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MGT399: Policy & Strategy
Fadekemi Agboola, John Rosenberg, Miguel Lopez
Introduction
- Company introduction
- Company acquisition
- Goals & objectives
Case Study
- Case Problems
- Strategic issues
- Financial Issues
Company Analysis
- Michael E. Porter Five Force analysis
- SWOT analysis
- Internal Environment (General Environment, Value
Chain, Financial analysis)
Solutions & Future of Pixar
John
Lasseter
Bob Iger
Steve Jobs Ed Catmull
Pete Docter
● American animation studio founded
in 1923 by brothers Walt and Roy
Disney
● Its headquarters is located in
Burbank, California
● World’s oldest running animation
studio
● Owner of 14 theme parks and
several TV networks such as ABC &
ESPN
● Began in 1978 as the Graphics Group, part of the computer
division of Lucasfilm
● Made short, Luxo Jr., which was nominated for oscar
● Started making computer generated ads for tv
● Makes other short, Tin Toy, Wins an oscar
● Disney asks them to make 3 feature films
● In 1995 they release Toy Story
Walt Disney Co.
Pixar was a film
giant and truly
established itself
by 2005
Pixar
Acquire in
2006
Over $7.4
billion
● Easy transition
because Disney was
already distributing.
Steve Jobs became
CEO of Pixar (2006)
● Ed Catmull and John Lasseter
also assume leadership of Walt
Disney Animation Studios.
While Steve Jobs
wasn’t always happy
with Disney it did
heavily help the
company
Mission Statement: “To combine proprietary technology and world-class
creative talent to develop computer-animated feature films with memorable
characters and heartwarming stories that appeal to audiences of all ages.”²
The president of Walt
Disney & Pixar, Ed
Catmull, didn’t
believe in mission
statements
Vision
To make great films with great people.
Objective
Focus on quality rather than quantity, promote a innovative/creative
culture for their employees
Values
- Produce exceptional content that is representative of our audience
- Provide access and opportunity to talented individuals
- Respect & value the presence and participation of difference
- Extend inclusive practices into the community
Demographic – Films are superficially made for all families, people of
all ages, attract people between 12-17 years old (Cahill et al., 2018)
Sociocultural – customer preferences change to more creative and
exceptional storytelling films. Consumers prefer high-quality films over
long low-quality films.
Economic – Pixar will need to keep producing high-quality films despite the high
costs of production. Consistency demanded by the market in delivering quality
films may affect its desire to experiment on new technology
Global – Films are growing internationally, international families now
expect high-quality films.
Other concerns included:
● Culture Issues
● President Ed Catmull also recently
left the company
● Production issues
● CCO of Pixar forced to leave after
harassment accusations
● Not much success in recent
Academy Awards
Creativity
concern
(movies are doing
worse – financially)
● Internal management - how
they train workers and speed
● Poor Chain of Command
● How they market movies -
movies for everyone
● They are not taking as many
risks (to many sequels and spin
offs, no more shorts)
Strengths Weaknesses
Opportunities Threats
- Campus-like Environment: Localization &
Culture
- Pixar University: Employee Development
- Pixar Brain Trust: Collaborative Leadership
- Quality over quantity
- High end technologies
- Recent Turnover in Key Leadership Positions
- Expansion after Disney Acquisition
- Long development time for films
- High cost of production
- Focus on high service culture & constantly
changing customer preferences
- Expansion in the e-commerce market
- Streaming Services
- Development of strategic alliances and
partnerships & focused diversification
- High competition: outperformed by rivalries (sony
pictures, dreamworks, Universal illumination
- Leadership Change: No Catmull. Lasseter. & Jobs
- Technology Advancement (are they using the best
technology out there
- External pressure to perform
● As technology gets better more
and more people studios can start
making animated movies
● Dreamworks and Illumination -
starting to become mainstream
competitors with characters like
shrek and minions
● Some teams are lucky/more
creative (Sony and Into the
Spider-Verse)
