上海迪士尼运营分析报告
上海迪士尼发展分析
促进旅游产业升级
上海迪士尼的运营对旅游产业链 上下游企业产生了积极影响，推 动了旅游产业的升级和转型。
增加就业机会
上海迪士尼的建设和运营为当地 创造了大量的就业机会，包括直 接就业和间接就业。
对上海经济的贡献
直接经济收益
上海迪士尼的门票销售、酒店入住、餐饮消费等为上海带来了可 观的直接经济收益。
拉动相关产业发展
迪士尼乐园的发展历程
迪士尼乐园是由迪士尼公司创建的主题公园，第一家迪士尼乐园于1955年在美国加利福尼亚州洛杉矶开放。此后， 迪士尼公司在全球范围内陆续开设了多个迪士尼乐园，包括美国佛罗里达州、法国、日本、香港和中国上海等地。
上海迪士尼乐园的建立
选址和规划
上海迪士尼乐园位于中国上海市浦东新区，占地面积约3.9平 方公里，是全球最大的迪士尼乐园之一。该乐园的规划设计 充分考虑了中国文化和上海地方特色，旨在为游客提供独特 的娱乐体验。
上海迪士尼的建设和运营拉动了建筑、设计、广告、物流等相关产 业的发展。
提升城市国际影响力
上海迪士尼作为国际知名主题公园，提升了上海在国际上的知名度 和影响力。
对中国主题公园行业的影响
促进主题公园行业创新
01
上海迪士尼的建设和运营为中国主题公园行业提供了借鉴和启
示，促进了行业的创新和发展。
提高消费者对主题公园的认知度
要点二
详细描述
上海迪士尼可以在保持主题公园的核心元素的同时，融入 更多中国元素和文化特色，提高对中国游客的吸引力。同 时，加强跨文化交流和合作，了解不同市场的文化和需求 ，也是实现本土化战略的重要途径。
感谢您的观看
THANKS
环保和可持续发展
绿色旅游
上海迪士尼乐园将注重环保和可持续发展， 推行绿色旅游政策，减少对环境的影响。
迪士尼商城运营方案
迪士尼商城运营方案一、背景分析迪士尼作为全球知名的娱乐品牌，在迪士尼商城的运营方面有着广阔的发展空间。
随着电子商务的快速发展，迪士尼商城作为其品牌的线上销售平台，具有着巨大的商业潜力。
然而，迪士尼商城在运营方面仍然面临一些挑战和问题，如市场竞争激烈、用户体验不佳、产品线不够丰富等。
因此，有必要制定一套科学有效的运营方案，以提升迪士尼商城的销售业绩和品牌形象。
二、目标定位1. 销售目标- 在未来一年内，实现销售额增长20%，提高盈利能力。
- 增加新用户数量，提升用户的复购率和客单价。
2. 品牌目标- 提升迪士尼品牌形象和知名度。
- 打造迪士尼商城的核心竞争力，成为用户喜爱的线上购物平台。
三、运营策略1. 产品策略- 丰富产品线，引进更多具有迪士尼特色的商品，如玩具、服饰、文具等，满足不同用户的购物需求。
- 按照季节和节日进行产品定制，推出限量款商品，增加用户购买的欲望。
- 优化商品供应链管理，确保商品的品质和供应的及时性。
2. 营销策略- 制定营销方案，包括常规营销、线上广告、线下推广等多种方式，提高品牌曝光率。
- 利用社交媒体平台，开展粉丝互动活动，增加用户粘性和活跃度。
- 进行与合作伙伴的跨界合作，如与游戏厂商合作推出合作款商品，与影视剧、动漫等版权方进行合作。
3. 用户体验策略- 搭建一个用户友好的网站平台，提供便捷的购物体验和安全的支付方式。
- 加强售后服务，建立健全的客户服务体系，及时解决用户的投诉和售后问题。
- 通过数据分析，深入了解用户的购物行为和偏好，为用户提供个性化的推荐和服务。
4. 物流与配送策略- 与物流公司合作，确保订单能够及时送达。
- 提供灵活的配送方式，如快递、自提、代收等，满足用户不同的需求。
- 提高物流效率，减少配送时间，提升用户的购物体验。
四、运营实施1. 产品- 增加商品种类，引进更多迪士尼授权的周边产品，如服饰、家居用品、文具等，丰富产品线。
- 针对不同用户群体，推出定制化产品，如为儿童推出主题玩具、为青年推出时尚服饰等。
上海迪斯尼乐园分析报告
Disneyland in ChinaGroup 6Group Member:Disneyland Park in China1 Company Introduction: Disneyland Park is a theme park located in Anaheim, California, owned and operated by the Walt Disney Parks and Resorts division of The Walt Disney Company. Known as Disneyland when it opened on July 18, 1955, and still colloquially known by that name, it is the only theme park to be designed and built under the direct supervision of Walt Disney. In 1998, the theme park was re-branded"Disneyland Park" to distinguish it from the larger Disneyland Resort complex.Walt Disney came up with the concept of Disneyland after visiting various amusement parks with his daughters in the 1930s and 1940s. He initially envisioned building a tourist attraction adjacent to his studios in Burbank to entertain fans who wished to visit; however, he soon realized that the proposed site was too small. After hiring a consultant to help determine an appropriate site for his project, Walt bought a 160-acre (65 ha) site near Anaheim in 1953. Construction began in 1954 and the park was unveiled during a special televised press event on July 17, 1955. Since its opening, Disneyland has undergone a number of expansions and renovations, including the addition of New Orleans Square in 1966, Bear Country (now Critter Country) in 1972, and Mickey's Toontown in 1993. Disney California Adventure Park was built on the site of Disneyland's original parking lot and opened in 2001.Disneyland has a larger cumulative attendance than any other theme park in the world, with close to 600 million guests since it opened. In 2009, 15.9 million people visited