I Love Waltdisney World. I remember when I was a little girl, I could not wait to watch a walt disney cartoon or even a movie. I have been to Waltdisney world4 times and I can say I have had the best time of my life.
Walt Disney - Content Is King walks you through Walt Disney's successful business strategy that led to an annualized growth rate of 20% and makes specific recommendations as to how Disney could maintain its industry-beating growth rate.
Walt Disney - Content Is King walks you through Walt Disney's successful business strategy that led to an annualized growth rate of 20% and makes specific recommendations as to how Disney could maintain its industry-beating growth rate.
A Project/Paper first presented in 2010 to examine Strategic Change in Business and Featuring The Walt Disney Company and Its Success through Strategic Change Management.
All in the Spirit of Say's Law…"If you build it they will come". (Jean-Baptiste Say)
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
- 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
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
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.
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 has a 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; all 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.
A Project/Paper first presented in 2010 to examine Strategic Change in Business and Featuring The Walt Disney Company and Its Success through Strategic Change Management.
All in the Spirit of Say's Law…"If you build it they will come". (Jean-Baptiste Say)
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
- 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
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
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.
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 has a 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; all 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.
Strategic ManagementFinal Case StudyAndrea BarilAs.docxsusanschei
Strategic Management
Final Case Study
Andrea Baril
Ashley Cleary
Sylvia LaBrie
Marie-Michele Lachance
05/03/2012
Overview
Company Overview
• The Founder
• Growth
• Location Map
• Walt Disney’s Division
Existing Mission
Proposed Mission and Vision
SWOT Analysis
External Audit
• CPM
• Positioning Map
• EFE
Internal Audit
• Organizational Chart
• Financial Trends
• Balance Sheet
• Financial Ratios
• IFE
Strategic Plan
• SWOT Matrix
• Space Matrix
• IE Matrix
• Grand Strategy Matrix
• BCG
• Matrix Analysis
• QSPM
Implementation
• Assumptions
• Projected Income Statement
• Projected Balance Sheet
• Projected Ratios
Evaluation
• Stock Price
• Balance Scored Card
• Strategies
• Recommendations
• Objectives
The founder
• Walt Disney was born on December 5, 1901 in Chicago
• During the fall of 1918, Walt Disney attempted to enlist for
military service but he got rejected.
• He started a small company called Laugh-O-Grams, which
eventually fell bankrupt.
• With his suitcase, and $20 Walt headed to Hollywood to start
anew.
• After making a success of his "Alice Comedies," Walt became a
recognized Hollywood figure.
• Disney took a deep interest in the establishment of California
Institute of the Arts, a college-level professional school of all the
creative and performing arts.
• Walt Disney passed away on December 15, 1966.
• Urban legend maintains his corpse would be
frozen and stored beneath the Pirates of the
Caribbean ride at Disneyland. . .
Walt, after the Studio
had won 4 Academy
Awards
Walt Disney 1901-1966
October 16, 1923:
This date is considered the start of the Disney Company first known as
The Disney Brothers Studio.
1928:
First Mickey Mouse cartoon, and the first appearance by Minnie Mouse.
1932:
Flowers and Trees, first full-color cartoon and first Academy Award
winner.
1939:
The Disney Studio begins its move to Burbank, California.
1940:
Walt Disney Productions issues its first stock.
History
1955:
Mickey Mouse Club debuts on television.
1971:
Walt Disney World Resort opens with the Magic Kingdom and two hotels near
Orlando, Florida.
1982:
EPCOT Center opens at Walt-Disney World Resort .
1983:
Tokyo Disneyland, the first international Disney theme park, opens in Japan.
1987:
The first Disney Store opens, in Glendale, California.
Growth
1989:
Disney-MGM Studios opens at Walt Disney World Resort.
1992:
Disneyland Paris opens.
1995:
Disney agrees to purchase 25 percent of the California Angels baseball
team, Disney agrees to purchase Capital Cities/ABC for $19 billion. The
Disney Channel begins operation in the UK.
1996:
Disney Online launches Disney.com.
Radio Disney, a live 24-hour music-intensive radio network, debuts.
1998:
ESPN Magazine debuts, Disney’s Animal Kingdom opens at Walt Disney
World Resort, Disney Magic cruise ship departs on its inaugural cruise.
Growth cont.
Disney purchased Marvel Entertainment
Gave a $0.35 dividend per.
