Wd case study

A Strategic Business Analysis

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Table of Contents
Introduction 3
Company Background 3
Purpose of Strategic Management 3
Company Mission Statement 4
Objectives 4
Strategies 4

Internal Audit 4
Strengths 4
Weaknesses 6
Internal Factor Evaluation (IFE) Matrix 7

External Audit 7
Opportunities 7
Threats 8
External Factor Evaluation (EFE) Matrix 10

Strategic Analysis 10
Strenghts-Weaknesses-Oppurtunities-Threats (SWOT) Matrix 10
Strategic Position and Action Evaluation (SPACE) Matrix 12
Grand Strategy Matrix 15
Internal-External (I-E) Matrix 15
Quantitative Strategic Planning Matrix (QSPM) 16

Recommendations 19
Mission Statement 19
Short-term Goals 19
Long-term Goals 20
Implementation 20

Sources 23

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Introduction

Company Background
When brothers Walt and Roy Disney moved to Los Angeles in 1923, they went there to sell their cartoons
and animated shorts. One could only dream that their name would one day be synonymous with
entertainment worldwide. But then again, that is how The Walt Disney Company has made their fortunes
over the last several decades: making “dreams” come true.

The Disney brothers began creating countless cartoons (some successful and others not so much), and in
1928, introduced Mickey Mouse to the world in the animated short, Steamboat Willie—widely described
as the first animated film to be synchronized with post-produced music. The Mickey Mouse character
gained enormous popularity, and Walt and Roy enjoyed incredible success thereafter with feature films
both related and unrelated to the Mickey Mouse character.

The Walt Disney Company produced several of its animated classics throughout the 1940s such as
Pinocchio, Fantasia, Dumbo, and Bambi; and in 1955, Disneyland opened its doors as the Disney
brother’s first amusement park. In 1966, Walt Disney died leaving Roy as the new President, CEO, and
Chairman of the Board of The Walt Disney Company. Walt never had the opportunity to witness his
namesake creation (Roy rebranded Disney World as Walt Disney World in honor of his late brother) as
Walt Disney World opened five years later on October 1, 1971.

Since that first day of October in ‘71, The Walt Disney Company has expanded exponentially. The
Company owns media networks such as ABC, ESPN, the Disney Channels, SOAPnet, and A & E
(television networks); ABC Radio and The Radio Disney Network (online and satellite radio station); and
Hyperion Books (literary publishing company). The Company has spread its parks across the world to
Paris, Hong Kong, and Tokyo and has taken to sea with four Disney ocean liners.

The Walt Disney Company continues to grow with a major expansion to Walt Disney World currently
underway and several feature films currently in production in the Disney-Pixar Animation Studio (the
result of the Company’s 2006 acquisition of Pixar Animation Studios.) Though profits have been
stagnant for the last two fiscal years, the company’s revenue continues to increase.

Purpose of Strategic Management
Strategic management is a management function that consists of three distinct actions. They are (1)
formulating, (2) implement, and (3) evaluate cross-functional decisions that enable an organization to
achieve its objectives. Strategic management is vital for companies wishing to prosper in such a dynamic
world.

With globalization at an all time high, the practice of strategic management among a company’s top
executives (at the very least) is an absolute necessity. Considering that “communication is a key to
successful strategic management” and that the empowering of employees is “a great benefit of strategic
management,” it is recommended that strategic management is implemented at a company-wide level.
Simply put: successful, polished, professional companies perform strategic planning. A large percentage
of the companies that fail in America each year do not perform strategic planning.

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Company Mission Statement
“A mission statement defines in a paragraph…any entity's reason for existence. It embodies its
philosophies, goals, ambitions and [morals]. Any entity that attempts to operate without a mission
statement runs the risk of wandering through the world without having the ability to verify that it is on its
intended course.” –www.missionstatements.com.

The mission statement can also be defined as a company’s “statement of purpose.” The current mission
statement for the Walt Disney Company is:

To be the world’s leading producers and providers of entertainment and information. Using our
portfolio of brands to differentiate our content, services and consumer products, we seek to
develop the most creative, innovative and profitable entertainment experiences and related
products in the world.

Objectives
The objectives of a company are the same as a company’s goals. When setting goals, an organization is
determining what results they expect to achieve in both the short-term and the long-term. What is the goal
of this company? Of this division? What do we want to have accomplished within the next year? Within
the next five years? Generically, the answers to these questions would be a compiled list of objectives of
which a company should strive to obtain.

Given the current economic climate, setting objectives (or goal-setting) is difficult. As with every
company, The Walt Disney Company should set goals for the company as a whole and along functional
lines that pressure the company to greatness yet are obtainable. Measurability should be constantly
remembered in setting these objectives, and precise and unambiguous language should be used to
eliminate all hints of confusion.

The Walt Disney Company does not publish its corporate objectives.

