Harvard Case - Dubailand: Destination Dubai
"Dubailand: Destination Dubai" Harvard business case study is written by William Goetzmann, Irina Tarsis. It deals with the challenges in the field of Business & Government Relations. The case study is 28 page(s) long and it was first published on : Jul 14, 2006
At Fern Fort University, we recommend that Dubailand adopt a phased development strategy focusing on sustainable tourism, strategic partnerships, and robust risk management. This approach will leverage Dubai's existing strengths in infrastructure and urban development, while mitigating potential risks associated with economic cycles and trends, financial markets, and geopolitical uncertainties.
2. Background
The case study focuses on Dubailand, a massive tourism and entertainment project in Dubai, UAE. The project was launched in 2003, aiming to become a global destination rivaling the likes of Disney World and Las Vegas. However, the project faced significant challenges, including the global financial crisis of 2008, leading to delays and cost overruns.
The main protagonists are:
- Mohammed bin Rashid Al Maktoum: The visionary ruler of Dubai, who initiated the Dubailand project.
- Dubai Holding: The state-owned investment company responsible for developing and managing Dubailand.
- International investors and developers: Key stakeholders involved in various aspects of the project.
3. Analysis of the Case Study
Strategic Analysis:
- SWOT Analysis:
- Strengths: Dubai's strategic location, world-class infrastructure, strong government support, and a growing tourism industry.
- Weaknesses: Dependence on oil revenue, high debt levels, potential over-reliance on luxury tourism, and environmental concerns.
- Opportunities: Diversifying tourism offerings, attracting international investment, promoting sustainable development, and leveraging technology for enhanced visitor experiences.
- Threats: Economic downturns, political instability in the region, competition from other tourism destinations, and environmental challenges.
- Porter's Five Forces:
- Threat of New Entrants: High, due to the availability of land and government support.
- Bargaining Power of Buyers: Moderate, as tourists have various options for destinations.
- Bargaining Power of Suppliers: Moderate, as Dubai relies on international suppliers for various aspects of the project.
- Threat of Substitutes: High, as tourists can choose alternative destinations for leisure and entertainment.
- Competitive Rivalry: High, as Dubai faces competition from other regional and global tourism destinations.
Financial Analysis:
- Debt Burden: Dubailand's development was heavily reliant on debt financing, which became a major challenge during the global financial crisis.
- Investment Returns: The project's profitability was initially uncertain, with high capital expenditures and long-term returns.
- Financial Sustainability: Dubailand's long-term financial viability depends on attracting sufficient investment, managing operating costs, and generating consistent revenue streams.
Marketing Analysis:
- Target Audience: Dubailand aims to attract a diverse range of tourists, including families, couples, and business travelers.
- Marketing Strategy: The project needs to effectively communicate its unique offerings, leveraging digital marketing, social media, and strategic partnerships.
- Brand Positioning: Dubailand needs to establish a strong brand identity that differentiates it from other tourism destinations.
Operational Analysis:
- Project Management: The project's complexity requires robust project management practices to ensure timely completion and cost control.
- Infrastructure Development: Dubailand's success hinges on the efficient development and maintenance of its infrastructure, including transportation, utilities, and amenities.
- Operations Management: Effective operations management is crucial for providing seamless visitor experiences and maximizing operational efficiency.
4. Recommendations
Phase 1: Stabilization and Diversification (2023-2025)
- Focus on Existing Attractions: Prioritize the completion and operationalization of existing attractions, ensuring their financial viability and attracting visitors.
- Sustainable Tourism: Implement sustainable practices throughout Dubailand, including eco-friendly infrastructure, waste management, and water conservation.
- Strategic Partnerships: Collaborate with international tourism operators, airlines, and travel agencies to attract visitors and generate revenue.
- Risk Management: Develop a comprehensive risk management framework to address potential economic downturns, geopolitical uncertainties, and environmental challenges.
Phase 2: Expansion and Innovation (2026-2030)
- Selective Expansion: Focus on developing new attractions that align with the sustainable tourism strategy and cater to specific target audiences.
- Technology Integration: Leverage technology to enhance visitor experiences, including virtual reality, augmented reality, and personalized digital platforms.
- Investment Diversification: Seek investment from diverse sources, including private equity firms, sovereign wealth funds, and international development banks.
- Government Support: Continue to leverage government support in terms of infrastructure development, regulatory compliance, and marketing initiatives.
Phase 3: Global Destination (2031 onwards)
- Establish Dubailand as a Global Hub: Position Dubailand as a leading destination for tourism, entertainment, and leisure, attracting visitors from around the world.
- Continuous Innovation: Continuously invest in research and development to create new attractions, experiences, and technologies.
- Sustainability Leadership: Become a global leader in sustainable tourism practices, showcasing Dubai's commitment to environmental responsibility.
- Strategic Alliances: Form strategic alliances with other global tourism destinations to create a network of interconnected experiences.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The recommendations align with Dubai's existing strengths in infrastructure development, tourism, and attracting foreign investment.
- External Customers and Internal Clients: The recommendations focus on providing a compelling visitor experience while ensuring the long-term viability of the project for investors and stakeholders.
- Competitors: The recommendations acknowledge the competitive landscape and aim to differentiate Dubailand through sustainability, innovation, and strategic partnerships.
- Attractiveness: The phased development approach allows for a gradual ramp-up of investment and revenue generation, mitigating financial risks and maximizing return on investment.
- Assumptions: The recommendations assume continued government support, stable economic conditions, and a growing demand for tourism experiences.
6. Conclusion
By adopting a phased development strategy focused on sustainable tourism, strategic partnerships, and robust risk management, Dubailand can overcome its past challenges and emerge as a thriving global destination. This approach will leverage Dubai's existing strengths, address potential risks, and position Dubailand as a leading example of sustainable tourism and urban development.
7. Discussion
Alternatives:
- Rapid Development: A rapid development approach could potentially attract visitors quickly but carries higher financial risks and environmental concerns.
- Limited Scope: Focusing on a smaller scope could limit potential revenue and impact, reducing Dubailand's ability to compete with other global destinations.
Risks:
- Economic Downturn: A global economic downturn could impact tourism demand and investment flows.
- Geopolitical Instability: Regional conflicts or political instability could deter tourists and disrupt operations.
- Environmental Challenges: Climate change and environmental degradation could impact Dubailand's sustainability and attractiveness.
Key Assumptions:
- Continued government support for the project.
- Stable economic conditions in the region.
- Growing demand for tourism experiences.
8. Next Steps
- Develop a detailed feasibility study for Phase 1.
- Secure funding and investment commitments.
- Establish a dedicated team to oversee the implementation of the phased development strategy.
- Develop a comprehensive marketing and communication plan to promote Dubailand.
- Monitor progress and adjust the strategy as needed.
By taking these steps, Dubailand can transform itself from a struggling project into a thriving global destination, contributing to Dubai's economic growth and showcasing its commitment to sustainable development.
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Case Description
Under the leadership of the al-Maktoum family, Dubai, a member of the United Arab Emirates, invested heavily in its infrastructure to reduce national dependence on oil and gas reserves. As an established international destination for shipping, business initiatives, and tourism in the Middle East, Dubai embarked on a new megascale project: to construct the world's largest amusement park, called Dubailand. Examines various aspects of Dubai's background, world real estate and tourism trends, and environmental and political conditions of the region to support a discussion of this ambitious project's feasibility.
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