Group 12 walt disney
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Walt Disney started as a cartoon studio in 1923 and has since diversified into a mass media and entertainment conglomerate. Key events in Disney's timeline include opening Disneyland in 1955, hiring Michael Eisner in 1984, opening the first Disney Store in 1987, and announcing a deal to acquire ABC in 1995. Under Eisner's leadership in the 1980s and 1990s, Disney pursued strategies like cost cutting, corporate synergy, international expansion, and managing its brand and creativity. Disney has grown through diversification, horizontal and vertical integration, and leveraging media synergy across its businesses.
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Swot analysis of The Walt Disney Company
The Walt Disney Company was founded in 1923 and has since diversified from animation to live-action films, television, theme parks, and other divisions. It operates through five segments: media networks, parks and resorts, film studio, consumer products, and interactive. Disney has strengths in its strong portfolio of brands and reputation, acquisition experience, and diversified businesses. However, it is heavily dependent on North America and has limited room for growth through new acquisitions. Opportunities exist in expanding into emerging markets and new countries for film production, while threats include intense competition, piracy, and online streaming services.
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This document provides an overview and agenda for a presentation on the Walt Disney Company. It includes details on Disney's history, business segments, product lines, target markets, strategies, and SWOT analysis. The presentation will cover Disney's product levels and classifications, product mix, segmentation and positioning, application of the 4Ps, key factors for success, opportunities to watch, and recommendations for the future. It is split between three presenters who will each cover different sections.
Case Study Of Disney
The Walt Disney Company was founded in 1923 by brothers Roy O. Disney and Walt Disney. Their mission is to create the most innovative and profitable entertainment experiences in the world. Disney has since expanded into five business sectors: media networks, studio entertainment, parks and resorts, consumer products, and Disney channels. It has faced risks expanding into new markets but also benefits from wider audiences and more revenue. The document outlines Disney's history, core consumers, business units, risks and benefits of expansion, and the company's focus on heritage and innovation.
Strategic Management: Walt Disney Case Study
The document is an organizational case study of The Walt Disney Company. It provides an overview of Disney's mission, internal assessment including finances and organizational structure, external assessment of competitors and market position, SWOT analysis, and strategies. The key points are:
- Disney's mission is to be a leading producer and provider of entertainment and information globally.
- Internally it has a diversified structure with business units in media networks, studio entertainment, parks and resorts, and consumer products.
- Externally it competes with other large media companies and assesses opportunities in technology changes, new markets, and threats like economic shifts.
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The document provides an overview of the history and growth strategy of The Walt Disney Company from 1923 to the present. It discusses key events and milestones in the company's history during different time periods, from the founding of the Disney Brothers Studio in 1923 to expansions into television, theme parks, and acquisitions. The summary then outlines Disney's diversification strategy, including related diversification through cross-selling across business units and integrating vertically through ownership of distribution channels. Finally, it discusses Disney's use of the SCARF model to reduce threats to employees' status, certainty, autonomy, relatedness, and fairness.
Disney case study
Walt Disney founded The Walt Disney Company in 1923 as Disney Brothers Cartoon Studio, renaming it later. In 1955, Disney expanded into theme parks. In 1984, Micheal Eisner became CEO and acquired Capital Cities/ABC for $19 billion, dividing Disney into media networks, parks and resorts, studio entertainment, and Disney Consumer Products (DCP). DCP faced challenges with overexposure and expanding products while maintaining Disney's brand image of quality and trust. Disney reformed products and marketing to focus on health and nutrition for children.
walt disney
The Walt Disney Company was founded in 1923 by Walt and Roy Disney. It has grown to be a massive entertainment conglomerate with five business segments: media networks, parks and resorts, studio entertainment, consumer products, and interactive media. Disney utilizes strategic differentiation, innovation, expansion into new markets, and continuous promotion in its marketing. It segments its target market into kids, families, and people generally. Disney also focuses on improving existing offerings, selling more to current customers, and tracking business trends. Financially, Disney has seen success across its business segments and maintains high profitability ratios.
