Creating The Corporate Marketing Function

Disney’s long-run success is mainly due to creating value through diversification. Their corporate strategies (primarily under CEO Eisner) include three dimensions: horizontal and geographic expansion as well as vertical integration. Disney is a prime example of how to achieve long-run success through the choices of business, the choice of how many activities to undertake, the choice of how many businesses to be in, the choice of how to manage a portfolio of businesses and the choice of how to create synergies between those businesses (3, p.191-221). All these choices and decisions are

The Disney consumer product ,the Disney studio and Disney interactive. It’s globally known consumer brand are Disney, ABC, Pixar, Marvel, ESPN and Lucas films, the media network contains domestic broadcast, production, their station, cable networks, publishing and digital operations. The global entertainment and television properties comes from it’s ABC television group, it also has television station and publishing and radio businesses.ABC creates programming and other benefits for all other businesses. Disney organizational structure has historically designed to carve the creativity and innovation into different platforms. It does not follow formal organizational chart as most companies do. Every department has equal footing and the structure is providing a creative process for Disney’s

An organizational design of the Walt Disney Company has a horizontal structure. It is seen in the departmentalization or subdividing into smaller units. The company is currently organized with certain key companies – all brand names – dominating each division. “The business departments of Disney Company are then grouped according to the product and this is a good example of a divisional approach” (Mannheim, 2017). Although each division assigns their executive officers different

xx. Walt Disney has developed the ability to internationalize their brand through diversification in entertainment and products for different cultures.

Today, the Walt Disney Company is highly diversified - it is divided into 5 major business segments: Studio Entertainment, Parks and Resorts, Media Networks, Consumer Products, and Internet & Direct Marketing. Since this paper stresses on only one strategic business unit of Walt Disney, Parks and Resorts, the following discussion of the elements of marketing mix will be with respect to this SBU only.

One of these media giants is the Walt Disney Company (Disney). Its dramatic growth from a small company to become an oligopolist in the media industry offers an interesting

The Disney Corporation is a leading diversified international family entertainment and media enterprise with five business segments: media networks, parks and resorts, studio entertainment, consumer products and interactive media. (Disney Corporate, 2009). This company did not become one of the leading corporations in the world without hard work, an extreme dedication to the mission and core values of the organization, and the successful application of the four functions of management: planning, organizing, leading, and controlling. Many internal and external factors may have a direct impact on the four functions of management like: globalization, ethics, and innovation.

Of the four business units that make up The Walt Disney Company (Disney), the Media Networks unit is by far the largest with revenues accounting for about 43% of total company revenues in 2016 (Appendix C) (MERGENT Online). This segment is made up of cable networks like ESPN and Freeform, broadcasting networks, and all the technology and assets that go into producing content for these networks (MERGENT Online). Through it’s media networks division, Disney aims to provide family-friendly entertainment options to households across the world through television and radio networks. Because the cost to watch Disney’s channels is essentially the same as the cost to watch a competitor’s channel, competitors in this industry must compete on differentiation to attract viewers. This value proposition and strategy helps to focus the segment’s value chain and its efforts to capture value. The value chain (Appendix A), seems to suggest Disney’s brand, technologies, and recruitment capabilities are driving the segment towards its 24.86% margin (MERGENT Online).

Globalization is forcing all companies, large and small, to focus on a larger competitive landscape. For many companies hypercompetition arises and they are left with stunted growth while competing with other businesses across the globe. Fortunately, Disney has constructed one of the world’s most recognizable and beloved brands in the entire world. To understand the external environment in which Disney competes, we must first discern which market we wish to analyze. Disney owns a plethora of companies across an extensive list of industries including publishing, game production, retail, theme parks, and software. By far the two largest segments of Disney’s business are its parks/resorts and media networks; those will be

The success of movies and television programs were due to diversity and distribution. It does its own distribution and targets several markets from children to adults. Finally, the Disney character consumer product sector, which includes clothing, home goods, and toys, has been an extremely important asset to the company. For example, by establishing deals such as an agreement with Mattel, Disney was able to manufacture more than 14,000 Disney licensed products. Furthermore, Disney expanded it’s retailing by opening up Disney stores.

According to Robert Iger, CEO of The Walt Disney Company, Disney’s corporate strategy for diversification is a combination of three objectives that are to be achieved through the fundamental alignment of the Company’s core business units. The three objectives to be achieved by The Walt Disney Company are (1) creating high-quality family content, (2) exploiting technological innovations to make entertainment experiences more memorable, and (3) expanding internationally. The Walt Disney Company’s three objectives that make up the Company’s corporate strategy are to be achieved through each of the Company’s core business units that are split up in to five divisions (1) media networks, (2) parks and resorts, (3) studio entertainment, (4) consumer product, and (5) interactive media.

The third strategy that Walt Disney Company utilized was a renewal strategy. After Walt Disney died the company lost its direction. They hadn't made a successful movie in years, the theme parks were suffering from little growth, and the attendance had not increased in several years. In 1984 Disney was underperforming and was fighting off takeover bids. Roy Disney, Walt's brother, recruited Michael Eisner to save the company. The end result was that Eisner took the company from a 1.3 billion dollar company to a 30 billion dollar company (ABCnews.com, 2011). He accomplished this by renewing the company's focus on entertainment. Under his

Walt Disney Company for eighty years has captured the attentions of millions of people around the world, offering family entertainment at theme parks, resorts, recreations, movies, TV shows, radio programming, and memorabilia (David, 2009). Today, Walt Disney possesses four main business segments: Disney Consumer products, Studio Entertainment, Parks and Resorts, and Media Networks. Each of Disney's business units increased profits apart from its interactive division, which was recently restructured (Garrahan, 2011). By combining Disney's long history with the commitment to quality, Disney Consumer Products has had a large and steady presence in the toy marketplace (Anonymous, 2010). Studio entertainment has been somewhat of

Disney operates in very competitive industries such as media, tourism, parks and resorts, interactive entertainment and others. The competitive landscape changes quite drastically in the media industry, where news and TV go online and new competitors with new business models compete more successfully than incumbent media companies. Disney’s parks and resorts business segment also receives strong competition from local competitors who can offer better-adapted product. This results in growing competitive pressure for Walt Disney Company (Ovidijus Jurevicius).

Disney operates using a strategic business organizational structure of the unit, which consists of five different segments: Media networks, parks and resorts, Studio entertainment, consumer products and interactive media. The company "Disney" is known worldwide consumer brands like Disney, ABC and ESPN, Pixar, Marvel and Lucas Films.