the park, making it the second most visited park in the world that calendar year.2. Status of development:Ⅰ.Disneyland in Asia⑴ The analysis of the success of Disneyland in JapanA. Introduction of Disneyland in JapanThe Disneyland in Japan is established in Tokyo in 1982 which is rewarded as the best theme park in Asia. It costs 15 billion yen and makes more times profits than the investment.B. Strategies leading to success in JapanThe Intern ational president of Disney, Andy Bird once said that, “Every market has its own characters. Although people have similar demand to entertainment media, the national characters and native culture stimulate us to make particular strategies in different countries and launch the Disney products which suit the local.” In the following are the strategies of Disneyland in Japan which lead to success.a)“ Everything is dynamic”There are five theme parks in the Disneyland in Japan have one common feature: all the performances there are dynamic which drive people to another colorful cartoon world.b)The built never over in Disneyland in JapanUpdate is the key words of this strategy. In order to attract tourists who have already been to Disneyland before, Disneyland in Japan adopts thestrategy that adding new entertainment facilities and services constantly to keep tourists have different experience and pleasure.c)SCSE principleIt’s the key principle of Disney. SCSE means: Safety, Courtesy, Show, and Efficiency.①Safety: the safety of all the products of Disney is the first factorneed to be considered when offering service. It is important to lettourists enjoy every minute in Disney.②Courtesy: all the products and services finally will be given to theconsumers. The attitude toward consumers when offering serviceor products should be patient and pleasant.③Show: the actors and actresses should have the right attitudetoward everyday’s show. That is to say, bring the mood of firsttime performance to everyday’s show and try the best to avoid the“inferior product” which means bad acting or facilities problems.④Efficiency: as we all know, Disneyland Park is a huge park. So theefficiency here aims to make people enjoy as more entertainmentfacilities as they can. For a company, the improvement ofefficiency will make contribution to striving tourists and planningprice strategy.d)Franchise model and creative combination1)The Disneyland in Japan is the cooperation of AmericanDisney Company and Japan Zixin Designing Company. TheDisney group offer brand licensing and take some of theprofits as reward. However, the most profits belong to JapanOriental Land Company (日本东方乐园公司) which actuallyrun the park.2)Because of location of Japan, Disney creatively combinesDisney Marine Park with Disneyland Park which brings moreprofits. Disney Marine Park is the only one Disney theme parkwhich theme for marine. The uniqueness attracts moretourists.