The Disney Corporation is a leading diversified international family entertainment and media enterprise with five business segments: media networks, parks and resorts, studio entertainment, consumer products and interactive media. (Disney Corporate, 2009). This company did not become one of the leading corporations in the world without hard work, an extreme dedication to the mission and core values of the organization, and the successful application of the four functions of management: planning, organizing, leading, and controlling. Many internal and external factors may have a direct impact on the four functions of management like: globalization, ethics, and innovation.…
We are looking at a 26 market business that is very diverse. These markets are entrenched with country managers. Hightower has three months for his action. I think the initial direction he must follow is to develop a strategy that introduces a new way of thinking more appropriate for emerging a diverse market and he must immediately take charge, this will be very critical.…
The Walt Disney Company currently has many strategic plans in action; in 2005 the Company’s CEO, Robert Iger, ordered a restructuring of their Corporate Strategic Planning Division. The strategic planning department is now being incorporated into each of Disney’s four segments which include Studio Entertainment, Parks and Resorts, Consumer Products and Media Networks, as well as Disney’s International Organization. They are also utilizing smaller groups focusing on developing Disney’s five year plan as well as acquisition opportunities, new technologies, and emerging businesses. “Strategic planning will continue to play an important role in identifying the opportunities and challenges presented to our company as we grow our leadership position as the most valuable entertainment brand in the world,” said Mr. Iger in his 2005 announcement of the restructuring project (News Release, para. 3).…
5. Does Walt Disney’s portfolio exhibit good strategic fit? What value chain match-ups do you see? What opportunities for skills transfer, cost sharing, or brand sharing do you see?…
This research paper will analyze the acquisition and merger of Pixar by Disney. It will evaluate the strategy that led to the merger and acquisition, and will determine whether or not this merger was a wise choice. This paper will also discuss Target Corporation since it has not been involved in any mergers or acquisitions. It will analyze how Best Buy would be a profitable candidate for Target to acquire or merge with, and will explain why Best Buy would be a profitable target. Since Disney operates internationally, it will evaluate its international business-level strategy and international corporate-level strategy. It will also make recommendations for improvement. This paper will propose one business-level strategy and corporate-level strategy that I would consider for Target since it does not operate internationally.…
The Disney Corporation is a leader in both the family entertainment and the movie media industries. They are internationally acclaimed for their amusement parks and resorts, media networks, studio entertainment, and interactive media (Bahera, 2012, para. 1). Through Walt Disney’s vision, drive, creativity, and passion, Disney has become one of the world’s most successful multi-media corporations. Disney established its core values from the beginning, and they are still lived today. Since Walt Disney’s departure in 1966, Disney has had several leaders, including the current CEO, Bob Iger, who have duplicated Walt’s style and have continued to make Disney the powerhouse entertainer it is today. There are four functions of management: planning, organizing, leading, and controlling. These four functions are affected by several internal and external factors, including globalization, technology, innovation, diversity, and ethics. Disney became the success it is today by successfully applying the four management functions and understanding the impact the internal and external factors have on each of them.…
The Walt Disney Company has the mission to be one of the world’s leading producers and…
The Walt Disney Company is a global brand recognized throughout the world. As part of an Oligopoly market structure the Walt Disney Company works tirelessly to maintain its reputation, integrity, and social responsibility to the communities of the world through quality entertainment and communication tools for the entire family. According to Disney, “Disney’s performance in fiscal 2013 reflects the impact of the company’s acquisitions and capital investments and long-term strategy focused on exceptional creativity, innovative use of technology and global growth.” The Walt Disney Company’s plans are a part of the company’s goals which is to be the world’s leader in entertainment and communication. In order for the Walt Disney Company to keep its influence in the world of entertainment and communication, the Disney Company has continually used its revenues and profits to grow its brand name and products around the world by introducing the different cultures of the world in one location.…
The Walt Disney company can be seen as a highly diversified company. Over the years, it has pursued a wide range of diversification strategies that we can enhance:Horizontal integration: obviously, Walt Disney has invaded several markets, diversifying its offer to many fields. In 2000, we can find five big main fields of action where Walt Disney operates: Media Network, studio entertainment, theme parks and resort, consumer products and internet and direct marketing. Moreover, each of these categories is itself divided in other categories characterized by the horizontal diversification strategy. For instance, we can break the media network category in two: broadcasting and cable network.…
