Pp3 disney and horizontal integration
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Horizontal integration allows a company to expand and operate in different sectors of the business to generate more profit. It allows Disney to develop material not suitable for their core audience through acquisitions like Miramax and its films like Kill Bill, while keeping this audience. Horizontal integration also allows Disney to reach new audiences through acquisitions and divisions with different target audiences like ABC, expanding their business beyond their original animations.
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This document provides guidance for understanding the structure and ownership of the media sector. It defines different types of media ownership like private, public service broadcasting, multinationals, independents, conglomerates, and voluntary organizations. It also discusses challenges faced by independent and multinational media companies. The document asks questions about cross media ownership, diversification, horizontal and vertical integration, and restrictions on media ownership. It uses Disney and Sky as examples and asks questions to analyze their structure, products, objectives, competition, customers, and trends affecting the companies.
Film institutions and audiences lesson 2 focus on Disney
Disney considers several key factors before making a film to ensure it will be profitable and attract audiences. These include whether the film will make a profit, whether it will appeal to audiences, and how audiences may react to and engage with the film. Disney analyzes audience expectations, knowledge, identification, and placement to predict audience response. Disney also uses various strategies like franchises, remakes, and synergy between its divisions to guarantee revenue from new films.
Oral and Written PresentationsPreparing for Case Analysis.docx
Oral and Written Presentations
Preparing for Case Analysis
What to Expect
When examining cases others will question & probe ideas related to the case
Helps with developing analytical skills
Innovative and original thought is important
Identifying problems and likely solutions
There are 6 steps in the case analysis framework
1. Gaining familiarity
2. Recognizing symptoms
3. Identifying goals
4. conduct analysis
5. Making the diagnosis
6. Action planning
Case Outline
Strategic profile and case analysis purpose
Situation analysis
General environment
Industry analysis
Identification of environmental opportunities and threats and firm strengths and weaknesses
Competitor analysis
Internal analysis (include financial analysis when possible)
Strategy formulation
Overall criteria
Alternatives for the company to consider (include at least 3 alternatives)
Evaluate each alternative against the overall criteria
Alternative of choice (identify the best alternative and explain why)
State specifics actions that need to be taken
Control
Describe the control and evaluation system that will be used to ensure the strategy does as expected
Describe corrective actions to be taken should the plan fail to meet expectations
Strategic Profile
Discuss critical facts in the case that affect the company and its competitors
Gather additional outside information where possible
Use your own personal knowledge and experiences when possible
Do not simply restate facts – instead show how the facts helped aid/guided you in your understanding and development of solutions
Analysis Stage
Focus on external environmental issues affecting the firm
General factors
Industry factors
Competition,
Examine internal issues affecting the firm
SWOT analysis is a common format for conducting this analysis
Synthesize the information from the internal and external analysis and develop unique insights about the challenges facing the organization
Situational Analysis
Your analysis should focus on trends in the six segments of the general environment:
Technological
Demographics
Economic
Political legal
Sociocultural
Global trends
Evaluate the case along these trends and predict how they may impact the company in the future
Industry Analysis
Porter's five forces is a useful tool for industry analysis
Discuss the attractiveness of the industry
Competitor Analysis
Analyze each competitor's strategy
Strengths and weaknesses
Strategic intent
Capabilities and core competencies
Conduct personal research when necessary
Google, newspapers, bibliographies, directories, industry ratios etc…
Internal analysis
Evaluate the internal operations of the form – identify strengths and weaknesses
Evaluate the following areas (not a comprehensive list)
Supply chain
Internal expenses
Facilities
Internal trends
Identify areas where a competitive advantage can be developed
Conduct financial analysis to uncover hidden problems
.
Cubic's process: Dig / Define / Design / Deploy
At Cubic, we’re fully aware that branding isn’t about gut instinct or smoke and mirrors. That’s why we always use tried- and-tested processes to make sure clients get the results they need. Though the details may vary from project to project, the stages and strategies outlined below have served us well over the past decade. We call them the four Ds.
Brand Management
This document discusses various branding strategies. It begins by defining branding strategy as a long-term plan to develop a successful brand to achieve specific goals. It then discusses different types of branding strategies such as personal branding, product branding, corporate branding, service branding, co-branding, online branding, and no-brand branding. Branding tools like the brand-product matrix and brand hierarchy are also introduced to help formulate branding strategies. The document provides examples and discusses how to design and implement effective branding strategies.
Brand Management
This document discusses various branding strategies. It begins by defining branding strategy as a long-term plan to develop a successful brand to achieve specific goals. It then discusses different types of branding strategies such as personal branding, product branding, corporate branding, service branding, co-branding, online branding, and no-brand branding. Branding tools like the brand-product matrix and brand hierarchy are also introduced to help formulate branding strategies. The document provides examples and discusses how to design and implement effective branding strategies.
Chapter 6 Designing and Managing Tourism and Hospitality Products(Tourism and...
