Walt Disney started as a cartoon studio in 1923 and has since diversified into a mass media and entertainment conglomerate. Key events in Disney's timeline include opening Disneyland in 1955, hiring Michael Eisner in 1984, opening the first Disney Store in 1987, and announcing a deal to acquire ABC in 1995. Under Eisner's leadership in the 1980s and 1990s, Disney pursued strategies like cost cutting, corporate synergy, international expansion, and managing its brand and creativity. Disney has grown through diversification, horizontal and vertical integration, and leveraging media synergy across its businesses.
Presentation on the Strategies of Disney over the years.
How Disney started to animate our world and how the iconic brand stuck with their core competency and leveraged their assets which are timeless.
This is MBA project submitted for Strategic Diversification of Walt Disney. States the steps taken by Disney to diversify from just cartoons to more of established entertainment company.
- Analysis based on research around the entertainment industry, where the strategic challenges of Walt Disney Company are addressed.
- Development of strategic plan for Walt Disney
Presentation on the Strategies of Disney over the years.
How Disney started to animate our world and how the iconic brand stuck with their core competency and leveraged their assets which are timeless.
This is MBA project submitted for Strategic Diversification of Walt Disney. States the steps taken by Disney to diversify from just cartoons to more of established entertainment company.
- Analysis based on research around the entertainment industry, where the strategic challenges of Walt Disney Company are addressed.
- Development of strategic plan for Walt Disney
strategic management presentation on walt disney also include blue ocean strategy, swot and tows analysis,ansofs matrix, porters five forces strategy,analysis of vision and mission statement of walt disney
I had to write an in-depth evaluation of The Walt Disney Company. I learned a lot about researching companies and finding the information that is available to us via the web. I put together a presentation and had to present it in front of my Marketing class. It was a very fascinating to find out the behind the scenes happenings and financial holdings of the company. I learned ways to find a companies Target market and segment it down.
In this Harvard Business School Case, I have analysed the case study of Disney Consumer Products : Marketing Nutrition to Children during marketing internship under the guidance of Prof. Sameer Mathur (IIM Lucknow).
strategic management presentation on walt disney also include blue ocean strategy, swot and tows analysis,ansofs matrix, porters five forces strategy,analysis of vision and mission statement of walt disney
I had to write an in-depth evaluation of The Walt Disney Company. I learned a lot about researching companies and finding the information that is available to us via the web. I put together a presentation and had to present it in front of my Marketing class. It was a very fascinating to find out the behind the scenes happenings and financial holdings of the company. I learned ways to find a companies Target market and segment it down.
In this Harvard Business School Case, I have analysed the case study of Disney Consumer Products : Marketing Nutrition to Children during marketing internship under the guidance of Prof. Sameer Mathur (IIM Lucknow).
This presentation has been created by Kshitij Chaudhari, VIT Chennai, during a marketing internship under the guidance of Prof. Sameer Mathur, IIM Lucknow.
The Walt Disney: The Entertainment KingAnuj Poddar
This case is comprised of the company's history, from 1923 to 2001. The Walt years are described, as is the company's decline after his death and its resurgence under Eisner, some topics are devoted to Eisner's strategic challenges in 2001: managing synergy, managing the brand, and managing creativity. The case was written by Michael G. Rukstad and David Collis
The case was uploaded with a Walt Disney font, but Slideshare was not able to detect that
This presentation has been created by Akriti Sarswat, IIT Kanpur, during a marketing internship under the guidance of Prof. Sameer Mathur, IIM Lucknow.
Forecasting recommendation
Forecast Methodology
Obermeyer used combination of the “panel consensus” and “Delphi method” of qualitative forecasting for sales forecasts
We used a single period inventory model to estimate the financial risk of underestimating and overestimating demand
Single point forecast data provided is limiting. More complicated forecasting techniques require actual data collected over time
Recommend next sales forecast results are summarize and redistribute to the team. Given results new questions should be asked of the team in regards to what assumptions to apply in the decision making process
Forecast Assumptions
Initial 10,000 unit order is riskier due to lack of demand information. Second 10,000 unit order is less risky because of better demand information on each style.
