1. Strategic Business Proposal 1 of 39
Strategic Business Proposal
for
The Walt Disney Company
For: The Walt Disney Company
www.thewaltdisneycompany.com
Prepared On: September 11, 2016
Prepared By: Brian Jones
Christopher Hernandez
MauriceMiller
Instructor Name: Jennifer Marshall
3. StrategicBusinessProposal Page 3 of 39
Introduction
Executive Summary
Dear Disney Board of Directors,
What if we told you the best thing in life is “freemium”? Yes, we said that right, “freemium”. Can
simply pulling out your mobile device and downloading a game be the very solution to your internal
challenge of maintain high-end innovation and customer satisfaction? We at BMC Media are saying
exactly that with our proposal of Disney Scavenger, an interactive and state of the art Scavenger
hunting game that is just a click away.
The following proposal created by BMC Media reflects the issue Disney is facing from adding new
content in the form of attractions. These issues include longer wait-lines, frustrated guests and
crowded pathways, all leading up to needing something to do. Disney Scavenger will take in account an
in house team of designers and content creators with the intent to impact 3rd quarter projects in 2017.
The Disney Scavenger proposal will cover brand marketing that includes mock-ups of phone game play,
billboards, magazine and more. Also, you will find social media content that will go in depth with
“teaser” style content that creates brand awareness and the love for all things Disney Scavenger.
Additionally, you can see how Disney Scavenger stacks up against the competition from Six Flags and
Universal Studios theme park attractions, with their ever-growing park rides coming in 2017. from not
only Disney top competitors but also Disney itself. There is always the mindset of being the leading
innovators in content creation and with that, Disney Scavenger will be the only theme park application
that not only creates one-on-one experience but the only application that is not simply a hub of park
information.
Finally, you can see how we at BMC Media took into consideration current Disney technology. The
Disney Scavenger app will be a synchronized experience for easy use when redeeming achievements
earned in the game. In the end, Disney Scavenger is projected increase revenue within the first two
years of launching, $18.9m by year three.
So join us in the magical experience of the Disney Scavenger Business Proposal.
Best regards,
Brian Jones
CEO, BMC Media
4. StrategicBusinessProposal Page 4 of 39
1: Challenges & Solutions
Organizational Challenges
So how can The Walt Disney Company, whose mission statement 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,
innovative and profitable entertainment experiences and related products in the world”, continue to
handle new park growth without sacrificing the guest experience?
That growth and balancing over park guests needing and desiring to live a magical experience when
walking through the doors of Disney Park locations is the very reason Disney is magical today. Putting
their customers first by adding new park rides and experiences, that not only add value to the ticket
price but also congestions, adds downtime while waiting and leads to grumpy families with even more
grumpy children.
2nd quarter reports show that The Walt Disney Company is currently down from 1st quarter earnings,
primarily due to sections of Walt Disney World in Florida being shut down for construction and adding
another content experience of Star Wars themed park coming in 2019. (Garber, 2016) Also, with
Disney top competitors in Six Flags and Universal Studios, who are currently gearing for new rides for
2017, Disney needs to stay ahead of the game in innovation; a must, alongside profitability.
(SixFlags.com, n.d) (UniversalOrlando.com, n.d) All of that and long wait lines due to less space for
construction and we could see a major sacrifice within customer experience that Disney has been
providing for the past 92 years?
ProposedSolution
We at BMC Media are proposing a fun-filled gaming experience called the Disney Scavenger. The
location based augmented reality style application utilizes GPS tracking and optional synchronization
with Disney MagicBand and Apple Watch, allowing you to play fun-filled experiences like finding the
hidden Mickeys, interacting with characters and environments throughout the park, check-ins at your
favorite locations and simply riding the rides, earning you “Magic Points”. With enough of these points
you earn achievements that unlock discounts for local gift shops, food courts and free offers such as
“No Strings Attached” Fast Pass, eligible for any 3 rides in the park for up to 4 people. Magic Points and
achievements automatically sync to your MagicBand for easy use at local shops and rides based off of
rewards given.
5. StrategicBusinessProposal Page 5 of 39
Also, catering the needs of Disney’s growth, customer interactions within the park itself and creating
revenue without sacrificing the magical experience is BMC Media’s highest priority. Based on the
“freemium” pricing strategy, guest will be able to experience a limited amount of challenges, earning
them one achievement, giving them an extended preview of the application. In order to get the full
magical experience from our proposed Disney Scavenger application, guest will simple click for
premium access within the application. This gives the guest a fun-filled experience and attainable
achievements on both free and paid version of the application.
We also wanted to bring a taste of history and customized experience to the application, so we
propose different in app experience upon certain completion of challenges given at random check-in
locations. Anywhere from a cartoon of Steamboat Willey, behind scenes snippet of Walt creating
loveable characters or a Disney Princess wishing you a day full of magical moments. There will be
plenty of in application content to fill up your wait time in the long lines, as well as to and from ride
locations.
Did we mention character interactions? Well we did and upon research we found that character
interactions were something Disney guests want more of. With our application some hunts will send
you looking for certain characters automatically focusing on a one on one experience. Once found and
with a tap of a button, the Scavenger Hunt application pops up a personalize message just for you from
said character. This will bring smiles to the little ones or to the kid in all of us.
What if we told you there is more? Well there is. Disney Scavenger gives you the touch of real life in-
park experience that allows you to have moments with digital projections based throughout the park.
What if there was movable, speaking and customized animatronics that not only create in the moment
content but can be interactive with your hand held devices? Well there is and it’s all synced to your
Disney Scavenger application. No more needing to buy a separate novelty item to create these amazing
real life in-park experiences, you now can view the park like never before but also utilize the Disney
Scavenger to create a fun-filled memory, all from the palm of your hand.
Also, Magic Points collected equal Experience Points. Every time you gain a certain amount, think “level
up-ing” in other games, guest can unlock achievement or prizes. The achievements (prizes) are
redeemable and sync to your MagicBand or Apple Watch, giving you options to use at food locations
within the park and other fun perks. Who wouldn’t want some yummy treats or a cold drink to help
energize to hunt for more Magical Experiences? Why not list them all? Well its simple, playing Disney
Scavenger is way more fun than reading about it.
We at BMC media recognize the need to maintain guest satisfaction while keeping a competitive edge
over the competition. Not only will Disney Scavenger be the only theme park application that is not
simply park information, but an experience that’s full of laughs, challenges, prizes and of course, the
magic of Disney.
