Research on box office influencing factors and innovation strategies of Disney (Asian market) theme films

The income of Disney in the Asian region is a very important part because even though they have a great influence in the United States and Canada, it is still not enough because the consumption power of people in the Asian region is still a very large part. Asians still prefer their elements and character traits. This study is related to Disney revenue in Asia in the future and affects Disney income as a whole, as well as the company’s position in the field of film and its impact on the film industry. Using secondary data, we have analyzed Disney movie data in Asia from various aspects, how to increase the profitability of Disney movies. From a cultural perspective, we feel that Disney should focus on improving Chinese culture and even Asian culture to increase their ratings. Not only that, Disney should continue to innovate instead of repeatedly using the same means of consumption. Finally, the significance of this paper is that we have provided Disney movies with very good conditions for increasing profits.

The future of the New Zealand tourism workforce: 2035

<p>Imagining the future is a tantalising thought, considering that we will never truly know what lies ahead. Despite this inability, envisioning the future has not remained trapped in the realm of mere science fiction fantasies, but is increasingly attempted by organisations, academics and governments. This thesis uses scenario planning to ask what will the future of the New Zealand tourism workforce look like in the year 2035. Scenario planning, as a method of futures studies, is an increasingly popular approach to envisioning the future and draws upon key drivers of change in the present to formulate plausible future scenarios. This provides decision makers with a space for discussion and stretches their thinking through rich storylines. This thesis adds valuable insight to both areas of workforce planning, and New Zealand’s valuable tourism industry and its workforce. It takes an alternatively qualitative scenario approach to holistically explore this topic. The year 2035 was chosen to push the current industry discussions around the Tourism 2025 strategy even further into the future. A modified Delphi method guided the research, based on a similar scenario planning study by Solnet, Baum, Kralj, Robinson, Ritchie, and Olsen (2013) which focused on the tourism workforce of the Asia-Pacific region. This method adds truthfulness to the research and involves three rounds of surveys that draw upon the knowledge and consensus of experts within the tourism and workforce fields in New Zealand. From a list of ten drivers, immigration policies and the growing Asian market emerged as the most important and formed the basis for the four alternative future scenarios. “Manaakitanga is Found Here” presents a world of closed immigration and a niche Asian tourist market, where the workforce relies on, and celebrates, local knowledge and culture. “Pick of the Labour Crop” encourages a flexible workforce for private profit within open immigration settings with a niche Asian market. “Struggling for Respect” warns of a future where tourism lacks national strategic importance with a struggling workforce, amongst closed immigration policies and a mass Asian market. Finally, “Cheap and Plentiful” explores how open immigration and a mass Asian market could push a flexible workforce and a cheaper tourism product, which damages the country’s industry and image. The study reveals that some scenarios are more desirable than others, but regardless of which scenario unfolds, they each present various challenges and opportunities for the workforce.They emphasis the unpredictable nature of the future and stress the importance of flexibility in order to respond and adapt to changes. They also highlight the necessity of seeking a balanced solution for the workforce and striving for a quality tourism product that respectfully integrates our Māori culture.</p>