Ⅱ.Disney Outside AsiaThe Walt Disney Company cost $4.4 billion to build the first Disneyland in Europe.Early in 1992, Paris Disneyland which located in the suburb of Paris was opened. Originally, it has six hotels, 5200 rooms. Paris Disneyland is the most pay amusement park in Europe. In 2000, it attracted 12 million visitors in all. However, this Disneyland didn't make a success and perhaps it is most profound and educational case in the process of in Disney's globalization. On the first day of opening, there were only five thousand tourists which was only 1/10 of the expected number. Obviously, Disney didn't estimate the acceptability of visitors for their cultural products around the world which also led to the huge losses inEurope (over 10 billion loss in the first year, 3 billion and 45 million loss in the second year). The fault Disney made is that they blindly believed in their park and products. The lack of local investigation and research with local experts resulted in its unacceptable situation in Europe. Because there weren't suitable conditions to cater to the needs of local inhabitants, Disney would fail inevitably.According to John H Dunning’s OIL theory, Ownership advantage, Internalization advantage and Location advantage are three indispensable factors when a company decides to invest in a foreign country directly. The Paris Disneyland’s failure is due to its wrong entre model selection. They hurriedly entered a new market without seriously considering whether it possessed the location advantage or not. 1992 is a year that most Europeans already had a relatively high income, and citizens’ entertainment habits had been formed for a long time. Thus, no matter the number of tourists were high or low or whether the per capita amusement spending went to the expected level, because the absence of the necessary location advantage in international direct investment, it would eventually lead to failure. Unfortunately, Disney Company chose to adopt high investment and high risk direct investment mode in a place where the passengers are less and the entertainment spending are lower. If the Paris Disneyland had taken the technology transfer mode like TokyoDisneyland, the loss might be lower.3. SWOT analysis of Disneyland in Shanghai:Ⅰ.Overview of domestic theme parksIn the last few years, the Chinese have opened over dozens of theme parks in a dizzying array of styles and motifs. The themes parks has proved a series of success, from when on September 21, 1989, the Shenzhen Splendid China, the first theme park in China, opened up, to when a variety of theme parks, such as China Folk Culture Villages, Window of the World, Happy Valley and so on, went into operation. Major theme parks, such as World Park in Beijing, Suzhou Paradise in Suzhou, Jiangsu, Sung Dynasty Village and Hangzhou Paradise in Hangzhou, Yunnan Ethnic Villages and International Horticultural Exposition in Kunming, Yunnan, Nanshan Cultural Tourism Zone in Sanya, Hainan, and Lemandi Amusement park in Guilin, Guangxi and so forth, springing up like mushrooms, have created a favorable new situation in China. Recent years, Songhua River Ice and Snow World, opened up by Harbin, Hei Longjiang during the Ice and Snow Festival, also functioned as a theme park for that specific period of time.