To: Max Pearson
From: Hayley
Date: 17 May 2009
Subjects: Proposal summary of the redevelopment of Ocean Park’s Tai Shue Wan site
Ocean Park, a Hong Kong’s home grown marine theme park which has been operating for 32 years providing both recreational and educational uses, has long contributed to Hong Kong’s tourism industry. Followed by its repositioning HK$ 5.5 billion Master Redevelopment Plan which is scheduled for completion in 2012 for competitive survival, the strategic expansion- the redevelopment of Tai Shue Wan site should be taken into our consideration for Ocean Park’s sustainability beyond 2012. The recommendations are devised for the TSW site to achieve Ocean Park’s goal – increasing profitability, raising visitor attendance and retaining its purposes of both recreation and education in long term.
In the process of making the recommendations, the constraints are the first we have to take into account. Currently, there are limited roads linking TSW and the headland and the south TSW has a steep terrain which is unfavorable for development. In addition, Ocean Park values its precious ecological assets; a large-scale construction will destroy the dense vegetation and animals’ habitats. With the budget of US$500 million for redevelopment, the recommendations are as follows:
Multi-storey recreation and education complex on northwest TSW
The terrain of northwest TSW is relatively gentler than the south and thus northwest TSW is considered to be the most suitable site for development. With an aim to minimize the adverse impacts on ecological assets because of the huge construction on the site, multi-storey is therefore the most feasible one since it allows wise use of land by vertical constructions.
Inside this multi-storey recreation and education complex, the ground floor is designed to be an indoor water park with pools for children and adults along with an artificial beach to attract both families and couples. The air temperature is kept around 30º C and the water temperature is kept at around 28º C and hence it can be operated throughout all seasons regardless of the weather.
The first floor consists of several thrilling rides and adventures for teenagers and young adults who are looking for excitements and challenges. The second floor comprises dining areas, souvenir shops and relaxing places which allow people to take a rest after playing an entire day. There are different kinds of restaurants allowing people to enjoy the food cultures around the world in the dining area and bars for nightlife enthusiasts on this floor.
The top floor is Ocean Fantasy which is a 800-meter tunnel covered by the screen. By walking through the tunnel which is designed with the latest technology in music and multimedia special effects, people can experience an extraordinary and sensational journey of being fishes by knowing their life and how human activities affect their habitats and thus raise public concern about the importance of protecting marine life.
In the nutshell, this multi-storey recreation and education complex can cater to the needs of various customers regardless of whether they are together with their family, their friends or their sweethearts.
Transportation – Aerial Train
Regarding the transportation, Aerial Rail is not only a transport connecting TSW and headland, but also a visually spectacular as visitors can pick the rides to enjoy the unprecedented scenic vista of TSW in a 15-minute journey. As far as the destruction on topography and vegetation are concerned by constructing directly on the slopes, this aerial rail is built overhead in an attempt to minimize this negative impact.
We have evaluated and assessed the feasibility of the plan and it has the ability to overcome the challenges mentioned in the beginning of this proposal. This project requires US$400 million and the revenue is projected and it will reach the break-even within 5 years owing to the increase in public attendance and spending. With the new facilitates, Ocean Park is not only more capable of fulfilling its objectives to be sustainable by turning a-day visitors to a-week visitors and attracting a wider range of customers, but also reaching its ultimate goal – being a brand-new, unique and irreplaceable recreational and educational theme park in Hong Kong.
Showing posts with label My writings. Show all posts
Showing posts with label My writings. Show all posts
Sunday, May 17, 2009
Wednesday, April 22, 2009
Intellectual properties and trademarks in electronic markets
Questions :Why is it important to protect intellectual properties and trademarks in electronic markets? Who should be responsible for protecting L’Oreal’s trademark? Should eBay be held responsible for trademark infringement?
Answers:
From the producers’ perspective, the revenue that can be generated from their creations is greatly reduced once the effect of IP and trademarks is diluted as they are initially the legal rights to protect and differentiate producers’ creations. For the digital goods, producers have limited control over the illegal reproductions and transactions. Even for the physical goods, the electronic markets act as a bleeding ground for counterfeit goods that cannot be easily tracked and identified. Thus, the uniqueness of the products and the value of their brand names are lessened. More importantly, the authority on how and where to sell the products is restrained. Not only the monetary returns, the non-monetary ones ( e.g. image) of the producers cannot be retrieved due to the infringements of IP and trademarks.