Walt disney SWOT
The Walt Disney Company is a leading diversified international family entertainment and media enterprise with four business segments: Media Networks, Parks and Resorts, Consumer Products, and Studio Entertainment. It operates numerous TV channels, broadcast networks, radio stations, and publishing businesses under its Media Networks segment. Its Parks and Resorts segment includes world-famous theme parks and resorts. Consumer Products licenses Disney-branded merchandise worldwide. Studio Entertainment produces and distributes films under studios like Walt Disney Pictures, Pixar, and Touchstone Pictures. In 2011, Disney saw increases in revenue, income, and earnings per share across many of its business segments.
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Roy Disney and Walt Disney founded The Walt Disney Company in 1923. The company is now a global entertainment company known for its film studio, theme parks, resorts, and consumer products. It is based in Burbank, California but has locations worldwide. The Walt Disney Company offers diverse entertainment products and services and uses marketing strategies that appeal to both children and families. Robert Iger currently serves as CEO.
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The document discusses the Walt Disney Company and provides rankings and information about its performance and history. It summarizes that the entertainment industry is the 16th most profitable industry in the world, Walt Disney ranks 63rd in 2006 and 54th in 2005. Walt Disney is the 2nd largest entertainment company and 40th largest by employees. It also provides a brief overview of Disney's mission, vision, history under Walt Disney and later leadership, business diversity, competitors, and famous characters.
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Walt Disney Company (Case Study)
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2. It also includes information on Disney's corporate structure, which is divided into studios, consumer products, media networks, and parks and resorts.
3. Location details are provided for Disney resorts around the world, and mission and vision statements are proposed.
The Brand "Disney"
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Disneyland Paris
- Disney originally wanted to open a EuroDisney park in either France or Spain, ultimately choosing France due to a better offer near Paris for $4.4 billion.
- The park did not meet expectations on opening day with only 50,000 visitors instead of projected 500,000 due to not following local needs.
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Walt Disney - An analysis of the strategic challenges
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Disney
The Walt Disney Company is an American mass media and entertainment conglomerate known for its film studio, theme parks, television networks and consumer products. It has four main divisions: film studio Walt Disney Studios, theme parks Walt Disney Parks and Resorts, television networks Disney Media Networks and consumer products Disney Consumer Products and Interactive Media. Disney's mission is to be a leading producer of entertainment and information. While children are the main target group, parents who decide what content is suitable are the actual target at an average age of 44. Warner, CBS Viacom and Fox are Disney's main competitors. Disney employs strategies like product differentiation, targeting specific demographics, international expansion, self-promotion across its media networks, and innovation to stay
Disney
The Walt Disney Company is an American mass media and entertainment conglomerate best known for its film studio and theme parks. It has four main divisions: film studio, parks and resorts, media networks, and consumer products. Disney aims to be a leading producer and provider of entertainment and information. While children are the main target, parents are also targeted as they decide what content is suitable. Disney competes with companies like Warner Bros and uses strategies like product differentiation, international expansion, and leveraging its media networks for promotion. Expanding into new areas like video games and superheroes presents risks of overshadowing the Disney brand but also opportunities in ready markets if quality and recognition standards are maintained.
Disney
Walt Disney founded Disney in 1923 and introduced Mickey Mouse. Disney saw huge success with animated films like Snow White which expanded into other businesses. Today Disney is a global entertainment company with $45B in revenue. Its business segments include studios, parks and resorts, consumer products, and interactive media. Disney's challenge is keeping its brand relevant while staying true to its values. It focuses on family and uses characters from acquisitions like Pixar and Marvel. Expanding into new areas like video games presents risks of competition but benefits of reaching more people and promoting innovation.
Disney
The document summarizes the history and marketing strategy of The Walt Disney Company. It discusses that Disney was started in 1923 by Walt and Roy Disney and produced short films. Over 14 years, Mickey Mouse and other iconic characters were created. The document then outlines Disney's evolution from 1928 to present and discusses how it has targeted families, children and teens through segmentation. It also notes Disney's recent acquisitions and positioning as a brand providing entertainment through its various business divisions.
Walt Disney
The document provides information about The Walt Disney Company, including its headquarters, employees, founding date, founder, key leadership, parent company, subsidiaries, products, revenue, net profit, and the 4 P's of marketing - price, place, promotion, and product. Regarding price, Disney takes many opportunities to upsell customers on additional products and services. For place, it expanded internationally by building country-specific theme parks. Disney engages in continuous promotion and constantly creates new products.