6. StrategicBusinessProposal Page 6 of 39
2: Environmental Scanning
Internal Analysis
CompanyOverview
The Walt Disney Company is the largest entertainment company in the world. They have assets in
television, media, theme parks, publishing, and film (Reuters, 2016). All of these assets produce a lot of
revenue for the company, pushing Walt Disney to the forefront ahead of its competitors in
entertainment. 75% if its revenue comes from The United States and Canada and they also collect
royalties from international markets in Paris and China (Vault, 2016). Further, Disney produces and
acquires live-action and animated motion pictures just to name a few. (Reuters, 2016) They are also
known to create and distribute entertainment and lifestyle content for interactive media platforms
around the world. The Walt Disney Company sets itself to be one of the world’s leading producers and
providers of entertainment and information. They seek to remain innovative, creative, and distinct by
using their array of brands to differentiate their content, services and products. Disney aims to develop
the most creative, innovative and profitable entertainment experiences and related products in the
world. In order to obtain its promise to deliver magical moments we propose a new innovative app
solution to help adhere to those standards.
Financial Standings
Disney has had an interesting year due to the acquisition of Lucasfilm and Star Wars (Derousseau,
2015). Their stocks rose due to this acquisition but they also went through turmoil when a lot of their
ESPN subscribers dwindled due to cable network changes (Fortune, n.d). This caused a lot of media
stocks to take a hit. Disney has still managed to set new records with revenue earnings, increasing
revenue for the last 5 years (Yahoo, n.d). Disney’s total debt has seen a mild increase jumping up to 3-
4% in the last year as well. Disney continues to increase spending on their operations while they
slowed down on further investments since the last year. Currently Disney’s stocks are at 92.42 while
their market cap stands at 148.53 B (Fortune, n.d). With our new Disney Scavenger proposal, we intend
to increase profit by $14.7 million by the end of the first year. This added profit would help increase
revenue for Disney’s Theme Parks & Resorts sector, which is expected to perform very well after its
Shanghai expansion in China. (See Appendix 2 for graph)
Organizational Strengths
What gives Disney its advantage over other competitors is its brand. It has built a strong reputable
brand that is world renown for more than 90 years (Jurevicius 2013). It is known as the premier source
for family entertainment. In 2016 Disney ranked 20 for most valuable brands out of 500 companies.
Another advantage Disney has is its strong product portfolio (Jurevicius 2013), which ranges from
7. StrategicBusinessProposal Page 7 of 39
television networks like ESPN and ABC to theme parks and film production companies. Disney is one of
the most diversified businesses in the world. It operates five different business segments: media
networks, parks and resorts, studio environment, consumer products and interactive media. These
segments are operated around the world, which affects Disney less than competitors when global
economic changes occur. (Jurevicius 2013) One of Disney’s strongest sides is their ability to acquire
their competitors such as Pixar, Marvel and Lucasfilm. These acquisitions have become very successful,
providing a lot of revenue and profit growth for the company.
Organizational Weaknesses
A major weakness for Disney is its heavy dependence on North American income (Jurevicius 2013).
(Jurevicius 2013) 70% of Disney’s income comes from North America. Their income source isn’t as
balanced as some of its competitors such as News Corporation, whom only rely on North American
income for less than 50%. If a major economic shift occurs in North America, then it could impact
Disney in a major way causing profit losses and business failures. Disney plans to expand further into
international markets such as Shanghai, which they can take advantage of China’s middle class growth
(Translate Media, 2015). If this expansion goes well in China, this could allow Disney to capitalize more
off of foreign markets and balance its income globally. The Walt Disney Company is the largest
entertainment company in the world due to many acquisitions of its competitors. The last Disney
acquisition had to be approved by the FTC so that antitrust wouldn’t become an issue. Disney’s
enormous size has become a concern for the government based off its huge stake in the entertainment
market (Jurevicius 2013). The bigger the company, the more difficult it becomes for acquisitions and
investments in the future.
Customers
We are aiming to cater to all of the Walt Disney Theme Park guests to take advantage of our interactive
mobile application. These guests range from young children to adults and families of all sizes and
backgrounds. Disney doesn’t have a specific target market (The Walt Disney Co, 2011), but they do
appeal more towards middle class families that live in urban markets such as major cities and suburbs.
Their operation is based on children and family, catering to each (Parekh 2013) with various segments
of their brand. For young children, Disney has animation, film and toys from their consumer product
division. Pre-teens and teenagers can find interest in Radio Disney, Disney Channel and many of their
live-action films (Parekh 2013). Disney offers adults various resorts and timeshares, gourmet dining
options, cruise lines and other exciting packages that cater to all demographics. (Statista) reports that
in 2015 an average of 82 million guests visited Disney parks across the nation. Disneyland’s attendance
increased approx. 9% from 2014 and Disney Worlds attendance record increased approx. 5% (Statista).
These numbers represent the amount of traffic Disney accumulates every year and their room for
potential growth in the next few years. By attendance increasing every year, Disney has a chance to
earn more consumer revenue. They can accomplish this by bridging the gap between technology,
which is flourishing, and use it to engage their guests with an experience of a lifetime. 90% of mobile
8. StrategicBusinessProposal Page 8 of 39
users use applications (Shane, 2016) and majority of Disney’s target market is tech savvy. “Digital
experiences that are useful, different, and convenient for customers significantly impact the bottom
line” (Stark, 2013). The concept of an interactive mobile application that is user friendly and appealing
to all demographics should address the need to increase the magical experience for all consumers. “A
more convenient and personalized experience at a Disney park can lead to customer delight,
eventually attracting more customers to the parks and increasing customer spending” (Trefis, 2016).
This application will allow guests to experience an interactive gaming experience within Disney World
and Disneyland. The advertising and promotion for this product should be pushed through social media
such as Facebook, Twitter and Instagram. Media tactics such as commercials and billboard usage is
another great way to campaign for this new one of a kind experience.
External Analysis
Competitors
Disney World has dozens of competitors in the entertainment industry. Their direct competition
includes 6 flags entertainment corporation, SeaWorld Entertainment Inc. and Universal Parks &
Resorts. These three competitors all compete within the theme park market, which entertains millions
of guest every year. Indirectly, Disney competes with other companies such as Viacom, Comcast and
Sony. These companies are a part of the cable and film industry which Disney also produces content in.
