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
This document provides information about Philips and Matsushita (later Panasonic). It discusses how Philips became a leading consumer electronics company through building national organizations around the world and focusing on innovation. However, it struggled with high costs as it outsourced more manufacturing. Matsushita surpassed Philips by producing low-cost, high-quality standardized products and being a fast follower. Both companies struggled with changing their cultures and structures as international companies.
The document discusses Dell's direct sales model and competitive strategy. It summarizes Dell's history and growth founded on direct sales to customers. It analyzes Dell's competitors who struggled to copy the direct model. The document also reviews Dell's market share, competitive strengths, and provides recommendations to expand products, markets, and diversify through acquisitions for long-term growth.
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Clique Pens has experienced a 6% decline in gross profit margins over the past 2 years. There is a debate between the VP of Marketing and VP of Sales over how to allocate the marketing development funds (MDF) budget. The VP of Marketing wants to use MDF for consumer discounts and promotions to build brand equity, while the VP of Sales wants to use it for trade promotions and discounts to retailers. They need to compromise on a plan to satisfy both consumers and retailers.
The pen industry is highly competitive with 50 major competitors. Retailers like Staples, Walmart, and Walgreens have significant bargaining power and prioritize discounts and incentives from manufacturers. Clique will need to decide how
House of Tata: Acquiring a Global FootprintAbhigyan Singh
The 134-year-old Tata Group with 95 operating companies (31 of them publicly traded) and 230,000 employees, it is India's largest private-sector employer, its biggest taxpayer, and its greatest foreign-exchange earner.
This document discusses strategies used by the Tata Group to maintain control over its companies while encouraging growth. It notes that Tata developed managers through scholarships and rotations within companies. It promoted ethics and common values through a unified brand while allowing diversification. The group debated whether to prioritize new opportunities or tighter control as companies grew. It also addressed how selling some units and investing proceeds in others could boost focus and funding while maintaining overall group strength.
EMC initially took an aggressive "take it or leave it" sales approach but faced issues as customers were unhappy with lack of support. When Mike Ruettgers joined, he changed EMC's approach to be highly customer-centric, focusing on understanding customer needs and providing excellent ongoing support. EMC implemented processes to gather customer feedback, rapidly respond to issues, and position themselves as a strategic partner rather than just a product seller. These changes transformed EMC's fortunes and made them the world's most customer-centric company.
Thomas Green recently joined Dynamic Displays as an Account Executive and has quickly been promoted due to his success in securing a large contract. However, he has developed a poor working relationship with his superior, Frank Davis, the Marketing Director. Green challenges Davis' authority and fails to provide updates or back up his claims with data as requested. He also works individually rather than collaborating with the team. Going forward, Green needs to improve his marketing knowledge, build trust with Davis and his team through communication and collaboration, and take responsibility for his mistakes.
- Edgar Newell started Newell Company in 1902 through the acquisition of a curtain rod manufacturer.
- Dan Ferguson crafted a growth strategy of acquiring companies to expand Newell's product line.
- In the late 1990s, Newell faced challenges from increased customer buying power and consolidation in the retail industry.
- Newell acquired Calphalon and Rubbermaid but integrating the large Rubbermaid presented challenges due to its size, reputation, and operations that could impact Newell's strategy.
Nucor is considering building a new steel mill. The CEO is concerned about committing to the project given resource constraints and whether CSP technology will remain viable long-term. An analysis of Nucor's strengths in administration, employee relations and operations was presented. Weaknesses, opportunities, and threats in the US steel market were also reviewed. Nucor will decide on the project based on criteria requiring 100% commitment of previous capital, 25% ROA within 5 years, and maintaining debt-equity below 30%.
Strategic Management: Walt Disney Case StudyCallie Unruh
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.
- Strategies discussed include pursuing growth through diversification, increasing market
SaleSoft, Inc was founded in 1993 to develop software that drives efficiencies in sales, marketing, and customer service processes. Their flagship product is PROCEED, a comprehensive sales automation system (CSAS). PROCEED automates the entire sales cycle from lead generation to post-sales support. SaleSoft is considering launching a new product called Trojan Horse, focused only on sales automation. Trojan Horse would offer quick entry into new customer accounts but could distract from PROCEED and cannibalize its sales. After analyzing the products, market, and financial projections, the recommendation is for SaleSoft to continue focusing on PROCEED due to its strategic alignment and greater long-term returns.