Casestudypownership
The document summarizes the Walt Disney Company's business structure and operations. It discusses that Disney has four major sectors: media networks, parks and resorts, studio entertainment, and consumer products. It also describes that Disney has grown through conglomeration, globalization, integration, and media synergy. Disney faces competition from other companies targeting similar family audiences, such as Nickelodeon, but has maintained an advantage through its iconic characters and expansive theme park attractions.
Marketing Excellence - Disney
The Walt Disney Company was founded in 1923 by Walt Disney and Roy O. Disney. It is now a global entertainment company with annual revenue over $55 billion. Disney uses strategies like nostalgia, reusing content, establishing destination brands, and storytelling to be successful. Their core values include igniting childhood wonder and entertaining the world through vision and storytelling. Disney also focuses on excellent customer service and creating memorable experiences to connect with customers.
Disney
This presentation has been created by Kshitij Chaudhari, VIT Chennai, during a marketing internship under the guidance of Prof. Sameer Mathur, IIM Lucknow.
Presentation on Walt Disney
The Walt Disney Company was founded in 1923 by brothers Walt and Roy Disney. It has grown to become a diversified multinational mass media and entertainment conglomerate. Disney owns production studios, TV networks, theme parks, record labels, and publishing companies. Their mission is to entertain, inform, and inspire people around the globe through storytelling. Disney has experienced success through strategic diversification and expansion into new markets like cruise lines. They continue pursuing growth opportunities through new projects, mergers, and collaborations while addressing challenges from competition and technological disruption.
Disney Mini Case Study
Walt Disney Company was founded in 1923 by Walt and Roy Disney as a cartoon studio introducing Mickey Mouse. In 1937, Disney launched its first full-length animated movie and began expanding. Today, Disney is the 13th most powerful brand in the world generating $55.6 billion annually. Disney widened its product lines across five business segments and uses segmentation, targeting, and positioning strategies. It targets children and families while developing products based on consumer culture and lifestyle. Disney connects with audiences through its broad product range, assertively friendly employees, memorable family experiences, and consistent customer experiences across platforms. Expanding into video games and superheroes provides benefits like increased market coverage and new customers but also risks like alienating core customers or failure damaging
Disney
Walt Disney Company was founded in 1923 by Walt and Roy Disney as a cartoon studio introducing Mickey Mouse. In 1937, Disney launched its first full-length animated movie and began expanding. Today, Disney is the 13th most powerful brand in the world with $55.6 billion in revenues in 2016. Disney widened its product lines across five business segments and uses segmentation, targeting, and positioning in its strategy. Disney targets children and families and connects with its core consumers through a broad range of products, assertively friendly employees, memorable family experiences, and consistent experiences across platforms. While expanding into new areas like video games and superheroes provides benefits of increased recognition and new customers, it also risks alienating core customers or failure damaging the
Disneyminicase copy
Walt Disney Company was founded in 1923 by Walt and Roy Disney as a cartoon studio introducing Mickey Mouse. In 1937, Disney launched its first full-length animated movie and began expanding. Today, Disney is the 13th most powerful brand in the world generating $55.6 billion annually. Disney succeeds through segmentation of its markets geographically, demographically, and psychographically. It targets children and families using multi-segment targeting and positions itself uniquely. Disney connects with customers through understanding their culture, developing products for their lifestyles, and building emotional bonds. It is now expanding into gaming, technology, and properties like Star Wars to create new growth opportunities.
Disney Marketing
Walt Disney Company is a leading global entertainment company known for connecting with consumers through innovative storytelling and experiences across its business segments of media networks, parks and resorts, studio entertainment, and consumer products. Disney has grown since its founding in 1923 to become a worldwide phenomenon through diversifying its offerings and adopting emerging technologies to engage consumers with progressively richer entertainment. Some risks to Disney's strategy include balancing innovation with preserving its legacy brand reputation as it expands into new areas.
