Six Flags is synonymous with thrills, laughter, and screams of joy. However, in June, 2006, investors were not laughing. As KMGH Denver reports (2006), shares of Six Flags Inc. dropped sharply on Friday when debt rating agencies lowered their outlooks on the amusement park operator after it said attendance and revenues had fallen. (para 2).
BACKGROUND
The Six Flags “History” website (2011) states throngs flocked to Six Flags over Texas when the park opened in 1961. Six themed sections, modeled after the culture of the six countries whose flags flew over Texas during the state’s colorful history, created a spectacular and magical setting for guests – and provided the park’s name. The inventive theming afforded guests a chance to experience places and times that previously only existed in their imaginations, including cowboy culture, French and Spanish cultures, and even southern belles and pirates. (para 4).
Six Flags built two other parks in the late sixties and early seventies. These three parks would be the only theme parks opened and constructed under the Six Flags name. When deciding on a strategy, the organization chose a strategy of growth. The plan was to purchase smaller, existing amusement parks across the globe. At one time, Six Flags acquired and operated 46 parks, with the majority of the acquisitions occurring in the late 1990s. The new parks carried the Six Flags name, but the theme of the original park was not carried over. Each new park was individualized, including one that operated an attached Sea World, and another an aquarium. The organization did, however, add waterparks to most of the facilities that did not already have one available.
According to Wheelen & Hunger (2010), [Bill] Gates began buying Si...
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...rott, E. (2009). Six Flags files for bankruptcy. Retrieved from
http://articles.moneycentral.msn.com/Investing/Extra/six-flags-files-for-bankruptcy.aspx.
KMGH Denver (2006, June 23). Six Flags considers selling Elitch Gardens, Money. Retrieved
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http://investing.money.msn.com/investments/stock- price?symbol=SIX.
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“TEA/ERA theme park attendance report”. (2007) Retrieved from
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Whellen, T. L. & Hunger, D. J. (2010). Strategic management and business policy: achieving
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Disneyland marked the onset of theme parks in the nation, which was carved out of a fantasy tale and it has been the leader for 60 years. And, there was virtually no competition to the attraction quotient that attracted people and tourists to visit the theme park.
...mation business right, particularly the new CG technology that was rapidly supplanting hand drawn animation. Acquisition of Pixar was the fastest way of doing this. Through this acquisition Disney would get access to key Pixar technologies which would enable it to produce movies at a lower cost and faster than its rivals. This technology transfer would also help revive Disney’s own animation unit. Apart from technology, Disney would also get access to all the Pixar characters, which it could use at its theme parks, merchandise stores and its other related businesses. Pixar’s journey to the top is inspiring. The leap from a dwindling financial future to billions of dollars in profit is a true testament to what can come from perseverance and hard work. This world renowned company has become a house hold name and a major player in the entertainment and business world.
Senior Management of PepsiCo is evaluating the potential acquisition of two companies – Carts of Colorado and California Pizza Kitchen – in order to expand the company’s restaurant business. If indeed PepsiCo decides to pursue the acquisition of one or both, they must decide how to align each of these business units in its historically decentralized management approach and how to forge relationships between the acquired business units and existing business units. In their evaluation, Senior Management is faced with the question of whether the necessary capital investment in order to purchase one or both of the businesses can be profitable for each of the acquired business units, but must also take into consideration that the additional business units will not hinder the profitability of the existing business units.