Ⅱ.The main patterns of domestic theme parksAt present, the main theme parks in China can be roughly divided into the following patterns on the basis of their themes.The Eight most popular theme parks in China:•Xishuangbanna Dai Ethnic Garden•Hong Kong Disneyland•Beijing Happy Valley•Window of the World•Qingming Shanghe Park•Tang Paradise Lotus Park•Horticulture Expo Garden•Hengdian World StudiosⅢ.SWOT analysisNovember 4th, 2009, Shanghai Government announced that the application report of the program of Shanghai Disneyland had approved, then at April 8th, 2011, the construction of Shanghai Disneyland began. This news appealed publics concern once it published. Next, the paper will make the SWOT analysis on the development of Shanghai Disneyland four years later.⑴Strenghthsa.The advantages of residents and geography: the Yangtze riverdelta region which Shanghai located is the economically richestregions in China. Within 300 kilometers radius from Shanghai, itcan radiate over 3.2 million people.Also with the coming of High-SpeedRailway age provides anuncomparable advantage forShanghai in transportation.●Shanghai leads GDP and FDI in China⏹GDP US$ 4,512 (2001)⏹9% of total FDI in China.●Shanghai Residents (2002)⏹18.4 million, including floating population⏹Average household size is 2..9●Tourists population (2000)⏹64.7 mainland domestic⏹ 1.5 million foreign overseasb.The advantages in brand: Disney is famous for its catoons allover the world, this facilitates the theme park Disneyland famous in other countries outside America. The brilliance of Disney culture lies in it make an American Processing of the diverse culture of the world. All the classical cultures have their strong ability of self-inherit, Disney takes this property and imbedded in American Fashion culture.c.Advanced manage concept: the typical dialogue between the newemployees and managers is:Manager: As we all know, McDonald pruduces humburgers,then what Disneyland produce?New employees: Happiness.Wherever Disneyland is, it alwals follow a management conceptSCSE: safe, civility, show, efficiency—to make sure our safe, tomake our employees elegant, to make our performance amazing,and to make our work efficient.d. Make the Wonder Land locationlization: At the ceremony ofopenning of Shanghai Disneyland, the Micky Mouse is wearing aTang jacket. This implied that Shanghai Disneyland will mixChinese culture with Disneyland’s ow n culture, to build an uniqueDisneyland in Shanghai. Also compare with other overseasDisneyland, the Disney Corporation has created a Shanghai-styleoperation pattern—the Chinese shareholders could also take partin the management of Shanghai Disneyland.e. Advantage in location: The Shanghai Disneyland chooses NewPudong District, thus it will avoid large scale of removal andsetting, and to some degree reduce the construction cost.⑵ WeaknessA. Culture differences: Though Disney has been a well-known brandin the world, it fails to achieve booming success in Paris. Culturedifference is the key point here since the native might have astrong sense of nationality and refuse to accept something thatmeans a shock to their own culture.B. Threats on facilities: For the development of the high-tech, mostkids grow up with video games which offer interaction and asense of participation. Therefore it is afraid that the facilities inthe Disney Park cannot satisfy their potential needs, kids mightregard it as something boring.C. The degree of culture mixture: It is a dilemma on whether to copythe original pattern in the United