Strategies
Strategies are a company’s methods to reaching its established objectives. Just because a company may
have a final destination in mind (an objective or goal) doesn’t mean that every path to that destination is a
good one. After setting strategically sound objectives, it is imperative that strategically sound strategies
are generated to provide the means of transportation for said objectives.

The courses of action on which an organization decides to embark affects all divisions and aspects of said
organization. Strategies should be formulated and implemented only once all internal and external factors
are assessed. Only then can a strategy be deemed “safe” for a company for implementation.

Internal Audit

Strengths
All companies have actions that they perform more than capably. All companies (at least all those that
have been around for a period of time) have past successes on which to build. A company’s “strengths”

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are those such factors: the positive components of a company’s collective portfolio that have made the
company better in one way or another.

The strengths for The Walt Disney Company are detailed below.

A Vast and Diverse Portfolio
The Disney brothers began drawing cartoons long before moving to Hollywood. The Missouri natives
spent the majority of their lives imagining characters to which to introduce to the world. Along with the
Disney’s impressive collection of new adaptations of old classics such as Robin Hood, Sleeping Beauty,
Peter Pan, and Alice In Wonderland; the Company has created countless characters to star in their feature
films. Disney’s original characters include Mickey Mouse, Minnie Mouse, Donald Duck, Pluto, Chip &
Dale, Simba, Buzz Lightyear, Belle, and Aladdin (to name only a very limited few.) The Walt Disney
Company’s huge portfolio is the single best strength of the entire organization.

Diversification
Disney has moved well beyond its cartoon-oriented roots. Though the company is still involved the
production of original feature films and other related media (and though the media network division of the
Company is still the organization’s leading generator of revenue) the company has long since stopped
being your typical “animation studio” or “film production company.”

In 1951, with the opening of Disney’s first theme park (Disneyland, in Anaheim, California) the
Company made a dramatic shift from a media-oriented company to the broader category of an
entertainment-oriented company. In the midst of the rollercoaster’s and hot dog stands in sunny
California, the Company found also a unique market place for consumer products and a chance to entwine
and implement the Organization’s already impressive portfolio of film characters into the parks
attractions.

The Walt Disney Company also began launching and purchasing media outlets for which their
productions and promotions to air. Disney owns now several media broadcasting networks television as
well as several radio stations for terrestrial, satellite, and online hosts.

Incredible Customer Service
The Walt Disney Company prides itself in many things and rightfully so. If you ask the average person
what Disney is known for “Mickey Mouse” or “the castle” might quickly be their reply. Ask any
business professional, however, and one thing is certain to be heard time and time again. “Customer
service.”

Disney demands nothing less than stellar customer service from their employees. If you have never
experienced the “Disney Difference,” I urge you to travel to one of their many theme parks or retail stores
worldwide. Their level of customer service takes those who know to look for it back. Former customer
service experts and teachers for Disney have written very successful books on the topic and their
experiences from the “holy grail” of customer satisfaction.

Acquisition of Pixar Animation Studios
In 2006, The Walt Disney Company made an acquisition of Pixar Animation Studios. Until 2006, Pixar
had collaborated with Disney on multiple occasions to produce such award winning films such as Toy
Story, Finding Nemo, and Monsters, Inc. Because of the partnership involved in these movies, however,
Disney had limitations on the rights to use and reuse the characters contained within the films. The
Company saw this as a negative. Too, seeing as Disney produces the majority of its films without
collaboration or partnership, the Disney-Pixar relationship was an enigma around which to carefully
navigate.

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In addition, as Disney’s traditionally produced animated films (with pen and color artists) being left in the
shadows in comparison to the progressively produced animated films (with CGI and digital artwork), it
seemed like the best approach that could be taken in order to “catch up with the times.”

Weaknesses
With the fact that all companies have actions that they perform more than capably, the fact also arises that
there are some internal factors that are of a negative consequence. Even companies as successful as The
Walt Disney Company have attributes and characteristics that are not at all positive. A company’s
“weaknesses” are those such factors: the negative components of a company’s collective portfolio that
have made the company worse in one way or another.

The weaknesses for The Walt Disney Company are detailed below.

The Constant Need of Successful Creative Material
Any analyst should be quick in stating that Disney is wonderful at generating “successful creative
material”–which they are. The weakness associated with this factor, however, is of great importance.
The key words in this factor are “constant need.” Though The Walt Disney Company is possibly the
world’s greatest generator of successful creative material, the constant need to churn out successful film
after successful film and wonderful attraction after wonderful attraction is daunting at the very least. The
fact that there could be a flop at the box office, or a ride that is negatively reviewed is terrifying for the
Company that prides itself in its perfection.

High (and Increasing) Cost of Operation
Unfortunately for the Disney Company, their industry is one with astronomical costs and expenses.
Needless to say, it is quite expensive to produce or successful feature film or build a theme park. With
recently diminishing profits and the economic recession, the company’s realization to the increasing costs
of doing business has been mundane.