Strategic ManagementFinal Case StudyAndrea BarilAs.docxrjoseph5
Strategic Management
Final Case Study
Andrea Baril
Ashley Cleary
Sylvia LaBrie
Marie-Michele Lachance
05/03/2012
Overview
Company Overview
• The Founder
• Growth
• Location Map
• Walt Disney’s Division
Existing Mission
Proposed Mission and Vision
SWOT Analysis
External Audit
• CPM
• Positioning Map
• EFE
Internal Audit
• Organizational Chart
• Financial Trends
• Balance Sheet
• Financial Ratios
• IFE
Strategic Plan
• SWOT Matrix
• Space Matrix
• IE Matrix
• Grand Strategy Matrix
• BCG
• Matrix Analysis
• QSPM
Implementation
• Assumptions
• Projected Income Statement
• Projected Balance Sheet
• Projected Ratios
Evaluation
• Stock Price
• Balance Scored Card
• Strategies
• Recommendations
• Objectives
The founder
• Walt Disney was born on December 5, 1901 in Chicago
• During the fall of 1918, Walt Disney attempted to enlist for
military service but he got rejected.
• He started a small company called Laugh-O-Grams, which
eventually fell bankrupt.
• With his suitcase, and $20 Walt headed to Hollywood to start
anew.
• After making a success of his "Alice Comedies," Walt became a
recognized Hollywood figure.
• Disney took a deep interest in the establishment of California
Institute of the Arts, a college-level professional school of all the
creative and performing arts.
• Walt Disney passed away on December 15, 1966.
• Urban legend maintains his corpse would be
frozen and stored beneath the Pirates of the
Caribbean ride at Disneyland. . .
Walt, after the Studio
had won 4 Academy
Awards
Walt Disney 1901-1966
October 16, 1923:
This date is considered the start of the Disney Company first known as
The Disney Brothers Studio.
1928:
First Mickey Mouse cartoon, and the first appearance by Minnie Mouse.
1932:
Flowers and Trees, first full-color cartoon and first Academy Award
winner.
1939:
The Disney Studio begins its move to Burbank, California.
1940:
Walt Disney Productions issues its first stock.
History
1955:
Mickey Mouse Club debuts on television.
1971:
Walt Disney World Resort opens with the Magic Kingdom and two hotels near
Orlando, Florida.
1982:
EPCOT Center opens at Walt-Disney World Resort .
1983:
Tokyo Disneyland, the first international Disney theme park, opens in Japan.
1987:
The first Disney Store opens, in Glendale, California.
Growth
1989:
Disney-MGM Studios opens at Walt Disney World Resort.
1992:
Disneyland Paris opens.
1995:
Disney agrees to purchase 25 percent of the California Angels baseball
team, Disney agrees to purchase Capital Cities/ABC for $19 billion. The
Disney Channel begins operation in the UK.
1996:
Disney Online launches Disney.com.
Radio Disney, a live 24-hour music-intensive radio network, debuts.
1998:
ESPN Magazine debuts, Disney’s Animal Kingdom opens at Walt Disney
World Resort, Disney Magic cruise ship departs on its inaugural cruise.
Growth cont.
Disney purchased Marvel Entertainment
Gave a $0.35 dividend per.
