當年今日﹕HK Disneyland
【明報專訊】Back on 2 November 1999, when the Chief Executive Tung Chee-hwa announced the government's deal with Disneyland, Hong Kong people were anything but enthusiastic. Nearly two decades afterwards, Hong Kong people's reception of the park has improved. According to some experts, part of the reason is its efforts in glocalisation (全球在地化).
A brief history
Negotiations between the Chinese government and Disneyland began as early as 1985. After years of talks, Disney decided to build a theme park in Southern China. In 1999, an agreement was reached between Disney and the Hong Kong government, with the latter investing HK$3.25 billion to have a 57% stake in the park.
The park opened in September 2005. In 2009, HK Disneyland announced plans for its expansion. As a result, the HK government's stake in the park decreased to 52%. The park currently has seven themed areas hosting various rides, shops, restaurants, and live entertainment.
HK Disneyland and glocalisation
Originating in California, the US, Disneyland epitomises (象徵) the spirit of American culture. But it has made efforts to adapt itself to local traditions, and HK Disneyland is a successful example. According to Jonathan Matusitz, currently a professor at the Nicholson School of Communication, HK Disneyland has tried to integrate (使融入) itself into the situations of Hong Kong in the following four aspects:
Policies of glocalisation
(1) Reduction of ticket prices
Hong Kong was hit by the Asian Financial Crisis soon after its reversion to Chinese sovereignty (主權) in 1997. In 2003, just two years before HK Disney opened, Hong Kong was all doom and gloom thanks to the SARS epidemic. Against such a backdrop, HK Disneyland's ticket prices were considered too high. The theme park responded by cutting them. That was regarded as a warm gesture (姿態).
(2) Adaptation to visitors' customs
According to Jonathan Matusitz, HK Disneyland was not popular among mainland visitors owing to its failure to fit itself to their travelling habits, such as group dinners. Few mainland tours included the theme park in their itineraries (行程) at first. HK Disneyland responded by working closely with tour groups to ensure that the park was chosen as part of their package tours. Furthermore, to cater for Chinese people's love for fireworks, HK Disneyland holds fireworks display in its extravaganzas. The park has even dressed Mickey Mouse in a bright red Mao suit (毛裝) to please mainland visitors.
(3) Change of decors and settings
HK Disneyland has changed its decors and settings to fit in with Chinese culture. For example, having regard to Feng Shui (風水), the ancient Chinese study of arrangements, the HK Disneyland management has shifted its front gate by twelve degrees. Furthermore, incense (香燭) was burnt whenever the construction of a building in the park was finished. The main ballroom at Disneyland Hotel is 888 square metres in size, since 8 is an auspicious (吉利的) number in Chinese culture. And Chinese people consider 4 to be a number of bad luck, there are no fourth floor buttons in any elevator in the park.
(4) Adaptation of labour practices
According to Jonathan Matusitz, HK Disneyland has done away with its US labour practices to embrace local ones. At first, employees at HK Disneyland were required to wear a smile like the company's employees in the US. That was met with a cold response from not only workers but also visitors. That was because Hong Kong people do not gravitate (受吸引) to smiles that are considered unnatural. The Disney management also met with resistance from Hong Kong employees when it demanded that they consider themselves "putting on a show" instead of working. The management has adapted those requirements to local practices.
