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A Mexican edutainment business model : KidZania

Author: David Gèuemes Castorena; Josâe Aldo Dâiaz Prado
Publisher: [Bingley] : Emerald Group Publishing Ltd., [2013]
Edition/Format:   eBook : Document : EnglishView all editions and formats
Summary:
Résumé : "Case overview - KidZania® is a Mexican company of family entertainment centers, founded in 1996 by Luis Javier Laresgoiti Fernández and fully developed by Xavier López Ancona. An innovative concept inspired in a fusion of nursery and theme park, KidZania®, brings together strong brands as partners to support their own and offer a complete entertainment and educational experience to kids between two and
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Genre/Form: Livres électroniques
Études de cas
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: David Gèuemes Castorena; Josâe Aldo Dâiaz Prado
OCLC Number: 931644071
In: Emerald emerging markets case studies
Notes: Titre de l'écran-titre (visionné le 30 nov. 2015).
Description: 1 ressource en ligne (14 p.)
Other Titles: Emerald emerging markets case studies.
Responsibility: David Gèuemes Castorena and Josâe Aldo Dâiaz Prado.

Abstract:

Résumé : "Case overview - KidZania® is a Mexican company of family entertainment centers, founded in 1996 by Luis Javier Laresgoiti Fernández and fully developed by Xavier López Ancona. An innovative concept inspired in a fusion of nursery and theme park, KidZania®, brings together strong brands as partners to support their own and offer a complete entertainment and educational experience to kids between two and 16 years old. A unique business model, involvement of experts and a committed board of directors has been the key to the innovation of KidZania®. Its managers, by 2011, operate eight centers - two in Mexico, two in Japan and the rest in Indonesia, Portugal, United Arab Emirates and South Korea - and have plans to expand to more countries in Asia, Latin America and Europe in 2011 and finally to the USA. The future of KidZania® seemed bright, and the manager of the company believed that the growth appeared unstoppable because the purpose was to grow on 100 percent. The strategy appeared clear: dominate in the emerging and consolidated markets (big cities) in order to strengthen its competitive position and then, enter the US market with all the muscle and take the lead in the biggest market. But what was the competition going to do about it? What will the moves be for big players like Walt Disney - which had revenues of US$38.06 billion (USSEC, 2010), for example? Will the competitors try to buy the new entrant in order to build it up or to disappear it? Or will they try to imitate KidZania®? What would be the future of this new edutainment business model?" -- Tiré du site web Emerald.

Résumé : "Expected learning outcomes - This case has been used in executive and MBA courses in creating and sustaining innovation, recognizing disruptive technologies, and in identifying effective methods of marketing a new innovative business model. Instructors can use the case to achieve the following two learning objectives: the KidZania® case helps students to refine their understanding of the model of disruption. They are forced to look closely at the product/service and decide whether it is a disruptive innovation or a sustaining innovation. This close examination becomes a helpful tool as students think about what decisions they would make to secure the success of the KidZania® in the entertainment market. The KidZania® case allows students the opportunity to develop their knowledge and understanding of the model "skating to where the money is". Based on their analysis of the company and product students, must decide whether the KidZania® is a business that will produce sustained revenue and is worth investing in" -- Tiré du site web Emerald.

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