The expected lose from liquidating inventory due to overestimating demand is assumed to be 8% of the wholesale price
The cost of lost profit from underestimating demand is assumed to be 24% of the wholesale price
The second order will allow us to adjust for quantities of each style based on better demand information
Reduce the number of styles handled to lower complexity of planning and risk profiles
Study fashion in Europe rather than waiting for Las Vegas shows
Reduce production lead times, as the preparation of raw materials takes a long time. For example:
To improve efficiencies, dye basic colors early in the year and fashion colors later in the season
Dyers could be offered a long-term contract regarding Greige goods
Develop relationships with big-time suppliers that are able to meet tight times and requested demand
Increase distribution channels and service level requirements
Collect and utilize historic data from previous years to better determine future trends
Where possible, obtain feedback from retailers prior to Vegas
Egypt turbulence and transition
With respect to India which country will offer greater potential?
Egypt ranks higher than Nigeria in the Ease of Doing Business and Competitive Index.
Egypt is transitioning into an efficiency driven economy
Nigeria ranks very low on the Institutions and Infrastructure parameters in the Global Competitiveness Report
Nigeria has a lower rate of technology adoption
Nigeria controlled its currency by not letting it trade at its market value. Egypt, on the other hand, has left its currency open to market forces.
Therefore, Egypt holds more potential for India.
Walmart's africa expansion, ivey publishingSaurabh Arora
Walmart's Africa expansion, Ivey Publishing
Challenges at Home
Criticized for -
Its low wages for employees
Unethical pressure on suppliers
Difficult for the company to keep labor costs low –
Increasing cost of living
Rising health care costs
Not successful in urban compared to rural –
Tough to acquire large spaces
If available, property values were much higher
Lg electronics global strategy in emerging marketsSaurabh Arora
Lg electronics global strategy in emerging markets
LG Started off as a cosmetics company, gradually diversified and became an electronic equipment
Korea is a hub for electronics goods export
Foray of LG into emerging markets- Brazil, India, China, Russia
Setbacks in developed markets.
Changing Market conditions- Increasing competition.
What were the key strengths of the Korean electronics industry during the formative years?
How did firms leverage these advantages to enter developed-country markets?
China's reminbi our currency your problemSaurabh Arora
China’s Renminbi: “Our Currency, Your Problem”?
“Yuan” and “Renminbi” often used names
Since 1969, official name of China’s currency is renminbi
Yuan is the denominated unit
China is the world’s third-largest exporter, estimated to be atleast US$970 billion in 2006
9% annual growth of China’s economy over the previous decade
Official and market rates were unified
Official rate was adjusted to the market rate at US$1=RMB8.7
20% transactions conducted at official rate
Remaining at swap centres
Renminbi was convertible on current account
Capital account was tightly controlled except FDI
Apple in china, third bird school of managementSaurabh Arora
Apple in china, third bird school of management
Started as Apple Computers and was renamed to Apple Inc. in 2007
Introduction of iPod followed by iPhone led to shift in focus from PCs to Integrated Consumer electronics
In 2009,60 % of sales were from iPhone and iPad.
Tim Cook became CEO in 2011
In 2015,
Apple expanded into wearables and launched Apple watch in U.S, China and other global markets
Ranked top brand in the world in 2015 by Brand Finance.
Spent around 83.3 billion USD on Research & Development
What accounts for Apple’s success in the information and communications technology industry?
Why has Apple been successful in China
What missteps have they made?
Founded in 1905, and is headquartered in Switzerland.
It was founded as a result of merger between two companies namely Anglo-Swiss Milk Company and Henri Nestle Company.
Operates in more than 86 countries across the globe.
It has its manufacturing and operational facility in almost all the countries worldwide.
Need for a centrally coordinated (or) common marketing approach with emerging market forces worldwide.