Walt Disney Company for eighty years has captured the attentions of millions of people around the world, offering family entertainment at theme parks, resorts, recreations, movies, TV shows, radio programming, and memorabilia (David, 2009). Today, Walt Disney possesses four main business segments: Disney Consumer products, Studio Entertainment, Parks and Resorts, and Media Networks. Each of Disney's business units increased profits apart from its interactive division, which was recently restructured (Garrahan, 2011). By combining Disney's long history with the commitment to quality, Disney Consumer Products has had a large and steady presence in the toy marketplace (Anonymous, 2010). Studio entertainment has been somewhat of a problem for Disney and has not increased revenues by great percentages. Parks and Resorts increased revenue by 29 percent in 2006 and media networks increased revenue by 43 percent. The Media Network segment brings in the most revenue and operating income (David, 2009). This segment and the Parks & Resorts segments are growing.…
The culture of the Walt Disney Company is not something that is easily defined. People under their employ come from all over the world to work in their theme parks, on their cruise lines and work for their many subsidiaries like Touchstone Pictures. Walt Disney had to overcome multiple cultural and diverse barriers in order to operate successfully in the United States and abroad. Entire management teams had to assimilate to the culture in which they lived and had to learn how to operate in different and constantly changing cultural climates. The Disney…
Since the Walt Disney Company is reaching a saturation point in domestic markets the corporation has recruited several notable executives and officers to fill its key management positions. Out of these positions only one of the ten corporate officers and three of the four group executives are Disney veterans. Eisner is hoping that with some new blood the company may generate new ideas to meet its corporate objectives which are: 1) to sustain Disney as the world 's premier entertainment company; 2) to maximize shareholder wealth through a target annual growth rate of 20 percent and a 20 percent or greater return on stockholders equity; 3) to maintain the basic integrity of the Disney name and consumer franchise; and 4) to accomplish the above while preserving basic Disney values in terms of quality, fairness, creativity, entrepreneurialism, and teamwork.…
Penetrating overseas market in not an easy task for business organizations and this is because of the diversity of our social-cultural differences which greatly define tastes and preferences. Walt Disney is one of such international organization that has faced the hurdles of international marketing for instance, the penetration of in Chinese market.…
Since its humble beginnings in 1923, the transformation and transition of The Walt Disney Company has been staggering. The ability of the organization to integrate and excel in so many business areas is admirable and should be respected on many levels. Michael Eisner’s crucial role in the turnaround of the organization since his arrival in 1984 is valued on many levels, but over that last few years, he has taken many missteps in properly managing the organization. Although Eisner often vocalized his want for Disney to effectively “manage creativity,” the strategy he implemented while CEO did not reflect this want, and over time dismantled the creative core of Disney, and essentially depleted all the synergy that he had created in his early years as head of the organization. After assessing Eisner’s actions, it is evident that his want of a sustained 20% increase in earnings per share year over year caused him to acquire and attempt further diversification without fully comprehending the affect of each added business unit. When Eisner began as CEO of Disney, the organization was an organization that had a related-linked diversification strategy (operating in multiple geographic areas in film, television, and theme parks”. The key factor linking these separate business units was “cross-merchandising” goods so that each new animated film produced became its own miniature industry through strong marketing efforts. Although this “cross-merchandising” strategy was very successful when Eisner began its implementation, in order for the company to maintain growth and diversification, Disney had to keep expanding at a rapid rate. This expansion may have been valuable initially, but by having the company grow at such a rapid rate (1984: 28,000 Disney employees, 2000: 110,000 Disney employees) the tight knit creative culture that Disney had spent so many years cultivating and maintaining quickly eroded, destroying synergies within the organization and damaging the unique…
With the use of material, human, financial and informational resources, Walt Disney has become the successful business that they are today. To be considered an organized business, a company needs to combine all these resources. Combining these four resources made Walt Disney a very profitable company that has grown extensively since the start of their business. The company currently has over 100,000 employees throughout all areas of the business. It takes that many employees for the company to provide the services that are required to thrive in the entertainment industry.…