THE WALT DISNEY COMPANYDISNEY DEPARTMENT OF BUSINESS AND EDUCATI.docxchristalgrieg
THE WALT DISNEY COMPANY
DISNEY DEPARTMENT OF BUSINESS AND EDUCATION
BUSINESS AND EDUCATION GROWTH
BUS/475
August 24, 2016
Professor Roger Sullivan
DISNEY EDUCATION AND BUSINESS GROWTH DEPARTMENT
(DEBGD)
Table of Contents
51 Executive Summary
5New Division Definition:
5New division Mission:
5New division Vision:
5New division Value Proposition:
5Key Assumptions:
5Final Business Model Projections (Over 3 Year Planning Period):
62 Parent Firm and Purpose and Name of New Company Division
63 Name & Composition of New Product/Service
64 Product/Service Differentiation
65 Target Market and Customer Needs
66 Competitive Advantage and Table of Competitors
77 New Division Mission Statement (Differentiation from Competition)
78 Vision Statement (New Division with 3 Year Future Focus)
79 Value proposition (Guiding New Division Strategic Direction)
710 Vision/Mission (Alignment Between New Division and Parent)
711 Division's Strategic Direction
712 Culture (New Division)
713 Social Responsibility (New Division)
814 Ethics (New Division)
815 Business Projection Overview (Unit Sales, Revenue, Profit, and Return On Investment)
916 Key Milestones Timeline Graph
917 Market Position vs Competitors Statement
918 Marketing Perceptual Map
1019 SWOTT Analysis (Internal Forces and Trend Factors)
1120 SWOTT Analysis (External Forces and Trend Factors)
1221 Supply and Value Chain Analysis
1322 Change Adaptation (Parent Firm’s Example)
1323 Change Adaptation (How New Division Will Adapt To Crisis Example)
1324 Leverage Core Competencies and Resources
1325 Major Issues, Hypothesis, 3 Research Questions and Analysis
1326 Major Opportunities, Hypothesis, 3 Research Questions, and Analysis
1427 Three Major Assumptions
1428 Risk and Change Management Plan
1429 Balanced Scorecard (Shareholder value or Financial Perspective) Quadrant One
1530 Balanced Scorecard ( Customer value perspective) Quadrant Two
1731 Balanced Scorecard ( Process or internal operations perspective) Quadrant Three
1732 Balanced Scorecard (Learning and growth (employee) perspective) Quadrant Four
1833 Potential Risks and Mitigation
Solution
Plan
1834 Ethical implications of solutions
1935 Contingency Strategy and Funding
1936 Communication Plan Template
2037 Monitor and Control Your Strategic Plan Using Your Balanced Scorecard
2038 Short Term Objectives
2039 Functional Tactics
2140 Marketing Strategies and Tactics
2141 Information Technology Strategies and Tactics
2242 Ethical Issues Faced By the Organization
2243 Legal and Regulatory Issues Faced By the Organization
2244 Corporate Social Responsibility (CSR) (Four)
2245 Impact of Triple Bottom Line (People, Planet, & Profit) On Strategic Plan & It’s Implementation
2246 Reference/Resource Page- Current & Past Core Course UOPX Textbooks
2247 Reference/Resource Page- External Resources
2248 Reference/Resource Page- Graphic/Photo/Logo and Other References
1 Executive Summary
New Division Definition: This department deals with educational teachings o ...
Investor Pitch Deck Pe Powerpoint Presentation SlidesSlideTeam
If you are looking for investor for your business, our content-ready investor pitch deck pe PowerPoint presentation slides will prove to be a must-have component in your toolkit. You can leverage these equity crowdfunding PPT templates to get familiar with topics such as organizational structure, executive summary, milestones achieved, product/services, USP, competitive landscape, technology trend, marketing strategy, financial summary, geographical expansion, and many more. Apart from these, related topics such as start-up funding, fundraising, seed funding, financial modelling, investor business proposal, angel investment and venture capital financing are also covered. It will help convince potential investors about your idea and hopefully encourage them to invest into your business. Download investor pitch deck pe PowerPoint presentation to deliver an impactful presentation in front of the investors. This can surely make your job of obtaining finance much easier. Get a sturdy leg up with our Investor Pitch Deck Pe Powerpoint Presentation Slides. Ascend the ladder of success with elan. https://bit.ly/3ynxZXU
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If you are looking for investor for your business, our content-ready investor pitch deck pe PowerPoint presentation slides will prove to be a must-have component in your toolkit. You can leverage these equity crowdfunding PPT templates to get familiar with topics such as organizational structure, executive summary, milestones achieved, product/services, USP, competitive landscape, technology trend, marketing strategy, financial summary, geographical expansion, and many more. Apart from these, related topics such as start-up funding, fundraising, seed funding, financial modelling, investor business proposal, angel investment and venture capital financing are also covered. It will help convince potential investors about your idea and hopefully encourage them to invest into your business. Download investor pitch deck pe PowerPoint presentation to deliver an impactful presentation in front of the investors. This can surely make your job of obtaining finance much easier. Get a sturdy leg up with our Investor Pitch Deck Pe PowerPoint Presentation Slides. Ascend the ladder of success with elan
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Quantitative Data AnalysisReliability Analysis (Cronbach Alpha) Common Method...2023240532
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2. Some historical clues…
Founded by Walt Disney
Established in 1923
Headquartered in California, USA
Currently world’s largest conglomerate in terms of
revenue.
4. Walt Disney Mission Statement 2013
“The Walt Disney Company's objective is to be one of the
world's leading producers and providers of entertainment and
information, using its portfolio of brands to differentiate its
content, services and consumer products. The company's
primary financial goals are to maximize earnings and cash flow,
and to allocate capital toward growth initiatives that will drive
long-term shareholder value.”
