Executive Summary : Walt Disney Company

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

Net income increased from $93 million in 1984 to $445 million in 1987, so Disney increased its net income more than four times after Eisner’s takeover in the first four years. Much of this incredible success is due to Eisner’s tough leadership, brand management and his corporate strategies. He not only brought the company back on track, but also made sure, that Disney did not loose its sight in his own corporate values (quality, creativity, entrepreneurship and teamwork) (1, p. 4). Much of Disney’s success in the first four years under Eisner was due to the strategies of simultaneously “managing creativity” and keeping an eye on costs due to well-defined financial objectives (1, p.4). What’s more, Disney

To answer the main question of the case, we must think of the main problems that it faces. We need to find the solution for Bob Iger. What to do with Disney: to make some improvements in the existed company to compete better with Pixar, or to make a deal with another studio? Or should he work more with Pixar, or maybe just buy the whole company?

Disney’s acquisition of Pixar had both benefits and implications for both parties involved. By acquiring Pixar, Disney was given access to Pixar’s proprietary technology, which was an important factor, as well as access to new characters. These characters provided a new source of income for Disney, not just for movies, but also to use in theme parks, merchandise stores, etc., meaning new characters would supply immense revenue streams for Disney in several forms. Disney also gained strengthened market power, as acquiring one of their rivals would give them a competitive advantage and would simultaneously make them more powerful in the market. Additionally, Disney was never very successful with their animated movies, and acquiring Pixar would

This paper analyses the financial performance of the Walt Disney Company during FY’15 using profitability, liquidity, asset management, and debt management ratios, along with the DuPont system and a measure of Economic Value Added (EVA); and recommends purchase of the stock.

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

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

Pixar is a company that has ties to other major corporations in our American culture. Pixar Animation Studios started as a part of the Lucas film computer group, which is owned by George Lucas the creator of Star Wars. However, after receiving funding from Steve Jobs the division became its own corporation in 1986. After that Disney purchased Pixar, which allowed Steve Jobs to become a shareholder in Disney also. With these changes due to the ownership of the corporation an analysis of managerial economics is overdue. What follows is an evaluate how Pixar attains balance between culture, rewards, and boundaries, what is Pixar’s organizational structure and why they have the structure they have, how Pixar’s leadership helps to create an ethical organization, how Pixar’s innovation helps the organization to accomplish its goals, how emotional intelligence helps the leadership guide the company, and how Pixar has overcome barriers to change. Pixar’s history has presented the firm with challenges and the firm has managed to overcome those challenges, anyone who plans to one day own their own business should look at the company and understand how the firm accomplished their tasks despite the presented challenges. The merger with Disney resulted in some problems for Pixar, but the merger was pursued for a reason. By merging, both firm have the potential to save time and money; there is also the potential to learn from each other.

1) What is the Disney Difference and how will it affect the company’s corporate, competitive and functional strategies?

This paper will analyse a recent period of strategic change at The Walt Disney Company which began in 2005 with the appointment of current CEO Robert Iger. The company began to experience halted growth during the late 1990s. The former CEO Michael Eisner had been successful himself in the late 1980s in changing the company during what is known as the Disney

In the last decades, the number of major corporations that manage to control media has decreased significantly, resulting in a high concentration of ownership. In 2011, only six media companies were responsible for 90% of the things we saw and heard on a daily basis compared to fifty companies in 1983 (Lutz, 2012). The Walt Disney Company is one of them. In this report, we will take a look at how the Company has succeeded in growing into the media corporation it is today.

According to Robert Iger, CEO of The Walt Disney Company, Disney’s corporate strategy for diversification is a combination of three objectives that are to be achieved through the fundamental alignment of the Company’s core business units. The three objectives to be achieved by The Walt Disney Company are (1) creating high-quality family content, (2) exploiting technological innovations to make entertainment experiences more memorable, and (3) expanding internationally. The Walt Disney Company’s three objectives that make up the Company’s corporate strategy are to be achieved through each of the Company’s core business units that are split up in to five divisions (1) media networks, (2) parks and resorts, (3) studio entertainment, (4) consumer product, and (5) interactive media.

The Walt Disney Company is considered to be one of the most active family entertainment companies in the world. Primarily Disney became known as an animated film company and a cartoon creator. Later, the company expanded its range of activities into other markets through the Disney stores and theme parks around the world. The Walt Disney Company’s key objective is to be the world’s premier family entertainment company through the ongoing development of its powerful brand and character franchises.

In 2005 the managers of Pixar Animation Studios were facing a crisis. The company’s ten-year partnership with Disney was about to end and the company had three options: draft a new agreement with Disney, find a new partner, or set up their own marketing and distribution network.[1] Renewing the partnership with Disney seemed, to many, like an obvious choice. The arrangement had been a boon to the fledgling studio when it was first starting out. Disney had provided most of the funding[2] and had given Pixar’s movies top flight marketing support[3] in exchange for ownership of Pixar’s characters and a substantial percentage of the profits. Pixar had grown, however, and had accumulated

Walt Disney Company is famed for its creativity, strong global brand, and uncanny ability to take service and experience businesses to higher levels. In the early 1990s, then-CEO Michael Eisner looked to the fast-food industry as a way to draw additional attention to the Disney presence outside of its theme parks - its retail chain was highly successful and growing rapidly.