The document discusses various concepts related to branding including new product development, the branding process, types of brands, and benefits of branding. It provides information on the new product development process, the four core functions of branding as differentiation, authenticity, value setting, and unification. It also outlines different types of brands such as product brands, service brands, personal brands, and geographical brands. Finally, it lists benefits of branding such as customer awareness, loyalty, competitive advantage, and attracting investors.
004 190105 Bookclub In-House Design In Practice - chapter 00-01
004 190105 Bookclub In-House Design In Practice - chapter 00-01Lia s. Associates | Branding & Design
The document discusses the advantages and disadvantages of working as an in-house designer. It provides advice on defining one's position as an in-house designer, such as understanding the organization's goals, serving the brand and sales teams, and acting as a problem solver rather than just fulfilling tasks. Case studies from companies like Fossil, Nickelodeon, and Whirlpool are presented, emphasizing the importance of understanding the organization, advocating for design, and proving the value of one's work. The document provides guidance on effectively managing projects and resources while satisfying the organization, brand, and design needs.Positioning Statement Debriefed:
Here is a presentation with the goal of simplifying the concept of the positioning statement. Quite often we find businesses overlook the importance of the positioning statement (otherwise known as unique selling point, value proposition, etc.) The positioning statement can be a simple guideline for the strength of your marketing activities.
La 1.2 cross media companies and public service companies
1. This document outlines an examination unit on understanding the ownership models of media institutions, including cross-media conglomerate production companies and public service companies.
2. It provides learning objectives and success criteria for the unit and examples to consider, including Disney as an illustrative example of a conglomerate company.
3. The document guides the reader through tasks to demonstrate their understanding of independent media companies, cross-media conglomerates like Disney, and features of public service media companies.
Lo1 workbook
This document provides guidance for understanding the structure and ownership of the media sector. It defines different types of media ownership like private, public service broadcasting, multinationals, independents, conglomerates, and voluntary organizations. It also discusses challenges faced by independent and multinational media companies. The concepts of cross-media ownership, diversification, horizontal and vertical integration are explained. Disney is used as an example of a integrated media company. The document poses questions about income streams, product diversity, profitability, objectives, competition, customers, and trends affecting media companies.
Lo1 workbook
This document provides guidance for understanding the structure and ownership of the media sector. It defines different types of media ownership like private, public service broadcasting, multinationals, independents, conglomerates, and voluntary organizations. It also discusses challenges faced by independent and multinational media companies. The concepts of cross-media ownership, diversification, horizontal and vertical integration are explained. Disney is used as an example of a integrated media company. The document poses questions about income streams, product diversity, profitability, objectives, competition, customers, and trends affecting media companies.
Creativity in Advertising
Creativity involves turning new ideas into reality, improving solutions, and motivating customers. There are seven creative strategies: generic does not differentiate brands; pre-emptive claims attributes for one brand; unique-selling-propositions highlight unique benefits; brand-image emphasizes psychological differences; positioning directly compares products; resonance appeals emotionally; and emotional plays on feelings. The creative process has five stages: developing a brief outlining the message and audience; writing copy to engage the audience; developing visuals supporting the message; creating the advertisement; and launching the campaign over time.
Bing_CreativeStrategyv11.pdf
Josh Bing is establishing the brand Bing Productions to accomplish inspiring consumers through entertainment and storytelling. The brand positioning statement positions Bing Productions as a company that entertains and creates positive impact through stories. Bing Productions and Bing Entertainment are the best name options, with strengths being references to Bing's last name but weaknesses including potential confusion. The logo concepts feature modern fonts with spotlight on "Productions" and tagline is "Compelling Stories of Cinematic Quality." Core values are creativity, art, innovation and technology, and employees will be supported to contribute through these values. The mission is to entertain, inspire and illustrate storytelling's power through challenging stories and experiences.
Digiday Video Advertising Summit | Direct Agents
The document discusses strategies for effective use of video marketing. It notes that consumers now spend significant time watching online videos and videos are shared widely on social media. Data shows that video improves brand awareness and is more likely to drive product purchases. The document then outlines best practices for harnessing audiences through behavioral targeting and multi-platform content. It also provides recommendations for crafting effective video stories, including using emotion, visuals/sound, focusing on one main point, creating shared experiences to drive engagement, and building trust.
Similar to Pp3 disney and horizontal integration (20)
Film institutions and audiences lesson 2 focus on Disney
Film institutions and audiences lesson 2 focus on Disney
Oral and Written PresentationsPreparing for Case Analysis.docx
Oral and Written PresentationsPreparing for Case Analysis.docx
Chapter 6 Designing and Managing Tourism and Hospitality Products(Tourism and...
Chapter 6 Designing and Managing Tourism and Hospitality Products(Tourism and...
004 190105 Bookclub In-House Design In Practice - chapter 00-01
004 190105 Bookclub In-House Design In Practice - chapter 00-01
La 1.2 cross media companies and public service companies
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Pp16 exhibition, audience consumption, cross media convergence.
This document discusses exhibition and audience consumption of films across different media. It notes that films can now be consumed through various means like cinema, streaming, downloading, on phones and gaming consoles. Emerging technologies like IMAX and 3D have enhanced the cinema experience but also led to changes in consumption patterns with audiences now having on-demand access through portable devices. This cross-media convergence, enabled by technological developments, affects how films are distributed, exhibited and consumed by audiences.