The document analyzes the motorcycle industry and Ducati's position within it, discussing key segments, customers, technology, manufacturing, distribution channels, and competitors like Harley Davidson. It describes Ducati's turnaround under new leadership, focusing on improving products, engineering, and branding to grow market share beyond ultra-high performance bikes. Finally, it considers whether Ducati should expand into new segments like cruisers or maintain focus on its core high-performance brand and customers.
The marketing manager of Pillsbury's refrigerated baked goods category in Canada faces declining sales and market share. He commissions a market research study to understand consumer preferences and identify the root causes of the problems. The research reveals significant differences between Canadian and US consumers in terms of baking preferences and attitudes towards cookies. It also shows the company was targeting only mothers, missing out on other key segments like kids. Based on these insights, the manager needs to redefine the marketing strategy to target a broader audience, position the products differently to appeal to Canadian preferences, and tailor advertising campaigns for the local market.
The Tata Group, an Indian multinational conglomerate, adopted a strategy of international expansion through global acquisitions under the leadership of Ratan Tata. As several Tata companies faced challenges from domestic market saturation and regulations in the 1990s, the group pursued acquisitions to diversify and achieve growth in foreign markets. Major Tata acquisitions included Tetley Tea, Corus Steel, Jaguar Land Rover, and several hotel brands. These global acquisitions transformed the Tata Group into one of the largest and most diverse international business groups in India.
Innovation at Progressive (A) - Harvard Business School
Answering the following questions:
1. How does Progressive’s performance as an auto insurer compare to that of typical insurance companies? How does its performance changed over time? What explains the difference in performance?
2. Customers of auto insurers are very price sensitive. How problematic is it to Progressive that customers almost always select the insurer that offers the best price?
3. Assess the viability of the Autograph system. What level of consumer acceptance will it take to make Autograph successful? What are the barriers to consumer acceptance? Should Autograph be expanded nationwide?
Made and presented for the course Service Operations Management at the Viadrina University, winter term 2012/2013
Clique Pens - Case Study Solution by Kamal Allazov (Essay type)Kamal Allazov (MSc.)
Clique Pens Case Study by Harward Mba Center. This paper introduces possible solutions and recommendations by MSc. Marketing student - Allazov Kamal. (https://allazov.org/)
Three deaths were reported in late September 1982 in the Chicago suburbs from cyanide poisoning after ingesting Extra-Strength Tylenol capsules. The next day, one more death occurred and the cause was confirmed to be cyanide poisoning from the Tylenol capsules. James Burke, the CEO of Johnson & Johnson, took charge of the crisis management at the corporate level after it was determined that cyanide was the cause of death in the contaminated Tylenol capsules from a specific batch manufactured at a McNeil plant.
The document discusses the history and growth of The Walt Disney Company from its founding in 1923 to present day. It traces Disney's evolution from a small animation studio to a massive global entertainment conglomerate through key acquisitions, executives like Michael Eisner, and expanding into new businesses like theme parks, television, and movies. While Disney has experienced much success, its extensive diversification may make it difficult to manage and could potentially lead to challenges in the future if not properly overseen.
Disney has grown significantly since its founding in 1923 through acquisitions of companies like Pixar, Marvel, and Lucasfilm. It operates across business segments like studios, parks and resorts, consumer products, and media networks. Disney focuses on fun, family entertainment through its iconic brands and properties. While it has strengths in its portfolio and reputation, it faces threats like integration of acquisitions, changing consumer preferences, and intense industry competition. Disney strives to stay relevant through innovation while maintaining its heritage, and connects with consumers through its segments and by creating memorable experiences.
Walt Disney was born in 1901 and showed an early interest in art, enrolling in art school at age 14. He founded several animation companies, producing the first Mickey Mouse cartoon in 1928. Disney expanded into feature films, TV, and theme parks, opening Disneyland in 1955. Some of Disney's most successful films included Snow White in 1937 and Mary Poppins in 1964. Disney diversified his business over his career and worked until his death in 1966 to grow The Walt Disney Company into a global entertainment empire.
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.
Walt Disney founded Disney in 1923 and it has since grown to be worth $165 billion through its studio entertainment, parks and resorts, consumer products, and media networks. Disney has a strong brand recognition through its 116+ cartoon characters and 690 animated movies. It uses social media campaigns and engages over 700,000 fans on Facebook to connect with customers and position itself as a provider of family entertainment.
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.
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 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.
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
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
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.
A presentation that gives an insight about how the best man in the world went on to establish the seventh largest brand in the world, what did they focus on and how did they targeted their audience.
Disney's success story and consumer analysisManan Makhija
A presentation of Disney's journey as a firm and it's success principles. Made under the guidance of Prof. Sameer Mathur,IIM Lucknow during a marketing management internship.
