Introduction
Ocean Park, located in Hong Kong, has long been a tourist and local attraction. Internal strengths and weaknesses and external opportunities and challenges define its unique operational environment. This study examines Ocean Park’s strategic vision, highlighting major opportunities and threats. Michael Porter’s Generic Strategy, the SAF model, the Forcefield analysis, and the Drift model will help the study. Ocean Park may capitalize on environmental awareness by promoting conservation and animal welfare. The park can capitalize on responsible tourism by promoting sustainability and animal conservation (Starr, 2013). Ocean Park can improve tourist experiences using AR and VR. The park may build immersive and interactive attractions by incorporating these technologies (Balasubramanian et al., 2022).
Due to Hong Kong’s global crossroads, Ocean Park can encourage cultural interchange and education. The park may become an educational attraction by working with schools and institutions globally to promote marine life, conservation, and diversity. Local competitors and adjacent locations compete for Hong Kong’s tourist and entertainment market (Li et al., 2013). Ocean Park must innovate to compete with newer, more technologically sophisticated attractions. The COVID-19 epidemic showed how economic downturns and visitor demand may affect the park’s finances. Economic uncertainty may threaten Ocean Park’s income and long-term viability. Ocean Park may face obstacles from changing animal welfare, environmental, and safety restrictions. Adapting to new regulations while providing a smooth visitor experience needs careful preparation and resources (Whittington et al., 2019).
This study will evaluate Ocean Park’s competitive strategy using Michael Porter’s Generic Strategies framework. Next, the Suitability, Acceptability, and Feasibility (SAF) model will evaluate the suggested strategy’s viability. Forcefield analysis will discover driving and restraining factors affecting plan execution. Finally, the Drift model will help Ocean Park prepare for long-term changes in its operational environment. Ocean Park is at a critical point as the article analyzes it. Ocean Park can continue success by maximizing possibilities and minimizing dangers, combining entertainment, education, and environmental care.
Strategic Analysis
Ocean Park, a renowned Hong Kong attraction, combines entertainment, education, and conservation. Ocean Park has tantalizing potential and daunting obstacles in a changing operating environment. The park is beckoned by worldwide conservation consciousness, innovative technology, and cultural interaction and education. However, increasing rivalry, economic instability, and changing legislation create uncertainties that must be managed. Michael Porter’s Generic Strategies steer Ocean Park to profitability and long-term success.
Opportunities and Threats
Ocean Park’s aim and the worldwide conservation movement provide a perfect chance to reach ecologically concerned and ethical tourists. Augmented reality (AR) and virtual reality (VR) technology allows storytellers to create immersive entertainment (Balasubramanian et al., 2022). Ocean Park can foster cross-cultural understanding via cultural interchange and immersion education in Hong Kong, an international melting pot. However, fierce competition from innovative attractions, the capricious nature of economic fluctuations derailing even the best-laid plans, and the ever-changing regulatory landscape require constant adaptation.
Michael Porter’s Ocean Park Generic Strategies:
Cost leadership
This approach emphasizes being the industry’s lowest-cost manufacturer with good quality. Ocean Park might save costs by simplifying operations, improving resource allocation, and obtaining advantageous supplier contracts. Conservation may make cost leadership difficult (Sumer and Bayraktar, 2012). Cost reduction may also impair the park’s quality and unique experiences, compromising its brand identity.
Differentiation:
Differentiation is to generate market-leading goods and services. Ocean Park may stand out by committing to conservation, offering distinctive educational experiences, and using technology to create new attractions. This strategy fits the potential, especially the growing conservation consciousness and new technology. Differentiation needs significant research, development, and marketing to successfully explain and deliver the distinct value proposition (Gamble et al., 2013).
Focus:
Tanwar (2013) states that the focus approach targets a specialized market. By creating eco-tourism experiences, Ocean Park might target a specialized market. This policy supports cultural exchange and education. However, relying on a restricted market niche might leave the park subject to economic changes or demand shifts within that sector (Moutinho and Southern, 2010).
Recommended Strategy: Differentiation
Ocean Park may use Michael Porter’s Differentiation Strategy to create a niche and boost profits in this complex environment. The Differentiation Strategy involves creating a distinct brand to distinguish a firm from its competitors (Koufopoulos and Pitt, 2012). Ocean Park adds distinct and fascinating activities to its core offers.
