By Michael Moriarty

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Hong Kong stands at a pivotal moment in its tourism journey. The city has made commendable efforts in reigniting interest – through government subsidies, mega-events and promotional campaigns. Even so, the question remains: how do we ensure this rebound becomes a renaissance? The answer lies not in discounts, but in delivering lifelong memories.
As a city known for its vibrancy, diversity and global connectivity, Hong Kong must now lean into what truly sets it apart: its ability to deliver emotionally resonant, culturally rich and unforgettable experiences. In today’s travel landscape, experiences are the new currency. The most valuable ones are those that spark joy, create memories and inspire return visits.
At Hong Kong Disneyland Resort, we have seen this first-hand. The 2024 financial year marked our strongest performance since opening – not because we lowered prices, but because we elevated the experience. We listened to our guests, adapted to their evolving preferences and delivered immersive, personalised offerings that connected deeply. From the viral success of the Jungle River Cruise skippers to the launch of the world’s first and largest World of Frozen, our strategy has been clear: create experiences that endure beyond the moment.
This year, as we celebrate our 20th anniversary, we are reminded of how deeply embedded the resort is in the fabric of Hong Kong’s tourism and community life. We have grown alongside the city, not just as an attraction, but as a place where aspirations are realised. Our commitment to cultural relevance and civic engagement has built a foundation of trust and goodwill that no subsidy can replicate.
During periods of economic uncertainty, we have remained steadfast in our commitment to continuously invest in our people and our products. In recent years, we have transformed Hong Kong Disneyland with the reimagined Castle of Magical Dreams, the daytime castle show “Follow Your Dreams”, the Momentous Nighttime Spectacular and World of Frozen. Each milestone reinforces our efforts to draw repeat visitation and appeal to broader audiences around the world.

But the true strength of our industry lies in the people who bring these experiences to life every day. Investing in the training and well-being of employees is more than good business – it is essential to our identity as a top destination. We consider our cast members ambassadors of the Disney brand and a reflection of our local culture.
When we empower our teams and treat them with respect, they can elevate the guest experience and help reinforce Hong Kong’s reputation as a welcoming, world-class city. The lesson is simple: exceptional experiences drive both revenue and resilience.
Hong Kong’s new tourism blueprint rightly emphasises mega-events and destination branding. To truly differentiate ourselves from neighbouring cities, we must pair these events with immersive products that reflect Hong Kong’s unique character. That means bold collaborations, seamless storytelling and a readiness to innovate together.
Hong Kong Disneyland has seen powerful results by joining hands with Hong Kong International Airport and the MTR Corporation to create buzz, as well as with travel agents and airlines to bundle park tickets with concert tickets and other experiences that extend stays. These joint efforts go beyond driving visitation – they deepen engagement and build affinity to Hong Kong.
Our themed cable cars with Ngong Ping 360, our cultural collaborations with the Hong Kong Philharmonic Orchestra and Hong Kong Ballet, and citywide activations during the 20th anniversary celebration are all proof that when we connect the dots across sectors, we create something truly memorable.

The global market is shifting in our favour. Travellers from mainland China, Southeast Asia, the Middle East and beyond are seeking authenticity over bargains. They want to feel something real and be part of something meaningful. Hong Kong is perfectly positioned to deliver that if we lead with innovative thinking and a united approach.
Some question whether Hong Kong can reclaim its former standing. I believe we can do more than that. We can redefine it. By embedding local culture into global brands, embracing innovation and fostering cross-sector collaboration, Hong Kong can become the model for sustainable tourism for decades to come.
This is not just about economic recovery – it’s about renewing emotional connections. It’s about giving people a reason to believe again, travel again and rediscover Hong Kong in ways that leave a lasting impression.
As Walt Disney once said, “Whatever we accomplish belongs to our entire group.” For Hong Kong, that group includes government, industry, community and our global visitors. We collectively have the power to turn this moment into a movement. Let’s bring this vision to life and ignite the future of Hong Kong tourism together.