5. Walt Disney
Mission Statement’s Evaluation
Product oriented
statement
Focus on what
products to sell
and what services
to offer rather
than on how to
satisfy customer
needs
Lack of 5 essential
components:
1. Customers
2. Technology
3. Philosophy
4. Concern for
public image
5. Employees
7. Walt Disney Recommended Mission Statement
“As the world’s leader in entertainment and
information we seek to create an engaged
and collaborative culture for our employees
in order to turn our customers‘ moments
into a unique experience, by providing
special services and innovative products
through movies, parks and the e-world. By
taking advantage of our diversified
portfolio to differentiate our content in all
segments, we aim to develop the most
profitable entertainment company
worldwide, which would yield increasing
profits to our shareholders.”
8. Walt Disney
Overview
Segment Revenues ‘12 Revenues ‘13 Growth
Media Networks 19,436 mil. $ 20,356 mil. $ 5%
Parks & Resorts 12,920 mil. $ 14,087 mil. $ 9%
Walt Disney Studios 5,825 mil. $ 5,979 mil. $ 3%
Disney Consumer
Products
3,252 mil. $ 3,555 mil. $ 9%
Disney Interactive 845 mil. $ 1,064 mil. $ 26%
9. Disney - contribution of segments to
revenues
Media Networks 45%
Parks & Resorts 31%
Studio Entertainment 13%
Consumer Products 8%
Interactive 3%
10. Corporate
CEO
Chairman, Walt Disney
International
Senior Executive Vice President,
General Counsel and Secretary,
The Walt Disney Company
Senior Vice President, Global
Security, The Walt Disney
Company
Executive Vice President, Corporate Strategy
and Business Development, Executive Vice
President, Corporate Strategy and Business
Development
The Walt Disney Company
Executive Vice President, Corporate
Real Estate, Alliances, and
Treasurer, The Walt Disney
Company
Executive Vice President and Chief
Communications Officer, The Walt
Disney Company
Executive Vice President and Chief
Human Resources Officer, The Walt
Disney Company
Senior Executive Vice President
and Chief Financial Officer, The
Walt Disney Company
Senior Vice President, Planning and
Control, The Walt Disney Company
BusinessUnit
CEO
Executive Chairman, ESPN,
Inc.
President, Disney Consumer
Products
Chairman, The Walt Disney
Studios
President, Disney Interactive
Co-Chairman, Disney Media
Networks Group and
President, ESPN
Chairman, Walt Disney Parks
and Resorts
Co-Chairman, Disney Media
Networks and President,
Disney•ABC Television Group
Walt Disney Organizational Structure
11. • HUMAN
RESOURCES
• RESEARCH &
DEVELOPMENT
• MARKETING• FINANCIAL
20% annual
growth in
earnings per
share
Family
orientation :
appeal to kids
and bring the
family together
Foster an
engaged and
collaborative
company culture
Expand the
portfolio of
characters and
drive the
company into
the e-world
Walt Disney Objectives
12. Market penetration
• Targeted market segmentation
through acquisitions
New products
• Related Diversification
• Diversification in branding
• Vertical & Horizontal integration
Market development
• Foreign Outsourcing
• Direct Investment
• Licensing
Conglomerate diversification
-
Existing
New
Existing New
PRODUCTS
MARKETS
Walt Disney
Corporate Strategies
13. RAPID MARKET GROWTH
SLOW MARKET GROWTH
Walt Disney
Grand Strategy
STRONG COMPETITIVE POSITIONWEAK COMPETITIVE POSITION
Market development
Related Diversification
Vertical Integration
Horizontal Integration
Market penetration
14. Walt Disney
PEST Analysis
POLITICAL
The animation industry enjoys tax benefits.
Political differences are an obstacle to International Trade.
Tighter regulations regarding products safety.
ECONOMIC
Global financial crisis slows down growth.
Emerging markets such as India offer a cost advantage in terms of salaries
and the overall cost of production.
Economic growth, per capita income and stage of economic development
among different countries needs to be considered.
15. SOCIAL
Recent social trend in smartphones, tablets and apps.
Different local cultures, as well as stories and history of the host place.
Changes in customers preferences for entertainment.
Significant role of kid’s and family’s entertainment.
TECHNOLOGICAL
Technological advancements are having a profound effect on the
world’s media.