This weakness is not to be confused with “high barriers for entry,” which might be viewed as an
opportunity. That would be considered an external factor. From an internal point of view, however, the
high (and increasing) costs to operate are doubtlessly a weakness for The Walt Disney Company.

Lack of Developmental Property
The Walt Disney Company Parks and Resorts Division has expanded drastically over the last three
decades. With the first international park being established in Tokyo in 1983, the Paris, Hong Kong, and
Shanghai parks began to fall in place shortly after. At the Disney World Resort in Orlando, Florida, the
Company owns several square miles of land that will surely be apportioned for park editions in the long-
term. Outside of the extra property in Florida, however, The Walt Disney Company has little acreage
elsewhere. Future developments in California’s Disneyland Resort are very unlikely due to the rapid pace
at which property was bought in the forties when the “new theme park project” hit the news, limiting
Disney’s land around the resort. Lack of developmental property within a company that survives due to
its innovation is a serious issue and a strong internal weakness of this organization.

Lagging Consumer Products Revenue
The consumer products division of The Walt Disney Company is handedly the smallest division within
the organization. While revenues continue to trend upward for the division, they do so at a slower rate to
the other Disney divisions, proportionally. Consumer products should be a division of the Company that
performs, proportionately, as well as the other three divisions of the company.

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If a consumer watches and really thoroughly enjoys Disney’s new studio release, Cars 2, than it is safe to
say that the viewer might also want a Cars 2 t-shirt or action figure. The same is true for the media
networks or parks and resorts divisions: a consumer who has experienced the products of any division of
the Organization should be prone to purchase consumer products related to such products. The fact that
the increasing revenue of the consumer products division is doing so at a slower rate of the other divisions
shows a lack of marketing and promotion put on the division.

Internal Factor Evaluation (IFE) Matrix
The Internal Factor Evaluation (IFE) Matrix is an Input State (State 1) strategic management tool that that
helps with the summarization and evaluation of the major strengths and weaknesses in the functional
areas of an organization. Internal factors (namely strengths and weaknesses) are compiled, given weights
as it relates their relative importance, and assigned a rating. The weighted scores [weight (x) rating] are
totaled to comprise a total weighted score for the IFE Matrix. The figures generated in the IFE Matrix are
used in a multitude of other strategic management tools and matrices.

The IFE Matrix for The Walt Disney Company is included below.

External Audit

Opportunities
With the internal factors detailed above, an organization has the ability (if not responsibility) to utilize its
strengths and improve on its weaknesses. They are controllable factors–attributes than can be altered.
With the external audit, we discuss factors that are not controllable and are focused outside the four walls
of a corporation.

The first such component of the external audit are opportunities. Opportunities make up the one portion
of the external factors to be detailed in this analysis. These opportunities are factors that provide a chance
for an organization to make positive changes. These factors can be governmental, environmental,
economic, or legal (among other descriptors.)

The opportunities for The Walt Disney Company are detailed below.

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Increasing Impact in the Music Industry
Disney’s original shows that air on The Disney Channels are crammed full of child stars–children and
young adults from ages 10-18. These child stars, however, are not handpicked just for their acting ability.
The Walt Disney Company has, for some time, selected actors with the dual talents, namely singing and
dancing.

With the meteoric rise of television programs such as American Idol, and America’s Got Talent, The
Disney Company has made a point to hire actors with multifaceted abilities. As a result, Disney has seen
huge success with films such as High School Musical and Camp Rock; and stars such as Miley
Cyrus/Hannah Montana, The Jonas Brothers, and Selena Gomez. The idea that the music industry is ripe
and ready for Disney to take an even larger plunge is the single best opportunity of the entire
Organization.

Expansion into Untapped Geographical Areas
One of the weaknesses of The Walt Disney Company is the lack of developmental property, which is
discussed in detail above. The idea of expanding into untapped geographical areas is a perfect cure for
such weaknesses. Expanding into new and exciting areas of the world is a wonderful opportunity.

Disney’s currently standing parks and resorts (in Florida, California, Tokyo, Paris, Hong Kong, and
Shanghai) are all located in areas of great population. The opportunity being discussed here is placing
parks and resorts in new areas away from population mainstreams. Disney should look into planting
parks and attractions in worldwide tourist attractions. For example, the native population in Hawaii or the
Jamaica is not staggering by any means, but the tourist descends on these destinations like in droves. The
idea of planting a resort in this type of area would provide a great opportunity for the Company.

Expand Radio Operations
This opportunity can (and should) be looked at individually. It can also be coupled with the first listed
opportunity, increasing impact in the music industry, so that this opportunity is somewhat of a “step #2”
to “opportunity #1.” Disney currently owns and operates ABC Radio and Radio Disney, two radio
stations that broadcast content via satellite, terrestrial, and online formats. With satellite and online radio
exponentially increasing their popularity, now is a better time than any to utilize Disney’s entertainment
portfolio to make a larger impact across all of radio.

