When testing if a corporate strategy is leading the company to success, there are techniques that can be used to project data collected from the company. Long term attractiveness, competitive strength, and the nine cell industry attractiveness/business strength matrix are used to highlight strategic positions of each business in a diversified company. The industry attractiveness gages the prospects for long-term performance. Competitive strength measures how strong the units are positioned in a business in their industry. Lastly, the nine cell industry attractiveness/business strength matrix merges information on attractiveness and competitiveness to show where in the industry does a unit fit when it comes to long-term success. Walt Disney …show more content…
Media network is first with a score of 8.35, because again this unit contributes a great deal to relative market share, costs relative to competitors’ costs, ability to benefit from strategic fit with sister businesses, brand image and reputation, competitively valuable capabilities, and profitability relative to competitors. All is achieved through the exploitation of IP. They are connected to many huge networks and have acquired major comic book characters as well. Park and resort score a 7.15. They contribute to the competitively valuable capabilities. With the recent addition of two ships and having resorts/parks in Orlando, California, Hawaii, and a Disney Vacation Club; Disney sets themselves apart by having unique attractions that make consumers come back for more morning and night. They get so much traffic some people were rejected from their resorts and parks. Also, 90% of their cruise is booked each year. Tied, are studio and consumer product at 6.7. The consumer product is average across the board, but studio takes control of the ability to benefit from strategic fit with sibling businesses, brand image and reputation, and competitively valuable capabilities. Disney is versatile in the amount they can release a certain Pixar, Disney, or Marvel movie. The …show more content…
It allows opportunities to combine the performance of certain activities, thereby reducing costs and capturing economies of scope. This is done by acquiring IP that is underexploited or unused by the owner. They have opportunities to transfer their skills, technology, or intellectual capital from on business to another. This is yet again done through media networks, parks and resorts, and also their studio entertainment. All of which allow them to go globally. Along with the opportunity to transfer skills and technology, they can use their brand name across multiple product or service categories. This is seen in the multiple IP networks, studio entertainment, multiple resorts and parks that are all around the world, and lastly, in their consumer products that were ranked number one in 2011 for being the largest licensor of character-based merchandise in the world. Value chain match-ups seen in primary activities are inbound logistics, operations, outbound logistics, the marketing/sales, and service. All lead to support activities such as technology, human resources, and general administration. Opportunities for skills transfer is seen in the media networks, parks and resorts,studio entertainment, and consumer products. Disney Company can share iconic Marvel characters in their parks/resorts, movies, and consumer products, due to buying the IP to Marvel and it does not stop at just Marvel ABC and ESPN are also involved.
Every company has internal and external forces that effect how they operate within the community in which they are located and also within their own walls. These internal and external forces play a strong impact on the company’s profitability and success. These forces have an effect on what consumers they attract or ignore and how they are perceived by those who have the buying power. A mistake any analyzing and implementing measures to assist with these factors could greatly affects a company’s bottom line and success. This is why any company wanting to grow and be successful will need to take all of these forces; sociocultural, technological, economic, environmental and political-legal into consideration in creating their strategic plan.
The Disney Organisation which was first created by Walt Elias Disney on October 16th 1923, is perhaps one of the most powerful and prominent corporations in the world. Disney is best known for all their motion pictures which are aimed at a family audience, in recent years Disney collaborated with Pixar to develop further within the motion/ animation industry. According to Forbes.com Disney is ‘number eleven on The World’s Most Valuable Brands’ list. And is worth an estimated 179.5 billion dollars. The Disney Corporation is constantly putting a spin on well-known fairy tales and folk tales, whilst also creating new and innovative stories such as Frozen which is one of the largest grossing Disney films to date. From Snow White and the Seven Dwarfs to Frozen Disney’s films have become iconic and have had an influence on society by creating the ideals of good winning over bad and
Companies such as Disney own a vast number of media outlets so they are able to influence culture in a biased way that is shaped to how they want. The more money a company has then the more power and influential they can be and the Disney corporation has plenty of money and power. They are able to give us the information they want us to see and have in order to shape popular culture.