Recently things have become very competitive due to Universal’s Harry Potter themed attraction that
has garnered a lot of attention and attendance in its parks (Nielson, 2016). Universal has also opened
other rides and attractions such as a themed Transformers ride and a Spider-Man attraction that is also
driving attendance records high (Nielson, 2016). For a visual analysis of Disney’s competition see
Appendix 1 below.
BusinessClimate
Disney is based in Burbank California and also has operations in Florida and international markets
around the world. Overall the entertainment industry has seen tremendous growth over the years, but
California is making it really hard for businesses to operate and function completely. California’s taxes,
regulations and other laws have decreased the value of life and has made it very difficult businesses to
exist in just about every other industry, besides entertainment (Kos 2015). It’s preferred that a
business have strong political connections in order to excel (OC Register). Even though many believe
low taxes and regulations leads to a better economy, California has produced more job growth than all
but 5 other states in the last three years (Kos 2015). California continues to thrive off of entertainment
and the technology industries and still is one of the world’s premier agriculture producer (Kos 2015).
9. StrategicBusinessProposal Page 9 of 39
BusinessOpportunities
Even though Walt Disney World and other theme parks are taking advantage of mobile applications to
help advance the guest experience using tools and resources, there are still new innovative ways for
Disney to entertain and interact with their guests that will allow Disney to stand-alone in a new
forefront. According to a Gallup survey, 3 out of 4 Americans check their mobile phones at least once
per hour and about 90% of that time is devoted to using mobile applications (Shane, 2016). Americans
spend more time using their phones than any other technology (Shane 2016). Technology and
entertainment is now the driving force behind Americans, and remains two of the biggest industries
pushing the California economy. App usage is a great tool for marketing for companies of all sizes.
Mobile applications increase repeat visits, customer engagements and they help build strong
meaningful relationships between the company and consumer. More companies such as Disney should
spend more time developing ways they can increase their guest and interaction using technology.
Disney sits in the right market for such, and they also have the tools and resources to take advantage
of it. With more demand due to in park content, Disney should focus on building an interactive mobile
strategy that utilizes its in park content through technology to increase satisfy customer experience
and engagement.
BusinessThreats
There are a lot of threats that could potentially kill new concepts and ideas from becoming successful
and that is what Disney has to avoid in order to stay ahead of its competitors. By developing an
interactive application that allows guests to experience the park as a magical gaming experience,
Disney has to ensure that it develops an efficient application that dwells in performance and creativity.
(Sherman 2016). The technology has to be right because if not, negative reviews could kill the
excitement and reputation of the whole concept. Lastly the consumer must be able to benefit greatly
for them to take advantage of anything that requires time, effort, and money. Failing to research the
market can diminish the company’s value and brand. You must test to see how consumers act to
tangible products. Using prototypes and spending type with potential users and buyers will prevent a
lot of mishaps along the way. It is best to be sure that the market the company is in supports the
business goals. This means if you expect for consumers to pay for an applications and they aren’t
willing then there is a problem that needs to be solved. There could be any possible threats that could
jeopardize a potential idea. Disney has to ensure that they plan thoroughly and observe for ways their
original intent and the expectations of users could be undermined (Sherman 2016).
10. StrategicBusinessProposal Page 10 of 39
3: Strategy Formulation
Operations
Bringing another app into the Disney Park ecosystem will definitely affect both in-park operations and
remote offices. Starting from the Human Resources department having to hire additional developers to
build and maintain the app, working hand in hand with Imagineers to bring new and exciting
experiences to the park. Facilities will be updated with in-park experiences that connect with the app,
featuring new animatronics, environments and MagicBand/NFC (Apple Watch) terminals, as seen in
Appendix 3.
All in-park cast members will also have to be trained to help guests when they request assistance with
the app. There would be an extensive workshop held by the developers and marketing team,
thoroughly explaining the app and experiences around the park. Being a mostly digital experience, a
drastic change of operations shouldn’t be expected, just more focus on digital research and
development. The app is designed to keep guests busy, lowering wait times, raising guest satisfaction
around the park and giving them the incentive to visit less transited areas of the park.
The app will roll out with the opening of Pandora – The World of Avatar (Smith, 2016) in Animal
Kingdom at Walt Disney World in Summer 2017, to be available at all Disney Resorts around the world.
As seen in Appendix 3, after the app launches, guests will choose which park to explore, also
automatically recommended based on location settings on the phone. Each park will have its own set
of experiences and characters, giving guests more reasons to visit other parks and explore the Disney
Scavenger world.
The IT and marketing team will also work together in developing and keeping a website for the app
with up to date information about the latest and newest experiences. This website will give guests the
value proposition, a reason to download the app and try it out. The marketing department alongside
their ad agency, mcgarrybowen, will maintain and provide content to all social channels, both existing
and new ones, as seen in Appendix 3. They will also work on ATL content, including television, print
and billboards, as presented in Appendix 3.
Sales,Marketing, & Distribution
The sales, marketing and distribution of the app is pretty straight forward and traditional. Our product,
Disney Scavenger, will give guests a whole new experience in the park, answering to a decades long
request to make the ride lines and wait times more fun. The guests will be able to download the app,
try it out and earn Magic Points (MP), a completely new way to gain something from completing
experiences and riding the attractions. At different levels, and with enough Magic Points, guests will
11. StrategicBusinessProposal Page 11 of 39
earn behind the scenes looks and discounts and prizes that are easily redeemable at the park.
Discounts earned within the app are not expected to become expenses, rather reduction of revenue at
net sales of the purchase. (Himmel, 2010) When it comes to earning achievements, they will have an
entertaining and rewarding experience. For example, once a guest earns 1,000MP, they will get a pop
up saying they’ve earned a “No Strings Attached” fast pass, good at any 3 rides around the park for up
to 4 people. After this initial reward, we expect guests to want to continue earning prizes and
achievements. They are prompted with details of the full Disney Scavenger experience, promising an
amazing digital adventure offering perks while at the park. It will be available in the form of an in-app
purchase of $4.99 per Disney Resort. Participating Disney Resorts include Disneyland Resort, Walt
Disney World Resort, Tokyo Disney Resort, Disneyland Paris, Hong Kong Disneyland Resort and
Shanghai Disney Resort.