Reuse of Past Portfolio
A strength of The Walt Disney Company (was stated above) is its vast and diverse portfolio. An
opportunity of Disney’s, then, would be taking advantage of said portfolio. This option has been utilized
in the past, but a continued use of past characters would serve as a “cash cow” for the Company.

Mickey Mouse celebrated his 83rd birthday this year, and is still being introduced to children worldwide
everyday in the form of Mickey Mouse Club House, a children’s television program on the Disney Junior
portion of The Disney Channels. Mickey isn’t the only Disney character worth revisiting, though. There
are literally hundreds of characters that would garner their own programs, new feature films, or theme
park attractions. This reuse of a wonderful portfolio would generate increased revenue with lesser
expenses associated with it.

Threats
The second components of the external audit are threats–direct opposite of an organization’s
opportunities. Just like organizations should take advantage of their opportunities, threats are also equally
advantageous for a company if they are handled correctly. Threats make up the one portion of the
external factors to be detailed in this analysis. These threats are factors that would otherwise be

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considered a negative aspect of the business climate, but can also provide a chance for an organization to
make positive improvements by utilizing these very situations. Just like with opportunities, these factors
can be governmental, environmental, economic, or legal (among other descriptors.)

The threats for The Walt Disney Company are detailed below.

Struggling Global Economy
It seems almost unnecessary to list the struggling economy as a major threat to any worldwide
organization. The slowly recovering economy has begun to feel like a permanent part of our business
landscape. Naturally though, like an elephant in the room, it continually represents the largest factor in
the landscape. The economic climate too, when compiled with a company who is leisure-driven and
produces nonessential products, profits drag even more than normal, as is clearly evident by the
Company’s most recent income statement.

The struggling global economy represents the largest threat to the entire Organization.

Rapid Pace of Changing Media and Technology
The rate at which media and technology has changed in the last in the last 15 years is unprecedented.
Since widespread availability of the Internet occurred in the late 1990s, media and technological advances
have bred more media and technological advances. While that is wonderful news for the consumer, it
leaves companies struggling to stay on top of changes occurring at an almost daily rate–so much so that
often times technological departments have been bolstered just to keep organizations competitive on the
online.

There is a positive side to this threat of ever changing media platforms, however. The company that stays
on abreast of these quickly changing components of business is king. With new media platforms such as
Facebook and Twitter, it seems that the company that best takes advantage of these forums is at the
forefront of pop culture–right where an entertainment corporation would hope to be.

Competition with Universal Orlando
When the Disney brothers parked a theme right in the middle of Florida swampland in 1971, they were
the only show in town. Orlando was not the town we know today. Walt and Roy selected Orlando
simply because it met many of their requirements: pretty, warm weather for the majority of the year,
property in abundance, cheap per acre land costs. The Disney brothers bought over forty square miles
and set to work building a second theme park to the original Disneyland in California.

Walt Disney World anchored the Magic Kingdom Park in 1971 and EPCOT in 1982. Around this time
The Walt Disney Company learned that Universal Studios planned to capitalize on the droves of tourist
Disney was bringing to central Florida by planting a rival park in Orlando as well centered on movies and
film. Disney beat Universal to the punch and opened what is now Disney’s Hollywood Studios in 1989.
The two companies have been in heated competition since that time with it culminating with Universal
opening their Wizarding World of Harry Potter in 2010, an addition that Disney desperately wanted build
within their walls.

The competition is one though that can be healthy for The Walt Disney Company if handled correctly,
however. Universal Orlando’s two parks could not possibly supply enough content to guests wishing to
stay a full week–the length of time Disney recommends to see their four Orlando theme parks. The two
parks owned and operated by Universal Orlando are just enough to lure additional guests to Florida but
not quite enough to keep guests on their property for much more than a few days.

Unionized Work Force
Honest corporate executives would almost always give you the answer that unionized workforces are

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something that (if they do not have one) are terrified of or (if they do have one) absolutely hate dealing
with. This factor is considered a threat not a weakness because it is, in fact, external in the sense that
Disney cannot control the workforce that they employ.

Disney is considered by many employees, however, as a wonderful place to work and most are very
happy with their employment. The financial stain on the company to suffice union organizers, however,
is always a danger–one that is a definite threat to any corporation.

External Factor Evaluation (EFE) Matrix
The External Factor Evaluation (EFE) Matrix is much like the IFE Matrix in that it is an Input State (State
1) strategic management tool that that helps with the summarization and evaluation of the major
opportunities and threats in the functional areas of an organization. External factors (namely
opportunities and threats) are compiled, given weights as it relates their relative importance, and assigned
a rating relative to an organization’s response to each factor. The weighted scores [weight (x) rating] are
totaled to comprise a total weighted score for the EFE Matrix. The figures generated in the EFE Matrix
are used (in conjunction with the figures from the IFE Matrix) in a multitude of other strategic
management tools and matrices.

