Hong Kong Disneyland Case Study

Although from an outside perspective many cases of globalisation may simply seem to increase cultural homogeneity, one culture can alter different parts of a global culture and incorporate them into their own and create cultural heterogeneity. In simpler terms, homogenisation and heterogenisation are both features of modern globalisation. Evidence for the contended statements above will be provided through the evaluation of case studies regarding global companies such as Starbucks and Disneyland Parks adapting to the local cultures of the areas to which they have spread to within the Asia-Pacific region. Not only global brands highlight the interconnectedness of homogenised and heterogenised cultures, but the glocalisation of traditional rites

That is to say, Hong Kong Disneyland offers a uniquely western experience within the confines of Asia. The perception of Hong Kong Disneyland as a global brand can vary depending on the social groups that each consumer identifies as. Mainland Chinese visitors that are unaccustomed to western culture and modernity can feel as though they’ve stepped into a separate western sanctuary where they can fully experience another way of life. The more modern and westernised Hong Kong Chinese visiting the park are able to enjoy their visit in a relaxing

Japanese is the main language used throughout the park, accompanied only by English on signs. The workers in Tokyo Disneyland are only required to speak Japanese, many menus are written completely in Japanese and some games and live shows feature only Japanese as a language option. Many alterations were made to the layout of the park, changing the names of many different areas that contained phrases with context that was difficult for the Japanese locals to understand (e.g. the transition from ‘Frontierland’ to ‘Westernland’).5 In an attempt to maximise profit, Tokyo Disneyland has become a much more localised theme park than Hong Kong Disneyland, and has found great success with that original goal due to the Japanese cultural tendency to appropriate imported ideas into completely new and entirely Japanese creations. In comparison, Hong Kong Disneyland has been much less successful, which can be credited to its far more Americanised system of management that does not cater to the demands of the locals to the extent of the heterogenetic Tokyo