The $4.99 in-app price point is backed by several polls conducted and researching the average amount
users spend in in-app purchases. According to a study by Statista, the average amount spent by mobile
users monthly is almost $10, giving an advantage price point to enhance an already magical Disney
vacation. Our research polls, targeting Disneyland and Disney World guests, also favored a $4.99 price
because of the added benefits that the app offers. The great thing about utilizing a “freemium” pricing
strategy is that guests will be able to experience a limited amount of challenges, earning them one
achievement, creating a desire to purchase and continue. According to a study by Distimo, the
freemium business model is the number one pricing strategy in most app categories, generating a
whopping 90% of revenue in just the Games category.
While guests are able to keep on playing and searching within the app while making lines, some
attractions will feature projections of characters moving and talking with pre-recorded messages that
mention guest’s names as they earn their Magic Points with each interaction. These are triggered with
actions within the game, such as finding a hidden Mickey, finding a character and a check-in at a ride.
Disney Scavenger’s tagline is “An Interactive Disney Park Experience”, evoking a new world yet to be
discovered by those that think they already know their favorite park.
The digital experiences are the main differentiator from any other theme park app out there, the app
intends to fully immerse guests in a whole new way. They will be able to go from finding Simba at
Animal Kingdom in Walt Disney World to finding Ratatouille at Disneyland Paris and Tron in Disneyland
Shanghai. It’s an incredible worldwide adventure that gives them hours of fun and distraction from the
long lines and inconveniences they might’ve encountered otherwise while at the park. It’s expected
that with a higher phone battery life consumption, guests will opt to take advantage of the recently
introduced FuelRod service within the Walt Disney World resort, leveraging our partnership with the
portable charging company and further increasing profits on each $30 sale. (FuelRod Portable
Chargers, 2016) Upon initial results after launch, expansion of the FuelRod service should be
considered for other parks.
12. StrategicBusinessProposal Page 12 of 39
The app will be available for both iOS and Android, distributed through the Apple App Store and the
Google Play Store. The Apple version will include a special Apple Watch app, for guests to collect and
keep track of their Magic Points and Achievements. (See Appendix 3) For its first week’s release, the PR
team mcgarrybowen will work with both Apple and Google to get the app featured, as pictured in
Appendix 3. With the release of the app, Disney will position itself among other popular augmented
reality apps such as Pokémon Go and Yelp Monocle (Corpuz, 2016), potentially increasing the parent
company’s valuation. Both Apple and Google take a 30% share of the sale of in-app purchases and
can’t be circumvented without sacrificing guest experience. (Transaction Fees, n.d.) (In-App Purchase,
n.d.) This represents a major profit decrease but with expected app updates and park renovations the
sales shouldn’t be affected by this.
The whole marketing strategy will focus on two strong points: the mystery of finding the new
characters and the brand new adventure at Disney Parks you know and love. To do this, we’re running
a campaign that features the bold red colors of the app, with a background filled with different Disney
character’s shadows and a key art is based on a guest’s hand with a blurred Disney World castle in the
back, both as seen in Appendix 3. The teaser campaign will begin 6 months prior to launch, in January
2017, communicating the message of a whole new world to discover. The teasers will be limited to
online placements. Closer to launch, the app would be unveiled at D23 Expo 201, the largest Disney
Fan Event in the world. Guests will have a first look at the app and will be able to see how the
technology works in different testing stations.
For our three year plan we have strategic updates planned to raise interest in the app progressively
offering new characters as new parks open, such as the expected openings of Toy Story Land in 2018
and Star Wars Land on 2019. In order to combat repeat visits and lose repeat visitor revenue, a year
from launch we expect to introduce new in game Disney Scavenger gadgets, that help you locate
characters faster, Magic Points purchases, to help guests reach their achievements faster and more,
starting at $0.99. With the introduction of these micro-transactions, it’s expected that guests that
we’re unable to reach a certain goal will return to complete the Scavenger adventure.
Legal & Ethical
There are a few legal and ethical considerations that have to be taken into consideration when
implementing this solution. The three main points to be aware of are the dangers of minors buying In-
App features without their parents’ consent, data collection and trespassing.
Legal Factors
Trespassing: As with any GPS enabled game, Disney Scavenger will require guests to move
around the park to search in their surroundings for different characters and “experiences”
(environment interaction – such as a character talking through an in-park speaker or even a
13. StrategicBusinessProposal Page 13 of 39
projection lighting up) The function might misplace guests on the map and could lead them to
an area that is off limits in the park. Signage will have to be placed both in the game and in the
parks to prevent this behavior. The terms of use would include all warnings and precautions to
be taken when playing the game.
Injuries: Similar to the previous risk, the game can pose a potential issue of causing injuries as
guests might not be fully aware of their surroundings while playing. This issue also has to be
made clear before the beginning of each game, to avoid any potential lawsuits and legal action.
Ethical Considerations
In-app purchases had been a source of many headaches for parents, until Apple implemented a
function to remove said purchases with a type of parental lock. (Wallop, 2014) Many parents aren’t
aware of this function so it’s important to have an upfront notice about the availability in-app
purchases. Additionally, provide the solution of refunds for special cases directly via the app store.
Being a digital application with minimal park enhancements, the environmental impact and
sustainability are minimal. In park power usage may increase minimally with guests looking to charge
their phone without opting to use the FuelRod portable charger service. Disney Resorts around the
world have been at the forefront of pursuing an eco-friendly future and the addition of this app isn’t an
exception. (Walt Disney Parks and Resorts Takes Steps, 2016) Energy efficiency, recycling and waste
collection will continue being the top priority in environmental impact throughout parks around the
world.
4: Proposal Budget & Projections
Sales Projections
The first year of sales is based on a conservative number of 5% of total park visitors, the reported
number of users that usually purchase in-app content. (Sterling, 2016) According to Themed
Entertainment Association (Global Attractions Report, 2016), approximately 137M guests visited
Disney Resorts in just 2015. With this number we can project around $6.9 million sales in the first year.
Because of initial operational and development expenses, the unit cost is projected to be a bit high,
most coming from distribution costs.
While we expect to introduce additional in-app purchases in year two, we’re presenting raw projection
data with information based on the base price. The unit cost is expected to reduce by a healthy 27%
because of distribution changes and less operational expenses. (See Chart in Appendix 4) The projected
units sold hold at the same number because of new park area openings, new characters and
experiences (app interactions) around the park.