● Competition is all working at
different speeds
Competitive Rivalry
● They can’t lower supply any more
as they are only doing 1 movie a
year
○ Except for 2015,2017,2020,2022
where it was 2
● Lowering Quality would be too
damaging - movies are too
expensive and process is too
slow
● Can’t change pricing of movie too
easily either
● Differences between competitors
is not massive
○ Have to rely on franchises and loyalty
● Customers fluctuate: people’s
views define the box-office
success
● Buyers are not sensitive to
changes
Bargaining Power of Buyers
Supplier Power (limited)
● Product can easily be substituted
for other options
○ Who’s is who’s can also be a mixup
● Can’t really price change because
choosing another option is very
easy
● Better story and animation doesn’t
really factor in with animated
movies
● Pixar is not a huge threat
○ Costs a lot of money and takes a lot of
time to enter
● Pixar has some technology
protections and developments
● Barriers to entry, name brand
● Costs stake up very fast the longer
production goes on (economies of
scale)
● However, streaming can prove to be
a new issue and grow the threat
Threat of Substitution Threat of New Entrants
Firm’s Resources
Value Chain
Financial Analysis
Steve Jobs helped
fund the company to a
huge degree that he
invested 25% of his
wealth. No
marketing/distribution
expenses. (Harvey,
2020)
Pixar-Disney has
facilities that include all
production units,
warehouses, offices
and supporting
buildings for the
company helping
streamlining its
processes and
operations leading to
better performance.
(Harvey, 2020)
Advanced computer
animation processes,
improvement of CGI,
Disney’s acquisition
of software and
hardware for movie
production.
Strong culture in
teamwork and
creativity, working like
in a committee when
making
decisions(Harvey,
2020)
FINANCIAL PHYSICAL TECHNOLOGICAL ORGANIZATIONAL
Intensive training environment
with Pixar University,
supportive working
environment. (Harvey, 2020)
Innovative capabilities in
computer software animation
and script development.
(Harvey, 2020)
Pixar’s reputation is built over uniqueness where the
brand has provided high-quality products and has
earned the customer’s trust over the years. Due to their
reputation, their products can also be hard to imitate.
Higher reputation by being acquired by Disney.
HUMAN INNOVATION/CREATIVITY
REPUTATION
Operations:
- Pixar’s culture revolves around
employee retention and and
maximizing human capital
resources
- Welcoming environment open to
ideas and identify issues
Outbound Logistics:
- Films produced are delivered to
cinema theaters around the world
- Films are released with online
streaming partners.
Marketing & Sales:
- Reliance on Disney brand name
to attract family audiences
- Improvement in advertisement
through social media outlets
- Sales Force management
Primary Activities:
Services:
- Pixar has really poor customer
service
Procurement:
- Acquisition of advanced
software
- Diverse talented and
creative individuals
Human Resource Management:
- Intensive in-course offers (Pixar
University)
- Recruitment on experienced
candidates
- Focused human capital
Firm Infrastructure:
- Immediate responsive
feedback from management
- High autonomy culture
- Organized infrastructure to
support all levels
Technology Development:
- Industry innovator in CGI and
animation
- Feature and component design
- Process engineering
Secondary Activities:
https://www.wsj.com/market-data/quotes/DIS/financials/annual/cash-flow
- Develop a clear-cut, zero-tolerance, and anti-harassment
policy
- Keep Sexual Harassment Prevention Training Positive
- Modernize workplace standards to respond to workers’
diverse experiences and challenges
- “One home run is better than two doubles”
- Use Pixar University to ensure collaboration amongst all
employees
- Delay the production of movies if doubt arises (revisits
problems at each stage
Script Production
@ least 2 years
- Created Pixar Braintrust
(creative group of employees
that meets on a regular basis to
assess each movie that the firm
is developing and offer their
ideas for improvement
- New emphasis on creativity
which has kept Pixar on the
cutting edge
- Creative innovation
creating programs to
develop employees - Pixar
University
- Increased development in
computer animated films
Budget cuts– releasing a whole lot
less original films and more sequels.