The EFE Matrix for The Walt Disney Company is included below.

Strategic Analysis

Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix
The Strengths-Weaknesses-Opportunities-Threats (SWOT) Analysis is a Matching Stage (Stage #2)
strategic management tool that affords analysts the opportunity to match internal and external factors for
strategy development. The idea is that positive advances can be made by taking advantages of internal
factors and having proper responses to external ones. The SWOT Matrix matches Strengths and
Weaknesses with Opportunities or Threats. Thus four possible types of strategies are possible: Strength-
Opportunities Strategies (SO Strategies), Weaknesses-Opportunity Strategies (WO Strategies), Strength-
Threats (ST Strategies), and lastly Weakness-Threats Strategies (WT Strategies).

These generic strategies will be discussed later with the precise strategies developed for The Walt Disney
Company.

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The SWOT Matrix for The Walt Disney Company is included below.

SO Strategies
SO Strategies are strategies that utilize an organization’s internal strengths to take of advantage of
external opportunities. Through the SWOT Matrix, three distinct SO Strategies have been developed by
for The Walt Disney Company.

The first SO Strategy for The Walt Disney Company is the launching of musicians’ careers that
were/are affiliated with past/current Disney programming. Disney’s vast and diverse portfolio of
television programs and films has been stocked with countless stars with great vocal talent. With the
opportunity listed of increasing impact in the music industry, the two factors line up perfectly to make a
push musically using current (or past) Disney stars.

The second SO Strategy for The Walt Disney Company is using former Pixar characters and films as
springboards for new but related content. Using Disney’s portfolio and the opportunity of using new
adaptations, sequels, and prequels of past material, the two factors gel easily to create a great new
initiative for both the production and parks/resorts divisions.

The last SO Strategy for The Walt Disney Company is creating additional channels for satellite radio
with content-filled programming. The further diversification within the Company and the expansion of
radio operations (which is directly tied to furthering music activity) falls in line closely to the first SO
Strategy developed for the Disney. The idea of having more stations on which to put their original
content performed by Disney stars under contract with the Company is an exceptional idea to boost
Disney’s musical initiative.

WO Strategies
WO Strategies are strategies that take advantage of external opportunities to improve an organization’s
internal weaknesses. Through the SWOT Matrix, two distinct SO Strategies have been developed by for
The Walt Disney Company.

The first WO Strategy for The Walt Disney Company is to rerelease past classic films on DVD as new
editions or with new special features. This is a “cash cow” option for the company as profits slip and
operating costs increase. The rerelease of classic films with no editions or with new special features is a
cheap way to bolster revenues and make use of the Company’s wonderful past portfolio.

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The second WO Strategy for The Walt Disney Company is to purchase and build parks in emerging
geographical areas rather than older, expensive areas. When looking to expand, The Walt Disney
Company should look to new, emerging economies in which to plant and foster new parks and initiatives.
Disney should consider emerging markets such as India, Brazil, and South Korea to cut costs and “beat
the crowds”, in a sense. Where emerging markets develop so does the population. If Disney can plant
parks in these areas before the growth stabilizes, then they have made a sound financial decision.

ST Strategies
ST Strategies are strategies that utilize an organization’s internal strengths to reduce the impact of
external threats. Through the SWOT Matrix, two distinct SO Strategies have been developed by for The
Walt Disney Company.

The first ST Strategy for The Walt Disney Company is to push cheaper entertainment options to
consumers rather than high priced options. Seeing as consumers are experiencing the poor economy
just like members of the business communities, offering cheaper-priced entertainment options would be a
sure way to include the struggling consumer in the consumption of entertainment products.

The second ST Strategy for The Walt Disney Company is to boost quality of the parks and resorts not
by bettering the product, but by serving the customer better than the competitor does. Resorts
don’t need an extra pool or five arcades rather than three to be more successful than their competition. To
beat the competition, simply out serve them. Make customer happier by focusing on customer service.
More often than not, the quality of a product can be raised drastically when coupled with incredible
customer service.

WT Strategies
WT Strategies are defensive strategies that reduce internal weaknesses and avoid external threats.
Through the SWOT Matrix, two distinct WT Strategies have been developed by for The Walt Disney
Company.

The first WT Strategy for The Walt Disney Company is to research and consider lower budget
entertainment options rather than pricier choices. Because of increasing costs of operation, Disney
needs to consider less expensive options. Disney is known for their excellence, not their sheer size. That
being said, the Company should consider building a water park in Chicago or a small amusement park in
Kansas City. The savings would be great for the company and it would open its doors to areas of the
country that could access the parks without travelling, causing currently economically-struggling citizens
to visit the parks in greater numbers than if the parks stayed hundreds of miles away in their sunny
Floridian and Californian homes.

