Organizational Technology Plan for Disney

Animation however was just the beginning for Disney. He also had a love for engineering. Disney combined his love for engineering and imagination, and decided to call himself an “imagineer” (Dehrer 37). This unique combination of artistic and developmental skills was what made Disney’s works so successful. Soon enough, Walt Disney’s “Imagineering” skills allowed him to create one of the most visited theme parks in America.

The Walt Disney or simply ”Disney” is an American mass media corporation, it was founded be Walt Disney and his brother Roy o Disney in October 16 1923. It is one of the biggest animation industries with it’s hand in live-action film, television and theme park. The company current name was came in 1986 and expanding in different area’s like theater, radio, music, publishing and online media. It is one of the biggest organization which has many product of it’s different sectors. From television to media to theme park to publishing it has many hands. It is the leader in animation industries. Now it is one of the leading organizations with annual revenue of 45 billion. It was Walt’s understanding that coordinating the talents of the people he hired, and pointing them at the direction of his ultimate goal was his most important job. Walt was an innovative and visionary man that used his animation background to co-found, manage, and set the platform for The Walt Disney Company’s future. Disney has five main

What is your assessment of the long-term attractiveness of the industries represented in Walt Disney Company 's business portfolio?

Since the grand opening in 1971, Walt Disney World has continuously brought dreams to life. Walter Elias Disney and his brother Roy Oliver Disney cofounded Walt Disney World in hopes of encouraging imagination among all attendees. The park continues to grow and excite visitors from all over the world. Many people deem Walt Disney World as one of the best theme parks to exist. To make this evaluation one must consider the qualities successful theme parks possess. These include entertainment for all age groups, flexible options for health needs, advanced technology, and alluring themes. While Walt Disney World may be busy, it exhibits all the necessities of an excellent theme park.

One of Disney’s main core competencies is its marketing ability. The Disney brand has been consistently listed on Interbrand’s Best Global Brands list. In 2014, the firm ranked #13 and in 2013, it was ranked #14. According to Interbrand, Disney’s lasting brand success has to do with the company’s ability to emphasize creativity, technology, and global growth within its long-term business strategy. Another factor that attributes to the firm success is its capacity to understand what consumers want and how to personalize their experiences. For example, the new MagicBand and mobile application, which was introduced at Disney World in 2013, allows the customers with the use of technology to personalize their Disney experience. The band enables the participants to travel lighter throughout their entire vacation.The band can act as a hotel key, credit card, and ticket. The mobile application allows customers to book tickets make restaurant reservations and create a schedule of day’s events.

Audience. It may appear that Disney’s target audience is primarily children, but with its vast assets Disney’s products reach the full spectrum of audiences from preschoolers to adults. Disney products include television programs, books, magazines, musical recordings and movies (David, 2013). Disney Channels Worldwide is comprised of 94 kid and family entertainment channels available in 169 countries (David, 2013) ABC Family is a mixture of TV series and movies targeted towards young adults and families. SOAPnet owns character driven “soapy drama” from daytime and primetime soaps to reality shows and movies, targeted at women and adults. Hyperion publishes fiction and nonfiction titles for adults (David, 2013). Radio Disney is available in more than 40 U.S. markets and on satellite radio, mobile apps and the web (David, 2013). Disney’s Consumer Products segment includes worldwide licenses, manufacturers and retailers who design and sell a variety of products based on Disney characters. These products include character merchandise and publications licensing, books, magazines and the Disney Store (Hellman, 2013). The impact of having this diversified group of outlets is shown by its large earning shares.