The document provides an overview of The Walt Disney Company including its history, growth, divisions, mission, vision, SWOT analysis, and strategic planning. It analyzes Disney using various matrices and models to formulate strategies. Disney is summarized as one of the world's leading entertainment companies that seeks to provide innovative experiences through its diverse portfolio of brands across media networks, parks and resorts, studio entertainment, and consumer products. Strategic plans are proposed to further develop Disney's businesses and take advantage of opportunities while mitigating threats in its external environment.
This document provides an overview and analysis of strategic management for The Walt Disney Company. It includes sections on the company's history, divisions, mission and vision statements, SWOT analysis, external and internal audits, strategic formulation matrices, and proposed implementation and assumptions. Key information presented includes Disney's growth through theme parks, acquisitions, and global expansion over the decades since its founding. Strategic analysis tools such as PESTEL, BCG matrix, QSPM, IE, Space, Grand Strategy and CPM matrices are utilized to evaluate Disney's business units and strategies.
walt disney the magic behind the dreams (2).pptxsnehakpathak21
Walt Disney was a pioneering animation entrepreneur and visionary leader who transformed the entertainment industry. He founded Disney Brothers Studio in 1923 and introduced iconic characters like Mickey Mouse. Disney's first full-length animated feature, Snow White, was a massive success that established him as an animation innovator. In 1955, Disney opened Disneyland, the first ever theme park, which became hugely popular and led to expansion. Disney's legacy lives on through his company's continued success in animation, theme parks, television, and movies.
Roy and Walt Disney founded the company, introducing Mickey Mouse and the first full-length animated film Snow White and the Seven Dwarfs. Disney focuses on entertaining families through movies, theme parks, products, and acquisitions like Pixar, Marvel, and Lucasfilm. While Disney has strong brand reputation and portfolio, it also faces threats like competition and changes in consumer preferences. The document analyzes Disney's business, strengths, weaknesses, opportunities, and questions about connecting with consumers and risks of expanding the brand.
Similar to The Walt Disney: The Entertainment King (20)
Step-by-Step Guide to Social Media Advertising.pdfnivedhithas9
A Step-by-Step Guide to Social Media Advertising involves creating a strategic plan that includes identifying your target audience, choosing the right platforms, crafting engaging content, setting a budget, and analyzing performance metrics to optimize future campaigns. This approach ensures effective and efficient promotion of products or services on social media platforms.
It’s been a difficult few years for Facebook Ads due to signal loss from iOS/Firefox/Chrome and the associated loss of ad targeting precision and ROAS. In this session, delve into 100% new high-impact strategies for thriving in Facebook advertising in a world without 3rd party cookies.
You'll uncover the top 7 Facebook ad hacks of 2024, all centered around first party ad signal data restoration and how to coax the new default Meta Audience+ ad targeting system to do what you want it to do, each backed by solid results and case studies. Learn how to skyrocket your landing page conversions by 20-25%, how to scale ads like never before, and target niche audiences with strategies that defy traditional norms.
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NIMA2024 | Hoe Danone Trends vertaalt naar Strategie voor het versterken van ...BBPMedia1
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Much like Odysseus's fabled journey, the venture of an organization into creating compelling websites, easy-to-use digital solutions, and flawless user experience is laden with trials and triumphs. This session explores a BizStream customer case study that demonstrates how crafting composable digital solutions with headless CMS and headless commerce is possible. The result now serves as a modern-day Athena, navigating the customer through the stormy seas of digital transformation. Attendees can expect to learn how to embrace modern composable solutions, understand the benefits they bring, and identify which of Odysseus's conflicts to avoid.
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I have developed a brand identity kit for my personal brand for an assignment in the Digital Marketing Bachelors of Science Degree Program at Full Sail University.
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A guide to assist creatives into the world of marketing positioning and growth marketing. This was presented to a group of spoken word artists who asked the question...'how can I turn my creative skills or brand into a viable business?' The document seeks to bring creatives the knowledge of marketing and how they can leverage existing tools and opportunities to grow as brands and businesses. I recommend this for all creatives who would like to tap into the creative economy and become profitable
The digital marketing industry is changing faster than ever and those who don’t adapt with the times are losing market share. Where should marketers be focusing their efforts? What strategies are the experts seeing get the best results? Get up-to-speed with the latest industry insights, trends and predictions for the future in this panel discussion with some leading digital marketing experts.