The second WT Strategy for The Walt Disney Company is to demand nothing less than exceptional
service from employees. What is so advantageous about demanding exceptional service is that it costs
no more than poor service. In a sense, it’s free. So long Disney is in the entertainment industry, the
Company will forever have customer-guest interactions. The question is why not make these interactions
as memorable as the rollercoasters guests have come to ride. Obviously (as evident from Strength #2),
Disney has done a wonderful job at serving guests for many years, but no one is perfect. Customer
service–as good as it already is–could be made better, and just like Disney magic, you have increased the
quality of your park with spending a dime.

Strategic Position and Action Evaluation (SPACE) Matrix
Like the SWOT Matrix, The Strategic Position and Action Evaluation (SPACE) Matrix is another
Matching Stage (Stage #2) strategic management tool. The SPACE Matrix is a four-quadrant graphical
axis that indicates whether an organization should pursue conservative, aggressive, defensive, or

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competitive strategic strategies. The graph is charted based on the average scores of ratings given to four
types positions, namely, the Organizations Financial Position (FP), Stability Position (SP), Competitive
Position (CP), and Industry Position (IP).

Financial Position (FP)
The financial position for The Walt Disney Company scored an averaged rating 3.5 out or a possible 7
(with 7 being the best possible score and 1 being the worst possible score.) Its middle-of-the-road rating
can mostly be attributed to the Company’s marginal increase in the current ratio from 2007 to 2008 and a
meager 12% increase in gross revenues in the last three reported years. A company of Disney’s stature
should arguably have better financial ratios. The economy, no doubt, is a major reason the Company has
underperformed financially over the last few years, but sufficient strategic planning should allow us to
minimize such threats.

Competitive Position (CP)
The competitive position of The Walt Disney Company is nothing short of stellar. The Company scored
an average rating of -1.75 our of 7 (with -1 being the best possible score and -7 being the worst possible
score.) The fact that Disney’s product life cycle has literally been around for almost a century is very
significant in determining the Company’s competitive position. Couple with that the Organization’s
almost cult-like fan base and the sheer size of the Company, and The Walt Disney Company has scored
an almost perfect score in the competitive position test.

Stability Position (SP)
The stability position for The Walt Disney Company, much like their financial position, is middle-of-the-
road. The Company garnered a high score when focusing on the barriers to entry associated with
potential competitors, but generated a low rating when accessing the risk of such a high-risk industry.
When the fact that fresh and successful content is needed regularly but is priced at industry rates, the
stagnancy of the stability position rating is expected. In the end, The Walt Disney Company scored an
average rating of -3.25 our of -7 (with -1 being the best possible score and -7 being the worst possible
score.)

Industry Position (IP)
The industry position for The Walt Disney Company mirrors its competitive position in that it reflects a
high score. The Company earned high scores for the reusing of its past portfolio and the fact that the ease
of entry into the entertainment industry is difficult to say the least. When one considers the fact that the
Company’s leverage position has increased in the last year, a great score is both what is deserved and
what was given. In the end, The Walt Disney Company scored an average rating of 5.25 out of 7 (with 7
being the best possible score and 1 being the worst possible score.)

The SPACE Matrix is included below.

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This graph shows that The Walt Disney Company falls within the first quadrant of the SPACE Matrix
Graph. This indicates that the Company should pursue aggressive profiles.

Grand Strategy Matrix
The Grand Strategy Matrix is another Matching Stage (Stage #2) strategic management tool designed to
assist analysts in developing alternative strategies. The Grand Strategy Matrix is position on a four-
quadrant graph and is very simply illustrated. The y-axis of the graph represents market growth, with
positive y -figures representing rapid market growth and negative y- figures representing slow market
growth. Conversely, the x-axis represents competitive position, with positive x- figures representing
strong competitive position and negative x- figures representing weak competitive position.

All companies will fall somewhere on the graph and, once placed, can make decisions based on the
recommended strategies for the company.

The Walt Disney Company falls within Quadrant I for simple reasons. The company is strong within
their markets and growing stronger. Too, the competitive position of The Walt Disney Company is
nothing short of stellar, as stated in the paragraphs detailing the SPACE Matrix. Because of Disney’s past
success, current positions, and expectantly spectacular future, the Organization falls easily within the first
quadrant on the Grand Strategy Matrix.

The Grand Strategy Matrix for The Walt Disney Company is included below.

Internal-External (I-E) Matrix
The Internal-External (I-E) Matrix is somewhat of a continuation and combination on and of the IFE and
EFE Matrices. The I-E Matrix pictures nine boxes that represented three quadrants. Quadrants I, II, and
IV represent the “Grow and Build” section. Quadrants III, V, and VII represent the “Hold and Maintain”

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section. Quadrants VI, VIII, and IX represent the “Harvest or Divest” section. The total weighted score
from the IFE Matrix is graphed on the x-axis of the I-E Matrix, and the total weighted score from the EFE
Matrix is graphed on the y-axis of the I-E Matrix.

