Facing a Giant: What They Do, We don’t Do and What We Do, They Don’t or Won’t Do!

In everyone’s career, we look for a chance to compete with a giant. It is a challenge that produces adrenaline, drives interest, challenges every sense of our competitive nature, and makes us better at what we do. The thrill of the challenge makes us stronger and drives our creativity to achieve. When the offer to join Ocean Park was presented, there were many reasons to accept.

One of these was a chance to compete with a giant, truly the biggest and best in the industry.

As a Hotelier, I never anticipated my career would take me to an attraction, a theme park, to promote FUN. I knew nothing about a theme park other than having been a guest previously and enjoying the fun. Perhaps, it was the unknown, a new frontier, and the fact that someone believed in me to contribute to the cause. The “wild card” was the announcement of a new Disneyland being developed for Hong Kong. Disneyland is the best in the world. They started the theme park business and are a leader in the industry. This is one of the best marketing companies in the world. They are THE giant, well respected for their achievements, standards, innovation, creativity, and financial resources.

Disneyland does what everyone wishes they could do but cannot because of the lack of resources.

Joining Ocean Park would mean a chance to compete with the giant. It would surely be a David versus Goliath story. What a great opportunity to battle with the best and learn along the way from the best. Ironically, there was no trepidation in what was ahead. On the contrary, it fueled the interest and enthusiasm to compete. Success is never guaranteed and being up against a formidable foe like Disneyland would be challenging for sure. How could I not accept such a challenge?

My father once told me never to pick a fight with someone bigger and stronger because you are going to lose and it will hurt. Never forgetting this, the strategy was NOT to compete directly with Disneyland but to live with them in the marketplace. Competing directly meant a certain demise because this opponent is much stronger with much more budget to execute than one could ever imagine, that is reality. Our success would require us to be more creative with less budget, act quicker, and be more nimble. I have great admiration and respect for this opponent and if successful, it would be truly an achievement.

Respect for the competition is important and wise.

Our strategy was “What they do, we don’t do and What we do, they don’t or won’t do”. This became a motto from the very start. If we do what they do, there is a comparison in the market and we would lose. They will always have an advantage because of their immense power and budget. So, we find what they don’t do or won’t do and that is where we find our niche. Additionally, they are a large organization, and there are many layers of management and approvals. If we can stay nimble and quick to act, we can go to market first.

The good news is that after Disneyland opened, Ocean Park had over 10 consecutive years of excellent results, consistent record-breaking attendance, revenues, and surpluses, the best years in the history of the Park. It is a triumphant and remarkable story.