States or follow the trend of localization. If there is nothing special, people are not willing to visit our Disneyland. Especially with the rapid development of transportation and globalization, distance is no longer the hindering point and people have much more to choose where they would like to have fun in the current situation. It requires us to form our feature culture whi ch can really seize customers’ attention.D. Brand awareness in China: Without the hot broadcast of Disneycartoon in the United States for more than eighty years, there would be the success of the American Disneyland. Most Chinese children were accompanied by the Chinese cartoon characters in their childhood, for example, Monkey King, lanmao and so on. They are more familiar with the Chinese cartoons other than the foreign ones.⑶ OpportunitiesA. Attract more tourists: after the Shanghai EXPO, Shanghai hasmade him a more popular city all over the world. And also due tothe complicated formalities going to Hong Kong, a large proportion of mainland tourists will give up the plan to go to the Hong Kong Disneyland. So, the construction of Shanghai Disneyland will give the mainland tourist a chance to contact with Disneyland.B. Mixture of other countries: the concept of Shanghai Disneyland ofmaking a mixture with Chinese traditional culture to make Shanghai Disneyland unique in Chinese, and also increase the competitiveness.C. Multiple operation pattern: the mixture of operation with otherChinese Shareholders will give Shanghai Disneyland a multiple operation pattern. Not only use the traditional operation pattern of Disneyland its own, but also the Chinese operation pattern in theme park. This will serve as a better way to advertise the Disneyland in Chinese, even in Asia.⑷ThreatsWith the entry of the anime, Disney faces more competitors in this big market. Lack of the culture background, Chinese citizens couldn’t have a better understanding of the Disney culture. They just focus on the superficial beauty and designs. Thus many parents argue that Disney fails to convey the education significance to children compared to Chinese local theme parks.Failing to attract customers, all money and other investment will be in vain.4. The future development strategy and forecasting.Ⅰ.Brand PromotionSince Disney is already a world-wide famous brand and has achieved a host of success in many countries, what it will do in Shanghai should not be just a copy of the previous. Chinese customer has separated into two opposed groups holding different attitudes towards the construction of Shanghai Disneyland. Thus, in order to satisfy and attract as many customers as possible, distinguished-product strategy should be considered firstly. Then, before the opening of Shanghai Disneyland, advertising is the very most important thing. Obviously, the spokesman for the advertisement is quite significant. We prefer Chen Huilin and Zhang Xueyou who have already done some promotion work for Hong Kong Disneyland. Besides, we’d like to invite the sweet cou ple-Ma Yili and Wen Zhang along with their daughter to be the local spokesmen hoping to create a harmonious atmosphere and shorten the distance between the customers and us. Afterwards, we’ll turn to Zhang Yimou who has overlooked the ceremony of Beijing Olympics to design a video for Shanghai Disneyland. Specifically, the video will be divided intocontinuous series and apply different edition using different local dialects. In order to broaden the scope of advertisement, it is suitable to make use of CCTV, Shanghai TV, Hunan TV and some other local TV stations, Internet, advertisement on buses, subways, stop boards and some other public places.