● Sony and Illumination are
making huge hits with lower
budgets ($100mil).
● While Pixar is making flops that
don’t appeal to audiences with
mega budgets ($200mil).
● Disney laid off 7,000 people in
2023; part of a $5 billion budget
slash. For the first time in 10
years, the eliminated included
Pixar employees.
- Difficulty in stepping up its
pace of production
To push for an increase in production, Pixar
increased the number of employees they
hired…close 1,00 at the time
New animation software-
Luxo, was created; used
fever people to address
challenges that must be faced
To meet with faster production pace, new
divisions were added– one to help with the
development of new movies and one to
oversee movie development shot by shot
Share division of labour
amongst directors
Budget
constraints
More sequels
> Original
films
Figure out more effective competitive strategies
against rival studios: e.g Universal’s Illumination–
the Rise of Gru (2022) brought in a massive $934.9
million last summer with a much smaller budget than
Lightyear
Improve
advertisement
strategies
Expand e-
commerce
markets
Being Adaptive
but staying true
to their roots
Elio and
Inside Out 2;
2024, 2025
● Pixar University
● Innovative culture
● Pixar Brain Trust
● Unrivaled animation
processes
● Advanced technology
● Localization and campus-
like environment
● Merge of technology
and creativity
● Emphasis on quality
over quantity
● The stepping down of
John Lasseter
● The Acquisition of
Disney
Fadekemi John
Miguel
● ²https://www.pixar.com/careers-at-pixar-
main#:~:text=At%20Pixar%2C%20our%20goal%20is,our%20work%20and%20our%20community.
● https://www.pixar.com/our-story-pixar
● https://www.history.com/this-day-in-history/walt-disney-announces-7-4-billion-purchase-of-pixar#
● https://www.deseret.com/entertainment/2023/10/7/23874660/pixar-animation-studio-crisis
● Harvey, M. (2020) Resource based view of the firm - Disney-Pixar. Essay48. https://www.essay48.com/case/50881-
Disney-Pixar-Resource-Based-View
● https://www.wsj.com/market-data/quotes/DIS/financials
● https://www.case48.com/swot-case/50881-Disney-Pixar
● https://en.wikipedia.org/wiki/List_of_Pixar_awards_and_nominations_(feature_films)#:~:text=Feature%20films%20pr
oduc ed%20by%20Pixar,Awards%20and%20eleven%20Grammy%20Awards.
● https://www.zippia.com/dreamworks-animation-careers-21755/revenue/
● https://www.sonypicturesanimation.com/about#:~:text=Sony%20Pictures%20Animation%2C%20which%20was,Toky
o%2D based%20Sony%20Group%20Corporation.
https://en.wikipedia.org/wiki/List_of_Sony_Pictures_Animation_productions
● https://en.wikipedia.org/wiki/Walt_Disney_Animation_Studios#:~:text=Founded%20on%20October%2016%2C%2019
23,animation%20studio%20in%20the%20world.

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Pixar Case Analysis.....................

  • 1. MGT399: Policy & Strategy Fadekemi Agboola, John Rosenberg, Miguel Lopez
  • 2. Introduction - Company introduction - Company acquisition - Goals & objectives Case Study - Case Problems - Strategic issues - Financial Issues Company Analysis - Michael E. Porter Five Force analysis - SWOT analysis - Internal Environment (General Environment, Value Chain, Financial analysis) Solutions & Future of Pixar
  • 3.
  • 4. John Lasseter Bob Iger Steve Jobs Ed Catmull Pete Docter
  • 5. ● American animation studio founded in 1923 by brothers Walt and Roy Disney ● Its headquarters is located in Burbank, California ● World’s oldest running animation studio ● Owner of 14 theme parks and several TV networks such as ABC & ESPN
  • 6.