Disneyland
Walt Disney Company was founded in 1923 and is now the world's largest entertainment conglomerate. It operates media networks, parks and resorts, studio entertainment, and consumer products divisions. Some key events include launching Mickey Mouse in 1928, opening Disneyland in 1955, Epcot Center in 1982, and acquiring Capital Cities/ABC for $19 billion in 1995. The company's mission is to be a leading producer and provider of entertainment globally. It uses its portfolio of brands like Disney, Pixar, and Marvel to create innovative entertainment experiences.
The Walt Disney: The Entertainment King
This case is comprised of the company's history, from 1923 to 2001. The Walt years are described, as is the company's decline after his death and its resurgence under Eisner, some topics are devoted to Eisner's strategic challenges in 2001: managing synergy, managing the brand, and managing creativity. The case was written by Michael G. Rukstad and David Collis
The case was uploaded with a Walt Disney font, but Slideshare was not able to detect that
Disney
This presentation has been created by Akriti Sarswat, IIT Kanpur, during a marketing internship under the guidance of Prof. Sameer Mathur, IIM Lucknow.
Presentation
Disney was founded in 1923 by Walt and Roy Disney. Its most famous character was Mickey Mouse. It first found success with Snow White and Seven Dwarfs. The company struggled after Roy Disney's death but was revived by The Little Mermaid's Oscar wins. Disney consists of five business segments including parks, resorts, and media networks. It has adapted to changing trends by expanding into video games and superhero franchises to target broader audiences, though this carries risks if products fail. Disney's strength lies in connecting with audiences emotionally and creating memorable experiences across its businesses.
Disney 2015
1) Disney is a large, diversified media and entertainment company that owns major film, television, and theme park brands. It was founded in 1923 and is now the second largest media conglomerate.
2) Disney connects with its core consumers through diverse offerings that appeal to all ages and cultures. It also uses new technologies to provide entertainment in easy and engaging ways.
3) Expanding the Disney brand into new areas and markets can provide benefits of increased revenue and profits, but also risks losing touch with the trusted brand if not managed carefully.
Team F2 Walt Disney Company
The document discusses Walt Disney Company's strategic management and portfolio. Disney employs a growth and differentiation strategy centered around high-quality family content and technological innovation. Its portfolio includes media, parks and resorts, studio, consumer products, and interactive media. The media, parks, and studio industries face threats like competition and economic challenges, but also opportunities from technology and social media. Disney leverages its brands across business units to drive synergies and shareholder value. Its strategic fit allows successes in one unit like media to benefit others like parks and resorts.
Walt disney company
The document discusses Walt Disney Company's strategic management and portfolio. Disney employs a growth and differentiation strategy centered around high-quality family content and technological innovation. Its portfolio includes media, parks and resorts, studio, consumer products, and interactive media. The industries in Disney's portfolio face both threats and opportunities. Disney leverages synergies across its business units to maximize shareholder value through financial performance and strategic fit between its divisions.
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Sports obermeyer case
Forecasting recommendation
Forecast Methodology
Obermeyer used combination of the “panel consensus” and “Delphi method” of qualitative forecasting for sales forecasts
We used a single period inventory model to estimate the financial risk of underestimating and overestimating demand
Single point forecast data provided is limiting. More complicated forecasting techniques require actual data collected over time
Recommend next sales forecast results are summarize and redistribute to the team. Given results new questions should be asked of the team in regards to what assumptions to apply in the decision making process
Forecast Assumptions
Initial 10,000 unit order is riskier due to lack of demand information. Second 10,000 unit order is less risky because of better demand information on each style.
The expected lose from liquidating inventory due to overestimating demand is assumed to be 8% of the wholesale price
The cost of lost profit from underestimating demand is assumed to be 24% of the wholesale price
The second order will allow us to adjust for quantities of each style based on better demand information
Reduce the number of styles handled to lower complexity of planning and risk profiles
Study fashion in Europe rather than waiting for Las Vegas shows
Reduce production lead times, as the preparation of raw materials takes a long time. For example:
To improve efficiencies, dye basic colors early in the year and fashion colors later in the season
Dyers could be offered a long-term contract regarding Greige goods
Develop relationships with big-time suppliers that are able to meet tight times and requested demand
Increase distribution channels and service level requirements
Collect and utilize historic data from previous years to better determine future trends
Where possible, obtain feedback from retailers prior to Vegas
Egypt turbulence and transition
Egypt turbulence and transition
With respect to India which country will offer greater potential?
