Your SlideShare is downloading. ×
Walt Disney Company (Case Study)
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Walt Disney Company (Case Study)

24,731
views

Published on

Case Study …

Case Study
Walt Disney Company
By: Umar Ali
National Textile University
Faisalabad, Pakistan


2 Comments
7 Likes
Statistics
Notes
No Downloads
Views
Total Views
24,731
On Slideshare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
600
Comments
2
Likes
7
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Group Members UMAR ALI HAMID AFZAL ZUBAIR SAEED 10/19/2013 National Textile University 2
  • 2. Walt Disney Company It’s not about just Disneyland….! 10/19/2013 National Textile University 5
  • 3. HISTORY National Textile University 6
  • 4. History 1923: Disney and his brother Roy arrived in California to sell “Alice Wonderland”. October 1923: Disney Brother Cartoon studio was founded. But in 1925 the name was changed to “Walt Disney Studio”. 1928: First time ever, the Mickey Mouse emerged as the cartoon in sound. 1932: Flowers and Trees, first full-color cartoon and first Academy Award winner. 1950: The first live action film “Treasure Island” was completed. 10/19/2013 National Textile University 7
  • 5. History 1954: The company began television with Disneyland anthology series. 1955: The most successful series “The Mickey Mouse Club” began as well as the opening of new Disneyland Park in California. 1969: The Disney started its Educational films and materials. 1971: Walt Disney world Resort was opened with a Magic Kingdom and two hotels in Orland, Florida. 1982: Epcot Center was opened as part of Walt Disney World. 10/19/2013 National Textile University 8
  • 6. History 1983: Tokyo Disneyland, first international Disney theme park opened in Japan. 1988: At the Walt Disney World, Floridian Beach and Caribbean Beach Resort were opened. 1990: Disney moved towards Hollywood Pictures and acquiring Wrather corp. and television station KHJ. 1991: Disney purchased The Discover magazine (the leading consumer science). 1992: The Paris Disneyland was opened in France. 10/19/2013 National Textile University 9
  • 7. History 1993: The Disney was awarded the franchise for a National Hockey League team, The Mighty Ducks of Anatheim. 1995: The Disney Channel started operation in UK. 1996: Disney Online launches Disney.com. Radio Disney, a live 24-hour music-intensive radio network, debuts. 1998: ESPN magazine started as well as the opening of Animal Kingdom at The Disney World Resort. 2006: Disney unveiled Disney Xtreme Digital, a networking site aimed at children younger than 14 years of age. 10/19/2013 National Textile University 10
  • 8. Location Disney Resorts: 1. California 2. Florida 3. Tokyo 4. Hong Kong 5. Paris 10/19/2013 National Textile University 11
  • 9. Disney’s Corporate Structure The Walt-Disney Studios Disney Consumer Products • Walt-Disney Pictures • Disney Hard Lines • Miramax Films • Disney Soft Lines • Buena Vista Home • Disney Toys Entertainment • Disney Press • Disney Records • Disney Publishing Worldwide • Buena Vista Records • Disney Store • Hollywood Records • Touchstone Pictures • Pixar Animation Studios • Disney Theatrical Group 10/19/2013 National Textile University 12
  • 10. Disney’s Corporate Structure Media Networks • ESPN Park and Resorts • Disney Land Resorts • Disney/ABC Television Group • Walt Disney World Resort • ABC Owned Television Stations Group • Tokyo Disney Resort • Disneyland Paris • Internet Group • Hong Kong Disneyland • ABC Radio • Disney Cruise Line • Disney Vacation Club 10/19/2013 National Textile University 13
  • 11. Mission Statement Walt Disney Company is to be one of the world's leading producers and providers of entertainment and information. Using our portfolio of brands to differentiate our content, services and consumer products, we seek to develop the most creative, inovative and profitable entertainment experiences and related products in the world." 10/19/2013 National Textile University 14
