Disney Strategic Assessment Essay

One of these media giants is the Walt Disney Company (Disney). Its dramatic growth from a small company to become an oligopolist in the media industry offers an interesting

The success of movies and television programs were due to diversity and distribution. It does its own distribution and targets several markets from children to adults. Finally, the Disney character consumer product sector, which includes clothing, home goods, and toys, has been an extremely important asset to the company. For example, by establishing deals such as an agreement with Mattel, Disney was able to manufacture more than 14,000 Disney licensed products. Furthermore, Disney expanded it’s retailing by opening up Disney stores.

The Walt Disney Company have many assets available which include film, television, publishing, the internet, and music. The executive management team for Walt Disney has put Disney on top as one of the world’s top conglomerates, making $14.28 billion in Quarter Three in 2016. They regularly find different and new innovative ways to promote and sell their brands through various media segments to have a revenue increase and it has helped Disney to successfully complete its mission to position itself as one of the world’s leader of entertainment. Robert A. Iger is both the Chairman and CEO of the Walt Disney Company. With this title, Mr. Iger is the head of the world’s largest media company. He has a strategic vision for The Walt Disney Company that focuses on three fundamental pillars: generating the best creative content possible, fostering innovation and utilizing the latest technology, and expanding into new markets around the world. (Disney, 2016)

This paper will address the strategic and financial planning associated with the operations of Disney. In addition, the paper will show the correlation between strategic and financial planning. The impact of the organization’s initiative costs, sales, and associated risks the organization encounters during the financial and strategic planning will be addressed. “Thus, the financial planning process provides a tool for preparing for the future working-capital requirements of the firm.” (Keown, 2005)

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

With assets encompassing film, television, publishing, the Internet, music, and recreation, The Walt Disney Company is one the world’s most prominent conglomerate. Although it is known internationally for its princesses, pirates, and the iconic Mickey Mouse, Disney’s holdings include: a portfolio of cable networks (ABC, Disney Channel, ESPN, and more), film studios (Disney Animation and Pixar), Marvel Entertainment, and the internationally celebrated Disney resorts, amusement park, and cruises. Disney excelled in expanding a company’s purpose and assets. While still remaining the frontrunner of animated films, Disney has made its presence known in more than just the film industry. From books and toys, to fine art and DVDs, Disney makes it possible for families and fans alike to bring home the magic of Disney. Whether it’s a family vacation at one of the five world-class resorts or just a night out at one of Disney’s Broadway shows, people of all ages from all over the world can experience what Disney has to offer. With their most recent groundbreaking news of the purchase to the rights of LucasFilm and the next three installments in the world-renowned Star Wars series, fans everyone are rejoicing in the revival of their favorite film saga brought to life once again with Disney, the frontrunner in digital-film technology, to make it unforgettable as ever. With constant rising success of expansion, popularity, and stock price within the last five years, the Company yields a

Introduction: The Walt Disney Company is on the threshold of a new era. Michael Eisner has stepped down from his position as CEO and turned over the reigns to Robert Iger. A lot of turmoil has been brewing through the company over the last four years; many people are hoping that this change in leadership will put Disney back on the road to success. Issues began around mid-2002; when declining earnings, fleeing shareholders, and

The Walt Disney Company does well to open a wide scene of items purchasers of any age can identify with. Disney, together with its auxiliaries and associates, is a main enhanced global family stimulation and media endeavor with five business fragments: media systems, stops and resorts, studio diversion, purchaser items and intelligent media. Expansion is a basic viewpoint to improving an organization's gainfulness and development.

Disney’s move is a good strategic decision. Because it can be a good turning point that fits industry’s distribution trend. Cable TV companies keep raising its bundle’s price by adding more contents, customers have been tired of it. And choosing the cheaper online alternatives has become a trend as a result. Disney is a giant company that holds many major titles and has the industrial power, and there would be the enough demand for

With the company having resorts and parks earning revenue the company could take a significant hit when the economic conditions decline in the U.S. and other regions in the world. Thus, meaning that consumers will have to cut back on some spending with cutting resorts and parks out of the budget for the time being. Another risk, is the forever changing consumers taste which Disney has showed consistency but remains a risk factor. So much of the company’s business relies on entertainment, resorts, new hotel attractions, film productions, television programming, merchandise, etc. The Walt Disney Company has to anticipate consumer tastes and it is based off ratings from programming, online services, theatrical film receipts, etc. (Pg. 17 2nd

The differentiation of Disney’s product lines has been a key component to the company’s surmounting accomplishments. Hotels, resorts, cruise lines, theme parks, and the beloved live-action and animation films with their respective characters are the fundamental attractions for the organization. Other lines comprise of music, television broadcasting and production, live theatrical productions, children’s books publications, interactive media, and retail consumer

Disney has maintained a comfortable and lasting position. They maintain a link between cast members and guests so not to compromise on brand reputation customer satisfaction. This principle of integration has helped Disney to maintain its brand image apart from its competitors and consequently gaining the brand loyalty which is a reciprocal process. Finally they convert their guests into friends and eventually friends into families. It has been years since Disney is trying to create and sustain lifelong relationships to produce strong business results.

The Walt Disney Co. is an enigma in these rough economic times for the sole purpose that they show minimal signs of slowing down. Mickey Mouse has his hands dipped into everything and from an investor’s standpoint that’s a good thing because that equals diversification, and in turn, diversification lowers risk. The Disney Company operates in several areas of the media and entertainment industry. They have recently acquired Pixar, which consistently provides box office record sales with their animated films. Along media entertainment lines, Disney also operates dominant media channels ABC and ESPN. These are two channels that carry with them a strong loyal following. Sports have always been America’s past time and it’s unlikely to see them ever declining or the viewership that goes along with it. People have always poured capital into sports and will continue to for many centuries to come.

Disney operates in very competitive industries such as media, tourism, parks and resorts, interactive entertainment and others. The competitive landscape changes quite drastically in the media industry, where news and TV go online and new competitors with new business models compete more successfully than incumbent media companies. Disney’s parks and resorts business segment also receives strong competition from local competitors who can offer better-adapted product. This results in growing competitive pressure for Walt Disney Company (Ovidijus Jurevicius).

Media Networks: this sector includes cable and broadcast television networks, television production operations and distribution, domestic and international television stations and radio operations. The cable networks include the ESPN, a channel that present many types of sports, the Disney Channels, channels that target children and teenagers, and ABC Family, a network that have teenagers and adults as target market. The Company also have operations in the Hungama and UTV/ Bindass cable channels in India. This huge diversification in their media networks provide then the opportunity to reach many people that already are clients or have the potential to become clients of the Disney products, as an example of the diversity that the Disney network can act, we can highlight: ESPN, that present a high variety of sport entertainment and have a target market of people of 15 years and older, the Disney channels, that includes more of one-hundred channels available in thirty four languages and have presence in 163 countries, has as a target market kids ages 2 to 14, and the ABC Family, that produces original live-action programming and have a audience of people ages 14 to 34 age. These are just a few examples of the huge flexibility that the Walt Disney Company have to