added. Ocean Park's management was convinced that
hesitation would be lethal in the increasingly competi-
tive and globalized tourism market. However, Ocean
Park made a clear decision early on that it would not
try to beat Disneyland at its own game. Zeman stated:
"We do not want to try to 'out-Disney' Disney." By
this, he meant that Ocean Park would focus on its
unique core competencies and not try to beat Disney
at creating characters and fantasy. Vivian Lee, Ocean
Park's Marketing Manager, stated: "A key decision
was made that Ocean Park should go back to its roots
and build on its strengths rather than hying to imitate
its competitor. By positioning itself as the much-loved
Hong Kong people's park that prides itself on connect-
ing people with nature, Ocean Park could differentiate
itself from Disneyland while complementing Disney-
land to further promote Hong Kong as a must-visit
tourist destination."
The result was an ambitious HK$5.55 billion mas-
ter plan, including schemes for a new roller coaster
that will be operating by 2012, a subzero "Ice Palace,"
and a 7.6-million liter aquarium with an under-
water restaurant. An extra 33 animal species were to be
brought in and the number of rides was doubled to 70.
The redevelopment plan of Ocean Park also called for
a two- or three-star hotel at the Mass .Transit Railway
(MTR) subway station: construction of the new MTR
station will begin in 2011 and will be in operation by
2015. A five-star "boutique, spa-type" hotel will sit
atop the hillside with a 360-degree view of the sur-
rounding sea and mountains. This would be head-on
confrontation with Disney, which traditionally offered
accommodation within its amusement parks. These
improvements were planned on the assumption that
the government would build a new MTR station
near Ocean Park. Zeman believed that an under-
ground transport link to Ocean Park would help it
compete with Disney, which had its own MTR station.
According to the ambitious plan, Ocean Park was to
have a new look to be divided into two major areas—
Waterfront and Summit, which together would boast
more than 70 distinctive attractions.
Just as its name designated, Ocean Park hoped to
position itself as a world-class marine-based attrac-
tion with real animals in this ambitious overhaul. The
Park would also continue in its efforts of wild life con-
servation and would continue to supply visitors with
experiences that combined entertainment and educa-
tion. Ocean Park's management hoped that the rede-
velopment of the Park would further strengthen its
core competencies in "real" nature rather in contrast to
Disney's strengths in cartoon characters, castles, vir-
tual reality, and fantasy. It was hoped that Ocean Park
added. Ocean Park's management was convinced that
hesitation would be lethal in the increasingly competi-
tive and globalized tourism market. However, Ocean
Park made a clear decision early on that it would not
try to beat Disneyland at its own game. Zeman stated:
"We do not want to try to 'out-Disney' Disney." By
this, he meant that Ocean Park would focus on its
unique core competencies and not try to beat Disney
at creating characters and fantasy. Vivian Lee, Ocean
Park's Marketing Manager, stated: "A key decision
was made that Ocean Park should go back to its roots
and build on its strengths rather than hying to imitate
its competitor. By positioning itself as the much-loved
Hong Kong people's park that prides itself on connect-
ing people with nature, Ocean Park could differentiate
itself from Disneyland while complementing Disney-
land to further promote Hong Kong as a must-visit
tourist destination."
The result was an ambitious HK$5.55 billion mas-
ter plan, including schemes for a new roller coaster
that will be operating by 2012, a subzero "Ice Palace,"
and a 7.6-million liter aquarium with an under-
water restaurant. An extra 33 animal species were to be
brought in and the number of rides was doubled to 70.
The redevelopment plan of Ocean Park also called for
a two- or three-star hotel at the Mass .Transit Railway
(MTR) subway station: construction of the new MTR
station will begin in 2011 and will be in operation by
2015. A five-star "boutique, spa-type" hotel will sit
atop the hillside with a 360-degree view of the sur-
rounding sea and mountains. This would be head-on
confrontation with Disney, which traditionally offered
accommodation within its amusement parks. These
improvements were planned on the assumption that
the government would build a new MTR station
near Ocean Park. Zeman believed that an under-
ground transport link to Ocean Park would help it
compete with Disney, which had its own MTR station.
According to the ambitious plan, Ocean Park was to
have a new look to be divided into two major areas—
Waterfront and Summit, which together would boast
more than 70 distinctive attractions.
Just as its name designated, Ocean Park hoped to
position itself as a world-class marine-based attrac-
tion with real animals in this ambitious overhaul. The
Park would also continue in its efforts of wild life con-
servation and would continue to supply visitors with
experiences that combined entertainment and educa-
tion. Ocean Park's management hoped that the rede-
velopment of the Park would further strengthen its
core competencies in "real" nature rather in contrast to
Disney's strengths in cartoon characters, castles, vir-
tual reality, and fantasy. It was hoped that Ocean Park
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