could differentiate itself more clearly from Disneyland.
In this way, some of the tourists with families from China
and Southeast Asia who came to Hong Kong would
"spill over" into additional attendance for Ocean Park.
Accordingly, the plan called for more animal spe-
cies to be introduced and the lower area would be
renamed the Waterfront. Three themed zones would
be: Aqua City aquarium, Birds of Paradise aviary, and
Whiskers Harbor family area. Ocean Park would be
transformed into a spectacular, marine-based theme
park with 33 new species of animals, including whales,
polar bears, and penguins. hi addition to enhanced
promotion activities in Hong Kong, the Park planned
to open offices in major, affluent urban areas of Guang-
zhou, Shanghai, and Beijing to attract more mainland
visitors, who, it was hoped, would make up an ever
larger portion of the Park's clientele.
The pending overhaul plan.would have a decisive influence on Ocean Park's future. Still as with any
major reorientation of strategy, the ultimate outcomes were uncertain. A major factor in success would
depend upon implementation. While Ocean. Park's
location was quite convenient, the proposed MTR line extending to the southern region of Hong Kong Island would be of immense benefit
In addition, the huge HK$5.55 billion investment
would put a severe financial burden on Ocean Park as
half of the investment would come from bank loans.
Ocean Park's profit in 2005 was only HK$119.5 mil-
lion. It would be difficult to service the loans from
ticket receipts and consumption in the Park. Manage-
ment was counting on the hotels to generate sufficient
operating income for Ocean Park. The construction of
the hotels required the approval of the Town Planning
Board as well.
Although the proposed redevelopment plan would
be expensive, Ocean Park still maintained its ticket prices
upon the opening of Disneyland. "In particular, visitors
from mainland China are very price sensitive but they
represent a major source of Ocean Park's income," said
Mehrmann.. In the very beginning, management kept
Ocean Park's admission fee at HK$185 for an adult
compared to Disney's price of HK$295 on weekdays
and HK$350 on special days. In the following years, to
repay the principal and interest on its HK$5.5 billion
redevelopment project, Ocean Park adjusted its admis-
sion price to HK$208 for an adult in October 2007, and
then to HK$250 in October 2009. Disney only made one
price adjustment to make the price on weekdays and
special days the same in February 2009. However, the
price of Ocean Park is still 40% lower than Disney's.
As Mehrmann said: "It is premature to discuss whether
could differentiate itself more clearly from Disneyland.
In this way, some of the tourists with families from China
and Southeast Asia who came to Hong Kong would
"spill over" into additional attendance for Ocean Park.
Accordingly, the plan called for more animal spe-
cies to be introduced and the lower area would be
renamed the Waterfront. Three themed zones would
be: Aqua City aquarium, Birds of Paradise aviary, and
Whiskers Harbor family area. Ocean Park would be
transformed into a spectacular, marine-based theme
park with 33 new species of animals, including whales,
polar bears, and penguins. hi addition to enhanced
promotion activities in Hong Kong, the Park planned
to open offices in major, affluent urban areas of Guang-
zhou, Shanghai, and Beijing to attract more mainland
visitors, who, it was hoped, would make up an ever
larger portion of the Park's clientele.
The pending overhaul plan.would have a decisive influence on Ocean Park's future. Still as with any
major reorientation of strategy, the ultimate outcomes were uncertain. A major factor in success would
depend upon implementation. While Ocean. Park's
location was quite convenient, the proposed MTR line extending to the southern region of Hong Kong Island would be of immense benefit
In addition, the huge HK$5.55 billion investment
would put a severe financial burden on Ocean Park as
half of the investment would come from bank loans.
Ocean Park's profit in 2005 was only HK$119.5 mil-
lion. It would be difficult to service the loans from
ticket receipts and consumption in the Park. Manage-
ment was counting on the hotels to generate sufficient
operating income for Ocean Park. The construction of
the hotels required the approval of the Town Planning
Board as well.
Although the proposed redevelopment plan would
be expensive, Ocean Park still maintained its ticket prices
upon the opening of Disneyland. "In particular, visitors
from mainland China are very price sensitive but they
represent a major source of Ocean Park's income," said
Mehrmann.. In the very beginning, management kept
Ocean Park's admission fee at HK$185 for an adult
compared to Disney's price of HK$295 on weekdays
and HK$350 on special days. In the following years, to
repay the principal and interest on its HK$5.5 billion
redevelopment project, Ocean Park adjusted its admis-
sion price to HK$208 for an adult in October 2007, and
then to HK$250 in October 2009. Disney only made one
price adjustment to make the price on weekdays and
special days the same in February 2009. However, the
price of Ocean Park is still 40% lower than Disney's.
As Mehrmann said: "It is premature to discuss whether
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