Need for reduction of costs through economies of scale through greater central coordination of marketing function.
The Standardization Debate
In 1950s, instant potato line in France was launched.
Center standardized Nescafe packaging but French and German managers declined in 1970s
Center proposed Maggi liquid food enhancer bottle which was declined by West German manager.
Standard Maggi logo “Talking bubble” was developed which was first developed by West Germany.
Big bazaar - Industry – Retailing (Hypermarket)Saurabh Arora
Industry – Retailing (Hypermarket)
It’s part of future group and founded in 2001
Headquarters in Mumbai
Major Promoter – Kishor Biyani
Offers wide range of merchandise including apparels, furniture, electronics, books etc.
Value retailing segment
Selling areas greater than 8000 square ft.
It offers low prices for goods of comparable qualities.
Also offers greater variety of goods
Provided touch and feel of merchandise
Also offered parking, Air Condition shopping and merchandise return privileges.
Avari Lahore is a 5 star hotel
It has in total 190 rooms, inclusive of –
-15 suites, 12 junior suites, executive, brida..l and prudential suits.
It’s clientele includes business executives, tour groups and Frequent Individual Travelers(FITs).
procter and gamble
Procter & Gamble is a US based FMCG company.
Offering diverse portfolio of products, company recorded US $77 billion in revenue.
Highly known for building successful brands, innovation, introducing new products and maintaining popularity.
Six levels of hierarchy
Need family – The basic need that defines the existence of a product. Very fundamental benefit for which the customer buys the product. E.g. – Cleaning and hygiene.
Product family – All product classes that can satisfy the core need. Similarly, products that are considered as cleaning agent will come under this category. For e.g. – Personal Cleaning
Product class – Group of products within product family having similar functionalities. E.g. –Soaps, Shampoos and Detergents is one of the product class having similar characteristics.
Product Line – Products/Brands within a product class which are closely related because they perform similar functions and mostly are sold to same customer group. E.g. – Shampoo
Product types – Group of items within a product line that share at least one possible forms of product – E.g. – Anti Hair fall shampoo.
Item (SKU/product variant) – Distinct unit within a product line Distinguished by size, price or appearance. E.g. – Head and Shoulders – Anti hair fall shampoo.
Points of Parity and Points of Differentiation
POPs – PODs -
Soft and smooth Relieve Dry Scalp
Black Shine Formulated with Fresh Scent Technology
Hair- fall solution Leaves with 10x Stronger Hair
Thick and long
Crafting winning strategies in a mature market - US wine marketSaurabh Arora
The Industry Landscape in 2001
US: 4th largest wine producer in the world
US: 34th in world per capita wine consumption
Top 8 firms produce more than 75% of all the wine volume
Estimated 2500 firms produce the remaining 25%
Dominance of few large players in the low price market
Greater shelf space & high marketing budget
1990s: Consolidation of retailers and distributors across US
No of distributors fell from 5000 to 250 by 2000
Only 50 to 100 left with access to widespread national distribution
Large retail consolidation in US
Top 10 supermarkets control 55% of the US market in 2000
Majority of producers are focused on low volume/high price to gain maximum return/margin
Distributors are focused on high volume/low price to maximize economies of scale
Near impossible for a new company to establish itself
Low barriers invite more players to wine market
Porter’s five forces analysis
Threat of new entrants – HIGH
Low barriers to entry for new players in wine industry
Firms spent 40% of their expenditures on marketing and distribution
Existing rivalries in industry – HIGH
Total no of wineries in US increased by more than 400%
Glut of grape supply due to low growth in demand
This put downward pressure on price and margins
Bargaining power of Buyers – HIGH
More players are entering the market
Production outstripped demand by 20%
Consolidation of retailer and distributor
Bargaining power of Suppliers – LOW
Wine producers with their own vineyards attempts to control the operations starting from production to distribution
Threat of Substitutes – LOW for Budget
Only 10% people drank wine regularly
Of the remaining 90%, 46% preferred beer or spirits
35% drank alcoholic beverages other than wine
Allentwen material corporation - Electronic product divisionSaurabh Arora
Introduction
Leading manufacturer of speciality glass
Eight Line Divisions
First Company to establish an Industrial Research Laboratory
Marketing & R&D the strongest functional areas
Average growth of 10% a year
Electronics Product Division
Manufactured high quality electronic components
Initially, Business was from military market
Shifted to Commercial Market in late 1980s.