From the customers’ perspective, they cannot enjoy the original products since they become more exposed to fake goods which may have an inferior quantity due to the limited info in the electronic markets when buying physical goods online. For the intangible ones, although it seems to be convenient to get what they want by intensive searching and even get the products for free, they may notice the producers become less willing to invent and create more as they see the potential loss of revenue and therefore no intention to innovate.
In L’Oreal and e-Bay case, both of them should be responsible. Without the effort of one side, the trademark cannot be protected. L’Oreal should inspect and track whether some undesirable sales transactions occur on E-bay and report the cases. E-bay should also respond in getting rid of the harm done on the L’Oreal. Although it is a third party, it may hurt E-bay’s reputation if it becomes the platform of illegal transactions.
However, the more and wider the platforms and channels are, the harder the IP and trademarks can be protected especially when it comes to the electronic markets.
by Hayley
Answers:
From the producers’ perspective, the revenue that can be generated from their creations is greatly reduced once the effect of IP and trademarks is diluted as they are initially the legal rights to protect and differentiate producers’ creations. For the digital goods, producers have limited control over the illegal reproductions and transactions. Even for the physical goods, the electronic markets act as a bleeding ground for counterfeit goods that cannot be easily tracked and identified. Thus, the uniqueness of the products and the value of their brand names are lessened. More importantly, the authority on how and where to sell the products is restrained. Not only the monetary returns, the non-monetary ones ( e.g. image) of the producers cannot be retrieved due to the infringements of IP and trademarks.
From the customers’ perspective, they cannot enjoy the original products since they become more exposed to fake goods which may have an inferior quantity due to the limited info in the electronic markets when buying physical goods online. For the intangible ones, although it seems to be convenient to get what they want by intensive searching and even get the products for free, they may notice the producers become less willing to invent and create more as they see the potential loss of revenue and therefore no intention to innovate.
In L’Oreal and e-Bay case, both of them should be responsible. Without the effort of one side, the trademark cannot be protected. L’Oreal should inspect and track whether some undesirable sales transactions occur on E-bay and report the cases. E-bay should also respond in getting rid of the harm done on the L’Oreal. Although it is a third party, it may hurt E-bay’s reputation if it becomes the platform of illegal transactions.
However, the more and wider the platforms and channels are, the harder the IP and trademarks can be protected especially when it comes to the electronic markets.
by Hayley
Friday, December 5, 2008
Report for West Indies Yacht Club Resort
Report for West Indies Yacht Club Resort
To: Jim Johnson
From: Hayley
Date: 30th December, 2000
Subject: Analysis and recommendation report of West Indies Yacht Club Resort
After intensive investigating WIYCR issues during three Christmas holiday weeks, internal weaknesses were exposed which would probably harm the operation and development of the resort. In this report, I would like to indicate the main problems followed by analyzing the causes of them. Then, several solutions would be provided and finally recommendation would be given in choosing the most suitable ones for improvements.
To begin with, the existing problems of WIYCR can be summarized as follows:
4 main areas of concern
l High turnover rate of expatriate managers
l Low motivation of local staff
l Tension between expatriates and local staff
l Rising number of guest complaints
Findings and analysis:
l High turnover rate of expatriate managers
The causes of this problem can be originated to the inappropriate management styles of the managers. Since the understanding of locals is limited among some of the managers, they do not manage to enforce their right styles. For instance, laid-back and behind-the-scene are less effective than supportive and participative in managing the local staff. The wrong styles make the expatriate feel depressed since they cannot motivate the local staff to work probably. Thus, expatriates lack their enthusiasm to work in the resort after a short period.
l Low motivation of local staff
This is caused by the over-protection from the government labour policy guaranteeing the jobs and salary of the locals. Besides, BVI locals are nourishing-oriented; they cherish friendships between co-workers and better lifestyles. Thus, solely monetary reward is not effective at all. Therefore, according to Maslow’s Needs Hierarchy Theory, belongingness should be developed and also drive to bond which is in the Four-drive Theory should also be emphasized in order to boost their working spirit.