  • 7. ● Began in 1978 as the Graphics Group, part of the computer division of Lucasfilm ● Made short, Luxo Jr., which was nominated for oscar ● Started making computer generated ads for tv ● Makes other short, Tin Toy, Wins an oscar ● Disney asks them to make 3 feature films ● In 1995 they release Toy Story
  • 8. Walt Disney Co. Pixar was a film giant and truly established itself by 2005 Pixar Acquire in 2006 Over $7.4 billion ● Easy transition because Disney was already distributing. Steve Jobs became CEO of Pixar (2006) ● Ed Catmull and John Lasseter also assume leadership of Walt Disney Animation Studios. While Steve Jobs wasn’t always happy with Disney it did heavily help the company
  • 9. Mission Statement: “To combine proprietary technology and world-class creative talent to develop computer-animated feature films with memorable characters and heartwarming stories that appeal to audiences of all ages.”² The president of Walt Disney & Pixar, Ed Catmull, didn’t believe in mission statements
  • 10. Vision To make great films with great people. Objective Focus on quality rather than quantity, promote a innovative/creative culture for their employees Values - Produce exceptional content that is representative of our audience - Provide access and opportunity to talented individuals - Respect & value the presence and participation of difference - Extend inclusive practices into the community
  • 11. Demographic – Films are superficially made for all families, people of all ages, attract people between 12-17 years old (Cahill et al., 2018) Sociocultural – customer preferences change to more creative and exceptional storytelling films. Consumers prefer high-quality films over long low-quality films. Economic – Pixar will need to keep producing high-quality films despite the high costs of production. Consistency demanded by the market in delivering quality films may affect its desire to experiment on new technology Global – Films are growing internationally, international families now expect high-quality films.
  • 12.
  • 13. Other concerns included: ● Culture Issues ● President Ed Catmull also recently left the company ● Production issues ● CCO of Pixar forced to leave after harassment accusations ● Not much success in recent Academy Awards Creativity concern (movies are doing worse – financially)
  • 14. ● Internal management - how they train workers and speed ● Poor Chain of Command ● How they market movies - movies for everyone ● They are not taking as many risks (to many sequels and spin offs, no more shorts)
  • 15.
  • 16.
  • 17.
  • 18. Strengths Weaknesses Opportunities Threats - Campus-like Environment: Localization & Culture - Pixar University: Employee Development - Pixar Brain Trust: Collaborative Leadership - Quality over quantity - High end technologies - Recent Turnover in Key Leadership Positions - Expansion after Disney Acquisition - Long development time for films - High cost of production - Focus on high service culture & constantly changing customer preferences - Expansion in the e-commerce market - Streaming Services - Development of strategic alliances and partnerships & focused diversification - High competition: outperformed by rivalries (sony pictures, dreamworks, Universal illumination - Leadership Change: No Catmull. Lasseter. & Jobs - Technology Advancement (are they using the best technology out there - External pressure to perform
  • 19. ● As technology gets better more and more people studios can start making animated movies ● Dreamworks and Illumination - starting to become mainstream competitors with characters like shrek and minions ● Some teams are lucky/more creative (Sony and Into the Spider-Verse) ● Competition is all working at different speeds Competitive Rivalry
  • 20. ● They can’t lower supply any more as they are only doing 1 movie a year ○ Except for 2015,2017,2020,2022 where it was 2 ● Lowering Quality would be too damaging - movies are too expensive and process is too slow ● Can’t change pricing of movie too easily either ● Differences between competitors is not massive ○ Have to rely on franchises and loyalty ● Customers fluctuate: people’s views define the box-office success ● Buyers are not sensitive to changes Bargaining Power of Buyers Supplier Power (limited)
  • 21. ● Product can easily be substituted for other options ○ Who’s is who’s can also be a mixup ● Can’t really price change because choosing another option is very easy ● Better story and animation doesn’t really factor in with animated movies ● Pixar is not a huge threat ○ Costs a lot of money and takes a lot of time to enter ● Pixar has some technology protections and developments ● Barriers to entry, name brand ● Costs stake up very fast the longer production goes on (economies of scale) ● However, streaming can prove to be a new issue and grow the threat Threat of Substitution Threat of New Entrants
  • 22.