The future of the New Zealand tourism workforce: 2035

<p>Imagining the future is a tantalising thought, considering that we will never truly know what lies ahead. Despite this inability, envisioning the future has not remained trapped in the realm of mere science fiction fantasies, but is increasingly attempted by organisations, academics and governments. This thesis uses scenario planning to ask what will the future of the New Zealand tourism workforce look like in the year 2035. Scenario planning, as a method of futures studies, is an increasingly popular approach to envisioning the future and draws upon key drivers of change in the present to formulate plausible future scenarios. This provides decision makers with a space for discussion and stretches their thinking through rich storylines. This thesis adds valuable insight to both areas of workforce planning, and New Zealand’s valuable tourism industry and its workforce. It takes an alternatively qualitative scenario approach to holistically explore this topic. The year 2035 was chosen to push the current industry discussions around the Tourism 2025 strategy even further into the future. A modified Delphi method guided the research, based on a similar scenario planning study by Solnet, Baum, Kralj, Robinson, Ritchie, and Olsen (2013) which focused on the tourism workforce of the Asia-Pacific region. This method adds truthfulness to the research and involves three rounds of surveys that draw upon the knowledge and consensus of experts within the tourism and workforce fields in New Zealand. From a list of ten drivers, immigration policies and the growing Asian market emerged as the most important and formed the basis for the four alternative future scenarios. “Manaakitanga is Found Here” presents a world of closed immigration and a niche Asian tourist market, where the workforce relies on, and celebrates, local knowledge and culture. “Pick of the Labour Crop” encourages a flexible workforce for private profit within open immigration settings with a niche Asian market. “Struggling for Respect” warns of a future where tourism lacks national strategic importance with a struggling workforce, amongst closed immigration policies and a mass Asian market. Finally, “Cheap and Plentiful” explores how open immigration and a mass Asian market could push a flexible workforce and a cheaper tourism product, which damages the country’s industry and image. The study reveals that some scenarios are more desirable than others, but regardless of which scenario unfolds, they each present various challenges and opportunities for the workforce.They emphasis the unpredictable nature of the future and stress the importance of flexibility in order to respond and adapt to changes. They also highlight the necessity of seeking a balanced solution for the workforce and striving for a quality tourism product that respectfully integrates our Māori culture.</p>

Pengaruh Strategi Digital Marketing Terhadap Minat Beli Konsumen Di Era Pandemi Covid-19

Shopee is a marketplace from Singapore, and has started to expand the Southeast Asian market since 2015 including Indonesia. Lifestyle changes amid the pandemic have increased the use of digital media to support online shopping activities. The number of E-commerce usage has increased by 38.3% during the Covid-19 pandemic which started from January to July 2020. Shopee, which is under the auspices of the SEA Group company, is able to get the attention of consumers in Indonesia. It is known that in the first quarter of 2020 Shopee received 71.5 million visits and in the second quarter of 2020 there were 93.4 million visits with the number of orders entering the number of 260 million orders or an increase of 130% from the previous. The purpose of this study is to find out what digital marketing strategy is being carried out by Shopee, and how it affects consumer buying interest, especially in West Java Province during the Covid-19 pandemic, as well as what efforts can be made by Shopee to improve digital marketing strategies. they. Based on the results of the research, it is known that there are 3 digital marketing strategies carried out by Shopee, namely marketing techniques that are in accordance with the trend, maximizing digital media as a place of promotion, and implementing the 4C marketing mix which has influenced consumer buying interest by 51.50% and the remaining 48. ,50% is influenced by other factors not examined in this study such as needs, quality products, and so on.

De São Paulo a Seúl: las estrategias de Netflix en los mercados periféricos

Aiming to examine Netflix’s strategies in its global expansion and based on the debates on the transnationalization of tv flows, we observe the platform’s presence in two peripheral markets: Brazil and South Korea. In both, we find similar tactics, such as the licensing and commissioning of local content and partnerships with national production companies. Although we identified a recent shift in the company’s strategies from Latin America towards the Asian market, we argue that it is imperative to deconstruct Netflix’s position as a mediator of narratives to and from the “rest of the world”.

What Can We Learn from Business Innovation Fail-ure of Uber in Southeast Asia Market?

Uber is a global pioneer in the sharing economy platform entitled ride-hailing. It started to enter the Asian market in 2013-2014 with various community responses in each region. In March 2018, Uber withdrew from the competition in Southeast Asia after being acquired by one of the dominant players in the region, Grab. In connection with Uber's failure to operate its business in the region, this paper discusses Uber's business model, business expansion, competition in the market, and the factors that led to Uber's failure in the Southeast Asian market. To comprehensively describe the developing context, we used a qualitative method with a systematic data collection approach from literature reviews in conducting this study. This study emphasizes that large funding supports do not guarantee the success of business operations in a more globalized setting. Different market characteristics require different approaches. The case of Uber's failure in the Southeast Asian market, even though it was supported by large funds to "Uberize the entire world," proves that the characteristics made more "localized" are more likely at a certain point in time to survive. This study also underlines some learning points from the dominant factors causing the failure of Uber's business operations in the region that require immediate adaptation: non-conformity with market preferences, challenges from prevailing policies and infrastructure issues, and strong competition from local competitors.