The theme-park industry may seem like an obvious way to benefit from burgeoning wealth across the developing world. Think again. Hong Kong Disneyland has turned an annual profit only three times since it opened in 2005. Ocean Park, its durable cross-town rival, has reported some of the worst results in decades. It is too easy to blame the economic downturn. In China and elsewhere, a recurring hurdle for this hospitality segment is its ability to cater to fast-changing consumer tastes. That means ongoing and outsized capital spending on fresh attractions, not designer merchandise at souvenir stands. Theme-park investors often neglect this point; they prefer to rely on affirming demographics. The tendency to stress volume of consumers, rather than value to those consumers, is an emerging-market hazard. ■
Learn more at the Nikkei Asian Review
© 2016 Cranganore Inc. All rights reserved.
Unauthorized use and/or duplication of any material on this site without written permission is prohibited.
Image Credit: Dulsita at Can Stock Photo Inc.
Important Disclosure: The book-title and cover-image hyperlinks on this page are affiliate links. If you opt to make a purchase from amazon.com, we earn a sliver of revenue at no cost to you. The gesture is a much-appreciated vote of encouragement, signalling continued interest in these recommendations.
Required Notification: The website sponsor is a participant in the Amazon Services LLC Associates Program, an affiliate advertising program designed to provide a means for sites to earn advertising fees by advertising and linking to amazon.com.