
culture places high regard for collective reputation and causes Chinese society to be
sensitive to cultural imperialism which has the potential to erode Chinese culture, history,
traditions and local cultural values. Disney is designed not only to provide an ordinary
park for the Chinese market, but also to present the coordination and balance of Chinese
culture for the Chinese community. This has helped Disney's ownership of a large
company which has enabled Disney to generate new innovations in various aspects,
especially aspects of local culture or Chinese culture.

Disney made modifications by combining local Chinese and Western culture in some
features of the park, namely the physical condition of the building, the use of language,
the appearance of characters, parades, and performances. Disneyland's adaptation to local
culture aims to ease fears of cultural imperialism and build partnerships with the Chinese
government.
Disney’s localized approach to the Shanghai market will likely shape the practices of
other transnationals as they enter China and other emerging markets. However, Disney’s
emergence into mainland China is not seamless, as Disney had to negotiate tensions that
were likely to arise between Disney, the Chinese government, and Chinese culture.

Disney is entering an environment where international capital investment and associated

cosmopolitan culture already operate in an uneasy tension with political structures and
traditional cultural norms. Disney needed a tool to maintain harmonic balance; it needed
a brand narrative, a curated story that shares the values and premise of the organization’s
value to consumers. Through the distribution of a brand narrative, companies like Disney
are able to tell their story to consumers, and, in doing so, communicate their value
proposition.
 Companies that effectively communicate their values and cultural norms in a way that
resonates with consumers can establish common ground with those consumers. This
common ground is valuable, as it results in a relationship with the brand, leading to sales
and profits. The brand narrative can set the scene for the way a company interacts with
consumers and how that brand will make a difference in consumers’ lives. Because the
brand narrative illustrates cultural values and norms, a company local brand narrative is
expected to vary from region to region, as cultural norms and values do. This means that
Disney, in launching Shanghai Disneyland, would have to adjust its traditional American
brand narrative in order to enter the Chinese market for both political and cultural
reasons.

All Disneyland have to cater to both local and international visitors, and Hong Kong
Disneyland is no exception. However, the park in Hong Kong also has to cater to the
third group of visitors: the Chinese. Unlike both local and international visitors, Chinese
visitors are not yet global consumers: they do not possess adequate cultural resources to
understand and enjoy Disneyland.

Current literature on localization assumes there is a well-defined boundary between local

and global culture, and that local cultures are more desirable to the local audience. In the
case of Disneyland, the company's strategy is to amplify the uniqueness of Disney
culture. While cultural critics may see Disney as a hegemonic force to impose its values
on its audience, Chinese visitors may view it as an alternative to a state-controlled and
manufactured culture. Some audience consumers may prefer Disney's intact global
culture to the nationalistic ideology. They may enjoy the entrapment into the global
culture as a gesture against the disenfranchisement of Chinese politics, political
participation, and personal freedom.

Case Study B – IKEA

1. The segments of the population good targets for IKEA are people who are married or
have families and developers. IKEA's main target group is middle-class people aged 25-
35. IKEA's customers are generally better educated, earn higher incomes, and they often
have families and children. Women represent 65% of all customers. They are the ones in
the family making the actual purchase decisions about home furnishing. Consumers in
similar age groups often have broadly similar interests. Marketers identify groups of
consumers with similar buying patterns, such as the teen market (13-17 years old), the
college or university market (18-24 years old), and young professionals (25-34 years old).
Many of these young people have broadly similar tastes, although there is a significant
difference between the products that young males and young females purchase.

Demographic segmentation includes age, sex, family, life cycle, job type/socioeconomic,
and group income level. IKEA is visited mostly by females with an average age of 38.
Recently the company is targeting young couples who own houses and apartments and
who are willing to experiment (in terms of price, design, and material) when it comes to
furniture. IKEA’s target base includes students, young adults, urban professionals, and
first-time furniture shoppers. It is committed to the young customer and the young at
heart. The core market is the customer with a limited budget who appreciates IKEA’s
product line, displays, and prices. IKEA’s growth and popularity can be attributed to both
value and image. The customers of IKEA visit the stores and purchase different items
because of the products’ value (in terms of quality, style, affordability, functionality, and
durability).
Since IKEA targets the younger 25-34 demographic, they can appeal to this target
market's frugality by offering high-quality, functional, and low-cost furniture options.
This demographic typically tends to care more about sustainability which is a great
opportunity for IKEA to further appeal to this market segment.