  • 24. Steve Jobs helped fund the company to a huge degree that he invested 25% of his wealth. No marketing/distribution expenses. (Harvey, 2020) Pixar-Disney has facilities that include all production units, warehouses, offices and supporting buildings for the company helping streamlining its processes and operations leading to better performance. (Harvey, 2020) Advanced computer animation processes, improvement of CGI, Disney’s acquisition of software and hardware for movie production. Strong culture in teamwork and creativity, working like in a committee when making decisions(Harvey, 2020) FINANCIAL PHYSICAL TECHNOLOGICAL ORGANIZATIONAL
  • 25. Intensive training environment with Pixar University, supportive working environment. (Harvey, 2020) Innovative capabilities in computer software animation and script development. (Harvey, 2020) Pixar’s reputation is built over uniqueness where the brand has provided high-quality products and has earned the customer’s trust over the years. Due to their reputation, their products can also be hard to imitate. Higher reputation by being acquired by Disney. HUMAN INNOVATION/CREATIVITY REPUTATION
  • 26.
  • 27.
  • 28. Operations: - Pixar’s culture revolves around employee retention and and maximizing human capital resources - Welcoming environment open to ideas and identify issues Outbound Logistics: - Films produced are delivered to cinema theaters around the world - Films are released with online streaming partners. Marketing & Sales: - Reliance on Disney brand name to attract family audiences - Improvement in advertisement through social media outlets - Sales Force management Primary Activities: Services: - Pixar has really poor customer service
  • 29. Procurement: - Acquisition of advanced software - Diverse talented and creative individuals Human Resource Management: - Intensive in-course offers (Pixar University) - Recruitment on experienced candidates - Focused human capital Firm Infrastructure: - Immediate responsive feedback from management - High autonomy culture - Organized infrastructure to support all levels Technology Development: - Industry innovator in CGI and animation - Feature and component design - Process engineering Secondary Activities:
  • 31.
  • 32. - Develop a clear-cut, zero-tolerance, and anti-harassment policy - Keep Sexual Harassment Prevention Training Positive - Modernize workplace standards to respond to workers’ diverse experiences and challenges - “One home run is better than two doubles” - Use Pixar University to ensure collaboration amongst all employees - Delay the production of movies if doubt arises (revisits problems at each stage Script Production @ least 2 years
  • 33. - Created Pixar Braintrust (creative group of employees that meets on a regular basis to assess each movie that the firm is developing and offer their ideas for improvement - New emphasis on creativity which has kept Pixar on the cutting edge - Creative innovation creating programs to develop employees - Pixar University - Increased development in computer animated films
  • 34. Budget cuts– releasing a whole lot less original films and more sequels. ● Sony and Illumination are making huge hits with lower budgets ($100mil). ● While Pixar is making flops that don’t appeal to audiences with mega budgets ($200mil). ● Disney laid off 7,000 people in 2023; part of a $5 billion budget slash. For the first time in 10 years, the eliminated included Pixar employees.
  • 35. - Difficulty in stepping up its pace of production To push for an increase in production, Pixar increased the number of employees they hired…close 1,00 at the time New animation software- Luxo, was created; used fever people to address challenges that must be faced To meet with faster production pace, new divisions were added– one to help with the development of new movies and one to oversee movie development shot by shot Share division of labour amongst directors
  • 36.
  • 37. Budget constraints More sequels > Original films Figure out more effective competitive strategies against rival studios: e.g Universal’s Illumination– the Rise of Gru (2022) brought in a massive $934.9 million last summer with a much smaller budget than Lightyear Improve advertisement strategies Expand e- commerce markets Being Adaptive but staying true to their roots Elio and Inside Out 2; 2024, 2025
  • 38. ● Pixar University ● Innovative culture ● Pixar Brain Trust ● Unrivaled animation processes ● Advanced technology ● Localization and campus- like environment
  • 39.