Conservation Leadership Differentiation:
Ocean Park’s conservation and animal welfare efforts define it (Blewitt, 2012). The park may attract ecologically aware tourists by strengthening and magnifying these efforts. Conservation-themed displays, behind-the-scenes encounters with conservationists, and immersive storytelling may help guests connect with the park’s objective beyond entertainment.
Utilizing Technology:
Ocean Park invites visitors on a sensory and imaginative trip with entertainment and technology. Augmented and virtual reality may be used to create immersive, multimodal experiences (Hilken et al., 2022). These technical wonders may weave beautiful tales that take visitors to undiscovered places, delivering a new degree of participation and astonishment.
Immersive Learning:
Ocean Park curates cultural and educational journeys to enhance Hong Kong’s multiculturalism. Global institutions, participatory seminars, and cross-cultural displays may make the park a learning and exchange center (Hue and Kennedy, 2012). Education enhances visitor engagement and makes Ocean Park a hub for global citizenship and cultural knowledge.
Ocean Park’s strengths and weaknesses match the Differentiation Strategy. Ocean Park may bridge the gap between enjoyment and purpose by focusing on conservation, immersive technology, and educational tales. Ocean Park’s devotion to biodiversity attracts conscientious tourists due to the worldwide conservation movement (Igoe and Brockington, 2016). The park’s offerings are enchanted by new technology, making them stand out and attracting visitors. As a cross-cultural bridge, Ocean Park revitalizes the diversified cultural exchange and education opportunities.
Ocean Park should rely on Michael Porter’s Differentiation Strategy to boost profits and longevity. Ocean Park can transcend entertainment and become a beacon of purpose-driven engagement by expertly combining conservation leadership, technology wonders, and immersive teaching. Ocean Park’s identity and purpose align with this approach, strengthening its competitiveness (Ershadi and Eskandari Dehdazzi, 2019). Differentiation guides the park over uncertain seas to a bright future.
Differentiation Justification
Ocean Park in Hong Kong is at a crossroads where strategic decisions might affect the park’s future expansion and profitability. In an operational environment that is always changing, having a practical, acceptable, and realistic plan is very necessary. Using Michael Porter’s Differentiation Strategy, which is the foundation of his Generic Strategies technique, Ocean Park may be able to boost its earnings and acquire an advantage over its competitors. This strategy choice was good, as shown by adopting the SAF model (which stands for Suitability, Acceptability, and Feasibility), the Forcefield study, and the Drift model.
Applying the SAF Model
Suitability
According to Zolfani et al. (2021), the appropriateness component of the SAF model evaluates how well a strategy fits in with an organization’s internal and external environments. Ocean Park’s capabilities and opportunities are a good match for the Differentiation Strategy. The park’s commitment to environmental protection and animal welfare is in line with the growing awareness of environmental issues on a global scale and helps develop its personality. Because Ocean Park’s fundamental ideas align with the distinctiveness Strategy’s emphasis on market distinctiveness, the latter is an appropriate fit for the former.
The use of augmented and virtual reality might provide Ocean Park with experiences that are more immersive and interesting. Because of these technologies, the park can construct multimodal tales that transcend the boundaries of conventional forms of entertainment. The location of Hong Kong at a crossroads of international trade enables cultural exchange and educational opportunities. Because Ocean Park has the potential to become a hub for various educational activities, this opportunity is a good fit for the Differentiation Strategy because it corresponds with that promise.
Acceptability
The acceptability component investigates the perspectives of stakeholders and the acceptance of the approach (Zolfani et al., 2021). Ocean Park’s Differentiation Strategy has received positive feedback from key stakeholders. Visitors who are looking for significant and transformative experiences will be drawn to attractions that include immersive technology, uncommon attractions, and educational involvement. Ocean Park’s objective of becoming a purpose-driven interaction center will more likely garner support from local and global populations concerned with conservation and ethical issues. The park’s reputation as a protector of both natural and cultural assets may entice more stakeholders. As a result of Ocean Park’s consistently high-quality experiences, the Differentiation Strategy is in line with the expectations of the park’s many different types of visitors (Pham and Sun, 200).
