Abstract

The case is based on Ocean Park Corporation (OPC), which manages Ocean Park Hong Kong (OP), the 12th most popular theme park in the world in 2013. Known as “Hong Kong people’s park”, OPC successfully completed a HKD5.5bn Master Redevelopment Plan in 2012. By mid-2014, it had achieved impressive results: growing attendance by over 10% annually and reaching a surplus of nearly HKD130mn. Its customer profile has become more international, with visitors from Mainland China, in particular, representing an increasing share. The focus on growth led OPC to decide that OP should become an international resort destination, aligned with global industry trends, by developing additional attractions such as an all-year water park, and three hotels. To become a resort destination, the key question was how the management team could ensure that its brand identity was aligned with its entertainment, education, and conservation missions.

Learning Objectives

This case balances OPC’s successes with a host of issues to encourage students to think about and discuss the strategic challenges of aligning the company’s brand identity with the managers’ vision, employees’ culture, and stakeholders’ image, in order to provide students with an understanding of the significance of aligning strategy, culture, and identity through corporate branding in a fast-growing organization. In addition, students will recognize the challenges of managing owner’s expectations—in this situation, the Hong Kong government and, by extension, the Hong Kong taxpayer.