ⅡProduct innovation strategy(1)The true product breakthrough lies in successfully extends the pure cultural product to taking the theme park as representative's cultural tourism. This concept means except for the traditional Mickey and Mouse series of movies, cartoons and so on, we need to enlarge our product range to such travelling in Disneyland that will making guests have an appreciation of the local traditional culture by tracking down the cultural celebrity traces. For example, we can build some former residence of those big giants like Luxun, Sun Zhongshan and so on, thus combining the easy and pleasant Disney style with deep and rich cultural deposits charm together. At the same time, in order to attract the little aged children’s eyes, we can add some other cartoon characters like Monk Tang and his three prentices, little hero Wan Erxiao, popular TV star---Xi Yangyang and Hui Tailang as well as Mickey wearing Tang style clothes, thus catch hold of different age groups people’s different tastes.(2)The related theme hotels facilities can expand its service range on a relatively large scale. For example, it can supply not only local specialflavor food, but also can add different styles of food of different areas, thus satisfying people from elsewhere. Apart from this, amusement parks can also increase new amusement place according to different age group and enhance the quality and the diversity of facilities and the services to appeal more customers. For instance, establishing special areas for the disabled, old-aged people, children and so on.ⅢPricing Strategy(1)At the very beginning stage, in order to extending volume growth, it is necessary for us to lower the price, thus making sure we can gain a stable income and build a certain number of guests base.(2) According to different factors like the product type, the sales time and the place and so on adopts different fixed price strategy to adjust to different consuming needs and make sure that the majority of target market crowd is acceptable. For example, setting different price levels for different age groups under different time periods and lowering price at the time of few customer flows.(3) Promoting salesA. decreases of the admission ticket price ----Promoting the family token, the group ticket, preferential tickets of yearly pass moves.B. the present souvenir's promotion -grasps the tourists’ psychological goal and provides value-added service like bestows some Disney souvenirs to the guestsC. the holiday promotion-- in the local holiday periods, conducting some holiday promotion, for example promotes the large-scale performance and the celebration activities with special Chinese taste, like Peking Opera, Yue Opera and so on.。
上海迪士尼2023年报告
上海迪士尼2023年报告一、概述上海迪士尼乐园是中国大陆首个迪士尼主题公园，于2016年6月16日正式开园。
