The Pros And Cons Of Disney And Pixar

Growing up in a family that loves Disneyland, I have had many opportunities to visit Disney parks and watch Disney movies and television shows. My childhood was filled with fairy dust and Mickey Mouse ears. As I got older I learned that the Walt Disney company not only provides fun entertainment, but it also spends large amounts of money to make the lives of others better through Corporate Social Responsibility (CSR). The benefits of Corporate Social Responsibility outweigh the costs. Corporations spend millions of dollars a year on CSR, but receive greater benefits that make the costs of CSR worth it. Corporate Social Responsibility improves companies’ reputation as well as increases total sales and income. When companies incorporate CSR they have better employee and consumer ratings. CSR improves the life and quality of customers as well as the community, which makes for a long-lasting business. The Walt Disney Company is a corporation that focuses strongly on incorporating CSR into their business and making the world a better place. Corporate social responsibility not only profits the company, but it also benefits the organizations they are helping, such as the community, the environment, the economy, employees, customers and the world.

Disney used the character of Mickey Mouse and others to create movies that customers enjoyed like “Beauty and the Beast” while Pixar was producing made up animated characters to create films like “Cars” and “Wall-E”. Disney was creating animated movies but struggling to generate the amount of money Pixar was making on producing only one movie a year. Disney wanted to grow in creating more animated movies and decided to buy out Pixar in 2006 for $7.4 million dollars. (Barnes, 2008) According to Disney’s CEO Robert

The merger I choose to research was the acquisition of Pixar by Disney. The merger between Disney and Pixar was a very successful one. They worked together in the past and their contract was running out after the release of Cars. This was the perfect opportunity and sensible move for these two companies to merge. The merger would allow the companies to work together conveniently. This merger was very

Walt Disney started out by producing short animated films in 1922 and in 1928 introduced Mickey Mouse, the world most famous cartoon character shown in Figure 4 below (Olsson 1996; Kramer 2002). Following this breakthrough, Kramer (2002) found that Disney proceeded innovatively with new film technologies of sound and colour that resulted in the first successful animated feature Snow White and the Seven Dwarfs in 1937.

A long time ago Disney company turned into some kind of Hollywood «machine» of making animation hits with the same parttern and also they missed the moment when computer animation has become much more interesting in the audience of animated cartoons. Pixar is representing some kind of new wave (especially, on the technological side) in the cartoon field . Also, they are succesful. Teir «Toy Story» and «Finding Nemo» were real hits:

Its large size gives Disney several advantages, such as a large budget and a large human resource base. Internally, Disney follows a top-down approach, where managers tend to impose the culture, and bureaucracy is considered large with 185,000 employees in 2016 (Forbes, 2016). The decision making lies at top management level, giving the company a hierarchical structure. In the creative world Disney is known to make movies based on profitability, rather than quality of animation and image. Pixar’s core competence is their technological 3D success in computer animation. When looking at the staff at Pixar , it can be seen that they are very technically educated and have a lot of in-house creativity. This is the reason for their high level of innovation. Furthermore, they focus on quality instead of sales figures. Internally, Pixar uses the bottom-up approach, where input of employees is highly valued, and Pixar offers a very communicative and open working environment.

In addition, by having access to the Pixar brand and its characters, they would help to supplement Disney’s existing characters across its different businesses like theme parks, merchandise, and television, which provide more sales opportunities. Despite the dilution of Disney’s earnings per share, it is for the short-term. The acquisition fills a crucial strategic gap for Disney and can create long-term value for its shareholders. As such, Pixar is a “near perfect strategic fit” for Disney and hence should be acquired by Disney to remain competitive.

The case is related with a decision regarding The walt Disney Company’s relation with Pixar. Though, history defined their collaboration and success. Pixar’s CEO Mr. Steve Jobs has tried to negotiate the contract but with no success because The Walt Disney Company wants to stay with previous terms. This pushed Steve Jobs to find for partnership with others. This search is a big threat for The Walt Disney Company and it has to decide whether to acquire Pixar or not.

This study examines how leadership, teamwork, and organizational learning can contribute in making mergers and acquisitions work. Our intention is to identify critical factors and practices needed for merger success. Our research is part of an ongoing project, and builds on previous analysis of merger success/failure in such organizations as Standard Oil, Exxon Mobile, and Time Warner-AOL. In this paper, we turn our attention to the recent merger of Pixar and Disney. In our view, the Disney-Pixar case seems to be a good example of a successful merger in progress. This is demonstrated very clearly by recent box office successes such as Academy Award

Pixar has exceptional talents not only in art and film making but also in science and technology. It has a group of engineers

The Walt Disney Company was first founded in 1923 by Walt and Roy Disney (Wasko, 2011). It was first known under the name of the Disney Brothers Studio, before changing its name in 1986 (Disney’s history of magic: Timeline, 2013) (Timeline, 2013). In 1927, Mickey Mouse was created and soon became the symbol of the Company (Wasko, 2011). Internationally recognized for its animation, the Studio was the first to present a ‘’full-color cartoon’’, Flowers and Trees, which later went on to win ‘’ […] the first Academy Award for Best Cartoon’’ in 1932 (Wasko, 2011). Five years later, Disney released Snow White and the Seven Dwarfs, its first ‘’full length animated film’’(Timeline, 2013). It wasn’t until 1940 that the Company became public and, therefore, available to be traded on the stock market (Timeline, 2013). Fifteen years later, Disney was opening its first theme park in California under the name of Disneyland (Disney’s history of magic: Timeline, 2013). Incidentally, the

Pixar Animation Studios as we know today, was started as in 1984 when John Lasseter, chief creative officer of both Pixar

To conclude, Pixar has many opportunities that can be explored, in both the global and local markets. There is a lot of potential for

Founded on October 16, 1923, Disney was known to be one of the largest media and entertainment conglomerates. It had specialized in television, radio, and theme parks & attractions. Walt Disney and his brother Roy produced many short animated films starting with their series of collective films called Alice Comedies and quickly gained their success from there. Within months, the Disney brothers created their own studio and thus the creation of Mickey Mouse, Minnie Mouse, Goofy, and the rest of the Disney characters was born.

Established in 1923, Disney Studios released the first ever full-length animated feature film, Snow White and the Seven Dwarfs in 1937. By 2015, Disney Studios employed about “6,500 employees, and spent $2 billion producing films annually”. Alan Horn, Chairman of the Walt Disney Studios, oversees five studios, that together made up Disney Studios. The Walt Disney Studios Motion Pictures ‘Disney Live Action’ and Walt Disney Animation Studios ‘Disney Animation’ are directly from Walt Disney’s original studio. The three others were acquisitions made during Bob Iger’s time as chief executive officer of The Walt Disney Company. The first was Disney's competitor animation studio, Pixar, which was purchased for $7.4 billion in 2006; second, Marvel Entertainment, which had its roots in comic books, for $4 billion in 2009; and finally the legendary filmmaker George Lucas’ Lucasfilm for $4.05 billion in 2012. During this time, Disney Studios began pursuing a “tentpole” strategy, which entails investing in higher budget films that would hopefully produce a larger profit by pulling in a large portion of the market. The larger profit would also help compensate for losses that may occur in smaller budgeted films. As it stands, Disney studios currently produces 10-12 films annually with approximately eight of them with production budgets in excess of $150 million. The current breakdown of tentpole films expected annually is as follows: two from Marvel, one from Lucasfilm, one from Pixar,