14. StrategicBusinessProposal Page 14 of 39
For the third year huge influx of customers because of the opening of Star Wars Land (Tribou, 2016)
but this is limited to Walt Disney World, which is why we’re projecting a 1% loss of projected units sold.
Even with this, Unit costs will be down an incredible 46% from the initial unit cost. At this point, the
unit cost will only account for 31% of the unit price, a conservative projection based on lower
distribution and marketing costs.
Our main goal within the first three years of the app launch is to reduce the unit cost in order to
improve net profit as pictured in the chart in Appendix 4.
Year 1 Year 2 Year 3
Sales Projections
Projected Units Sold 6.9M 6.9M 5.5M
Unit Price $4.99 $4.99 $4.99
Unit Cost $2.86 $2.10 $1.55
TOTAL $14.7M $19.9M $18.9M
Cost Analysis
Operations: Year one will cover the approximate salary of three in-house developers that will be
tasked to design, develop and maintain the app for $276K (Senior Application Developer, n.d.),
app creation costs for $250K (Thomas, 2011) and $3.5M associated costs for park content
(Kuang, 2015) and renovations like installations of new MagicBand/NFC (Apple Watch)
terminals, projectors, animatronics and audio technology totaling $4M. Year two lowers both
app creation costs and park content costs to minimal numbers. Developers will continue in the
team for $276K and the remaining $1.72M goes towards maintenance and updates of the in-
park content, including adding content in the expected opening of the Toy Story Land. (Smith,
2016) The third year continues with the $276K expense of developers and the addition of in-
park content at the new Star Wars Land, with an approximate cost of $724K.
Marketing: The marketing budget will vary per year but will be utilized in a budget depletion
fashion. There are 4 major components that the campaign will reach: TV, Outdoor, Print and
Online.
o In the first year, TV will be allocated $1M for TV Spots and PR opportunities, $1M for
Outdoor (Billboard and Bus Shelters) for a period of 1 month prior to launch, magazine
and local paper ads will be allocated $500K and Online (Facebook Ads, Twitter Ads,
Google Ads and Digital Ambassadors promoting the app) will use the remaining $2.5M.
o With the introduction of additional in-app purchases and new attraction openings in the
second year, the marketing budget will rise while operational costs fall. Most allocations
will remain the same like TV at $1M, Outdoor at $1M, Print at $500K but Online will
15. StrategicBusinessProposal Page 15 of 39
increase its efforts to $4.5M, in order to complement the land openings and
competitors new offerings.
o The third year will be the lowest budget to date ($2M), to be used purely online in ads
via social media sites and around the web with Google Ads.
Legal: Disney’s own legal department will handle all potential liabilities, consulting and contest
notarizing. The part of the team in the legal department will have to shift focus. Assuming three
lawyers are used, this would incur in an approximate $115k salary (Lawyer Salary, n.d.) for each
totaling at $345k.
Distribution: Both Apple and Google charge merchants for In-App purchases on apps sold via
their stores. This represents a whopping 30% expense that won’t be avoidable in the first year,
accounting for $10.4M lost from in-app purchases. (Transaction Fees, n.d.) (In-App Purchase,
n.d.) For the second year, an alternative to sign up earning you extra Magic Points will become
available online, circumventing this excessive charge. The in-app purchase function won’t be
completely removed, but will notify guests of the availability to register and pay online via the
Disney website, earning them Magic Points along the way. It’s expected that this distribution
trend will cut the expense in half for both Year 2 and Year 3.
Project Budget
Year 1 Year 2 Year 3
Sales $34.4M $34.4M $27.4M
Expenses
Operations $4M $2M $1M
Marketing $5M $7M $2M
Legal $345K $345K $345K
Distribution $10.4M $5.2M $5.2M
TOTAL $19.7M $14.5M $8.5M
Net Profit $14.7M $19.9M $18.9M
16. StrategicBusinessProposal Page 16 of 39
5: Strategy Implementation
Timeline & ProposedMilestones
The implementation strategy highlights the major key elements to market and release the app as
smoothly as possible. The timeline features key hires, constructions, marketing campaign dates,
launches and debuts for the next three years. Release dates are mostly based on key Disney property
attraction openings but should go unaffected if postponed as revamps and experience changes are
planned.
YearOne
Date/Timeframe Event/Milestone
Nov 2016 – Jul 2017 (8
months)
Staff hire/allocation (developers and legal), App design, development
and master.
Jan – May 2017 (5
months)
Construction of necessary in-park content activated by the game
(animatronics, projections, screens, speakers). Teaser marketing
campaign begins (online) featuring teaser videos and images of the
app.
May 2017 – Jul 2017 (2
months)
Full campaign launch begins online revealing all of the app’s functions,
experiences around the parks and a first look will debut at D23 Expo in
July, giving guests the first time to try the app. Cast member app
training begins.
July 2017 – Aug 2017 (2
months)
TV, outdoors (billboards and bus shelters) and print placement. Digital
ambassadors chosen and get to preview the app (PR).
August 2017 Disney Scavenger launches in the Apple App Store and Google Play
Store with the expected opening of Walt Disney World’s “Pandora –
The World of Avatar” at Animal Kingdom.
YearTwo
Date/Timeframe Event/Milestone
Aug 2017 – Jan 2018 (7
months)
Post launch online marketing efforts.
Aug 2017 –Mar 2018 (8
months)
Developer bug fixes, maintenance and updates as needed. Work on
implementation of additional in-app purchases and new characters for
2018 openings and new website subscription model.
Mar 2018 – May 2018
(3 months)
Summer 2018 full marketing campaign begins (TV, Online, Outdoor
and Print), highlighting new app subscription business model online
and new park experiences (Toy Story Land, purchases of digital
gadgets, Magic Points, etc.) debuting Summer 2018.
June 2018 Disney Scavenger app update released alongside expected Toy Story
Land opening with new in-app purchases, new subscription model
(website), new characters and new experiences.
Jun - Dec 2018 (7 Post launch online marketing efforts. Developer bug fixes,
17. StrategicBusinessProposal Page 17 of 39
months) maintenance and updates as needed. Work on implementation of
additional experiences and new characters for 2019 openings.
YearThree
Date/Timeframe Event/Milestone
Jan – Apr 2019 (4
months)
Online teaser marketing campaign for Star Wars Land begins.
Jan – Jul 2019 (7
months)
Developer bug fixes, maintenance and updates as needed. Revamp
existing experiences and add more characters.