Egypt ranks higher than Nigeria in the Ease of Doing Business and Competitive Index.
Egypt is transitioning into an efficiency driven economy
Nigeria ranks very low on the Institutions and Infrastructure parameters in the Global Competitiveness Report
Nigeria has a lower rate of technology adoption
Nigeria controlled its currency by not letting it trade at its market value. Egypt, on the other hand, has left its currency open to market forces.
Therefore, Egypt holds more potential for India.
Walmart's africa expansion, ivey publishing
Walmart's Africa expansion, Ivey Publishing
Challenges at Home
Criticized for -
Its low wages for employees
Unethical pressure on suppliers
Difficult for the company to keep labor costs low –
Increasing cost of living
Rising health care costs
Not successful in urban compared to rural –
Tough to acquire large spaces
If available, property values were much higher
Lg electronics global strategy in emerging markets
Lg electronics global strategy in emerging markets
LG Started off as a cosmetics company, gradually diversified and became an electronic equipment
Korea is a hub for electronics goods export
Foray of LG into emerging markets- Brazil, India, China, Russia
Setbacks in developed markets.
Changing Market conditions- Increasing competition.
What were the key strengths of the Korean electronics industry during the formative years?
How did firms leverage these advantages to enter developed-country markets?
China's reminbi our currency your problem
China’s Renminbi: “Our Currency, Your Problem”?
“Yuan” and “Renminbi” often used names
Since 1969, official name of China’s currency is renminbi
Yuan is the denominated unit
China is the world’s third-largest exporter, estimated to be atleast US$970 billion in 2006
9% annual growth of China’s economy over the previous decade
Official and market rates were unified
Official rate was adjusted to the market rate at US$1=RMB8.7
20% transactions conducted at official rate
Remaining at swap centres
Renminbi was convertible on current account
Capital account was tightly controlled except FDI
Apple in china, third bird school of management
Apple in china, third bird school of management
Started as Apple Computers and was renamed to Apple Inc. in 2007
Introduction of iPod followed by iPhone led to shift in focus from PCs to Integrated Consumer electronics
In 2009,60 % of sales were from iPhone and iPad.
Tim Cook became CEO in 2011
In 2015,
Apple expanded into wearables and launched Apple watch in U.S, China and other global markets
Ranked top brand in the world in 2015 by Brand Finance.
Spent around 83.3 billion USD on Research & Development
What accounts for Apple’s success in the information and communications technology industry?
Why has Apple been successful in China
What missteps have they made?
Nestle marketing - stgrategy
Founded in 1905, and is headquartered in Switzerland.
It was founded as a result of merger between two companies namely Anglo-Swiss Milk Company and Henri Nestle Company.
Operates in more than 86 countries across the globe.
It has its manufacturing and operational facility in almost all the countries worldwide.
Need for a centrally coordinated (or) common marketing approach with emerging market forces worldwide.
Need for reduction of costs through economies of scale through greater central coordination of marketing function.
The Standardization Debate
In 1950s, instant potato line in France was launched.
Center standardized Nescafe packaging but French and German managers declined in 1970s
Center proposed Maggi liquid food enhancer bottle which was declined by West German manager.
Standard Maggi logo “Talking bubble” was developed which was first developed by West Germany.
Big bazaar - Industry – Retailing (Hypermarket)
Industry – Retailing (Hypermarket)
It’s part of future group and founded in 2001
Headquarters in Mumbai
Major Promoter – Kishor Biyani
Offers wide range of merchandise including apparels, furniture, electronics, books etc.
Value retailing segment
Selling areas greater than 8000 square ft.
It offers low prices for goods of comparable qualities.
Also offers greater variety of goods
Provided touch and feel of merchandise
Also offered parking, Air Condition shopping and merchandise return privileges.
Avari hotels - marketing
Avari Lahore is a 5 star hotel
It has in total 190 rooms, inclusive of –
-15 suites, 12 junior suites, executive, brida..l and prudential suits.