  • 12. Proposed Mission Statement The mission of Walt Disney company is to be one of the biggest and trusted producer of entertainment and information provider and committed to balancing environmental stewardship(to help) with its corporate innovative goals and operations by using advance technology in all brands throughout the world for individuals. 10/19/2013 National Textile University 15
  • 13. Purposed Vision Statement Walt Disney Company is to be one of the world's leading producers and providers of entertainment and information. 10/19/2013 National Textile University 16
  • 14. 10/19/2013 National Textile University 17
  • 15. The Strategy-Formulation Analytical Framework 10/19/2013 National Textile University 18
  • 16. External Factor Evaluation (EFE) Competitive Profile Matrix (CPM) 10/19/2013 Input Stage Internal Factor Evaluation (IFE) National Textile University 19
  • 17. EFE Matrix Key External Factors Weight Rating Weighted Score Job opportunity 0.15 3 0.45 Highly profitable for state 0.10 2 0.20 Special offers for schools and tourists 0.08 4 0.32 People get freshness on demand movie 0.04 1 0.04 Sale of Hit Dramas DVDs 0.03 2 0.06 Increase media network 0.10 3 0.30 Change in technology 0.12 4 0.48 Unaffordable for middle and lower class 0.05 3 0.15 Economic recession 0.10 3 0.30 Stop physical growth of children 0.07 2 0.14 Success in not predictable 0.08 1 0.08 Security threat due to terrorism 0.08 2 0.16 TOTAL 1.00 OPPORTUNITIES Threats 10/19/2013 National Textile University 2.81 20
  • 18. IFE Matrix Key Internal Factors Weight Rating Weighted Score Best entertainment place in the world 0.08 4 0.32 Strong diversification 0.15 3 0.45 Good image (Goodwill) 0.09 4 0.36 Innovation (puppets to digital media) 0.15 4 0.60 Get easy feedback through social network 0.08 3 0.24 Acquire popular teams of different leagues. 0.05 3 0.15 Target niche market 0.05 3 0.15 Costly to visit 0.05 1 0.05 Huge investment with high risk factor 0.10 2 0.20 Specific target market 0.05 2 0.10 More costly R & D 0.05 1 0.05 Negative impact on children’s mind 0.10 1 0.10 TOTAL 1.00 Strength Weakness 10/19/2013 National Textile University 2.77 21
  • 19. Competitive Profile Matrix (CPM) Disney Time Warner CBS Critical Success Weighted Weighted Weighted Weight Rate Rate Rate Factors Score Score Score Advertisement 0.20 4 0.80 3 0.60 3 0.60 Management 0.18 3 0.54 4 0.72 3 0.54 Market Share 0.10 3 0.30 2 0.20 1 0.10 Global Expansion 0.08 3 0.24 2 0.16 1 0.08 Financial Position 0.10 2 0.20 3 0.30 1 0.10 Product Quality 0.15 4 0.60 3 0.45 2 0.30 Price Competition 0.07 2 0.14 3 0.21 2 0.14 Revenue 0.12 3 0.36 4 0.48 2 0.24 TOTAL 1.00 10/19/2013 3.18 National Textile University 3.12 2.10 22
  • 20. Matching Stage 10/19/2013 National Textile University 23
  • 21. 10/19/2013 National Textile University SWOT Matrix SPACE Matrix Grand Strategy Matrix Matching Stage IE Matrix BCG Matrix 24
  • 22. SWOT Matrix Strength – S 1. Best entertainment place in the world. 2. Strong diversification. 3. Good image in the mind of the people. (Goodwill) 4. Innovation (puppets to digital media) 5. Get easy feedback through social network. (Disney Xtreme Digital). 6. Acquire popular teams of different leagues. 7. Target niche market. Opportunities – O 1. Job opportunity. 2. Highly profitable for state. 3. Special offers for schools and tourists. 4. People get freshness on demand movie. 5. Sale of Hit Dramas DVDs. 6. Increase media network. Threats – T 1. Change in technology. 2. Unaffordable for middle and lower class. 3. Economic recession 4. Stop physical growth of children. 5. Success in not predictable. 6. Security threat due to terrorism. 10/19/2013 SO Strategies Weakness – W 1. 2. 3. 4. 5. Specific target market. Costly to visit Disney Parks and Resorts. Huge investment with high risk factor. (forecasting based) More costly Research and Development. Negative impact on children’s mind. WO Strategies S1, S3 + O1, O2 = W1 + O2, O6 = Market development Product Development ST Strategies S2, S4 + T1, T2, T3 = Batter Management Through cover the cost National Textile University WT Strategies W3, W4 + T1, T5 = Focus on R & D 25
