Abstract

This case is reserved for use by the faculty author only.

The case is based on Ocean Park Corporation (OPC), which operates a popular theme park in Hong Kong.  The case was set in mid-2022.

In his first year as CEO of OPC, Ivan has intensively focused on implementing the Rethink Strategy that was put in place by his predecessor.  He has also begun to put his own mark on OPC, working to change employee mindsets, control costs in every way possible while actively pursuing alternative revenue opportunities.

However, Hong Kong is still under Covid-19 related restrictions, including a 7-night quarantine for all inbound travelers, a closed border with Mainland China and uncertainty as to when, not only life in HK will revert to its pre-pandemic ways, but when tourists will once again regularly visit HK in sufficient numbers.

Given the continued uncertainties regarding tourists, an essential revenue source for OPC and the eventual end of the special financial support the HK government extended to OPC during the pandemic, Ivan has to carefully consider how OPC can continue to survive until there is a greater semblance of normalcy in HK and for Ocean Park.

Learning Objectives

1. Change management: Understand the challenges and opportunities of change management.

2. Crisis management:  In what ways did OPC go about managing the crisis it confronted during the Covid-19 pandemic?

3. Employee relations: In what ways can relations with employees be effectively managed during times of change or crisis?

4. Concepts of leadership:  The case primarily focuses on the leadership of its new CEO, Ivan Wong, providing considerable insights on leadership.

5. Public-private stakeholders:  How can OPC effectively serve all of its stakeholders in both the public and private sector?