The document discusses the history and growth of The Walt Disney Company from its founding in 1923 to present day. It traces Disney's evolution from a small animation studio to a massive global entertainment conglomerate through key acquisitions, executives like Michael Eisner, and expanding into new businesses like theme parks, television, and movies. While Disney has experienced much success, its extensive diversification may make it difficult to manage and could potentially lead to challenges in the future if not properly overseen.

1. The Entertainment King

2.  Founded by Walt Disney and his
brother Roy Disney.
 Started in 1923
 Rebirth under Eisner
 In 1984 it was dismembered
 Revenue increased from $1.65-$25
billion
 net earning increased from $0.1- $1.2
billion
 In 1998-1999 growth was below than
target

3.  “Oswald the lucky rabbit” 1st hit in
1923
 “Steam boat Wallie” in 1928
 Nervous breakdown in 1931
 Released snow white and seven
dwarfs in 1937, full length featured
film.
 New studio was built in Burbank
 In 1940 company wants public to
finance strategy measures of
dispersion.

4.  Failure of costly films in 1940 after
World War 2.
 Rereleased of Snow White in 1944
which become important source of
income.
 Released song of south in 1946 for
quick income
 1st TV special in 1950, “The
wonderland” which reached to 20
million viewers.
 Treasure land in 1950, action
production
 Old yeller in 1957
 Target of 3 films in 1965

5.  Swiss family Robinson in 1960
 Marry Poppins in 1964
 101 Dalmatians in 1961
 Disney land park was open in 1955.
 Purchased 27,00 acres of land near
Orlando, florida.
 Died in 1966

6.  Opening of Disney World in 1971
 Generated $139 million, 11 million
visitors in 1st year.
 Live shows Disney parade &
Disney on ice
 Tokyo Disneyland in 1976
 1970-1980 they tried to steam the
decline through introducing new
label Touchstone.
 Opening of Epcot in 1982
 Disney channel in 1983

7.  Roy resigned in 1984
From the board of directors of Walt
Disney

8.  Eisner former President and CEO of paramount
Pictures was named as Chairman and CEO of
Disney
 He committed to a return on stockholder equity
exceeding 20%.
 He viewed “managing creativity” as Disney’s most
distinctive corporate skill.
 Top priority was to revitalize Disney’s movie and
TV business, started the Disney Sunday Movie in
1986 to put Disney back on map.
 Sold independent TV station some of the
programming that Disney had accumulated over
the years.
 Box office share improves from 4% to 19% because
27 out of 33 movies were profitable
 Disney pursued strong scripts from less established
writers and well-known actors in career slump and
TV actors then movie stars.
 Decision to expand animation staff and accelerate
production by increasing frequency of animation
movies.

9.  Broke Box office record , the Lion King
sales generate Net revenue $700 millions
 Saudi Prince and number of European
banks worked out deal.
 Disney president Wells was killed in a
helicopter crash in Nevada.
 Disney bought ABC for 19$ million,
second largest acquisition in US history.
 Press reports of cultural clashes between
ABC and Disney
 ABC executives were uncomfortable on
the fact that how ABC was used to cross
promote Disney Product

10.  Disney’s approach to filmmaking had changed
dramatically
 Movies needed to stand out
 The change was necessary because of growing impact
of international audiences, who were attracted to
movies with big name stars and with expensive
special effects
 Average budget rose from $22mn to $55mn Movies
Home Division Videos Disneyland(s) and
merchandises
 Major driver for growth in 1990
 With dropping revenues , Disney decided to make
all but 10 of its animated films available
 Only one would be on the shelves each year, release
to be promoted by company wise marketing
 Build more than one park site to turn park into resort
 Online selling of merchandises

11.  Key to synergies was Disney Dimension.
 Larger bonuses were awarded to those who had been most
committed to synergies.
 Synergies boosted cross-promotion.
 With help of cross-merchandising, Disney intended to make
each new animated film to function as a mini-industry.
 Focus was on generating more revenue from outside U.S, it
planned to integrate its overseas operations.
 Horizontally, Disney began developing new venues in the US,
LIKE ESPN zones, sports restaurants multistory facility like
Disney Quest.
 It also expanded in cruise ships and educational retreats.
 Disney Institute opened in 1996 focused on fitness and
adventure in learning.
 Vertically, major initiatives involved Internet and TV. •
 Synergy drove lower cost on theme park as well.
 But Disney had far too many relationship to productively
manage.

12.  New businesses faced the prospect of
damaging the brand.
 Controversy over show Ellen because of
ethnicity.
 Resentment shown by Catholic group for
movie Priest
 Stereotypical portrayal in Aladdin faced
the decrement by Arab- Americans
 Disney theme park got delayed for 2
years because Kundun faced apprehension
from Chinese govt. Disney had a much
traditional approach based on myths, fairy
tales and history whereas Nickelodeon’s
targeted the kids by keeping pace with the
time.

13.  Traditional techniques for managing
creativity gong show for
brainstorming ideas across the
divisions
 Was a success for some projects Little
Mermaid, Pocahontas
 Major drawback was the important
people pulling out of those meetings
because nobody liked his/her idea
getting dismissed so the group
dynamics were always at stake. As a
result 75 executives left the company
in 1994-2000.

14.  The Walt Disney has been extremely
successful in the past 94 years due to
the vision of Walt Disney himself and
the strategic management skills of
Michael Eisner . It is possible that the
immense diversification within the
company will be its downfall, as it
may simply become too large to
manage. However, it has managed to
stay strong and will most likely
continue on its upward path.