l Tension between expatriates and local staff
This is caused by the cultural difference. Different cultures shape different values and perspectives, for example, managers emphasize individualism, adopting to low power distance, low uncertainty avoidance and achievement orientation whereas BVI locals emphasize collectivism, adapting to high power distance, high uncertainty avoidance and nourishment orientation. The discrepancy leads to misunderstandings make lots of conflicts and disagreements. And tension is therefore built.
l Rising number of guest complaints
Obviously, it is initiated by the main 3 problems mentioned above. Internal weaknesses combining with ineffective operating the resort (e.g. insufficient staff in Peak seasons) results in poor services provided. That’s no wonder lots of dissatisfaction from the customers were created.
In fact, these problems can be linked up since they are related to each other. The crux of these issues is emanated from the cultural difference of expatriates and local staff. In an attempt to ease the problem, this brings to the suggestion part.
Suggestions:
l Informal gatherings ( e.g. Festival party)
l Formal meetings ( Instruction Days)
l Training program
Informal gatherings
They act as a bridge between locals and expatriates to build up Friendship and Team Spirit. To locals, they are encouraged to speak up and give their opinions for improvements which can satisfy their drive to bond. To expatriates, gatherings can help to create a harmonious relationship between expatriates and locals, and tension between them can be reduced.
Besides, managers can adapt to the local environment better in order to achieve their best management styles and satisfy their drive to acquire in order to have a lower turnover rate. The gatherings can be held in form of birthday parties or festival parties. However, extra operating cost are involved doing so.
Formal meetings (Instruction Days)
These help them know the difficulties of both sides and thus establish mutual understanding.
They should be held regularly giving clear instructions to reduce uncertainties as well as matching the effort with performance in the expectancy aspect. In addition, demonstrations can be done by managers to increase their awareness of the diary job of their subordinates and show their willingness to work with them. Apart from these, rooms were given for locals to ask questions, which in turn help them to get a clearer direction in the work processes and higher motivation of locals can be seen.
Training program
For locals, the training workshops should focus on 3 areas: Foreign culture, language and hospitality. Not only let them understand others culture and break the language barrier, but also teach them soft skills in order to treat the customers in appropriate ways helping reduce the guest complaints.
For expatriates, the training workshops should emphasize both BVI culture and management skills. Not only let them enjoy the goodness of the culture, but also teach them to communicate the staff in an effective ways and thus adjust to the best management styles.
Conclusion
To sum up, all problems rooted from the large cultural gap. The remedial measures listed above aim at facilitating mutual communication and thus establishing better understanding and trust to deal with the cultural clash. Managers and local staff are important assets which help to run the resort smoothly. Any disputes and conflicts make unnecessary loss to the resort. Therefore, creating harmonious environment is essential before coming to various solutions.
Recommendations
Since Christmas has already gone, the slow season is approaching. Originally, it should be the best time to organize various training workshops. However, they should be well-organized and planned thoroughly before gradually implemented. Therefore, in short-term, formal meetings and informal gatherings can be held first. Meanwhile, managers should take the lead to be the initiator and encourage locals to be participative and take the active roles.
Changing ones’ culture seems impossible but accepting and respecting others differences make possible. Therefore creating a big-family culture should be at the top of agenda before all feasible measures are implemented. Hopefully, WIYCR will enter the milestone of success.
To: Jim Johnson
From: Hayley
Date: 30th December, 2000
Subject: Analysis and recommendation report of West Indies Yacht Club Resort
After intensive investigating WIYCR issues during three Christmas holiday weeks, internal weaknesses were exposed which would probably harm the operation and development of the resort. In this report, I would like to indicate the main problems followed by analyzing the causes of them. Then, several solutions would be provided and finally recommendation would be given in choosing the most suitable ones for improvements.
