The Value Chain Analysis Of Disney's Core Competency

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 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

The value chain, made by Michael Porter, is really important to see how a company structure is created. The value chain is constituted by two parts: support activities (firm infrastructure, human resource management, technology development, procurement) and primary activities (inbound logistic, operations, outbound logistic, marketing and sales, service). (Johnson et al. 2011, p.97-99)

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.

Another core competency that Disney maintains is the operational efficiency, which is mainly demonstrated within its parks and resorts unit. A prime

Disney strives to maintain a workforce that reflects open opportunity, where everyone is at an advantage by the company potential.

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).

Strategic Planning is the process of developing and maintaining a strategic fit between the organizations goals and capabilities as well as emerging market conditions and opportunities. Disney's primary strategic objective is to product high-quality content through their entire product mix. The company also had a record financial performance in 2010 led by the Disney movie studio last year was the first in history to make two film that crossed the billion-dollar mark at the global box office Toy Story 3 and Disney's Alice in Wonderland. Another strategic objective that Disney has set is the goal to make experiences more memorable and accessible through innovative technology. The final strategic objective that Disney has focused on is international expansion.

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

The Walt Disney Company is an outstanding renowned entertainment and media corporation with business ventures in Media Networks, Parks and Resorts, The Walt Disney Studios, Disney Consumer Products, and Disney Interactive. Walt Disney Company is a diversified corporation with products all around the world. (The Walt Disney Company, n.d.)

With that sort of money, Disney could buy thirty Airbus A380’s, the Las Angeles Lakers5 fifteen times over or most of the Greek islands. You can buy a Disney anything-and-everything, from clothing to toilet seat to bed-set: you can design your entire house around your Disney obsession. But unlike Google, Apple or Facebook who can own one aspect of your life, every piece of Disney paraphernalia you purchase allows them to infiltrate further into every facet of your day to day life. With 8 separate franchises grossing over a billion dollars individually, Disney has now earnt a coveted license to print money.

The Walt Disney Company has evolved from a wholesome family-oriented entertainment company into a massive multimedia conglomerate. Not only is Disney a producer of media but it also distributes its and others’ media products through a variety of channels, operates theme parks and resorts, and produces, sells, and licenses consumer products based on Disney characters and other intellectual property. CEO Michael Eisner has been instrumental in many of these changes. How can such extensive changes occur while trying to maintain the Disney brand?

The Walt Disney Company, a company that every person from ages four to ninety-four know. Some people believe Disney is just a company that creates new characters and movies for their children to grow up with, however; they are expanded their horizons throughout the years. Today, Walt Disney is diversified in the media and entertainment industry. These include theme parks and resorts, motion picture production, and a various number of television networks. As Walt Disney continued to dominate other industries, it is no surprise that their revenues have increased. From the beginning of 2007 with revenues of $35.5 billion the company increased profits to $45 billion in 2013. Not only this, but the share price had consistently outperformed in

The company aims at ensuring that they are recognized as a leading company in its industry and rise above the noise in the market that is caused by competition.

Starting as a young boy from Missouri, farmer Walter Elias Disney set out to make a mark on society. After first joining the Red Cross in World War I, he came back determined to be an artist. After moving to Hollywood in 1923 with his older brother Roy, they founded Disney Brothers Studio. After diversifying as much as possible, Disney had a firm grasp on the global market share until the 1980’s where the company’s revenues began to slump in the film industry. Luckily Sid Bass invested $365 million in order to rescue the company and bring an end to all hostile takeover attempts. Disney’s billion dollar powerhouse status in the entertainment industry can be broken down and analyzed using the