Since the 1980s Disney has opened a new overseas theme park every decade. After finding success in Tokyo in 1983, subsequent parks in Paris and Hong Kong have struggled to profit financially and connect culturally with locals. For Shanghai in 2016, Disney utilized a new discourse for the parkʼs development and configuration termed “authentically Disney, distinctly Chinese.” In this paper, Disneyʼs emotional branding strategy for Shanghai Disneyland is analyzed using a framework of five antecedents for creating affective attachment to brands. In addition, the pragmatics of the dyadic phrase and the intertextuality of the parkʼs composition demonstrate that unlike previous international Disneylands, Disney blurred and removed cultural and contextual references to America from Shanghai in an effort to achieve resonance with Chinese visitors. The result is Chinaʼs Disneyland, not Disneyland in China. Though Shanghaiʼs revenue and attendance figures are good so far, Disney will likely face challenges to its new emotional branding strategy from within China and the US.