It’s clientele includes business executives, tour groups and Frequent Individual Travelers(FITs).
procter and gamble a case
procter and gamble
Procter & Gamble is a US based FMCG company.
Offering diverse portfolio of products, company recorded US $77 billion in revenue.
Highly known for building successful brands, innovation, introducing new products and maintaining popularity.
Six levels of hierarchy
Need family – The basic need that defines the existence of a product. Very fundamental benefit for which the customer buys the product. E.g. – Cleaning and hygiene.
Product family – All product classes that can satisfy the core need. Similarly, products that are considered as cleaning agent will come under this category. For e.g. – Personal Cleaning
Product class – Group of products within product family having similar functionalities. E.g. –Soaps, Shampoos and Detergents is one of the product class having similar characteristics.
Product Line – Products/Brands within a product class which are closely related because they perform similar functions and mostly are sold to same customer group. E.g. – Shampoo
Product types – Group of items within a product line that share at least one possible forms of product – E.g. – Anti Hair fall shampoo.
Item (SKU/product variant) – Distinct unit within a product line Distinguished by size, price or appearance. E.g. – Head and Shoulders – Anti hair fall shampoo.
Points of Parity and Points of Differentiation
POPs – PODs -
Soft and smooth Relieve Dry Scalp
Black Shine Formulated with Fresh Scent Technology
Hair- fall solution Leaves with 10x Stronger Hair
Thick and long
Crafting winning strategies in a mature market - US wine market
The US wine industry in 2001 was characterized by a mature market with a few large players dominating the low price segment. The top 8 firms produced over 75% of the volume while approximately 2,500 other firms split the remaining 25%. It was difficult for new companies to enter the industry due to high startup costs, oversupply of grapes, and consolidation among retailers and distributors. A company considering entry would need to target the 90% of the population that did not regularly drink wine or create a new market segment. The best strategy would be a blue ocean approach to expand the market rather than compete in the already crowded premium and budget segments. Established players should also look to tap new demand and acquire distribution to grow. The industry
Allentwen material corporation - Electronic product division
Introduction
Leading manufacturer of speciality glass
Eight Line Divisions
First Company to establish an Industrial Research Laboratory
Marketing & R&D the strongest functional areas
Average growth of 10% a year
Electronics Product Division
Manufactured high quality electronic components
Initially, Business was from military market
Shifted to Commercial Market in late 1980s.
Growth in commercial market leading to high competition.
Current Scenario – (July 1992)
What can be done -
As it was seen Rogers has not been an effective leader, there is a need for training for him in more instructing management style
Rogers should remove himself from product development team and focus more on resource allocation
Team comprising for new product development should have employees from all the functions i.e. – it should be cross-functional
Sales team should be incentivized for bringing additional revenue for the company. It should have a dual salary structure – less fixed and more variable (commission)
More freedom needs to be given in budget allocation
More trainings about the specifications of the products(capacitors and resistors) should be provided
More team activities should be there so that trust and relation can be built amongst the teams
For fostering collaborative thinking, a common integrated system should be developed wherein feedback from the clients regarding product specification and product quality should be updated without any delay
Howard schultz : building starbucks community
Reason for success
Having well developed values, culture and charter
Willingness to move out of comfort zone – Introduces flavours of milk
Ensuring that the organisational culture is adhered to globally
Making changes and customising according to local culture
Providing employee benefits and making them feel a part of the family – ESOPs, Training
Conclusion
Howard Schultz’s vision has ensured that Starbucks has been a market leader
He revolutionized the coffee experience – From a regular to commodity to a third place experience
Having their own culture and innovative spirit has kept them ahead of their competitors
Recommendations
Starbucks must maintain the competitive advantage by keeping to its own distinctive culture
Listening and adapting to its customers and their needs
Adapting to localised cultures and developing a culture in each location that is apt
New products should be developed – Look beyond coffee to attract the Asian market
s2 blue ocean
Red Ocean Strategy
Known market space
Industries boundary are well defined and accepted
Competitive rules of the game are known
Outperform rivals and grab a greater share of existing demand
Crowding: prospects for growth and profits are reduced
Commoditization and cut throat competition (Red ocean)
Blue Ocean strategy
Untapped market space
Opportunity for highly profitable growth
Create from red ocean by expanding the existing industry boundaries
Competition is irrelevant since rules of game are yet to be set
Can we ignore red ocean?