Feasibility
The viability of a strategy is evaluated using the resources, capabilities, and potential roadblocks (Ahmed et al., 2023). The feasibility dimension of the SAF model is responsible for making this determination. There is promise in the Differentiation Strategy; nevertheless, there is a need for strategic resource allocation, technological integration, and innovation management. Because of its strong financial position, Ocean Park is able to make investments that will enhance both the guest experience and the attractions itself. The infrastructure of the park and the skilled staff work together to deliver educational programs and attractions that are immersive.
In order to determine whether or not the Differentiation Strategy is viable, a comprehensive analysis of the potential issues is required. To implement cutting-edge technology, the park needs personnel with the necessary abilities as well as financial support. To find solutions for these issues, we will need to rely on research, strategic relationships, and innovative thinking. By overcoming these challenges, Ocean Park will be able to realize the potential benefits of implementing the Differentiation Strategy.
Applying Forcefield Analysis
(Han et al., 2023) The study on forcefields sheds light on the driving elements as well as the restraining aspects that impact strategy implementation. Ocean Park’s Differentiation Strategy is motivated by the park’s environmental legacy, reputation for exceptional entertainment, and ability to create immersive visitor experiences. The execution of the plan is driven by the park’s objective as well as the expectations of the stakeholders. On the other hand, the implementation of the plan may be hampered by limiting forces such as resistance to change, technological difficulties, and the demand for significant expenditures. Some people, particularly those who are unfamiliar with experiential education and traditionalists, could object to the use of cutting-edge technology. There is a possibility that augmented reality and virtual reality attractions may also have technical difficulties. In order to strengthen driving forces and separate oneself from the competition, effective change management, technological partnerships, and resource allocation are required.
Utilizing the Drift Model
The Drift model is used to predict changes in the strategic and operational environment. The Differentiation Strategy of Ocean Park is in line with current entertainment and visitor trends. The conservation efforts and educational immersion programs at Ocean Park are in line with experience and mission-based tourism. The increasing global awareness of the importance of conservation and ethics contributes to the expansion of Ocean Park’s mission-driven brand. Due to the rapid pace of technology advancement and the growing need for interactive and immersive experiences, Ocean Park’s concentration on future technologies comes at a particularly opportune moment. By harmonizing with these concepts, Ocean Park may become a leader in the development of unique attractions and meaningful experiences (Garg, 2023). Ocean Park is able to remain relevant in its industry, attract guests, and capture new market opportunities because of its strategic thinking.
Ocean Park’s strategic landscape is shed some light on by the Differentiation Strategy, which in turn helps the park achieve higher levels of success and profitability. The SAF, Forcefield, and Drift models all corroborate the soundness of this particular strategic approach. The concept is supported by the assets of Ocean Park, as well as the present potential and distinctive principles. The effectiveness of the technique is increased by the acceptance of the stakeholders and the management of the resources. It is possible for Ocean Park to put the Differentiation Strategy into action by focusing on both the restraining and driving forces. Following the trends might also help the park maintain its relevance in an industry that is always evolving. Ocean Park is led on this strategic path toward potential, prosperity, and significance by the Differentiation Strategy.
Conclusion
The Differentiation Strategy, based on Michael Porter’s Generic Strategies, should guide Ocean Park’s strategic decision-making. This approach, which tries to create a distinct brand, might help Ocean Park reach new heights by using its strengths and seizing current chances. The SAF model’s Suitability dimension shows Ocean Park’s compatibility with conservation, developing technologies, and distinctiveness (Rogers, 2019). This allows the park to provide immersive experiences for ecologically conscientious and purposeful guests. Ocean Park may become a cultural center and conservation hub using the Differentiation Strategy. The Differentiation Strategy excels in stakeholder acceptance. Visitors and ethical and conservation communities like the concept because it may provide unique attractions, immersive storytelling, and educational involvement. Ocean Park’s reputation for outstanding entertainment strengthens the strategy’s appeal to a wide range of stakeholders Feasibility, the pragmatic pulse of every strategic undertaking, shows that Ocean Park can implement the Differentiation Strategy despite hurdles. The park’s financial stability, infrastructure, and experienced employees enable immersive technology and educational activities. Strategic collaborations, resource allocation, and cautious management may overcome technology integration and innovation problems.