本报告将对上海迪士尼乐园2023年的运营情况进行总结和分析。
二、乐园运营情况1. 游客数量统计2023年，上海迪士尼乐园共接待游客1200万人次，较去年增长了10%。
这主要得益于乐园不断改进和丰富的游乐项目，以及优质的服务和体验。
2. 收入分析上海迪士尼乐园2023年的总收入达到30亿人民币，同比增长15%。
其中，门票收入占比40%，餐饮和商品销售占比35%，其他收入占比25%。
乐园通过多样化的收入来源实现了良好的经济效益。
3. 累计投资和贡献自开园以来，上海迪士尼乐园累计投资超过350亿元，为中国本土旅游业贡献巨大。
乐园不仅为当地带来了就业机会，还促进了旅游业和相关产业的发展。
三、游乐项目的新发展1. 新推出的游乐项目2023年，上海迪士尼乐园引入了多个创新的游乐项目，包括：•新版本的太空山过山车：通过引入虚拟现实技术，让游客感受到更加逼真和刺激的过山车体验。
•互动体验区：游客可以在这里参与互动游戏、角色扮演等活动，与迪士尼经典角色亲密互动。
•水上游乐园：在乐园的扩建区域开设了水上游乐项目，为夏季提供了更多的娱乐选择。
2. 乐园扩建计划为了满足不断增长的游客需求，上海迪士尼乐园计划在未来几年进行扩建。
计划包括新增游乐项目、增加餐厅和商店的数量，以及改善交通和基础设施等。
这将进一步提升乐园的吸引力和游客体验。
四、社会责任和可持续发展1. 社会责任项目上海迪士尼乐园一直致力于社会责任项目的开展，包括：•环保行动：乐园采取一系列措施，如提高废弃物回收率、减少用水用电、推行可持续采购等，为可持续发展做出贡献。
•社区参与：乐园与周边社区合作开展一些公益项目，如捐赠物资、支持教育活动等，为当地社区做出贡献。
2. 员工培训和福利上海迪士尼乐园注重员工培训和福利，为员工提供良好的工作环境和发展机会。
乐园通过培训计划、员工福利和奖励等方式，激励员工提供优质的服务，同时关注员工的生活质量和福利。
用swot分析方法分析上海迪斯尼能否盈利
用swot分析方法分析上海迪斯尼能否盈利在对项目进行分析之前，先对项目有个大体的了解，以便于更好的进行分析。
上海迪士尼乐园（Shanghai Disneyland Park），是中国第二个、亚洲第三个，世界第六个迪士尼主题公园，该项目由中方公司和美方公司共同投资建设。
项目建设地址位于上海市浦东新区川沙新镇，占地116公顷。
项目建设内容包括游乐区、后勤配套区、公共事业区和一个停车场。
”2011年4月8日，上海迪士尼乐园，正式动工。
预计2015年完工。
计划投资245个亿。
上海迪斯尼乐园是一个，国际合作项目，现在正在建设中，关于其能否盈利，我们只能根据现有的材料做出初步的预测，而就本项目来说，一些材料和数字，以及文化特性在内的软实力只能进行定性研究，而不能量化，所以也就造成分析的不够准确性，但总体的方向想必还是可以通过对四个因素的分析，得出相应的结论，下面就用swot分析方法对此项目能否盈利进行具体分析。
Swot分析方法包括四个分析要点：一、优势，二、劣势，三、机遇，四、威胁。
上海迪斯尼是国际合作项目，由上海申迪斯和华特迪斯尼合作建设，在优势方面表现为优势：技术技能优势：主要体现在华特迪斯尼的经营理念和创新观念上，以及华特迪斯尼在全球范围内的营销，都是其他国内项目无法比拟的，还有迪斯尼的服务理念，都具有国际化的水准，所以对于市场来说，上海迪斯尼的营销和经营理念可能比国内的其他主题公园更占优势。
有形资产优势：上海迪斯尼计划占地116公顷，与世界其他的迪斯尼相比，是最小的，但是同国内其他的主题公园相比，在占地面积上还是算大的，而且计划245个亿的投资也是其他主题公园不能比拟的。
无形资产：迪士尼全称为The Walt Disney Company，取名自其创始人华特·迪士尼，是总部设在美国伯班克的大型跨国公司，主要业务包括娱乐节目制作，主题公园，玩具，图书，电子游戏和传媒网络。
品牌价值位于世界前十，2008年：品牌价值292.51 亿美元，名列第9位。
上海迪士尼乐园可行性分析
上海迪士尼乐园可行性分析上海迪士尼乐园是中国第一个以迪士尼为主题的大型主题乐园，它于2016年6月正式开园。
作为全球知名的主题乐园品牌，迪士尼乐园在世界各地都有着极高的知名度和吸引力。
那么上海迪士尼乐园的可行性如何呢？下面将从市场需求、政策支持、资源条件、投资回报等方面进行分析。
首先，上海作为中国经济发展的重要城市之一，具有极大的旅游消费潜力和较高的消费能力。
中国旅游市场正在快速增长，人们对于主题乐园的需求也在不断增加。
上海迪士尼乐园的开设能够满足市场需求，吸引大量游客前来消费，具有较高的市场可行性。
其次，中国政府高度重视旅游业的发展，并提出了一系列政策措施来支持和推动旅游产业的发展。
上海迪士尼乐园作为一个大型文化旅游项目，可以得到政府的政策支持和合作。
政府的相关政策措施将为上海迪士尼乐园的运营提供有力的支持和保障，增加了其可行性和成功的可能性。
再次，上海具有得天独厚的资源条件。
上海地处中国东部沿海地区，交通便利，连接全国各地和世界各地的交通网络发达。
此外，上海是中国重要的商业、金融和文化中心，拥有庞大的人口基数和较高的消费水平。
这为上海迪士尼乐园的客流量提供了坚实的基础，具有很强的可行性。
最后，投资回报是分析乐园可行性时必须考虑的重要因素之一。
上海迪士尼乐园的建设投资庞大，但根据市场调研和经济分析，迪士尼乐园作为一个独特的娱乐品牌，其品牌效应和知名度将能够吸引大量游客，同时也能够提供多种收入来源，如门票收入、餐饮收入、周边商品销售等。
因此，上海迪士尼乐园具有较高的投资回报潜力，具备可行性。
综上所述，从市场需求、政策支持、资源条件、投资回报等方面分析可知，上海迪士尼乐园具有很高的可行性。
在迪士尼的强大品牌效应和知名度的带动下，上海迪士尼乐园能够吸引大量游客，取得良好的经济效益，推动上海旅游业的发展。
上海迪士尼专题市场调研分析报告
上海迪⼠尼专题市场调研分析报告上海迪⼠尼专题市场调研分析报告本调研分析报告数据来源主要包含欧⽴信研究中⼼，⾏业协会，上市公司年报，国家相关统计部门以及第三⽅研究机构等。
⽬录第⼀节上海迪⼠尼基本情况概述及效益分析 (5)⼀、六⼤主题园区占地390公顷，区位优势显著 (6)1.中⽅分别持有业主公司、管理公司57%、30%股份 (6)2.度假区⼀期排名世界第三，⾯积超过东京 (7)⼆、⾸年有望超过800万⼈次，60%左右为外省客流 (9)1.横向⽐较度假区可容纳3000万⼈，⾸年客流超800万 (9)2.国际景区具备强⼤吸引⼒，外省游客超过⼀半 (11)第⼆节上海迪⼠尼产业消费需求分析 (13)⼀、酒店⾏业⼊住率和平均房价有望同步提升 (13)⼆、外省来沪游客将带动⾼铁、航空运量增长 (15)三、休闲游客带动本地⼤众餐饮需求增加 (19)四、多层次旅游需求带动本⼟商贸零售销售额提升 (20)第三节上海迪⼠尼客源及周边受益产业分析 (21)⼀、乌镇游客数快速提升，客单价⼩幅下降 (23)⼆、杭州宋城景区客单价与客流同步提升 (25)第四节上海迪⼠尼产业收益公司简析 (27)⼀、中青旅 (27)⼆、锦江股份 (29)三、春秋航空 (31)图表1：上海迪⼠尼乐园度假区是亚洲第三个、全球第六个迪⼠尼主题公园 (5)图表2：上海迪⼠尼股权结构 (6)图表3：上海迪⼠尼乐园交通便利 (8)图表4：上海迪⼠尼辐射江浙沪区域 (8)图表5：东京迪⼠尼乐园和海洋公园游客数随开园时间、园区扩建、节庆活动增长 . 