Red ocean will always matter
However, supply exceeding demand in most industries, competing for a share of contracting market will not be enough
sara lee -
Sara Lee underwent several turnaround attempts over decades to address structural and strategic problems. Initial problems included a complex organizational structure, poor retailer relationships, and lack of innovation. Attempts in 1997 and 2000 included layoffs, asset sales, and brand reductions. A large 2001 acquisition of EarthGrains bakeries failed to generate profits. A new transformation plan centralized operations and sold underperforming brands, aiming to focus on growth areas and reduce costs through efficiency. Recommendations included developing health-focused products, aggregating brands by category, and improving financial management through cost control.
emerging nokia - should they focus on developed or emerging markets
Should Nokia’s growth strategy be to focus on the developed markets, emerging markets or both?
Case Analysis
Handset manufacturer worldwide market share of 38% in 2009
Market leader in emerging markets like India(60%) and China(40%)
Financial performance pre-2008 was exceptional
Known for innovation
Offers products at all price points
Post-2008 started losing ground in developed markets
European market revenue declined by 15% in 2009
Exited the Japanese market after 20 years of operations
Nokia was fifth most valuable brand globally in 2000
Analysis of Emerging Market
Employed the cost leadership strategy: Purchasing power low in emerging markets hence Nokia provided cost effective products successfully.
First time purchasers: Only 20% of the emerging market were not first time purchasers
Services as the key selling point: People of emerging markets wanted value added services bundled with the phone
Analysis of Developed markets
Consumers not very price sensitive
Delivering innovative products more important
57% of the market goes for a second phone, most of the time for an upgrade
Emergence of i-phone, considered as replacement for normal handsets with users looking for upgradation
Growing competition from companies like Samsung, LG, Motorola and Sony Ericson was also making things worse for Nokia.
New Operating System – e.g. – Emergence of OSs like Google’s Android and Microsoft’s Windows mobile further bothered Nokia.
Inability to understand demand – Nokia failed to understand growing demand for touch phones
Why focus on Emerging Markets?
As Nokia has already gained the following benefits by being the first mover, it should strive hard to maintain it’s market share in developing economies. Advantages it has –
Earlier entry, early start of the learning curve. Its crucial and experience is tough to imitate.
Nokia can develop enhanced reputation by being pioneer and using its already established brand image
Absolute cost advantage can be gained by early commitments to supplies of materials and distribution channels….
Recommendations- Emerging Market
Nokia should concentrate on Improved as well as Basic phones as the market is still evolving
Tie up with Telecom players and bring dual sim phones to increase the switching cost
It should follow innovations in developed countries and adapt them to emerging markets in order to stand against competition.
One general strategy should be to outsource the services part as it is not Nokia’s competency and customers are giving more regard to services (Exhibit 6)
Instead of charging customers for Life tools, revenues should be earned from advertisers.
resuming internationalization at starbucks
Starbucks Growth
In 2007 Starbucks had a presence in 17 countries through approximately 17000 stores
Revenue grew from $160 million in 1993 to $10 billion in 2009
Starbucks revenue grew on average 30 percent per year between 1993 and 2009 in line with the company’s growth in the number of stores.