The I-E Matrix for The Walt Disney Company is included below.

The I-E Matrix generated The Walt Disney Company’s coordinates on the matrix as in Quadrant IV. This
means that Disney should look to “Grow and Build.” The generic strategies recommended for this
section include market penetration mark development, and product development. These generic strategies
agree with the strategies developed by using the SPACE and Grand Strategy Matrices.

Quantitative Strategy Planning Matrix (QSPM)
The Quantitative Strategy Planning Matrix (QSPM) is the only Decision Stage (Stage #3) to be used in
the analysis of The Walt Disney Company. The QSPM is a strategic management tool used to determine
the attractiveness of the strategies formulated for The Walt Disney Company in the Matching Stage
(Stage #2) tools as they relate to the internal and external factors compiled in earlier matrices. The intent
with the QSPM is that not all derived strategies are feasible for The Walt Disney Company, as they are
generic strategies that have not been evaluated against the Organizations specific internal and external
factors.

The QSPM for The Walt Disney Company is included below.

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Recommendations

Mission Statement
The current Mission Statement for The Walt Disney Company is listed below.

To be the world’s leading producers and providers of entertainment and information. Using our
portfolio of brands to differentiate our content, services and consumer products, we seek to
products in the world.

Though the Company’s current Mission Statement is adequate, there are a few components of the current
Mission Statement that were neglected. Firstly, Disney makes no mention of their customers. An
organization must never loose focus on their customer, seeing as without the customer business ceases. In
the altered Mission Statement, we have made note of to whom The Walt Disney Company is selling their
products. The remaining neglected components of a sufficient Mission Statement are corporate
philosophy, concern for public image, and concern for employees. All of the neglected components of a
successful Mission Statement were corrected.

The new Mission Statement for The Walt Disney Company should read as follows:

To produce and provide entertainment and information to all citizens of the world, regardless of
ages. Using our portfolio to differentiate our content, services and consumer products, we seek to
products in the world, doing so responsibly as it relates to our stakeholders and our world.

Short-Term Goals
Short-term goals are considered goals achievable within a year’s time. After completing and analyzing
the several strategic management tools and matrices contained within this analysis, the following short-
term goals have been recommended for The Walt Disney Company:

• Rerelease past Disney classics to DVD as special editions or with new special features. This goal is
one that could without question be completed in a year’s time. Too, this goal is a “cash cow” of sorts for
the company–the products are already produced and completed so that a marketing push would be the
only serious movement by the company to get this cheap option underway and a success.

• Boost customer service in the parks as a way of besting competition without increasing expenses.
The great thing about exceptional service is that it is no more expensive than adequate service. Already
in place is a series of managers that supervise Disney employees who have direct contact with guests.
This goal is as simple as developing a new standard for customer service and ensure that managers
implement them to perfection. If an employee, then, has a negative attitude toward a guest, either the
employee needs reprimanding because they know the customer service standards and are not living up to
them or they are his/her direct supervisor needs reprimanding because the new standards were not
properly explained. This new (and almost free) goal is a sure way to increase vacationing experiences
with all of the Company’s guests.

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• More heavily market cheaper entertainment options rather than pricier choices. In times of
economic difficulty for all members of our global economy, a $5,000 weeklong Walt Disney World
Vacation might not be in the budget. Thus is the reasoning behind this short-term goal. The Walt Disney
Company should aim marketing dollars at cheaper entertainment options rather than pricier ones with the
idea of involving more individuals in the “revenue generating” process. Much like the “lowering taxes
and closing loopholes” argument, the idea would bring more people out of the woodwork in which to
purchase Disney products.

Long-Term Goals
Long-term goals are goals considered unachievable within a year’s time. After completing and analyzing
the several strategic management tools and matrices contained within this analysis, the following long-
term goals have been recommended for The Walt Disney Company:

• Develop current Disney Channel actors into musicians with their multitalented abilities. In a time
where the American Idol and America’s Got Talent television programs are at the forefront of pop culture,
now is as good as time as any for The Walt Disney Company to develop their actors into music stars as
well. Disney has had success with this in the past, but an increased focus should be made on the goal to
drive the Company into the music industry as a main player rather than just a novelty act.

• Place increasing focus on radio channels and programming. As a follow up to the above listed long-
term goal, The Walt Disney Company should look for every outlet on which to feature the music of their
new music stars, and what better way to manage that than to own radio channels and control the
programming on those channels. Much like Disney has done with The Disney Channels and ABC, the
Company does not worry about what station will air the shows that their studios have produced–the
Company owns their own channels on which to show their content.