Growth in commercial market leading to high competition.
Current Scenario – (July 1992)
What can be done -
As it was seen Rogers has not been an effective leader, there is a need for training for him in more instructing management style
Rogers should remove himself from product development team and focus more on resource allocation
Team comprising for new product development should have employees from all the functions i.e. – it should be cross-functional
Sales team should be incentivized for bringing additional revenue for the company. It should have a dual salary structure – less fixed and more variable (commission)
More freedom needs to be given in budget allocation
More trainings about the specifications of the products(capacitors and resistors) should be provided
More team activities should be there so that trust and relation can be built amongst the teams
For fostering collaborative thinking, a common integrated system should be developed wherein feedback from the clients regarding product specification and product quality should be updated without any delay
Howard schultz : building starbucks communitySaurabh Arora
Reason for success
Having well developed values, culture and charter
Willingness to move out of comfort zone – Introduces flavours of milk
Ensuring that the organisational culture is adhered to globally
Making changes and customising according to local culture
Providing employee benefits and making them feel a part of the family – ESOPs, Training
Conclusion
Howard Schultz’s vision has ensured that Starbucks has been a market leader
He revolutionized the coffee experience – From a regular to commodity to a third place experience
Having their own culture and innovative spirit has kept them ahead of their competitors
Recommendations
Starbucks must maintain the competitive advantage by keeping to its own distinctive culture
Listening and adapting to its customers and their needs
Adapting to localised cultures and developing a culture in each location that is apt
New products should be developed – Look beyond coffee to attract the Asian market
Red Ocean Strategy
Known market space
Industries boundary are well defined and accepted
Competitive rules of the game are known
Outperform rivals and grab a greater share of existing demand
Crowding: prospects for growth and profits are reduced
Commoditization and cut throat competition (Red ocean)
Blue Ocean strategy
Untapped market space
Opportunity for highly profitable growth
Create from red ocean by expanding the existing industry boundaries
Competition is irrelevant since rules of game are yet to be set
Can we ignore red ocean?
Red ocean will always matter
However, supply exceeding demand in most industries, competing for a share of contracting market will not be enough
Initial Problems
In 2000, Steven Mcmillan became the CEO of Sara Lee.
Sara Lee focussed on its core categories:
Food
Underwear
Household products.
Structural problems persisted during 21st century.
Shareholder distrust with regards to Sara Lee’s product portfolio.
Internal problems
Complex organizational structure.
Poor relationships with its retailers (category-buying).
No cooperation expected among divisions.
Lack of new and innovative products
External problem:
Consolidation within the grocery and other retail food channels.
A loss in market share due to recession.
Lower sale prices and higher energy costs.
Failed to respond to changes in consumer trends.
Sara lee has little pricing power.
Bargaining power of consumers increased.
Attempts at Turnarounds – Sept 1997
$3 billion shares were repurchased by selling manufacturing facilities.
Reducing degree of vertical integration – “Deverticalization”.
Shift to Brand Management and Outsourcing.
There was an increase in stock prices.
Recalled contaminated meat
Affected credibility and failed to improve sales.
Share prices tumbled.
Growth from fiscal 1996 to fiscal 2000 was 2.2%
The Largest Acquisition Yet
Purchased EarthGrains for $1.9 billion.
Consolidate a branded consumer business.
To brand EarthGrains’s baked goods with the Sara Lee brand
Leverage EarthGrains’s existing Direct Store Delivered (“DSD”) system
EarthGrains reported less than $100 million in operating profits
Shut down some of their 55 fresh bakeries and eliminated some regional breads.