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 made through Disney’s corporate strategies and enabled them to reach long-term success. One will discuss Disney’s long-run success through a general approach. Eisner’s turnaround of the company and his specific implications/strategies will be examined in detail in part II. Disney could reach long-run success mainly through the creation of value due to diversification and the management and fostering of creativity, brand image and synergies between businesses (1, p.11-14).
The Walt Disney Company’s mission statement is: “To make people happy.” Although the statement is only a one-liner it is supported by a set of values setting the performance standards and directs the implementation of the mission. Those values are: no cynicism; nurturing and promulgati...
The strategic recommendations provided will improve and enable the business to cope with the competitors, while the implementation of the strategy section will outline the way to go about achieving these alternatives in the business setting. Lastly, we put up a discussion on the evaluation procedures and necessary controls for the business. In the case study, it was discovered that there were sources of opportunities in which the company would invest.
Porter, Michael E. "From competitive advantage to corporate strategy." Harvard Business Review (1987): 43-59. Print. May 2014.
Euro Disney’s major strength is its well-known and established tradition and brand name. Further, Euro Disney is a conglomerate company comprised of many businesses. The existence of their own television programme is in fact a strength, thus transformed into opportunity to advertise its products and parks. Indeed, its strengths or distinctive competences may have been turned into opportunities to experience a competitive advantage over its competitors. Obviously, Euro Disney did not used effectively its strength in the European market, thus has overlooked to transform its strengths into opportunities.
So, for the future, she must implement his strategies to continue and improve his efficacy and efficiency. To propose achievable strategies, we will use Ansoff matrix. This tool allows to classify and explain the different growth strategies for a company. Ansoff 's Matrix is also known as the market options matrix (Lynch, 2009, p.313) and is designed to identify “the product and market options available to the organization, including the possibility of withdrawal and movement into unrelated markets”. It is represented diagrammatically as follows.
The Walt Disney Company, or more commonly known as Disney, is an American corporation headquartered in the Walt Disney Studios, Burbank, California. Disney (DIS) is the largest operator of theme parks and resorts and largest media conglomerate, reported total revenue of $11.58 billion, a 4% raise from the previous year in its third-quarter results. Most of its revenue is generated from the media network segment and the park and resort segment. Disney's strategies mainly focus on generating the best creative content possible along with innovation and utilizing the latest technology. (Seekingalpha.com, 2014)
A key part of an organizational strategy is to identify market opportunities by finding a niche or a gap in the marketplace that they can pursue to take their company ahead of all their competitors. An organiz...
On the Ansoff matrix below is shown what growth strategies for new and existing products and markets can be used from the company.
The market segmentation of Walt Disney is divided into five main segments as follows: media networks, theme parks and resorts, Walt Disney studios, Disney consumer products and Disney interactive (Carillo, Crumley, Thieringer, & Harrison, 2012). As Carillo et al. (2012) continues to explain, media networks encompasses cable, broadcast television and radio networks, aside from digital operations. ABC, ESPN, and the Disney channel are some of the constituents of media networks. Theme parks and resorts, as Russell (N.d) states, include the operation of the Disney World Resort, the Disneyland hotel, the Disneyland Park, the Hong Kong Disney resort, and the Disneyland Pacific
...lopment industry as well as the strengths and weaknesses within the company. The Business Strategy should reflect the main issues that determine the long-term
For assessing the industry profitability, Porter 5 Forces analysis tools were used to analyze one organization evaluation. In this case, the technique were used to analyze 7-Eleven Convenience Store specifically in Malaysia. Porter 5 Forces consists of 5 important area which is Threat of New Entrants, Bargaining Power of customers, Threat of substitute Products and services, Bargaining Power of suppliers, and competitive rivalry within the industry. Theoretically, the more powerful these forces in an industry, the lower its profit potential. The strength of each force differs by industry and changes over time. The competitive advantage that 7-Eleven has using these five forces is it has raised the barrier of entry for other competitors to enter the convenience store market as new competitors will require a huge capital investment in order to implement the information technology in their business in order to be competitive. Also, hypothetically being the first in the market, 7-Eleven could have made contracts with the Malaysia government to not allow other 24-hour convenience stores in the market for a certain time period, such as Astro had done, thus having a monopoly market in the beginning of their operations which will allow them to target a bigger market share.