fun,” said Thomas O. Staggs, chairman of Walt Disney Parks and Resorts, “is at the heart of our investment in technology.” Disney also wants to raise per-capita spending. “If we can also increase the average number of shop or restaurant visits, that’s a huge win for us,” Mr. Holmes said. Disney has long been a leader in technological innovation, whether that means inventing cameras to make animated films or creating the audio animatronic robots for the attraction It’s a Small World. Behind-the-scenes systems — typically kept top secret by the company as it strives to create an environment where things happen as if by magic — are also highly computerized. Ride capacity is determined in part by analyzing hotel reservations, flight bookings and historic attendance data. Satellites provide minute-by-minute weather analysis. A system called FastPass allows people to skip lines for popular rides like the Jungle Cruise. But the command center reflects how Disney is deepening its reliance on technology as it thinks about adapting decades-old parks, which are primarily built around nostalgia for an America gone by, for 21st century expectations. “It’s not about us needing to keep pace with technological change,” Mr. Staggs said. “We need to set the pace for that kind of change.” For instance, Disney has been experimenting with smartphones to help guide people more

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.

Going to Disney’s site gives an idea of Disney’s core competencies. These are - Studio entertainment, Parks and Resorts, Media Networks, and Consumer Products. It also gives an idea of how the Disney business is organized. The company site lists the breakdown as - media networks, parks and resorts, Walt Disney studios, Disney consumer products, and Disney interactive. You can definitely see this on their web site Disney.com. The site has a nice look and high quality feel to it. If you look at the style and set up of the web site you get an idea of weather I want to buy from Disney just based on the sites appearance and layout. The layout is very good and the graphics and pictures are crisp. The site mirrors the mission statement and as the

SEC Independent Accounting Audit is the tool in which the SEC can ensure that companies are complying with the regulations that it has mandated. Investment businesses consider regular audits as routine events. As such, any investment adviser will consider an SEC Accounting Audit as ultimately inevitable. Therefore, SEC compliance is a critical element of any firm’s daily operations, since a negative audit may result in deficiency. The SEC requires the technology of Walk Disney to submit all interactive data files. These data files should line up with Rule 405 of Regulation S-T. The Disney website has a listing of SEC report forms such as S-4, 425, S-8, 11-K, 8-K, 10-Q, and 10-K statements (Google, 2007).

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 has become a marketing goliath and the #1 entertainment company in the US. They have been able to develop a creativity-driven philosophy that over time was tempered by financial responsibility and that benefitted from powerful synergies between its divisions. From the very beginning, Disney has been synonymous with innovation within the children’s entertainment industry, from their introduction of animations with synchronized audio, full-length animated feature films and then later into theme parks and on-ice and Broadway shows. One important element of Disney’s success was the extent to which they integrated and expanded into different

The Disney Company releases products and entertainment limited to just children. By doing this, Disney heavily relies on the audience of children to bring in revenue. The Company needs to diversify

The Walk Disney Company is a leading diversified international family entertainment and media enterprise with five business segments: Media Networks, Parks and Resorts, The Walk Disney Studios, Disney Consumer Products, and Disney Interactive. Disney provides a large variety of entertainment to a wide variety of audience members. Disney’s view with their social media is that their fans can interact with their many characters and role models on any platform.

Even in the United States, Disneyworld (Florida) and Disneyland (California) vary in there social forces. Cast Members (Disney’s term for employees) in CA are trained to be friendly and greet every guest, while in FL they are trained to only greet guests who seek them out. The political, legal, and regulatory factors again, vary from theme park to theme park. The parks in the United States have more restrictions than say those of Hong Kong, China. In the U.S, minors (age 15-17) are only allowed to work 20 hours a week. In Hong Kong, young persons (ages 15-17) are allowed to work up to 48 hours a week. Regulatory factors such as this differ in each region. The Walt Disney Company Parks and Resorts has quite an extreme variety of natural environments. The weather in Florida for example can get in the 100’s regularly whereas in California it can get as cold as the low 50’s. These weather conditions actually are a big factor in guests determining which park they want to visit. Technology seems to stay consistent between most of the theme parks. In fact, many of the theme parks have some of the same rides at their parks. The global forces actually can create threats to the company. The addition of the newest theme park to the company, Shanghai Disney, took several years to become accepted. This has been common throughout the duration of The Walt Disney Company. Many people vote against a new theme park or resort because of the crowds that it