May 2019 – Jul 2019 Full online marketing campaign launch highlighting new Star Wars
characters and experiences.
August 2019 Disney Scavenger Star Wars app update released.
Aug – Dec 2019 Developer bug fixes, maintenance and updates as needed. In park
experiences refurbishments as needed.
6: Strategy Evaluation
EvaluationStrategy & Benchmarks
Thousands of businesses come out with great ideas and create detailed strategic plans every year. A lot
of these plans fail due to the lack of following through on their own well thought own plans. In the
book Execution: The Discipline of Getting Things Done, it was said that proper execution comes from
three main areas which consists of people, strategy and operations (Torres 2014). The priorities that a
business sets out must be clear and concise. Businesses have to be able to focus on what priority at a
time with supporting assistance to getting it done. Another major key to executing a plan is to ensure
you stay on top of results. Analytics, stats or KPIs should be established to monitor performance and to
evaluate results (Torres 2014). Monitoring performance allows businesses to determine what is
working and what needs improvement. They are able to adjust and make changes when needed to
improve certain processes. Communication is key for all employees involved with handling and carrying
out goals and procedures. Over time employees can lose focus with the goals and objectives of a
business plan. There should regularly schedule meetings to keep the team updated on recent
development. Management teams should meet frequently with developers and other executives to
discuss important matters such as improvements, and other key changes that need to be made.
(Torres 2014) Conducting a SWOT analysis is good because it details strengths, weaknesses,
opportunities and threats to a plan. Following these guidelines could make or break new plans and
ideas. These tools should definitely see results for businesses such as Disney (Torres 2014).
18. StrategicBusinessProposal Page 18 of 39
7: Appendices and References
References
1. Carnette, J. (2016, August 09). ESPN Has Issues; The Walt Disney Company Does Not. Retrieved September 09,
2016, from http://www.fool.com/investing/2016/08/10/espn-has-issues-the-walt-disney-company-does-not.aspx
2. 2.4GHz RF. (n.d.). Retrieved September 09, 2016, from http://www.nordicsemi.com/eng/Products/2.4GHz-RF
3. Kuang, C. (2015, March 10). Disney’s $1 Billion Bet on a Magical Wristband.Retrieved September 09, 2016, from
https://www.wired.com/2015/03/disney-magicband/
4. How do you pass time waiting in line? (2009, February 24). Retrieved September 09, 2016, from
http://www.disboards.com/threads/how-do-you-pass-time-waiting-in-line.2100946/
5. Thomas, C. (2016, March 6). How Much Does It Cost To Develop an App | iPhone App Development Costs.
Retrieved September 09, 2016, from http://www.bluecloudsolutions.com/blog/cost-develop-app/
6. Research, Z. B. (2015, December 09). Kimberly-Clark Brands Now at Walt Disney Parks and Resorts. Retrieved
September 09, 2016, from http://www.nasdaq.com/article/kimberly-clark-brands-now-at-walt-disney-parks-and-
resorts-cm552524
7. Varshneya, R. (2013, August 27). How Your Mobile App Can Make More Money. Retrieved September 09, 2016,
from https://www.entrepreneur.com/article/228089
8. Gotter, A. (2016, August 23). Facebook Ads Cost: The Complete Resource to Understand It. Retrieved September
09, 2016, from https://adespresso.com/academy/blog/facebook-ads-cost/
9. Income Statement. (n.d.). Retrieved September 09, 2016, from http://investors.sixflags.com/financial-
information/fundamentals/income-statement
10. Pramuck, J. (2016, May 10). Disney shares drop 6 percent as earnings,sales miss. Retrieved September 09, 2016,
from http://www.cnbc.com/2016/05/10/disney-reports-q2-earnings-results-.html
11. Glover, E. (2016, July 11). Disneyland Park Guests Get a Peek at New Star Wars-Themed Land. Retrieved
September 09, 2016, from https://disneyparks.disney.go.com/blog/2016/07/disneyland-park-guests-get-a-peek-at-
new-star-wars-themed-land/
12. The Walt Disney Company Reports Second Quarter and Six Months Earnings for Fiscal 2016. (2016, May 10).
Retrieved September 09, 2016, from http://www.businesswire.com/news/home/20160510006839/en/Walt-Disney-
Company-Reports-Quarter-Months-Earnings
13. InvestorRelations - Stock Information, Events, Reports, Financial Information, Shareholder Information - The Walt
Disney Company. (n.d.). Retrieved September 09, 2016, from https://thewaltdisneycompany.com/investor-relations/
14. Comcast. (2016, April 27). Retrieved September 09, 2016, from
http://www.cmcsa.com/earningdetails.cfm?QYear=2016
15. Universal Orlando™ App | Universal Orlando Resort™. (n.d.). Retrieved September 09, 2016, from
https://www.universalorlando.com/Resort-Information/Mobile-App.aspx
16. Overview. (n.d.). Retrieved September 09, 2016, from http://investors.sixflags.com/corporate-governance/overview
17. Six Flags At-a-Glance. (n.d.). Retrieved September 09, 2016, from http://investors.sixflags.com/investor-
overview/six-flags-at-a-glance
18. About - Leadership, Management Team, Global, History, Awards, Corporate Responsibility - The Walt Disney
Company. (n.d.). Retrieved September 09, 2016, from https://thewaltdisneycompany.com/about/
19. Clicking, B. (n.d.). Magic Kingdom Park Hours. Retrieved September 09, 2016, from
https://disneyworld.disney.go.com/plan/my-disney-experience/
20. Monthly in-app purchases perapp by category 2016 | Statistic. (n.d.). Retrieved September 07, 2016, from
http://www.statista.com/statistics/576557/global-monthly-amount-spend-on-in-app-purchases-per-app-by-category/
21. Curpoz, J. (2016, July 12). Best Augmented Reality Apps.Retrieved September 10, 2016, from
http://www.tomsguide.com/us/pictures-story/657-best-augmented-reality-apps.html
22. Transaction fees. (n.d.). Retrieved September 10, 2016, from https://support.google.com/googleplay/android-
developer/answer/112622?hl=en
19. StrategicBusinessProposal Page 19 of 39
23. In-App Purchase for Developers. (n.d.). Retrieved September 10, 2016, from https://developer.apple.com/in-app-