To begin with, the existing problems of WIYCR can be summarized as follows:
4 main areas of concern
l High turnover rate of expatriate managers
l Low motivation of local staff
l Tension between expatriates and local staff
l Rising number of guest complaints
Findings and analysis:
l High turnover rate of expatriate managers
The causes of this problem can be originated to the inappropriate management styles of the managers. Since the understanding of locals is limited among some of the managers, they do not manage to enforce their right styles. For instance, laid-back and behind-the-scene are less effective than supportive and participative in managing the local staff. The wrong styles make the expatriate feel depressed since they cannot motivate the local staff to work probably. Thus, expatriates lack their enthusiasm to work in the resort after a short period.
l Low motivation of local staff
This is caused by the over-protection from the government labour policy guaranteeing the jobs and salary of the locals. Besides, BVI locals are nourishing-oriented; they cherish friendships between co-workers and better lifestyles. Thus, solely monetary reward is not effective at all. Therefore, according to Maslow’s Needs Hierarchy Theory, belongingness should be developed and also drive to bond which is in the Four-drive Theory should also be emphasized in order to boost their working spirit.
l Tension between expatriates and local staff
This is caused by the cultural difference. Different cultures shape different values and perspectives, for example, managers emphasize individualism, adopting to low power distance, low uncertainty avoidance and achievement orientation whereas BVI locals emphasize collectivism, adapting to high power distance, high uncertainty avoidance and nourishment orientation. The discrepancy leads to misunderstandings make lots of conflicts and disagreements. And tension is therefore built.
l Rising number of guest complaints
Obviously, it is initiated by the main 3 problems mentioned above. Internal weaknesses combining with ineffective operating the resort (e.g. insufficient staff in Peak seasons) results in poor services provided. That’s no wonder lots of dissatisfaction from the customers were created.
In fact, these problems can be linked up since they are related to each other. The crux of these issues is emanated from the cultural difference of expatriates and local staff. In an attempt to ease the problem, this brings to the suggestion part.
Suggestions:
l Informal gatherings ( e.g. Festival party)
l Formal meetings ( Instruction Days)
l Training program
Informal gatherings
They act as a bridge between locals and expatriates to build up Friendship and Team Spirit. To locals, they are encouraged to speak up and give their opinions for improvements which can satisfy their drive to bond. To expatriates, gatherings can help to create a harmonious relationship between expatriates and locals, and tension between them can be reduced.
Besides, managers can adapt to the local environment better in order to achieve their best management styles and satisfy their drive to acquire in order to have a lower turnover rate. The gatherings can be held in form of birthday parties or festival parties. However, extra operating cost are involved doing so.
Formal meetings (Instruction Days)
These help them know the difficulties of both sides and thus establish mutual understanding.
They should be held regularly giving clear instructions to reduce uncertainties as well as matching the effort with performance in the expectancy aspect. In addition, demonstrations can be done by managers to increase their awareness of the diary job of their subordinates and show their willingness to work with them. Apart from these, rooms were given for locals to ask questions, which in turn help them to get a clearer direction in the work processes and higher motivation of locals can be seen.
Training program
For locals, the training workshops should focus on 3 areas: Foreign culture, language and hospitality. Not only let them understand others culture and break the language barrier, but also teach them soft skills in order to treat the customers in appropriate ways helping reduce the guest complaints.
For expatriates, the training workshops should emphasize both BVI culture and management skills. Not only let them enjoy the goodness of the culture, but also teach them to communicate the staff in an effective ways and thus adjust to the best management styles.
Conclusion
To sum up, all problems rooted from the large cultural gap. The remedial measures listed above aim at facilitating mutual communication and thus establishing better understanding and trust to deal with the cultural clash. Managers and local staff are important assets which help to run the resort smoothly. Any disputes and conflicts make unnecessary loss to the resort. Therefore, creating harmonious environment is essential before coming to various solutions.
Recommendations
Since Christmas has already gone, the slow season is approaching. Originally, it should be the best time to organize various training workshops. However, they should be well-organized and planned thoroughly before gradually implemented. Therefore, in short-term, formal meetings and informal gatherings can be held first. Meanwhile, managers should take the lead to be the initiator and encourage locals to be participative and take the active roles.
Changing ones’ culture seems impossible but accepting and respecting others differences make possible. Therefore creating a big-family culture should be at the top of agenda before all feasible measures are implemented. Hopefully, WIYCR will enter the milestone of success.
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