10图表6：2014 年东京迪⼠尼度假区客源结构 (12)图表7：⽇本⾏政区域划分 (12)图表8：上海星级酒店平均出租率 (13)图表9：上海星级酒店平均房价 (13)图表10：上海星级酒店营业总额（亿元） (14)图表11：锦江酒店上海地区营业收⼊ (15)图表12：上海铁路客运量 (15)图表13：上海公路客运量 (16)图表14：上海机场营业收⼊ (17)图表15：浦东国际机场飞机起降架次 (17)图表16：浦东国际机场旅客吞吐量 (18)图表17：虹桥机场飞机起降架次 (18)图表18：虹桥机场旅客吞吐量 (18)图表19：上海餐饮业营业额 (19)图表20：豫园商城营业收⼊及增速 (20)图表21：江苏省历年游客⼈数 (21)图表22：浙江省历年游客⼈数 (22)图表23：乌镇接待游客数量及增速 (23)图表24：乌镇景区营业收⼊及增速 (23)图表25：东西栅游客数量占⽐ (24)图表26：乌镇景区客单价 (25)图表27：宋城景区客流量及增速 (25)图表28：宋城景区收⼊及增速 (26)图表29：宋城景区客单价 (26)图表30：2014 年中青旅景区收⼊占⽐9% (27)图表31：2014 年中青旅景区⽑利润占⽐37% (27)图表32：锦江酒店家数地区分布 (29)图表33：锦江酒店客房数地区分布 (30)表格1：上海迪⼠尼乐园度假区开项⽬ (5)表格2：全球六⼤迪⼠尼主题乐园 (7)表格3：按承载量测算上海⾸年有望接待1400万⼈次 (10)表格4：16 年上海本地居民游览迪⼠尼乐园⼈数预测 (11)表格5：2010 年世博会期间锦江股份持餐饮公司营收情况 (20)表格6：⾮江浙沪地区著名景区2010 年客流量增速 (22)表格7：乌镇景区收⼊敏感性分析 (28)表格8：中青旅财务数据预测 (29)表格9：开业的锦江酒店中长三⾓地区分布及占⽐ (29)表格10：锦江酒店16 年业绩敏感性预测 (31)表格11：锦江股份财务数据预测 (31)第⼀节上海迪⼠尼基本情况概述及效益分析华特迪⼠尼公司和上海申迪集团宣布上海迪⼠尼乐园度假区将于2016年6⽉16⽇正式开门迎客。
上海迪士尼发展分析报告
谢谢观赏
2、劣势（weaknesses）
1）文化差异。东西方文化差异使得迪士尼这种娱乐 方式可能不会轻易被一些国人所接受。 2）竞争对手。现有竞争对手和潜在竞争对手都对上 海迪士尼构成极大的竞争和压力。
3、机会（opportunities）
1）上海迪士尼乐园集开发儿童知识面，身心娱乐性、思维敏捷性、为 一体，是一套综合开发体力、脑力的现代娱乐设施。 2）具有趣味性、探险性、安全性等优点的较完善的智能化娱乐设施。
1）迪士尼乐园门票售价较高，且不包括乐园内的其它消费款项。过
高的票价会限制其回头客的数量，而且票价不包括园内其他消费款
项这点可能不会迎合中国消费者的消费心理。 2）迪士尼首次进军上海机会很大，对中国娱乐主题公园具有压倒性 的优势，但它依然面临着本土企业的强大反击和对抗，比如上海大 世界游乐城、欢乐谷都是其存在的强劲对手。 3）除了上海以外的其他地区的消费者是否了解迪士尼，并是否真正 的接受迪士尼也是一个潜在的问题。
目录
1：上海的城市意象 2：上海迪士尼的游客感知 3：园区现状 4：主要问题 5：具体分析 6：改进建议
一、上海的城市意象
上海是一个新兴的旅游目的地，这就要归功于它深厚的 文化底蕴和众多的历史古迹，如上海的地标：浦西的外滩和 新天地。位于浦东的东方明珠广播电视塔与金茂大厦却呈现 出另一番繁华景象，它们与上海环球金融中心等建筑共同组 成了全球最壮丽的天际线之一为“东方巴黎”添上灿烂的一 笔。 昔日的上海烙印着 “十里洋场”的繁华，讲述着旧上 海滩的浮华旧梦。外滩的夜景值得一看。商业发达，交通便 利。美食方面推荐浓油赤酱的本帮菜，也可以去城隍庙品尝 地道的上海小吃。上海迪斯尼乐园也于2015年开张。
上海热销门票排名前几位分别为：外滩，东方明珠，老城 隍庙，南京路，田子坊，朱家角等，
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上海迪士尼运营分析报告
从此前的一票难求到如今的低价销售，黄牛的退烧立即引起舆论对上海迪士尼客流不达预期的质疑。
有观点指出，上海迪士尼作为内地第一家迪士尼乐园，游客有很强的新鲜感，但新鲜感随时间减淡后，上海迪士尼将面临新的问题。
针对淘宝商家以低于上海迪士尼官网价格销售迪士尼门票的举动，记者以消费者身份询问上述出手上海迪士尼门票的淘宝网店店主，对方直言:“(票价)高的话谁来买,”此前也有报道指出，不少黄牛看中上海迪士尼的生意，囤积了大量上海迪士尼门票，但如今客流量并不如此前预期那么好，为防滞销只能便宜出售。
另外，一位不愿具名的上海浦东某酒店负责人也表示，从业内消息来看上海迪士尼目前客流量确实不如刚开始，甚至没有达到预期。
易观国际分析
师朱正煜则指出，“淘宝天猫、社区网站等都有低价的产品，这说明迪士尼在价格方面出现问题，包括分销管控、管理等方面的问题，因为人流未达到预期，才会出现低价票，以刺激他们的消费”。
不过，对于上海迪士尼客流量是否达预期的问题，上海迪士尼方面否认客流不达预期，并对媒体表示，自6月16日正式迎客以来，乐园已接待游客超过100万人次，甚至超出预期，而酒店的入住率则稳定在95%。
作为上海迪士尼的大股东，上海申迪(集团)有限公司副总裁程放此前曾公开表示，开园客流预计将达到1000万人次。
而北京欢乐谷每年游客接待数量为300余万人次，2015年为365万人次。
另外记者获悉，从9月1日开始，上海迪士尼将实行淡季票价，其中周一至周五及非假日的标准票价格从499元调整为370元，老年人、儿童、残障人士票价从375元变为280元，成人票价下降129元，老年人、儿童、残障人士票价下降95元。
淡季票价的
执行也预示着客流会随着季节的变化出现下降。
压力之下需“保温”
上海迪士尼从一开始进入中国市场就引起了广泛关注，甚至引发中国本土主题公园的担忧潮。
然而，在热潮渐消的背景下，上海迪士尼应该如何把控园区对游客的吸引力成为关键。
迪士尼这种主题乐园的消费是低频消费，对同一拨人来讲，很少有人一年去好几次，大部分是一年去一两次，且开业人流量会高，之后便会回落，这本身是旅游产品的特质之一。
实际上，迪士尼方面也担心中国市场过高的预期会给迪士尼带来不便，此前上海申迪集团董事长、上海迪士尼项目合作企业董事长范希平表示，运营测试可以找出各类问题，给外界过高的预期降温。
另一方面，在保持新鲜感的同时，还有观点提出，很多外来企业进入中国市场之后往
往会面临本土化的问题，从上海迪士尼这段时间的运营来看，本土游客出现的各种状况也让迪士尼频频出招解决，但解决效果却不甚明显。
而从管理方面来看，此前曾叫板上海迪士尼不盈利的万达集团董事长王健林近日公开表示，上海迪士尼的建造成本是万达的9倍以上，管理成本至少是5倍以上，同时上海迪士尼请来了1000多个国外人才介入管理。
另外，上海迪士尼也面临本土主题公园的竞争。
朱正煜表示，与本土主题公园相比，上海迪士尼的门票价格相对较贵，因此迪士尼的软硬件设施一定要有更明显的优势，否则对游客的吸引力将会有所下降。
记者了解到，上海欢乐谷的日常全票价为230元，同时还提供半价票活动仅需115元，比上海迪士尼高峰期票价便宜240元。
另一方面，中国近几年建设了众多主题公园，其中在上海一地，除了迪士尼外还有上海欢乐谷、上海玛雅水公园等，而在上海周边亦有多家主题公园，都与上海形成竞争关系。
而即将在北
京面世的环球影城更成为上海迪士尼的有力竞争者。
上海迪士尼应该关注到游客新鲜感下降的问题，不过单纯的游客减少问题并不大，重要的是要适当增加新活动进而吸引消费者能够二次游玩。
根据公开信息，上海迪士尼园区面积为390公顷，一期开园之后，后续或进行二期和三期的扩建。
而美国华特迪士尼CEO罗伯特?艾格在接受媒体采访时表示，目前上海迪士尼正在推进扩建。