purchase/
24. Smith, T. (2016, April 28). Authentic Details Bring to Life Pandora -- The World of AVATAR at Disney's Animal
Kingdom. Retrieved September 10, 2016, from https://disneyparks.disney.go.com/blog/2016/04/authentic-details-
bring-to-life-pandora-the-world-of-avatar-at-disneys-animal-kingdom/
25. Wallop, H. (2014, June 10). My son spent hundreds ofpounds on in-app purchases without me knowing. Retrieved
September 10, 2016, from http://www.telegraph.co.uk/men/relationships/fatherhood/10886939/My-son-spent-
hundreds-of-pounds-on-in-app-purchases-without-me-knowing.html
26. Walt Disney Parks and Resorts Takes Steps Towards an Eco-Friendly Future - The Walt Disney Company. (2015,
January 18). Retrieved September 10, 2016, from https://thewaltdisneycompany.com/walt-disney-parks-and-resorts-
takes-steps-towards-an-eco-friendly-future/
27. Global Attractions Attendance Report – TEA, (2016) (p. 9). Retrieved September 07, 2016, from
http://www.aecom.com/content/wp-content/uploads/2016/05/2015_Theme_Index_Musem_Index.pdf
28. Sterling, G. (2016, July 11). In-app purchases dwarf ad revenues, as iOS App Store exceeds $71 billion. Retrieved
September 7, 2016, from http://marketingland.com/app-purchases-dominate-ads-app-store-lifetime-revenue-hits-71-
billion-183953
29. Tribou, R. (2016, May 03). Here's what we know about Disney's new Star Wars land. Retrieved September 8, 2016,
from http://www.orlandosentinel.com/travel/attractions/the-daily-disney/os-disney-star-wars-land-details-roundup-
050316-story.html
30. Senior Application Developer Salary (United States) United States Home Change Country Don't see what you are
looking for?Get A Free Custom Salary Report ». (n.d.). Retrieved September 10, 2016, from
http://www.payscale.com/research/US/Job=Senior_Application_Developer/Salary
31. Lawyer Salary Information. (n.d.). Retrieved September 8, 2016, from http://money.usnews.com/careers/best-
jobs/lawyer/salary
32. New Attractions at Universal Orlando™. (n.d.). Retrieved September 10, 2016, from
https://www.universalorlando.com/Theme-Parks/See-Whats-New.aspx
33. Garber, E. (2016, July). RIDE ON. Retrieved September 6, 2016, from
http://search.ebscohost.com.oclc.fullsail.edu:81/login.aspx?direct=true&db=bth&AN=116346137&site=ehost-live
34. Amusement and theme park attendance worldwide 2015 | Statistic. (n.d.). Retrieved September 8, 2016, from
http://www.statista.com/statistics/194247/worldwide-attendance-at-theme-and-amusement-parks-since-2010/
35. Change in theme park attendance in North America 2014-2015 | Statistic. (n.d.). Retrieved September 11, 2016,
from http://www.statista.com/statistics/194276/change-in-attendance-at-amusement-parks-in-north-america-since-
2009/
36. Derousseau,R. (2015). Will Disney’s Stock Retain It’s Magic?. Fortune, 172 (70. 90.
37. DIS Profile | Walt Disney Company (The) Commo Stock - Yahoo Finance. (n.d.). Retrieved September 11, 2016,
from https://finance.yahoo.com/quote/DIS/profile?p=DIS
38. Disney. (n.d.). Retrieved September 11, 2016, from http://beta.fortune.com/fortune500/disney-53
39. How Shanghai Disneyland Fits Disney's Global Strategy. (2015, June 29). Retrieved September 11, 2016, from
https://www.translatemedia.com/us/blog-us/how-shanghai-disneyland-fits-disneys-global-strategy/
40. Jurevicius, O. (2013, February 16). Walt Disney SWOT analysis 2013. Retrieved September 11, 2016, from
https://www.strategicmanagementinsight.com/swot-analyses/walt-disney-swot-analysis.html
41. Nielson, S. (2014, January 8). Travel back in time to learn more about the Walt Disney Company. Retrieved
September 11, 2016, from http://marketrealist.com/2014/01/walt-disney-company/
42. Samson, R. (2015, February 15). The Walt Disney Company: An Overview | Version Daily. Retrieved September
11, 2016, from http://www.versiondaily.com/walt-disney-company-overview/
43. Shane, S. (2016, January 26). Why Your Small Business Needs a Mobile App. Retrieved September 11, 2016, from
https://www.entrepreneur.com/article/269978
44. The Walt Disney Company|Company Profile|Vault.com. (n.d.). Retrieved September 11, 2016, from
http://www.vault.com/company-profiles/media-entertainment/the-walt-disney-company/company-overview.aspx
45. T. (2016, August 4). Here's How Disney Might Be Working Towards Improving Its Theme Park Experience.
Retrieved September 11, 2016, from http://www.forbes.com/sites/greatspeculations/2016/08/04/heres-how-disney-
might-be-working-towards-improving-its-theme-park-experience/#39dd527b7560
46. Walt Disney Co. (n.d.). Retrieved September 11, 2016, from https://www.google.com/finance?q=NYSE:DIS
47. DIS Company Profile | Reuters.com. (n.d.). Retrieved September 11, 2016, from
http://www.reuters.com/finance/stocks/companyProfile?symbol=DIS
20. StrategicBusinessProposal Page 20 of 39
Appendices
Appendix1:CompetitiveAnalysis
1. Walt Disney Scavenger Phone Application.
Value Proposition
21. StrategicBusinessProposal Page 21 of 39
Website created for proposal at http://thejonesfamily.wixsite.com/disneyscavenger
Facebook created for proposal at: https://www.facebook.com/DisneyScavenger/
Support of Value Proposition:
Walt Disney is leading company in theme park innovation that include Disneyland, California Adventure
in California. The Disney World Resort in Orlando Florida offers four theme parks with the Magic
Kingdom, Epcot, Disney Hollywood Studios and Animal Kingdom. Disney Florida also offers two water
park: Typhoon Lagoon and Blizzard Beach all sitting on landscape the size of Manhattan.
Internationally, Disney theme parks live in Japan with Disneyland Tokyo and DisneySea. Paris has one
theme park and Hong Kong with the smallest park, Hong Kong Disneyland. Disney prides itself on giving
guest a one of a kind magical experience as soon as you walk through the gates of your favorite Disney
theme park. No matter what location Disney value proposition stands tall against their top
competitors, Six Flags and Universal Hollywood Orlando. Disney Scavenger focuses on that same
magical experience you can find throughout the world from Disney theme parks to your electronic
phone devices in a simple yet innovated application that shouts Disney.