The Transformation Plan
New Organization structure:
North American Retail to include bakery, packaged meats and coffee retail business
North American Foodservice to include bakery, coffee and meats foodservice
Sara Lee International will include bakery and beverage business outside North America
North American food and beverages businesses to be located with corporate staff and headquartered in Chicago
Share best practices and pursue growth along with development opportunities for the employees
emerging nokia - should they focus on developed or emerging marketsSaurabh Arora
Should Nokia’s growth strategy be to focus on the developed markets, emerging markets or both?
Case Analysis
Handset manufacturer worldwide market share of 38% in 2009
Market leader in emerging markets like India(60%) and China(40%)
Financial performance pre-2008 was exceptional
Known for innovation
Offers products at all price points
Post-2008 started losing ground in developed markets
European market revenue declined by 15% in 2009
Exited the Japanese market after 20 years of operations
Nokia was fifth most valuable brand globally in 2000
Analysis of Emerging Market
Employed the cost leadership strategy: Purchasing power low in emerging markets hence Nokia provided cost effective products successfully.
First time purchasers: Only 20% of the emerging market were not first time purchasers
Services as the key selling point: People of emerging markets wanted value added services bundled with the phone
Analysis of Developed markets
Consumers not very price sensitive
Delivering innovative products more important
57% of the market goes for a second phone, most of the time for an upgrade
Emergence of i-phone, considered as replacement for normal handsets with users looking for upgradation
Growing competition from companies like Samsung, LG, Motorola and Sony Ericson was also making things worse for Nokia.
New Operating System – e.g. – Emergence of OSs like Google’s Android and Microsoft’s Windows mobile further bothered Nokia.
Inability to understand demand – Nokia failed to understand growing demand for touch phones
Why focus on Emerging Markets?
As Nokia has already gained the following benefits by being the first mover, it should strive hard to maintain it’s market share in developing economies. Advantages it has –
Earlier entry, early start of the learning curve. Its crucial and experience is tough to imitate.
Nokia can develop enhanced reputation by being pioneer and using its already established brand image
Absolute cost advantage can be gained by early commitments to supplies of materials and distribution channels….
Recommendations- Emerging Market
Nokia should concentrate on Improved as well as Basic phones as the market is still evolving
Tie up with Telecom players and bring dual sim phones to increase the switching cost
It should follow innovations in developed countries and adapt them to emerging markets in order to stand against competition.
One general strategy should be to outsource the services part as it is not Nokia’s competency and customers are giving more regard to services (Exhibit 6)
Instead of charging customers for Life tools, revenues should be earned from advertisers.
resuming internationalization at starbucksSaurabh Arora
Starbucks Growth
In 2007 Starbucks had a presence in 17 countries through approximately 17000 stores
Revenue grew from $160 million in 1993 to $10 billion in 2009
Starbucks revenue grew on average 30 percent per year between 1993 and 2009 in line with the company’s growth in the number of stores.
In early 1990’s growth in stores was approximately 70 percent
In 1996 & 1997,year on growth increased in foreign stores but declined in domestic stores
Growth of company slowed to approximately 20 percent per year from 2003 to 2008
Global recession, intensifying competition and supply chain pressures further hindered the growth
Internationalization
In early 1990’s Starbucks expanded into Canada
From 1996,company started to enter more distant countries such as Japan, Singapore, Phillipines, Taiwan and Thailand
Company’s performance slowed down with increase in pace of internationalization
Foreign expansion had larger effect on performance than domestic growth
In 1993 pace of Internationalization was moderate whereas in 1997-98 pace was high
Starbucks acquired Seattle coffee company in United Kingdom and opened 252 additional stores
Starbucks entered Thailand and Australia with the opening of 25 and 18 stores respectively
Effect of PACE on Performance
PACE means “Relative growth in foreign stores each year”
Negative association between pace and performance throughout
Exceptions:
1993 – Moderate expansion Low ROA
1997-1998 – High expansion Moderate ROA
2001 – High expansion Above average ROA
Rhythm & Performance
RHYTHM means “Regularity in Internationalization”
Irregular rhythm leads to more volatility and low performance
Regular rhythm leads to high performance and high ROA
Performance was more sensitive to rhythm of foreign expansion than domestic expansion
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
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Improving profitability for small businessBen Wann
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
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Personal Brand Statement:
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1. WALT DISNEY Ajay Norman(DM18202)
Ankur kislaya(DM18206)
Melissa Mariam Alex(DM18233)
Saurabh Arora(DM18246)
Shivam Shukla(DM18248)
2. Introduction
The Walt Disney company is an American mass media and
entertainment conglomerate
Founded in 1923 by brothers, Walt Disney and Roy O. Disney
Founded as a cartoon studio
Later diversified into mass media, entertainment, film
production, etc.
