Walt Disney Case Study

The Walt Disney Company has matured from the children’s cartoon dream-factory of brothers Roy and Walt Disney into the world’s second largest media conglomerate, behind Time-Warner (Hoover’s).In the year 2005, Robert Iger replaced Micheal Eisner as the CEO of Walt Disney.

Disney has had changes throughout its life of animation. It all started with Roy and Walt Disney. With all the changes in technology, the employees of Disney have had to change the way they worked together. Geibel, in 2010 was promoted to Director of Systems of Disney. “He envisioned a dynamic organization with the agility of a startup company, breaking down traditional silos, empowering engineers, and supporting experimentation” (Edmondson, Ager, Harburg, & Bartlett, 2015, p. 2).

The Walt Disney Company, along with its subsidiaries, is a diversified entertainment company. Its animation studio, parks, resorts, consumer products and media networks has allowed the Walt Disney Company to remain a staple in the entertainment industry along with its impeccable ability to market to children and adults. Through analysis of the company overview, financial threats, financial performance and stock price analysis, one can examine the financial position of the Walt Disney Company.

In accordance with the company mission, as a leading worldwide entertainment and information producer and provider, Disney pursues a high diversification to provide “the most creative, innovative and profitable entertainment experiences and related products” through the portfolio of its brands (The Walt Disney Company 2017). The provision of these contents not only strengthens the competitiveness but also refrains from a potential slump within any one segment of the portfolio (MarketLine 2012). Demographically, each segment, product or service particularly aims distinguished age, gender and cultural groups to ensure its potential audiences will never escape from the customised contents. Also, as Bohas (2005) stated, the strict rating system of Disney’s commercial films offers appropriate contents to young children and obtains more trust from their parents in contrast to other competitors. For instance, Disney initiative explored a series brands of Princess to capture the group of young girls, while targeted the preteen (at 6-14 years old) market by providing specific contents on the Disney channel and live action animations with High School Musicals via iTunes (MarketLine, 2012). According to MarketLine (2012), the Princess brands have also been merchandise licensing to over 25,000 Consumer Products and obtained about 155 million global subscribers in 2012, which were marked as a notable success of monetising contents into demographics. Besides, thanks to the

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

Walt Disney himself once said, “Whatever you do, do it well. Do it so well that when people see you do it they will want to come back and see you do it again and they will want to bring others and show them what you have done.” Animator. Film director. Entrepreneur. Film producer. Voice actor. Screen writer. Entertainer. Business person. Television presenter. Film editor. Television producer. Hero. Walt Disney. He was one of the most extensive models of success to ever live. Walt gave everything he had into creating Disney. Every single minute of every single hour of every single day of his adult life were dedicated to his brand and the people he influenced throughout his lifetime quite literally until the day he died. Walt Disney created a international insignia revolved around a single mouse. If that isn’t success, what is?

Disney was considered to be one of the great turnaround stories of the late twentieth century. Under Michael Eisner, Disney had climbed its revenue from $1.65 billion to $25 billion, while net earnings had risen from $0.1 billion to $1.2 billion. By the end of 2000, Disney generated a 27% annual total return to shareholders. Disney’s success lies mainly in the quality and type of product it creates. It first became successful because of its flat, non-hierarchical organization that fostered teamwork, communication, and cooperation.

Introduction The Walt Disney Company is an American diversified multinational mass media corporation. It is the largest media conglomerate in the world in terms of revenue. It generated US$ 42.278 billion in 2012. Disney was founded on October 16, 1923, by Walt and Roy Disney as the Disney Brothers Cartoon Studio, and established itself as a leader in the American animation industry before diversifying into live-action film production, television, and travel. The Walt Disney Company operates as five primary units and segments: The Walt Disney Studios or Studio Entertainment, which includes the company's film, recording label, and theatrical divisions; Parks and Resorts, featuring the company's theme

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

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

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 this case, ever since Michael Eisner took over the company after the passing of the founder of Walt Disney and a number of ineffective Chief Executive Officers (CEO), the company has reached a high profits and search for monarchic power. Hence, this led to outstanding financial performance and he even expanded the theme parks. Moreover, the company has met the aim of the company which is to make the company successful by producing unique entertainment experiences of high quality and creativity.

1. What is Walt Disney Company’s corporate generic strategy? Explain the reason for your answer.

Fortune 500 companies are the top 500 companies in the U.S. which are listed by the Fortune magazine every year. The companies are generally ranked on the basis of their gross revenue (Fortune 500). The Fortune magazine started to enlist these 500 best company in 1955 for the first time. The concept of selecting best 500 American companies was first created by Edgar Smith, the editor of Fortune 500. In these 500 best companies, the top companies are Wal-Mart Stores, Exxon Mobil, Chevron, Berkshire Hathaway, and Apple (Fortune 500, 2015).

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.