  • 40. ● Merge of technology and creativity ● Emphasis on quality over quantity ● The stepping down of John Lasseter ● The Acquisition of Disney
  • 42.
  • 43. ● ²https://www.pixar.com/careers-at-pixar- main#:~:text=At%20Pixar%2C%20our%20goal%20is,our%20work%20and%20our%20community. ● https://www.pixar.com/our-story-pixar ● https://www.history.com/this-day-in-history/walt-disney-announces-7-4-billion-purchase-of-pixar# ● https://www.deseret.com/entertainment/2023/10/7/23874660/pixar-animation-studio-crisis ● Harvey, M. (2020) Resource based view of the firm - Disney-Pixar. Essay48. https://www.essay48.com/case/50881- Disney-Pixar-Resource-Based-View ● https://www.wsj.com/market-data/quotes/DIS/financials ● https://www.case48.com/swot-case/50881-Disney-Pixar ● https://en.wikipedia.org/wiki/List_of_Pixar_awards_and_nominations_(feature_films)#:~:text=Feature%20films%20pr oduc ed%20by%20Pixar,Awards%20and%20eleven%20Grammy%20Awards. ● https://www.zippia.com/dreamworks-animation-careers-21755/revenue/ ● https://www.sonypicturesanimation.com/about#:~:text=Sony%20Pictures%20Animation%2C%20which%20was,Toky o%2D based%20Sony%20Group%20Corporation. https://en.wikipedia.org/wiki/List_of_Sony_Pictures_Animation_productions ● https://en.wikipedia.org/wiki/Walt_Disney_Animation_Studios#:~:text=Founded%20on%20October%2016%2C%2019 23,animation%20studio%20in%20the%20world.

Editor's Notes

  1. Miguel Miguel Value chain analysis - DONE Internal/external environment Domestic/International Strategy Goals & objectives - DONE SWOT Analysis - DONE John problems /overview crestives Strategic Problems Five Force Analysis Pixar History/Aquisition Fadekemi Financial Analysis Implementations and Recommendations Proposed Solutions Strongest Solution https://studylib.net/doc/26028401/strategic-management-text-and-case-10 ← eBook
  2. Miguel
  3. https://drive.google.com/file/d/13CxhFWKefWIp82ADB23sqpibZyn4UqWC/view?usp=sharing Miguel
  4. John
  5. John
  6. Fadekemi: Wall-E
  7. John
  8. Fadekemi
  9. Fadekemi The previous president before Jim Morris, Ed Catmull, didn’t believe in mission statements, which is the reason why pixar and disney studios doesn’t have a clear mission statement. He believed that mission statements are often forgotten and unfollowed. Perhaps a mission statement in the traditional sense isn’t needed in this case. But a workplace needs to have agreed upon values that make the employees feel heard, respected, and safe. I assume the studio already has implicit values like this, but enforcement might be an issue in some areas (it’s a large organizational structure).
