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• Case | HBS Case Collection | April 2020 (Revised June 2020)

  Oriental Land Co., Ltd.—Tokyo Disney Resort

  Ramon Casadesus-Masanell and Akiko Kanno

  This case describes the history of Oriental Land Co. Ltd.’s (OLC's) Tokyo Disney Resort (TDR), its operations, the extent of vertical integration, and the challenges it faced in 2018 as OLC's chairman and CEO, Toshio Kagami, contemplated how best to deal with congestion in the park. As of 2018, Tokyo Disneyland and Tokyo DisneySea, the two parks that comprised TDR, were the only Disney parks not owned and operated by Disney. Instead, OLC paid royalties to Disney based on the parks’ revenue (in yen). The parks were immensely popular, but OLC had begun to see lower customer satisfaction ratings in recent years as high attendance led to long wait times. Although it continuously added new attractions to TDR, the company now faced a dilemma regarding how to expand further, given the limited land available around the parks. Kagami also considered whether to focus on OLC's other businesses, such as hotels, and even its nascent agriculture business, which it used to grow food served in the two parks.

  Keywords: strategy for multi-business firm; business models; Growth; theme parks; Disney; Disney parks; licensing; royalties; two-part tariffs; Oriental Land Co.; Tokyo Disneyland; Tokyo DisneySea; Tokyo Disney Resort; Tokyo Disney; growth strategy; hotels; hotel industry; partnership; Development; attractions; rides; Urayasu; Kagami; congestion; pricing; amusement parks; amusement park industry; brand; branding; history; OLC; Corporate Strategy; Competitive Strategy; Business History; Price; Retention; Growth and Development; Growth and Development Strategy; Brands and Branding; Agreements and Arrangements; Contracts; Operations; Vertical Integration; Problems and Challenges; Partners and Partnerships; Business Strategy; Expansion; Rail Transportation; Transportation Networks; Accommodations Industry; Entertainment and Recreation Industry; Tourism Industry; Asia; Japan; Tokyo; United States;

  Citation:

  Casadesus-Masanell, Ramon, and Akiko Kanno. "Oriental Land Co., Ltd.—Tokyo Disney Resort." Harvard Business School Case 720-460, April 2020. (Revised June 2020.)  View Details

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• Chapter | Encyclopedia of Creativity | 2020

  Consensual Assessment

  B. A. Hennessey, J. S. Mueller and T. M. Amabile

  Over time, the field of creativity research has seen a gradual shift away from an almost exclusive emphasis on the creative person towards a more balanced inquiry that centers both on individual difference issues and questions about the nature of creative products and the conditions that facilitate the creation of those products. The consensual assessment technique (CAT) allows for the assessment of the relative creativity of products and is based on the assumption that a panel of independent raters, persons who have not had the opportunity to confer with one another and who have not been trained by the researcher, are best able to make such judgments. Over 40 years of research have clearly established that product creativity can be reliably and validly assessed based on the consensus of experts. Although creativity in a product may be difficult to characterize in terms of specific features, it is something that people can recognize and agree upon when they see it.

  Keywords: consensual assessment technique; product creativity; Creativity; Research;

  Citation:

  Hennessey, B. A., J. S. Mueller, and T. M. Amabile. "Consensual Assessment." In Encyclopedia of Creativity. 3rd ed. Edited by Mark A. Runco and Steven R. Pritzker, 199–205. Academic Press, 2020.  View Details

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• Case | HBS Case Collection | September 2015 (Revised February 2020)

  Managing Consumer Touchpoints at Nissan Japan

  Thales Teixeira, Nobuo Sato and Akiko Kanno

  In 2015, Nissan was third place in the Japanese auto market, behind Toyota and Honda. The challenge of increasing market share was that 80% of car shoppers who were non-Nissan owners did not consider Nissan during their purchase process. This process involved three main consumer touchpoints: mass media advertising, internet auto websites, and the physical dealerships. In the last five years, the importance of the dealers in influencing car sales had greatly diminished as consumers researched and chose which make and brand of car to buy online, going to the dealer only to negotiate price, purchase, and receive the car. Given this trend, how should Nissan's top marketer make changes in how Nissan manages these three key consumer touchpoints? And how to better integrate them to maximize sales.

  Keywords: Nissan; Automobiles; cars; touch points; digital marketing; Internet; Web Sites; Marketing Channels; Advertising; Auto Industry; Japan;

  Citation:

  Teixeira, Thales, Nobuo Sato, and Akiko Kanno. "Managing Consumer Touchpoints at Nissan Japan." Harvard Business School Case 516-035, September 2015. (Revised February 2020.)  View Details

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