In early 1990’s growth in stores was approximately 70 percent
In 1996 & 1997,year on growth increased in foreign stores but declined in domestic stores
Growth of company slowed to approximately 20 percent per year from 2003 to 2008
Global recession, intensifying competition and supply chain pressures further hindered the growth
Internationalization
In early 1990’s Starbucks expanded into Canada
From 1996,company started to enter more distant countries such as Japan, Singapore, Phillipines, Taiwan and Thailand
Company’s performance slowed down with increase in pace of internationalization
Foreign expansion had larger effect on performance than domestic growth
In 1993 pace of Internationalization was moderate whereas in 1997-98 pace was high
Starbucks acquired Seattle coffee company in United Kingdom and opened 252 additional stores
Starbucks entered Thailand and Australia with the opening of 25 and 18 stores respectively
Effect of PACE on Performance
PACE means “Relative growth in foreign stores each year”
Negative association between pace and performance throughout
Exceptions:
1993 – Moderate expansion Low ROA
1997-1998 – High expansion Moderate ROA
2001 – High expansion Above average ROA
Rhythm & Performance
RHYTHM means “Regularity in Internationalization”
Irregular rhythm leads to more volatility and low performance
Regular rhythm leads to high performance and high ROA
Performance was more sensitive to rhythm of foreign expansion than domestic expansion
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How AI is Disrupting Service Industry More Than Design Thinking
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Group 12 walt disney
- 1. WALT DISNEY Ajay Norman(DM18202) Ankur kislaya(DM18206) Melissa Mariam Alex(DM18233) Saurabh Arora(DM18246) Shivam Shukla(DM18248)
- 2. Introduction The Walt Disney company is an American mass media and entertainment conglomerate Founded in 1923 by brothers, Walt Disney and Roy O. Disney Founded as a cartoon studio Later diversified into mass media, entertainment, film production, etc.
- 3. Case - TimeLine 1923 • Walt Disney Productions 1955 • Disneyland Opens 1984 • Michael Eisner hired 1987 • First Disney Store Opens 1995 • Disney announces ABC deal 1996 • Disney.com launched 2001 • Disney shuts GO network
- 4. Case Analysis Started out as a cartoon studio later became Disney Brothers studio which was a flat, non-hierarchical organisation. After release of snow white, company grew 7 fold, and went public to finance their growth strategies The decline caused by war slowed down growth and resulted in financial constraints Diversified into WED, theme parks, cruise ships, in-house media, in-house travel company
- 5. Diversification Studio Entertainment Theme Parks and Resorts Media Networks Internet and Direct Marketing SEGMENTS Consumer Products
- 6. Case Analysis Walt Disney’s death caused company to deteriorate over the following years Eisner’s takeover in 1984 Focused on annual growth of 20% Laid emphasis on managing creativity and synergy among different enterprises 1994- Turmoil – Wells dies in helicopter crash Acquisition of ABC, Miramax Soon after ABC Acquisition, starts deteriorating Market leader of theme park industry
- 7. Eisner’s strategies Cost cutting: Projected to save $500 million Reduced film budgets Leaner marketing of products Closed business not showing good returns – Club Disney, ESPN stores Corporate synergy Only 20% overseas revenue – Strategy to improve overseas operations
- 8. Introduced cruises and entered into internet, created ESPN Zones Managing the brand Third in entertainment channels for kids Controversies among catholic groups, animal rights activists Traditional view questioned Managing the creativity Gong show Conflicts between employees Emphasis on cost cutting drove creative talent away
- 10. Recommendations - Based on Ansoff Matrix, for Resorts and theme parks, Disney could focus on market penetration For consumer products, it can develop new markets hence go for Market Development For Disney Studios, given complete emphasis on creativity, for Music and Film production, in midst on intense competition – Disney could go for Diversification strategy
- 11. Smart or Dumb ? Disney has expanded domestically as well as globally through corporate integration. It has shifted its focus from show quality and content to distribution, marketing, licensing and merchandising arrangements to respond to industry changes and replace lost revenues. • Globalization: Disney products can be found all over the world in different forms and areas. As a global brand, Walt Disney international provides oversight of company’s activities outside US. The aim was to increase globalization to make it relevant to consumers world wide. • Horizontal Integration: Disney owns many studios, media networks and consumer product companies. It uses this strategy to increase its market awareness and presence through cross promotions.
- 12. • Vertical Integration: The sub companies allow Disney to plan, produce, advertise and distribute all the products. It does not have to rely on anyone and hence better control on quality, content and costs. • Media Synergy: production and distribution of products can be done by the Disney owned companies. An important factor of its success is the integrated nature of its products. • Diversification: Disney has always focused on diversification. The variety of products and services ranging from movies, theme parks, shows, merchandise; offer a range for the tastes and preferences of consumers of all ages. • Distribution: whenever Disney produces a new image or brand such as a movie character, its licensing, marketing and business outlets continue to capitalize on that character till it has left the box office. It releases a line of toys or products followed by DVD release and the character’s presence in theme parks.