Disney 2nd quarter earnings
The Walt Disney Company reported 2nd quarter earnings of $2.1 billion for its fiscal earnings ending on
April 2016, an increase of $35 million over the 2nd quarter 2015. Diluted earnings per share (EPS) for
the quarter increased 6% to $1.30 from $1.23 in 2nd quarter 2015.
Walt Disney Company – New York Stock Exchange : Closing on September 8, 2016
22. StrategicBusinessProposal Page 22 of 39
Disney Entertainment Leadership
Robert A. Iger – Chairman and Chief Executive Officer
Andy Bird – Chairman, Walt Disney International, The Walt Disney Company
Alan Braverman – Senior Executive Vice President, General Counsel and Secretary, The Walt
Disney Company
Bob Chapek – Chairman, Walt Disney Parks and Resorts
Alan F. Horn – Chairman, The Walt Disney Studios
Ronald L. Iden – Senior Vice President, Global Security, The Walt Disney Company
Kevin Mayer – Senior Executive Vice President and Chief Strategy Officer, The Walt Disney
Company
23. StrategicBusinessProposal Page 23 of 39
Christine M. McCarthy – Senior Executive Vice President and Chief Financial Officer, The Walt
Disney Company
Zenia Mucha – Executive Vice President and Chief Communications Officer, The Walt Disney
Company
Jayne Parker – Executive Vice President and Chief Human Resources Officer, The Walt Disney
Company
James Pitaro – Chairman, Disney Consumer Products and Interactive Media
Ben Sherwood – Co-Chair, Disney Media Networks and President, Disney | ABC Television
Group
John Skipper – President, ESPN, and Co-Chairman, Disney Media Networks
Brent Woodford – Executive Vice President, Controllership, Financial Planning and Tax
Disney’s Management Team is committed to the same innovation, vision and quality leadership as
Walt Disney himself. The Management team is made up of fourteen men and women dedicated to
providing that magical experience globally to all Disney guest families. With eleven Board of Directors
hail from global companies and industries with such diverse understanding and business knowledge
that drives value within the Disney family.
2. Six Flags Entertainment Corporation: Six Flags Mobile App
Value Proposition:
24. StrategicBusinessProposal Page 24 of 39
Support of Value Proposition:
Six Flags Entertainment Corporation overall company revenue is $1.3 billion with 18 parks across North
America, employing 42,000 with 1,900 full-time employees and 29 million guests per yea. Depending
on what location you can find yourself on the some of the coaster biggest hits like Wicked Cyclone, The
New Revolution, Goliath, Texas Screamer or any of their 135 roller coaster. Six Flags Entertainment has
been providing a fun outlet for families with themed rides, water parks and coaster for more than 55
years.
Six Flags mobile application focuses its effort on creating a on stop location for park information,
navigations maps, in app park purchase for parking, meal deals and more. The idea behind the
application is create a easy to use application to give guest a day of less stress and more fun.
Six Flags 2nd quarter earnings.
The Six Flags Entertainment Company reported a quarterly earnings of $229 million for its fiscal quarter
ending on April 2016, an increase of $218 million over 1st quarter 2016. Diluted earnings per share
(EPS) for the quarter increased of 7.9% to $.61 from -$.51 in the 1st quarter 2016.
25. StrategicBusinessProposal Page 25 of 39
Six Flags Entertainment Corp – New York Stock Exchange, Inc. Closing on September 8, 2016.
Six Flags Entertainment Leadership
John M. Duffey - President and Chief Officer
Lance Balk - General Counsel
Marshall Barber – Chief Financial Officer
Walt Hawrylak – Senior Vice President, Administration
Michael Israel – Senior Vice President and Chief Information Officer
Tom Iven – Senior Vice President, U.S Park Operations
Nancy Krejsa – Senior Vice President, Investor Relations and Corporate Communications
David McKillips – Senior Vice President, In-Park Services
John Odum – Senior Vice President, International Park Operations
Brett Petit – Senior Vice President, Marketing & Sales
Leonard Russ – Senior Vice President, Strategic Planning and Analysis
Six Flags Entertainment Corporation prides itself in leading every element of their business with honest
and ethical management. Six Flags stands tall with leadership that reflects the integrity of their
26. StrategicBusinessProposal Page 26 of 39
company with commitment to recruiting officers and directors with the same integrity. Six Flags main
leadership consists of the above eleven mentioned, eight Board of Directors, six Committee members
with one Chairman overseeing.
3. NBC Universal: Universal Orlando Application.
Value Proposition:
27. StrategicBusinessProposal Page 27 of 39
Support of Value Proposition:
NBC Universal 2nd Quarter Earnings:
The NBC Universal Company report quarterly earnings of $1,356 million for its 2nd quarter fiscal ended
on April 106, and increase of $363 million over 2nd quarter 2015. Diluted earnings per share (EPS) for
the quarter decreased 1.2% to $0.83 from $0.84 in 2nd quarter 2015.
Comcast Corp – NASDAQ Closing on September 8, 2016.
NBCUniversal Entertainment Leadership
Steve Burke – Chief Executive Officer
Matt Bond – Chairman, Content Distribution
28. StrategicBusinessProposal Page 28 of 39
Cesar Conde – Chairman, NBCUniversal International Group and NBCUniversal Telemundo
Enterprises
Robert Greenblatt – Chairman, NBC Entertainment
Bonnie Hammer – Chairman, NBCUniversal Cable Entertainment Group
Ted Harbet – Chairman, NBC Broadcasting
Kimberley D. Harris – Executive Vice President General Council
Mark Hoffman – Chairman, CNBC
Anand Kini – Chief Financial Officer
Andrew Lack – Chairman, NBC News and MSNBC
Mark Lazarus – Chairman, NBC Sports Group
Kevin MacLellan – Chairman, NBCUniversal International
Maggie McLean Suniewick – Senior Vice President, Strategic Integration
Ron Meyer – Vice Chairman
Adam Miller – Executive Vice President
Craig Robinson – Executive Vice President, Chief Diversity Officer
Jeff Shell – Chairman, Universal Filmed Entertainment Group
Thomas L. Williams – Chairman and Chief Executive Officer, Universal Parks & Resorts
Linda Yaccarino – Chairman, Advertising Sales and Client Partnerships
