Walt Disney Strategy Case
QUESTIONS FOR DISNEY CASE
1. What is Walt Disney Company’s corporate generic strategy? Explain the reason for your answer.
Broad Differentiation because its products are in media networks, parks and resorts, studio entertainment, consumer products, and interactive media. Thus, it attracts a wide base of consumers through differentiating its products by superior dedication to creating high quality content, technological innovations in entertainment and international expansion.
2. What is your assessment of the long-term attractiveness of the industries represented in Walt Disney Company’s business portfolio? See p. 234 in test.
Attractive (from most to least) : Studio Entertainment, Consumer Products, Parks/Resorts, Media Networks
Profitability, Growth, Competition are most important to diversified strategies. It is also a healthy sign that most of Disney’s profits come from attractive industries. Disney should reexamine the potential of Interactive Media line.
3. What is your assessment of the competitive strength of Walt Disney Company’s different business units? See p. 237 in text.
Consistent with the industry attractiveness, the weakest business unit is interactive media. The rest are in strong, competitive positions.
4. What does a 9-cell industry attractiveness/business strength matrix displaying Walt Disney Company’s business units look like? See p. 239 in text.
Below is the nine-cell industry attractiveness-competitive strength matrix. The x-axis is labeled as competitive strength/market position and the y-axis represents industry attractiveness. The way I determined the relative size and position of each of Disney’s five main business lines mentioned in the case was by first completing a weighted competitive strength score for each of the business lines. Additionally, figures provided in the case showed the revenues of each business line, which directly contributed to how big each circle was. It is evident from the
1. What is Walt Disney Company’s corporate generic strategy? Explain the reason for your answer.
Broad Differentiation because its products are in media networks, parks and resorts, studio entertainment, consumer products, and interactive media. Thus, it attracts a wide base of consumers through differentiating its products by superior dedication to creating high quality content, technological innovations in entertainment and international expansion.
2. What is your assessment of the long-term attractiveness of the industries represented in Walt Disney Company’s business portfolio? See p. 234 in test.
Attractive (from most to least) : Studio Entertainment, Consumer Products, Parks/Resorts, Media Networks
Profitability, Growth, Competition are most important to diversified strategies. It is also a healthy sign that most of Disney’s profits come from attractive industries. Disney should reexamine the potential of Interactive Media line.
3. What is your assessment of the competitive strength of Walt Disney Company’s different business units? See p. 237 in text.
Consistent with the industry attractiveness, the weakest business unit is interactive media. The rest are in strong, competitive positions.
4. What does a 9-cell industry attractiveness/business strength matrix displaying Walt Disney Company’s business units look like? See p. 239 in text.
Below is the nine-cell industry attractiveness-competitive strength matrix. The x-axis is labeled as competitive strength/market position and the y-axis represents industry attractiveness. The way I determined the relative size and position of each of Disney’s five main business lines mentioned in the case was by first completing a weighted competitive strength score for each of the business lines. Additionally, figures provided in the case showed the revenues of each business line, which directly contributed to how big each circle was. It is evident from the