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Join us for an inspiring session where we delve into the transformative power of Artificial Intelligence (AI) and Extended Reality (XR) in digital marketing. In today's rapidly evolving landscape, staying ahead requires more than just awareness—it demands proactive engagement and strategic implementation. Leslie Marshall, CMO, Mesmerise Group, will share insights into how emerging technologies like AI and spatial computing are fueling the next generation of marketing. Leslie's journey exemplifies how embracing new technologies can empower marketers to better understand and attract the right customers, ultimately supporting exceptional experiences. In this session, Leslie will highlight how marketers can adopt an explorer's mindset, encouraging them to ask probing questions and navigate through the intricacies of new tech fearlessly. Leslie believes that curiosity is not only a tool for understanding emerging technologies but also a driver for long-term success and innovation in any marketing career. Attendees will leave the session with a 5-step plan for marketers to leverage new technologies to revolutionize their marketing strategies. Looking ahead, let's ask the right questions, define precise metrics, and embrace a forward-thinking approach that aligns with the evolving needs of both the market and the customer. The future of digital marketing awaits—are you ready to seize it?
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TRAINING OUTLINES
Build Dashboard and Admin Panel for the Client
Adding Auto Pagination Script to control content on the PHP result page
Upload and Publish Files, Images and Video Dynamically
Configure a payment gateways API for accepting online payment
Embedding Google and Social Media APIs like Google Direction Maps, Charts
Adding Ajax to generate elastic search and auto suggestion list
Enabled Refine Search like Colors, Size, Price for a e-commerce website
Write Mails and Alert Notification Scripts for Users
SMS Integrations for Payment, OTP and account confirmation
Various verifications, captcha and approval ways to automate account
User Controls like Login, Signup, Manage Profile, Logout, Get Password etc
Collecting and displaying data from SQL using Joins and procedures
Enabling dynamic data ready for the JSON So we could parse it for other APIs
Manage a Hosting account, Uploading Backup and SQL, panel Management.
1. Walt
Disney
I only hope that we never lose sight of one
thing – that it was all started by a mouse
2. The Rise of Walt
Disney• Formed by two brothers Walt and Roy with focus on short stories.
• First major hit was “Oswald, the lucky rabbit”
• Minor changes to the rabbit led to the creation of “Mickey Mouse”
• Adding synchronized Sound.
• Licensed mickey mouse for earning cash in the short term
• A flat, non hierarchical structure with focus on team work,
communication and co operation
• First full length movie to sustain the business with goal of releasing two
feature films per year.
3. The Walt Disney era
1923
1928
Founded
company
Mickey
mouse
launch
1937
Snow White –
1st feature film
– full length
1940
Company went
public
1950
Launched 1st
TV Special
Own
distribution
Channel
1963
1955
Opening of
Disney Land
1966
Death of Mr.
Walt
4. Post Walt Disney – 1967-1984
• Walt Disney world(Theme park) opened in 1971.
• Disney opened in house travel company to increase traffic in park.
• Tokyo Disneyland announced in 1976 wholly owned by Japanese
partner.
• Film output constantly declined because of lack of creativity.
• New Label Touchstone to target teen/adult market was introduced.
• Deteriorating financial performance due to incurring high cost to
finish EPCOT.
• Oil tycoon Sid Bass invested $365 million, reinstating Roy E. Disney to
the board, and ending all hostile takeover attempts.
5. The turnaround 1984-1993
• Eisner former President and CEO of paramount Pictures was named as
Chairman and CEO of Disney
• He committed to a return on stockholder equity exceeding 20%.
• He viewed “managing creativity” as Disney’s most distinctive corporate
skill.
• Top priority was to revitalize Disney’s movie and TV business, started the
Disney Sunday Movie in 1986 to put disney back on map.
• Sold independent TV station some of the programming that Disney had
accumulated over the years.
• Box office share improves from 4% to 19% because 27 out of 33 movies
were profitable
6. • Disney pursued strong scripts from less established writers and well
known actors in career slump and TV actors then movie stars.
• Decision to expand animation staff and accelerate production by
increasing frequency of animation movies.
• Invested $30 million in CAPS to make Who Framed Roger Rabbit,
which was a huge success.
• Further Profits came from merchandising and licensing agreements.