3. Case - TimeLine
1923
• Walt Disney Productions
1955
• Disneyland Opens
1984
• Michael Eisner hired
1987
• First Disney Store Opens
1995
• Disney announces ABC deal
1996
• Disney.com launched
2001
• Disney shuts GO network
4. Case Analysis
Started out as a cartoon studio later became Disney Brothers
studio which was a flat, non-hierarchical organisation.
After release of snow white, company grew 7 fold, and went public
to finance their growth strategies
The decline caused by war slowed down growth and resulted in
financial constraints
Diversified into WED, theme parks, cruise ships, in-house media,
in-house travel company
6. Case Analysis
Walt Disney’s death caused company to deteriorate over the
following years
Eisner’s takeover in 1984
Focused on annual growth of 20%
Laid emphasis on managing creativity and synergy among
different enterprises
1994- Turmoil – Wells dies in helicopter crash
Acquisition of ABC, Miramax
Soon after ABC Acquisition, starts deteriorating
Market leader of theme park industry
7. Eisner’s strategies
Cost cutting:
Projected to save $500 million
Reduced film budgets
Leaner marketing of products
Closed business not showing good returns – Club Disney, ESPN
stores
Corporate synergy
Only 20% overseas revenue – Strategy to improve overseas operations
8. Introduced cruises and entered into internet, created ESPN Zones
Managing the brand
Third in entertainment channels for kids
Controversies among catholic groups, animal rights activists
Traditional view questioned
Managing the creativity
Gong show
Conflicts between employees
Emphasis on cost cutting drove creative talent away
10. Recommendations -
Based on Ansoff Matrix, for Resorts and theme parks, Disney could focus
on market penetration
For consumer products, it can develop new markets hence go for Market
Development
For Disney Studios, given complete emphasis on creativity, for Music and
Film production, in midst on intense competition – Disney could go for
Diversification strategy
11. Smart or Dumb ?
Disney has expanded domestically as well as globally through corporate
integration. It has shifted its focus from show quality and content to distribution,
marketing, licensing and merchandising arrangements to respond to industry
changes and replace lost revenues.
• Globalization: Disney products can be found all over the world in different forms
and areas. As a global brand, Walt Disney international provides oversight of
company’s activities outside US. The aim was to increase globalization to make it
relevant to consumers world wide.
• Horizontal Integration: Disney owns many studios, media networks and
consumer product companies. It uses this strategy to increase its market
awareness and presence through cross promotions.
12. • Vertical Integration: The sub companies allow Disney to plan, produce, advertise
and distribute all the products. It does not have to rely on anyone and hence
better control on quality, content and costs.
• Media Synergy: production and distribution of products can be done by the
Disney owned companies. An important factor of its success is the integrated
nature of its products.
• Diversification: Disney has always focused on diversification. The variety of
products and services ranging from movies, theme parks, shows, merchandise;
offer a range for the tastes and preferences of consumers of all ages.
• Distribution: whenever Disney produces a new image or brand such as a movie
character, its licensing, marketing and business outlets continue to capitalize on
that character till it has left the box office. It releases a line of toys or products
followed by DVD release and the character’s presence in theme parks.