The Forcefield analysis shows the driving and restraining factors that might help or hinder the Differentiation Strategy. Ocean Park’s environmental history and ability to offer fascinating experiences drive the approach. However, opposition to change and technical complexity need cautious navigation. The Drift model predicts travel and entertainment trends. Ocean Park’s Differentiation Strategy capitalizes on experience and purpose-driven tourism by integrating conservation and immersive education. Ocean Park’s emphasis on new technology helps it stay current and engaging as guest expectations change. The Differentiation Strategy—illuminated by the SAF model, Forcefield analysis, and Drift model—is Ocean Park’s strategic architecture. Alignment, acceptance, and practicality distinguish Ocean Park from rivals and push it toward prosperity and purpose. Ocean Park’s Differentiation Strategy blends conservation, education, innovation, and meaningful experiences into a unique success story.
References
Ahmed, U., Carpitella, S., Certa, A., & Izquierdo, J. (2023). A Feasible Framework for Maintenance Digitalization. Processes, 11(2), 558.
Balasubramanian, K., Kunasekaran, P., Konar, R., & Sakkthivel, A. M. (2022). Integration of Augmented Reality (AR) and Virtual Reality (VR) as Marketing Communications Channels in the Hospitality and Tourism Service Sector. In Marketing Communications and Brand Development in Emerging Markets Volume II: Insights for a Changing World (pp. 55-79). Cham: Springer International Publishing.
Blewitt, J. (2012). Understanding sustainable development. Routledge.
Ershadi, M. J., & Eskandari Dehdazzi, R. (2019). Investigating the role of strategic thinking in establishing organizational excellence model: A moderating role of organizational forgetting. The TQM Journal, 31(4), 620-640.
Gamble, J., Thompson, A., & Peteraf, M. (2014). Essentials of Strategic Management 4e. McGraw Hill.
Garg, G. (2023). Innovators Unleashed: Strategies for Industry Domination. Gaurav Garg.
Han, S. J., Yim, J. H., Oh, J., Kwon, K., & Lee, J. (2023). Why do employees welcome or refuse shared leadership?: A qualitative exploration through forcefield analysis. Human Resource Development Quarterly.
Hilken, T., Keeling, D. I., Chylinski, M., de Ruyter, K., Golf Papez, M., Heller, J., … & Alimamy, S. (2022). Disrupting marketing realities: A research agenda for investigating the psychological mechanisms of next‐generation experiences with reality‐enhancing technologies. Psychology & Marketing, 39(8), 1660-1671.
Hue, M. T., & Kennedy, K. J. (2012). Creation of culturally responsive classrooms: Teachers’ conceptualization of a new rationale for cultural responsiveness and management of diversity in Hong Kong secondary schools. Intercultural Education, 23(2), 119-132.
Igoe, J., & Brockington, D. (2016). Neoliberal conservation. The Environment in Anthropology, 324.
Koufopoulos, D., & Pitt, M. R. (2012). Essentials of strategic management. Essentials of Strategic Management, 1-472.
Li, G., Song, H., Cao, Z., & Wu, D. C. (2013). How competitive is Hong Kong against its competitors? An econometric study. Tourism Management, 36, 247-256.
Moutinho, L., & Southern, G. (2010). Strategic marketing management: a business process approach. Cengage Learning EMEA.
Pham, M. T., & Sun, J. J. (2020). On the experience and engineering of consumer pride, consumer excitement, and consumer relaxation in the marketplace. Journal of Retailing, 96(1), 101-127.
Rogers, D. (2019). Environmental compliance and sustainability: global challenges and perspectives. CRC Press.
Starr, F. (2013). Corporate responsibility for cultural heritage: conservation, sustainable development, and corporate reputation (Vol. 4). Routledge.
Sumer, K., & Bayraktar, C. A. (2012). Business strategies and gaps in Porter’s typology. Journal of Management Research, 4(3), 100-19.
Tanwar, R. (2013). Porter’s generic competitive strategies. Journal of business and management, 15(1), 11-17.
Whittington, R., Angwin, D., Regnér, P., Johnson, G., Scholes, K., & Koleva, P. (2019). Exploring Strategy, Text and Cases. Pearson Education.
Zolfani, S. H., Bazrafshan, R., Akaberi, P., Yazdani, M., & Ecer, F. (2021). Combining the suitability-feasibility-acceptability (SFA) strategy with the MCDM approach. Facta Universitatis, Series: Mechanical Engineering, 19(3), 579-600.
write