7. Maximizing theme park
profitability
• Investments made on attractions
• Attendance building strategies to promote growth and revenues
• National television ads, special events, media broadcast events
• Lifting restrictions
• Raised ticket prices
8. Co-ordination among businesses
• Overlaps amongst expanded businesses
• Negotiated internal transfer pricing ( Disney film library material)
• Corporate marketing function
• Marketing calendar
• Monthly meeting – interdivisional issues
• Library committee
• In-house media buying group
• Joint co-ordination of important events
I think our biggest achievement till date has been bringing back to life an inherent Disney synergy
that enables each part of the our business to draw from, build from, and bolster others
-Michael Eisner
9. Disney’s Expansion
• Pioneered the concept of retail-as-entertainment concept with the launch of Disney
Stores in 1987
• In the late eighties to early nineties, Disney founded Hollywood records (a pop music
label), Disney Press (publisher of children books), and Hyperion Books (an adult
publishing label). Each of these divisions proved to be successful because of their
low start up costs and huge profits.
• Opening of Euro Disney (later renamed to Disneyland Paris) allowed Disney to have
theme park operations within Europe, whereas new attractions were added to the
existing parks
• With acquisition of Miramax in 1993 and establishing Hollywood Pictures, Disney
were expanding their movie business
10. 1994 and the Turmoil
Broke Box office record.
Net revenue $700mn
Re-Financed through deal
from Saudi Prince and
European banks
The
transitions
Wells Eisner
Katzenberg Departure
Led executives to leave company or
change roles
• Second largest acquisition in the history of US
• Observers of the merger were skeptical for the purchase price; 22 times the 1995 earning and
synergies due to vertical integration
• Press reports of cultural clashes between ABC and Disney
• ABC executives were uncomfortable on the fact that how ABC was used to cross promote Disney
Product
11. Disney Slumps To The End Of Century
• Disney’s approach to
filmmaking had changed
dramatically
• Movies needed to stand
out
• The change was necessary
because of growing impact
of international audiences,
who were attracted to
movies with big name stars
and with expensive special
effects
• Average budget rose from
$22mn to $55mn
Movies Home Division Videos
DisneyLand(s) and
merchandises
• Major driver for growth
in 1990
• With dropping revenues
, Disney decided to
make all but 10 of its
animated films available
• Only one would be on
the shelves each year,
release to be promoted
by company wise
marketing
• Build more than one
park site to turn park
into resort
• Online selling of
merchandises
12. Challenges: Managing synergies
• Key to synergies was Disney Dimension.
• Larger bonuses were awarded to those who had been most
committed to synergies.
• Synergies boosted cross-promotion.
• With help of cross-merchandising, Disney intended to make each new
animated film to function as a mini-industry.
• Focus was on generating more revenue from outside U.S, it planned
to integrate its overseas operations.
• Horizontally, Disney began developing new venues in the US, LIKE
ESPN zones, sports restaurants multistory facility like DisneyQuest.
13. • It also expanded in cruise ships and educational retreats.
• Disney Institute opened in 1996 focused on fitness and adventure in
learning.
• Vertically, major initiatives involved Internet and TV.
• Synergy drove lower cost on theme park as well.
• But Disney had far too many relationship to productively manage.
14. Challenges: Managing the Brand
• New businesses faced the prospect of damaging the brand.
• Controversy over show Ellen because of her sexuality and ethnicity
• Resentment shown by Catholic group for movie Priest
• Stereotypical portrayal in Aladdin faced the decrement by Arab-
Americans
• Disney theme park got delayed for 2 years because Kundun faced
apprehension from Chinese govt.
Disney had a much traditional approach based on myths, fairy tales
and history whereas Nickelodeon’s targeted the kids by keeping
pace with the time.
15. Challenges: Managing the Creativity
• Traditional techniques for managing creativity gong show for
brainstorming ideas across the divisions
• Was a success for some projects Little Mermaid, Pocahontas
• Major drawback was the important people pulling out of those
meetings because nobody liked his/her idea getting dismissed
so the group dynamics were always at stake. As a result 75
executives left the company in 1994-2000.
16. Learnings and takeaways
• The Walt Disney has been extremely successful in the past 94 years due to the
vision of Walt Disney himself and the strategic management skills of Michael
Eisner
• It is possible that the immense diversification within the company will be its
downfall, as it may simply become too large to manage. However, it has
managed to stay strong and will most likely continue on its upward path.
•Largest media and Entertainment company
•Strong Brand Equity
•Innovation and Differentiation
High Investment with high risk involved
Frequent Changes in Senior Management
Limited range of target audience
Global Localization
Diversification Business
Entertainment Value
Mobile First Generation
Major Competitors (Universal Studios, Paramount
Pictures)
Government Policies
Piracy
The Walt
Disney
Company
S
O
W
T
Editor's Notes
However his distributor hired most of the animators to shut Disney from Oswald. Though he thought to continue making Oswald shorts but the copyright was with the distributor.
Initialyy licensing for cash requirements later only the best companies.
No one had titles in the organization