Changes in technology affect demand for entertainment products as
well as the cost of production.
Walt Disney
PEST Analysis
16. THREAT OF NEW ENTRANTS - (MEDIUM)
Even though there are major players, still smaller players with lower
structures can enter the market.
THREAT OF SUBSTITUTES - (HIGH)
Technological innovations & high competition in each segment,
generate many alternative choices for consumers.
BARGAIN POWER OF SUPPLIERS - (LOW)
Disney’s vertical integration reduces significantly their power.
BARGAIN POWER OF BUYERS - (HIGH)
Disney’s offerings are desires, rather than necessities. Therefore,
financial restricted consumers will not buy.
RIVALRY AMONG FIRMS - (HIGH)
Huge competition between companies within specific sectors.
( broadcast rights/local parks/viewing figures/box office/other brands)
Walt Disney
Porter’s 5 Forces Analysis
17. Brand Value
Listed 27th in the world’s 500 most valuable
brands*
• $ 20,548 millions brand value in 2013
• $ 23,580 millions brand value in 2014
*http://brandirectory.com/league_tables/table/global-500-2014
18. Walt Disney
Financial State
Performance Indicators
Current Stock Price $ 80.07
Consolidated Revenues $ 45,041 millions
Net Income $ 6,136 millions
Return on Equity 14.41
Return on Invested Capital 11.24
Gross Profit Margin 21.29
Annual Dividend per Share $ 0.60 (2012)
19. Market Share on
Studio Entertainment Industry
Globally
$ 5,03 billion
Overseas
$ 3,14 billion
U.S.
$ 1,89 billion
Globally
$ 4,68 billion
Overseas
$ 3 billion
U.S.
$ 1,68 billion
Globally
$ 3,68 billion
Overseas
$ 2,26 billion
U.S.
$ 1,42 billion
21. Brand Reputation
•Highly Diversified Portfolio
•Strategic & Tactical
Acquisitions
•Global Expansion & Alliances
•Economies of Scope
•Top Management
•Loyal Customers
•Strong Financial Position
•High Cost of Operations
•Concentration of Revenues In
North America
•Approaches Antitrust Law
Limits
•Benefits From IT Advances &
Mobile Gaming
•Build A More Eco-Friendly Image
• Further expansion in new
emerging economies
•Release of New Successful
Stories & Characters
•Financial Récession
•Increasing Piracy
•Strong Competition
•Continous Need For
Technological Update
•Change in Consumers
Preferences & Tastes
•Negative Publicity Due to
Unexpected Event
S W
TO
Walt Disney
SWOT Analysis
22. External Factor Evaluation Matrix (EFE)
WEIGHT RATING
WEIGHTED
SCORE
OPPORTUNITIES
Benefits from it advances & mobile games .20 3 .60
Build a more eco-friendly image .05 3 .15
Further expansion in new
emerging economies (Russia, India)
.15 2 .30
Release of new successful stories and characters .05 4 .20
THREATS
Financial Recession .15 3 .45
Increasing Piracy .10 2 .20
Strong Competition .10 3 .30
Continuous need for technological update .10 3 .30
Change in consumer preferences and tastes .05 2 .10
Negative publicity due to unexpected event .05 3 .15
TOTAL
24. Internal Factor Evaluation Matrix (IFE)
WEIGHT RATING WEIGHTED SCORE
WEAKNESSES
High Cost of Operations .15 2 .30
Concentration of Revenues in
Us & Canada
.08 2 .16
Approaches Antitrust Law
Limits
.04 1 .04
TOTAL
25. Strengths Weaknesses
Walt Disney SWOT
Combined Strategies
1. Brand Reputation
2. Highly Diversified Portfolio
3. Strategic & Tactical Acquisitions
4. Global Expansion & Alliances
5. Economies of Scope
6. Top Management
7. Loyal Customers
8. Strong Financial Position
1. High Cost of Operations
2. Concetration of Revenues In North America
3. Approaches Antitrust Law Limits
Opportunities SO - Strategies WO - Strategies
1. Benefits From IT Advances & Mobile
Gaming
2. Build A More Eco-Friendly Image
3. Further expansion in new emerging
economies (India, Russia)
4. Release of New Successful Stories &
Characters
2-1: Develop mobile game applications with
Disney characters
1-2: Collaborating with WWF so as to
promote environmental issues
6-3: Build a multinational management
team
8-4: Consumer research on their
preferences nowadays
1-1: Digitalization of our operations in order to
low costs & utilize technology
2-3: Target India as possible expansion through
consumer products
Threats ST - Strategies WT - Strategies
1. Financial Récession
2. Increasing Piracy
3. Strong Competition
4. Continous Need For Technological
Update
5. Change in Consumers Preferences &
Tastes
6. Negative Publicity Due to
Unexpected Event
7-1: Offer discounts to all members of
Disney fun club
3,4-3: Expansion in Brazil market through
alliances and synergies
8-4: Invest on R&D for one high tech
department
6-5: Monthly consumer research via online
polls
1-1: Re-edit and release in cinemas old classic
Disney films
2-3,4: Take advantage of operations that take
place in N. America by investing in Technology
and R&D for that area
26.