• Plant cheaper entertainment options in smaller markets and emerging economies. The Walt
Disney Company is done a fantastic job of placing their parks and resorts where the masses are.
California, Florida, Tokyo, Paris, Hong Kong, and Shanghai are all points on the global with higher than
normal populations. This long-term goal suggests that the Company look at smaller markets in which to
place cheaper entertainment options such a solitary water park, one amusement park, or a single resort. A
Disney-quality water park in Indianapolis would surely draw considerable more people than if the
consumers living in that area had to fly to Anaheim for their summer vacation. Cheaper entertainment
options in emerging markets too (such as Brazil, India, and South Korea) should be examined too,
especially as The Walt Disney Company currently has no footing whatsoever in South America.

Implementation
The corporate structure of The Walt Disney Company is comprised of four divisions, Disney Consumer
Products, Studio Entertainment, Parks and Resorts, and Media Networks Broadcasting. Each division
must implement the new long- and short-term goals appropriately or the goals will be ineffective and
unsuccessful. Careful attention should be paid to each division functionally as it moves to implement the
recommended goals.

Parks and Resorts
The Walt Disney Company Parks and Resorts division will contribute heavily in the implementation of

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the recommended goals. Two of the recommended goals (one short-term goal and one long-term goal)
deal almost exclusively with Disney’s parks and resorts. The short-term goal associated with the Parks
and Resorts division is to boost customer service in the parks as a way of besting competition without
increasing expenses. The Parks and Resorts department must improve on their admittedly already stellar
customer service. Nothing is perfect, however, and in this case; a little tweaking of corporate service
standards and customer service expectations is all that would be necessary to bolster guests’ experiences
with just a little added dose of “Disney magic.”

Secondly, the long-term goal associated with the Parks and Resorts departments is to plant cheaper
entertainment options in smaller markets and emerging economies. As stated before, The Walt
Disney Company has made tremendous use of populated areas. Their current parks sit in some of the
most populated areas on the globe. This long-term initiative, however, abandons the strategy that has
worked so well for the Company in the past. This long-term goal recommends The Walt Disney
Company plant smaller, less expensive parks in smaller markets and emerging economies. Building these
parks and resorts in less expensive areas saves money for the Company and opens Disney parks to
individuals who may never have had an opportunity to travel to one of the Organization’s major parks.

Media Networks Broadcasting
The Walt Disney Company Media Networks Broadcasting division has a major role forward progression
and diversification of the Company. To place increasing focus on radio channels and programming
and to develop current Disney Channel actors into musicians with their multitalented abilities are
the two long-term goals directly associated with this division.

The Media Networks Broadcasting division will be the division solely responsible for the expansion of
Disney’s radio initiative as well as the promotion of the new corporately backed musicians. The music
and radio content will require a home, and the Media Networks Broadcasting will provide the source of
the Company’s new programming and music. If The Walt Disney Company is to make a successful push
to bolster their standings in the music and radio industry, the Media Networks Broadcasting division must
be successful in getting the Company’s new content on the airwaves.

Studio Entertainment
The Walt Disney Company Studio Entertainment division, as always, has the monumental task of
creating the content to be used by all other divisions. All other divisions of the Company rely on the
Studio Entertainment division to supply something to be broadcasted, made into a thrill ride, or sold as a
consumer product. Without the Studio Entertainment division creating fresh and successful content, The
Walt Disney Company becomes immediately stagnant.

With the recommended goals, the same is true once again. Much of the recommended courses of action
for The Walt Disney Company presented in this analysis deal with the Company becoming a bigger
player in the music industry. This cannot happen without the Studio Entertainment division producing
quality music. To develop current Disney Channel actors into musicians with their multitalented
abilities is easier said than done. The division must take Disney’s brightest and best stars into the studio
to create music that will be loved by their target markets. The Studio Entertainment department can
effectively make or break nearly the entirety of the recommended goals in this analysis.

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Disney Consumer Products
The Walt Disney Company Consumer Products Division is the smallest division of the Company by far,
both in terms of size and of revenue generated. The Disney Consumer Products Division has a serious
advantage, however. This division is a cash cow for the company, effectively generating few costs but
incurring somewhat sizeable revenues. The Studio Entertainment Division produced the new Toy Story 3
movie; the Disney Consumer Products Division must only sale the finished product. The Parks and
Resorts Division is the division that spent millions to create “The Rockin’ Roller Coaster: Starring
Aerosmith;” The Disney Consumer Products Division must only sale the t-shirts depicting its image.

The short-term goal associated with The Disney Consumer Products Division, to rerelease past Disney
classics to DVD as special editions or with new special features, is one that can generated quite a bit of
revenue with few expenses being incurred, especially considering that there are little-to-no production
costs associated with the new releases. The division should bolster the Company’s financial standing by
providing these revenue generating, inexpensive actions.

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Sources

David, F. (2010). Strategic management: concepts and cases.
Boston: Prentice Hall.

The walt disney company and affiliated companies - company
history. (n.d.). Retrieved from
http://corporate.disney.go.com/corporate/complete_history.html

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