  • 23. SPACE Matrix Internal Position Financial Strength External Position Rating Environmental Stability Rating Liquidity 6 Technological Change -5 Working Capital 3 Security Threat -3 Earning Per Share 5 Economic Recession -2 Return On Investment 4 Competitive Pressure -5 Cash Flow 4 Change in Demand -6 Total 22 Total -21 Competitive Advantage Rating Industrial Stability Rating Market Share -1 Financial Stability 6 Product Quality -2 Market Growth 5 Customer Loyalty -3 Utilization of Resources 5 Diversification -2 Increase media network 3 -8 Total 19 Total 10/19/2013 National Textile University 26
  • 24. SPACE Matrix Calculation: FS FS ES ES Sum of FS CA Number of components 22 4.4 CA 5 Sum of ES IS Number of components 21 4.2 IS 5 Y Axis Y Axis Y Axis 10/19/2013 = FS + ES = 4.4 + (-4.2) = +0.2 Sum of CA Number of components 8 2 4 Sum of IS Number of components 19 4.75 4 X Axis X Axis X Axis National Textile University = CA + IS = -2 + 4.75 = +2.75 27
  • 25. SPACE Matrix FS Conservative Strategies Aggresive Market Development Market Penetration Product Development Forward Integration Backward Integration Horizontal Integration Related Diversification Unrelated Diversification (+2.75 , +0.2) CA IS Defensive competitive ES 10/19/2013 National Textile University 28
  • 26. 10/19/2013 National Textile University 29
  • 27. BCG Matrix Market growth rate High 1.0 10/19/2013 High +20 Relative market share Medium 0.5 Media Network Park & Resort Parks & Resorts Studio Entertainment low 0.0 Consumer Products Medium 0 Low -20 National Textile University 30
  • 28. IE Matrix IFE Total weighted score (2.77) Strong EFE Total Weighted score (2.81) 3.0 to 4.0 10/19/2013 Average 3 2.0 to 2.99 Weak 2 1.0 to 1.99 1 4 High 3.0 to 3.99 3 Medium 2.0 to 2.99 2 Low 1.0 to 1.99 1 Hold and Maintain National Textile University 31
  • 29. Grand Strategy Matrix Rapid Market Growth Quadrant 2 Quadrant 1 Strategies Market Development Market Penetration Product Development Forward Integration Backward Integration Horizontal Integration Related Diversification Unrelated Diversification Strong Competitive Position Weak Competitive Position Quadrant 3 Quadrant 4 Slow Market Growth 10/19/2013 National Textile University 32
  • 30. Decision Stage 10/19/2013 National Textile University 33
  • 31. Decision Stage 10/19/2013 • QSPM Matrix National Textile University 34
  • 32. QSPM Matrix (Quantitative Strategic Planning Matrix) Key Factors R&D Market Development Weight AS TAS AS TAS Job opportunity 0.15 4 0.60 3 0.45 Highly profitable for state 0.10 4 0.40 3 0.30 Special offers for schools and tourists 0.08 3 0.24 2 0.16 People get freshness on demand movie 0.04 --- --- --- --- Sale of Hit Dramas DVDs 0.03 --- --- --- --- Increase media network 0.10 2 0.20 1 0.10 Change in technology 0.12 4 0.48 3 0.36 Unaffordable for middle and lower class 0.05 3 0.15 2 0.10 Economic recession 0.10 2 0.20 3 0.30 Stop physical growth of children 0.07 --- --- --- --- Success in not predictable 0.08 2 0.16 1 0.08 Security threat due to terrorism 0.08 2 0.16 1 0.08 TOTAL 1.00 Opportunities Threats 10/19/2013 National Textile University 2.59 1.93 35
  • 33. QSPM Matrix (Quantitative Strategic Planning Matrix) Key Factors Weight R&D Market Development AS TAS AS TAS Strength Best entertainment place in the world 0.08 3 0.24 2 0.16 Strong diversification 0.15 --- --- --- --- Good image (Goodwill) 0.09 4 0.36 3 0.27 Innovation (puppets to digital media) 0.15 3 0.45 2 0.30 Get easy feedback through social network 0.08 --- --- --- --- Acquire popular teams of different leagues. 0.05 --- --- --- --- Target niche market 0.05 4 0.20 3 0.15 Costly to visit 0.05 --- --- --- --- Huge investment with high risk factor 0.10 2 0.20 1 0.10 Specific target market 0.05 1 0.05 2 0.10 More costly R & D 0.05 1 0.05 2 0.10 Negative impact on children’s mind 0.10 --- --- --- --- TOTAL 1.00 Weakness 10/19/2013 National Textile University 1.18 4.14 GRAND TOTAL 1.55 3.11 36
  • 34. Recommendation Strategy we adopt is: Research and Development 10/19/2013 National Textile University 37
  • 35. 10/19/2013 National Textile University 38
  • 36. 10/19/2013 National Textile University 39
  • 37. ANY QUESTION?????????? 10/19/2013 National Textile University 40