2. Factors that influence customers to buy from IKEA:

 IKEA sells a very complete range of products ranging from large items to even small
ones for the completeness of a product that is difficult to find anywhere (for example
bolts/variations for water taps, etc).
 IKEA offers a wide selection of a particular product, for example, the existing sinks of
various brands, colors, and shapes.
 IKEA has an independent concept, which means giving consumers the opportunity to
freely choose the items they want without having to be followed by employees.
 Basic materials or raw materials for IKEA products are environmentally friendly, such as
iron and wood, rarely plastic.
 Guaranteed product quality.
 The simple designs that IKEA offers appeal to the apartment renter who desires compact,
clean designs that offer functionality above style.
 IKEA is no exception as they begin to produce furniture with charging capabilities. They
have also taken advantage of advances made in renewable energy technology and
continue to use technology to reduce their impact on the environment.
 IKEA uses wood that would otherwise be disposed of in making their furniture (wood
furniture with knots). Many of their other designs are produced with wood waste from
sawmills.
 IKEA appeals to this lifestyle as well: many of their designs are less obtrusive, choosing
instead to maximize functionality and versatility.
 IKEA has a low cost, high quality, sustainability efforts, a morale-boosting corporate
culture, and extensive in-store amenities such as child-care, restaurant, as well as car
racks customers can rent.
 Advertising and channel branding. Apart from TV, newspaper, IKEA website, and its
famous catalog, social media represent the privileged channel to reach IKEA target
group.
 IKEA has brand equity in the highly competitive furniture industry.

Essay
1. DISNEY COMPANY SOCIAL RESPONSIBILITY

Disney has a corporate social responsibility because they are committed to operating an
honorable and socially responsible company. They believe corporate social responsibility
(CSR) represents a long-term investment that serves to strengthen their operations and
competitiveness in the marketplace, enhance risk management, attract and engage
talented employees, and maintain their reputation. Their CSR strategy plays an important
role in the current and future success of their company. It also serves to embolden their
workforce, enrich our planet, and positively impact people around the world.

Their approach to corporate social responsibility is built upon the company’s long and
enduring legacy of engagement in their workplaces and communities and their actions to
protect the environment. Disney believe in operating their company with the highest
standards of integrity.

As a diverse and global company operating in many industries, they must consider a wide
and complex set of CSR issues. Many of the environmental and social issues most
significant to their business and their stakeholders are discussed in this report, including
environmental sustainability, nature conservation, workforce practices, diversity and
inclusion, supply chain labor standards, content and products, volunteering, and
charitable giving. They continue to build the company’s legacy of providing comfort to
those in need, and inspiration and opportunity for those who want to improve their world.

They review environmental, social, and governance (ESG) developments on an ongoing

basis to ensure they are addressing relevant issues. This analysis is underpinned by
assessments of business impact, the interests of external stakeholders, and opportunities
to positively impact society. Their assessment of the most salient issues forms the
foundational basis of their CSR (Corporate Social Responsibility) strategy and the
content of their annual CSR reporting.
Disney is one of the most admired companies in the world, many people respected
Disney not just for what they create but also for how they conduct their selves as
responsible citizens. They measures of success include their impact on the environment
and efforts to protect our planet, how they operate their businesses, they contributions to
local communities and other worthy causes, the value they place on diversity and
inclusion, and their commitment to the well-being and advancement of our employees.

Their ability to do good in the world starts with people. People are the most important
assets, and they are committed to doing what they can to enable their success, while
celebrating and promoting their unique talents and perspectives. Disney is invest in
people and in their futures, most notably through their Disney Aspire program, their
nation’s most comprehensive corporate education investment program, which gives
employees the ability to pursue higher education, free of charge. Disney believe
education is the key to opportunity and by enabling their employees to pursue their
educational goals, they help to put their career goals within reach.

They’re also committed to ensuring that more women, minorities, and other
underrepresented groups have the chance to contribute in meaningful ways, in all areas of
our business. Diversity and inclusion remains a top priority for their company. They
strengthened their internal networks for diverse communities within Disney’s workforce.
as well, and they will continue to support these and other similar endeavors. It’s really
important that their teams, along with the stories they tell and products they create, reflect
the diversity of the world in which they live, because that is how they best serve the
consumers and it helps them to attract an even more diverse pool of talent. The variety of
perspectives and experiences makes for a better creative process and a stronger team
overall.

Disney also strive to have a positive impact in their communities and on the world.
Disney took the next steps in their $100 million commitment to deliver comfort and
inspiration to families with children facing serious illness using the powerful combination
of their beloved characters and their expertise in creativity and technology.
Disney Conservation Fund has directed $100 million to save wildlife and protect our
planet, awarding grants to nonprofit organizations and leading conservation efforts
around the globe. They’re also inspired millions of people to take action in their
communities. In 2019, in honor of Disney’s The Lion King, they launched the “Protect
the Pride” global conservation campaign, focused on protecting and revitalizing the lion
population across Africa by raising awareness and contributing $3 million to the Wildlife
Conservation Network’s Lion Recovery Fund.

They advanced their environmental commitments through a mix of investments in

sustainable design innovations, energy efficiencies, low-carbon fuel sources, renewable
electricity, and natural climate solutions. Their new solar facility is able to generate
enough clean energy to power two of the four theme parks at Walt Disney World,
reducing tens of thousands of tons of greenhouse gas emissions each year.