Internal and External Factors: Disney Corporation

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

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The Walt Disney Company’s business model is to create value by providing family entertainment to people all over the world. The company owns television networks and various production studios as well as many different parks and resorts that provide families with the opportunities of creating memories. The company also offers consumer products and interactive programs that provide families with further entertainment. By offering consumer products like toys, DVD’s, books, and many others, the company goes into the customer’s home and provides permanent entertainment. The company’s eleven parks and forty-four resorts are spread all over the world and provide the company with customer value

A CEO’s job is to set objectives that determine and communicate the organization's strategic direction. If I were CEO of Disney, I would first start by reevaluating the company’s overall purpose or grand strategy to serve as foundational guides for all other decision-making. Since Disney business segments vary from media networks, parks and resorts, studio entertainment, consumer products and interactive media, each division would have to be individually examined to assess the need for strategic change. A SWAT analysis of each division could be used to help identify internal strengths and weaknesses, as well as its external opportunities and threats of each division and determine which strategy would be most effective (Williams, 2014, p.

Disney puts its efforts into market penetration through targeted market segmentation, as well as, market development through foreign outsourcing and licensing. It also is very known for growth through diversification as Disney has aquisition in multiple markets. Disney’s business strategies focus on competing in its product domain. Disney has 5 strategic business units: Media Networks, Parks & Resorts, Studio Entertainment, Consumer Products, and Disney Interactive. Each SBU’s greatest strategy is to ensure leadership excellence and employee satisfaction by using a process called “Guestology,” in which customer’s needs, wants, and emotions are studied and attempted to be satisfied.

Disney is a company that was developed from a small cartoon studio to a huge billion-dollar household name. It is almost guaranteed you’ve heard of them by name or one of their many assets such as ESPN, ABC, or Marvel Studios. In this portfolio, I’ll be going over Disney’s corporate locations, their employee code of conduct, operating principles, and several other aspects that make the Walt Disney Company what it is today.

Walt Disney is considered by many an innovative marketing tycoon whose name is supposed to represent imagination, triumph, idealism, creation and numerous other traits needed to succeed. Walt’s company is one of the world’s largest diversified and international family entertainment enterprises known today. “Before it became a $60 billion dollar company, with interests spanning the globe, Disney was more closely associated with the vision of the man after whom it was named. It was this vision that laid the groundwork for the company to become the media giant it is today.” (Beattie,1)

Abstract Disney has led the entertainment industry for much of its storied 80-year history. What exactly is the ‘Magic of Disney’? And how has Disney sustained the magic for so long? This paper analyzes Disney’s historical competitive advantage, drawing emphasis on the remarkable synergies Disney created across its various businesses. This paper then addresses the contributions of CEO Michael Eisner, credited with restoring Disney to greatness in the mideighties. Finally, this paper evaluates Disney’s growth strategy over the last decade.

The Walt Disney Company has been a major face of family entertainment for the past nine decades. It has grown from a small cartoon studio in the 1920s into a multi-million dollar global corporation, entertaining the world around us every day. As a corporation, The Walt Disney Company has numerous affiliates and offspring spanning different media networks, recreational theme parks, studios and consumer products. Their theme parks and resorts are a premier travel destination for millions of families, and are located in several different countries including the US, France, Japan and China. The Walt Disney Company also has a cruise line of its own, adding more travel and entertainment options to the mix. The question we often ask ourselves is, how did this small partnership of brothers develop into such a gigantic organization? Throughout Walt Disney’s 64 short years, his leadership, vision, and strong morals and values led the Mickey Mouse organization to where it is today. Walt had a vision, and his attitude and motivation are key drivers behind the

The Walt Disney Company carries out its Mission Statement quite effectively. Disney does it right. The company’s approach of combining research of the market to find out how to best please its clients, considering who its clients

The Walt Disney Company is roughly a $50 billion dollar corporation. Since 1923, they have branded their business into media networks, parks, resorts, studio entertainment, and consumer products. Disney’s founder, Walter Elias Disney hoped to have a, “Place that’s as clean as anything could ever be, and all the people in it are first-class citizens, and treated like guests” (Walt Disney World Webpage). Disney strives to keep his legacy alive by maintaining his original aspirations for the company, as well as creating stories, memories, and experiences everyday. The study of organizational culture involves interpreting the meaning of different symbols and artifacts. The Walt Disney Company is well known for their organizational culture, as

The Walt Disney Company mission is to be the world 's leading provider to the entertainment industry. The strategic components of The Disney Company’s future growth comprise of creative innovations to attract visitors to its parks and resorts, increase viewership and subscription dues for media networks and streaming services.

Since 2005, the CEO baton was passed along for the 6th time to the company’s COO since 2000, Robert Iger. Iger has a long history within the larger framework of Disney’s enterprises, namely through ABC studio and cable network channels (Management 2009). Iger – as CEO of Disney – has focused on reconciling problematic dissension among the board of directors, especially the current Roy Disney, who, at one time, campaigned against Disney itself. Since then, the company has restructured certain key areas in management to regain investor confidence and internal affairs. Most recently, Disney announced its fiscal year and fourth quarter financial results via webcast (Corporate 2009).

Beginning with the pre-2005 context of Disney’s business environment I will show why Eisner’s autocratic style of management was impeding the necessary changes the company needed to survive in light of the issues facing the company. Following on from this analysis I can assess the process of change which the company undertook relating to relevant theories in the strategic change literature. This will allow me to evaluate the effectiveness of the leadership during this process and show how CEO Iger was central to the changes which took place, again in accordance with strategic leadership theories. Finally I will attempt to identify how Disney has harnessed its key resources and core competencies throughout the process of strategic change to give itself a

The Disney Company has played an iconic role in the American tourism and the evolution of digital media over the years. Its continued success and longevity are a concrete testament of the organization’s solid leadership, innovative growth and vision. Disney’s past and present leaders have made substantial impact on the company’s culture, direction, successes and shortcomings. This case analysis will focus on Michael Eisner and Rob Iger, the two most recent Chief Executive Officers of Disney, and their contribution and management approach to building sustainable business relationships, resolving conflicts and working towards the best interest of the organization. Also, our