  10. Fadekemi
  11. Miguel
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  17. John
  18. Miguel 1) Can improve the operational efficiency and increase knowledge of the latest market trends. Having a well-organized IT structure can help the organization to make sure they are providing services according to the latest customer preferences in movie theaters. 2) The high quality movies released by Pixar-Disney are proof of their success in the entertainment market as they engage their audiences increasing customer loyalty and and improves performance in the market. 3) Disney-Pixar collaborated with other research firms and agencies. By this, Disney-Pixar has quick access to intensive market and consumer data, which helps it in making informed decisions. 4) The Disney-Pixar has expanded to other international locations as well. This international expansion has allowed the Disney-Pixar to gain relevant exposure and experience of working with different cultures. 5) The Disney-Pixar’s focus on innovation and business development has led the leadership to emphasize on new idea generation and new product development processes. The Disney-Pixar supports a separate business unit for new idea generation and NPD processes to facilitate innovation. Weaknesses 1) The Disney-Pixar focuses on product development and improvement. This makes it an increasing product-centric firm. In contrast, the Disney-Pixar has mediocre customer service levels only, which leads to a deterioration in the customer experience with the company overall. 2) Insufficient budget for the marketing and promotion activities wearelies heavily on traditional marketing means. The Disney-Pixar, as a result, fails to achieve optimal penetration, and fails to create a valid connection with the target consumer audiences as well. Doesn’t uses social media as much relies heavily on traditional marketing means. The Disney-Pixar, as a result, fails to achieve optimal penetration, and fails to create a valid connection with the target consumer audiences as well. 3) The company has a number of failed products that it continues to support in its portfolio. The Disney-Pixar is reluctant to let go of the dogs, and also continues to invest in the question marks without developing relevant insights regarding market reactions. This is a weakness, and causes increased costs of business operations for the Disney-Pixar. 4) The Disney-Pixar does not place its products with e-tailers such as amazon and eBay. This results in a loss of potential customers, as well as restricts the business growth and penetration. Opportunities and pursuing focused growth areas and opportunities. 4) The Disney-Pixar can develop strong partnerships and ventures with other companies – especially for purposes of expansion. This will help the Disney-Pixar in mitigating possible risks, and keeping expenses under control as well (Stead & Stead, 2014). At the same time, it will give the company exposure for pursuing future growth. 5) The Disney-Pixar can make use of focused diversification for growth as well. This will entail that the Disney-Pixar makes a careful study of the different markets it operates in, its strengths and market gaps to innovate and for new product development. The innovation will aim to fill in the market gaps, giving the Disney-Pixar first mover advantage as well in different markets. Threats ) The increasing number of direct and/or indirect competitors affects the organisation's ability to sustain and expand the customer base. 2) The high inflation has restricted sales for the Disney-Pixar. At the same time, it has also increased the cost of doing business, leading to a cumulative adverse impact on the revenue and profitability of the Disney-Pixar. 3) It makes compliance with legal standards more complex and challenging for the business organisation. Inability to comply with changed regulations raises the risk of expensive law suits. increase the cost of doing business for the Disney-Pixar, for example, through increasing import duties on raw materials. 4) Consumer behavior patterns are fast changing as they move towards digital shopping and green consumption. The Disney-Pixar must pay attention to these changes, and make alterations in its business model accordingly to be able to survive and remain relevant. 5) The Disney-Pixar does not make use of a high number of machine learning models, and data-based analytics. As a result, the company is outperformed by other startups that are data driven, and use market analytics for decision-making, and business development.
  19. John
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  22. Fadekemi
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  24. Fadekemi Technological: the company started off with George lucas who wanted to pursue computer animation in storytelling and is well known for pushing the envelope visually. As Pixar has grown before and after Disney, they have developed new software and hardware needed for better movie production.
  25. Fadekemi Human: Pixar has a intensive training course for employees that allows them to know what to expect when working in the company, this training is often called Pixar University. Pixar gives a large level of freedom to its team to create their stories, invest in their education and well-being. Reputation: Due to pixar’s repeated successes the company has built a brand around high quality family entertainment. The company has even more reputation due to Disney relationship.
  26. Miguel Ratatouille
  27. Miguel
  28. Miguel inbound logistics: These activities of Pixar Disney are associated with receiving, storing and disseminating the inputs of the products. It can include material handling, warehousing of physical products, as well as architecture to receive and store customer information for digital media company. Pixar Disney at present has outsourced most of its inbound logistics activities.
  29. Miguel Technology development: Technology supports almost all activities in modern day organization. In the technology industry, technology development has become a source of competitive advantage. Technology development at Pixar Disney may include activities such as - technology selection, process engineering, field-testing, feature design, and component design. Firm infrastructure: irm infrastructure support activities at Pixar Disney consists activities such as – quality management, legal services, finance and accounting, general management and planning. Firm infrastructure activities at Pixar Disney supports entire value chain though the scope varies given that Pixar Disney is a diversified company even within the industry. For example the finance and planning at Pixar Disney are managed at corporate level while quality management, accounting and legal issues are managed at business unit level. Human resource management:
  30. John
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  36. For the class to answer