27. QUANTITATIVE STRATEGIC PLANNING MATRIX
Expansion in Brazil
market through
alliances and synergies
Develop mobile game
applications with Disney
characters
Key Factors Weight AS TAS AS TAS
Opportunities
1. Mobile game sectors could grow at a compound annual growth rate of 23,6 % by 2017 0.20 1 0.20 4 0.80
2. Decrease in environmental impact by 50% 0.05 - - - -
3. Emerging markets offer a cost advantage in terms of salaries and cost of operations. 0.15 4 0.60 3 0.45
4. Extension of R&D efforts in order to release new successful stories and characters. 0.05 2 0.10 3 0.15
Threats
1. 12% decline in average total expenditures in entertainment in USA from 2008 to 2010. 0.15 2 0.30 3 0.45
2. Piracy costs in the US economy every year $ 250 billion. 0.10 - - - -
3. Walt Disney’s market share in Studio Entertainment segment is 16,62% 0.10 2 0.20 1 0.10
4. Continuous need for technological update 0.10 1 0.10 4 0.40
5. Change in consumer preferences and tastes 0.05 - - - -
6. Negative publicity due to unexpected event 0.05 - - - -
Subtotal 1.00
Strengths
1. 27th position in the rank of the Best Global Brands. 0.15 4 0.60 2 0.30
2. Highly diversified portfolio 0.15 4 0.60 3 0.45
3. Acquisition of Marvel, ABC, Pixar, Lucas Film, ESPN etc 0.08 3 0.24 2 0.16
4. Almost 30% of revenues from operations in Europe, Asia Pacific, Latin America and other 0.05 4 0.20 3 0.15
5. Economies of Scope 0.08 3 0.24 2 0.16
6. Top Management follows four core concepts (3Ds+B) from 1922 0.07 4 0.28 2 0.14
7. Customers’ loyalty 0.10 2 0.20 4 0.40
8. Strong financial position: $7,370m intangible assets and $27,324m goodwill for FY 2013 0.05 3 0.15 1 0.05
Weaknesses
1. High cost of operations: $35,591m FY 2013 when total revenues are $ 45,041m 0.15 1 0.15 4 0.60
2. Almost 70% of operations is concentrated in US and Canada. 0.08 2 0.16 1 0.08
3. United States Antitrust Law restricts the mergers and acquisitions of organizations 0.04 - - - -
Subtotal 1.00
SUM TOTAL ATTRACTIVENESS SCORE 4.32 4.84
28. Preparation of the appropriate budget.
Allocation of personnel.
Communication of the strategic vision, the
strategic themes and their role to the employees.
Use of presentations, workshops, meetings,
frequent updates.
Implementing Strategy
29. Evaluation of Strategy
• Mobile/online games could grow to ~$60B revenue (23.6% CAGR
11-17F)
• Mobile/online games could take 60% games software market
share by 2017
• Total global games software revenue could grow to ~$100B
revenue by 2017
Mobile could drive total games software industry revenue
to $100B by 2017 .
• Games took 32% of 2013 mobile app usage (blended iOS/Android
tablet/smartphone) - 67% of tablet usage
• Games took 72% of 2013 mobile app revenue and ~40% of mobile
app downloads
Games dominate mobile app usage and revenue.
source: www.digi-capital.com
32. Evaluation of Strategy
Rumelt’s Criteria
The recommended strategy is:
consistent
It will be developed by the existing Interactive Department so that
interdepartmental disorder is avoided.
consonant
It will be an adaptive response to the recent social trend for mobile
games applications.
feasible
Disney’s financial state can support the recommended strategy
which will result in the company’s growth in the short-term.
maintaining the competitive advantage
The company’s position in the market will be strengthened.