Pp13 distribution
This document discusses how digital technology is transforming film distribution. It notes that traditionally, film distribution required physical prints that had to be shipped to theaters, making global releases staggered and limiting independent films' access to screens. The UK Film Council's Digital Screen Network Project aims to provide theaters with digital projection to avoid these issues. Digital distribution allows films to be released globally at once for less cost. It creates new opportunities for low-budget and independent filmmakers to produce, market and distribute films online.
Pp12 traditional distribution and marketing
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Pp11 technology in production
Digital technology has revolutionized film production in three key ways:
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Pp10 production issues research the boat that rocked
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Pp9 financing films (1)
There are various methods for financing films, as it is difficult to predict a film's financial success. Producers must secure funding before filming begins. Government grants and subsidies are available to encourage creativity and support employment, culture, and tourism. Tax incentives also help attract productions by allowing investors to pay less tax. Pre-sales, or selling distribution rights before filming, is a common financing method, as it provides security for investors. However, it can limit creative control and require commercially viable elements like stars. Small independent studios rely more on grants due to the inability to offer secure returns or afford big budgets.
Pp8 producing flms key terms
Working Title Films is a British film production company owned by Universal Studios. It oversees the physical production of films, raising funds through methods like pre-sales to distributors. Working Title has had success with large-budget prestigious films like Atonement, targeting wide audiences with mainstream genres, popular stars, and a recognizable house style built on romantic comedies from Richard Curtis. Their films have addressed liberal social issues while largely ignoring economic class themes.
Pp7 competing industries us vs uk production
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Pp6 british film industry funding
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3:国家专业人才认证中心颁发入库证书
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5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
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二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
→ 【关于价格问题（保证一手价格）
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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Pp3 disney and horizontal integration
- 1. Disney and Horizontal Integration You MUST be able to define Horizontal Integration and give Disney examples. You SHOULD be able to comment on the different target audiences to Disney You COULD outline and evaluate the benefits to Disney’s development and success.
- 2. You MUST be able to define Horizontal Integration and give Disney examples.You SHOULD be able to comment on the different target audiences to DisneyYou COULD outline and evaluate the benefits to Disney’s development and success. What are the Core products of Disney? Who is their Core target audience? Name some of the way that Disney has diversified into other markets? What are the benefits of doing this?
- 3. You MUST be able to define Horizontal Integration and give Disney examples.You SHOULD be able to comment on the different target audiences to DisneyYou COULD outline and evaluate the benefits to Disney’s development and success. Company Divisions – Who are the target audiences? Studio Entertainment Unit Walt Disney Motion Pictures Walt Disney Pictures Walt Disney Animation Studios Pixar Animation Studios Disneynature Touchstone Pictures Hollywood Pictures Miramax Films Disney Music Group Walt Disney Theatrical
- 4. You MUST be able to define Horizontal Integration and give Disney examples.You SHOULD be able to comment on the different target audiences to DisneyYou COULD outline and evaluate the benefits to Disney’s development and success. Horizontal Integration in Action Developing away from core target audience. Miramax relationship then buyout – do basic research on this (Wikipedia) Develop films like Kill Bill (research it if you don’t know it.) Why?
- 5. You MUST be able to define Horizontal Integration and give Disney examples.You SHOULD be able to comment on the different target audiences to DisneyYou COULD outline and evaluate the benefits to Disney’s development and success. Horizontal Integration in Action Disney Pixar relationship. Look at the Handout. Why develop the company this way?
- 6. You MUST be able to define Horizontal Integration and give Disney examples.You SHOULD be able to comment on the different target audiences to DisneyYou COULD outline and evaluate the benefits to Disney’s development and success. Horizontal Integration in Action Disney ABC TV group. Includes what channels? What target audiences are covered? Why do this/what benefits does it give The Walt Disney Company?
- 7. Benefits Benefits Using the Disney handout from the VLE List all the different markets that Disney operate in. What is the benefit of this? How have they developed the company to diversify away from the core target audience? Why not just change the content of their original animations to reach these new audiences?
- 8. You MUST be able to define Horizontal Integration and give Disney examples.You SHOULD be able to comment on the different target audiences to DisneyYou COULD outline and evaluate the benefits to Disney’s development and success. Horizontal Integration allows a company to expand and operate in different sectors of the business, thus more profit. Horizontal Integration allows Disney to develop material that is not suitable for their core target audience e.g. Miramax’s Kill Bill Horizontal Integration allows Disney to keep their core target audience – non suitable films are developed by companies not associated with Disney, but who are Disney .
- 9. I.S for next lesson Complete and the spider-gram on Disney’s horizontal integration. Outline and evaluate Disney’s use of Horizontal Integration in their business development.
- 10. Review You MUST be able to define Horizontal Integration and give Disney examples.You SHOULD be able to comment on the different target audiences to DisneyYou COULD outline and evaluate the benefits to Disney’s development and success.