According to the website dreamsunlimitedtravel accessed on November 16 2015, “The park opened with 5 original parks. Those parks are Main Street U.S.A, Adventureland, Frontierland, Fantasyland, and Tomorrowland.” The idea for Main Street, U.S.A is derived from a typical Midwest town of the early 20th century. It’s suppose to reflect the Victorian era with a train station, emporium, double-decker buses, and horse-drawn streetcars. Adventureland is designed to recreate the feel of an exotic tropical place in a far-off region of the world. Frontierland recreates the setting of pioneer days along the American frontier. And finally, the Fantasyland was originally styled in a medieval European fairground fashion, but its 1983 refurbishment turned it into a Bavarian village. There have been 3 new parks added to Disneyland since opening day. These new parks include New Orleans square, Critter Country, and Mickey's Toontown. New Orleans Square is based on 19th-century New Orleans, opened on July 24, 1966. Critter Country opened in 1972 and formerly was the area home to Indian Village, where indigenous tribespeople demonstrated their dances and other customs. Mickey's Toontown opened in 1993 and was partly inspired by the fictional Los Angeles suburb of Toontown in the Touchstone Pictures' 1988 release Who Framed Roger
The company know its various revenue generating streams very well. The Disney also sees immense possibility in the sequels of the character based movies. The success of Avengers is a recent example and therefore the company plans a sequel for Captain America 2, Iron Man 3 etc. This will boasts the overall revenue generated by the company. The company is now betting heavily on the introduction of theme parks across the globe especially in emerging markets like China, India, Brazil and Russia (BRIC nations). The growth rate of 10% in theme parks and successful implementation of theme parks in Hong Kong, Japan and France allows the company to develop and construct the Disneyland theme park in Shanghai, China. The presence of 330 million consumers around the Shanghai is yet another key factor that made the Disney to invest approximately $5.5 billion in this park. Without doubt, the market for Disney is growing across the globe and emerging and fast growing economies offers a huge opportunity for the growth and development. The China expanded its economy at 10% growth rate in the past straight 30 years therefore the Walt Disney will sees the immense growth from its theme park in
Texas has a rich and long history and much of it has passed through the state over the years to become a part of its folklore. This Texas folklore is part of many cultures within the state and has even filtered outside the state. The first cultural influence on Texas was from the Paleo-American Indians. When these Indians arrived they were in a bit of a culture shock when they met the Spanish in the 16th century. In the following centuries, more people began to arrive in Texas and they brought new ways of talking, believing and doing things. The Spanish and the Mexican set the patterns south of Nueces and along the Rio Grande. Anglos brought their ways of life from the British Isles to the South and Eastern part of Texas. African Americans who came to work on the plantations on the Brazos and Trinity bottoms brought songs, stories and beliefs that came with them from Africa. Germans came directly from the Old World to the Hill Country, Cajuns came from France and eventually through Louisiana and settled in Southeast Texas. The Dutch, Danes, Polish, Czechs, Norwegians who also came here brought with them their ways of life and they all became bound together to become part of Texas. By the year 2000, Texas was made up of 54.5% Anglos, 31% Hispanic, 11.4% African Americans and another 3.1% of other ethnicities.
The Chief Creative Officer, Dawn Amato, and Chief Strategic Officer/ President, Paul Levine, of the marketing company Slightly Mad, came in and gave a presentation on their company and marketing. Dawn Amato, also a partner in the company, helps rebrand many companies that are brought to Slightly Mad. She focuses on design, advertising and internet strategy. Paul Levine has worked in the marketing field for many years and has worked with many high-profile clients and has also received a lot of recognition for his work in the marketing field. Dawn and Paul worked together to launch Slightly Mad by combining both of their skills to create a well- rounded company.
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).
Comparing the size of Disney’s theme parks to that of a shopping store this can be a little harder to accomplish. Each area of the theme park must be broken down and managed, like different departments within a department store, only on a much larger level. When the theme park will open, when shifts will start and end, how many street vendors will be in the park and where, and how long rides will last. These are all things that need to be planned so the company can reach a larger goal. So how Disney’s theme parks are managed would be part of their operational strategy.
OPPORTUNITIES: McDonalds has many opportunities to change its look, menu, and customer service. McDonald’s started building newer building incorporating the arch, along with more modern furnishings. The menu has changed by adding more breakfast items and introducing the McCafe in certain areas.
...were the major reasons for the lower sales. They overlooked the opportunity to profit on the established costumers need for Theme Park entertainment because they did not realized who in fact were their customers.
For years now Pizza Hut, Inc. has been the leader of the pizza industry. We have been privileged to have had the opportunity to perform research on advancements we can make to maintain this reputation. Based upon our Economic Analysis we have decided to not launch the BIGFOOT pizza. The following gives a detailed analysis, offers alternatives to improving the Pizza Hut experience, and gives reasons why we came to this conclusion.
The third vulnerability for The Ritz-Carlton is the economy in general, which is something that it has very little control over. When the economy is down, individuals are less likely to take vacations or splurge on luxuries such as staying at The Ritz-Carlton. Tough economic times will greatly impact luxury spending and even costs for the hotel to
Disney has a rich history and an even brighter future due to the smart decision making of the managing body. Throughout its history Disney has been heavily involved in acquisitions, keeping up with the industry trends and even starting new ones through its parks and resorts segments.
But the Disney theme park located just outside Paris did not consider several managerial issues as well as consumer preferences. Walt Disney found Chinese population very lucrative and wanted to open a theme park somewhere around China. After two American parks and one Japanese park, they wanted to avail of the Chinese market which was previously unexplored. Disneyland, after initial talks with Hong Kong government, eliminated any other possibility of majority ownership so that they could invest on management and fees of franchise from their first-cut profits. Finally, Walt Disney had a management team of long experience of dealing with almost all the large and developed markets around the world. With the unparalleled resources and capital they already had, they could easily conduct proper market research before diving into the market in Hong