walt disney company (case study)
DESCRIPTION
Case Study Walt Disney Company By: Umar Ali National Textile University Faisalabad, PakistanTRANSCRIPT
UMAR ALIHAMID AFZALZUBAIR SAEED
Group Members
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It’s not about just Disneyland….!
Walt Disney Company
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HISTORY
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1923:
Disney and his brother Roy arrived in California to sell “Alice Wonderland”.
October 1923:
Disney Brother Cartoon studio was founded. But in 1925 the name was changed to “Walt Disney Studio”.
1928:
First time ever, the Mickey Mouse emerged as the cartoon in sound.
1932:
Flowers and Trees, first full-color cartoon and first Academy Award winner.
1950:
The first live action film “Treasure Island” was completed.
History
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1954:
The company began television with Disneyland anthology series.
1955:
The most successful series “The Mickey Mouse Club” began as well as the opening of new Disneyland Park in California.
1969:
The Disney started its Educational films and materials.
1971:
Walt Disney world Resort was opened with a Magic Kingdom and two hotels in Orland, Florida.
1982:
Epcot Center was opened as part of Walt Disney World.
History
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1983:
Tokyo Disneyland, first international Disney theme park opened in Japan.
1988:
At the Walt Disney World, Floridian Beach and Caribbean Beach Resort were opened.
1990:
Disney moved towards Hollywood Pictures and acquiring Wrather corp. and television station KHJ.
1991:
Disney purchased The Discover magazine (the leading consumer science).
1992:
The Paris Disneyland was opened in France.
History
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1993:
The Disney was awarded the franchise for a National Hockey League team, The Mighty Ducks of Anatheim.
1995:
The Disney Channel started operation in UK.
1996:
Disney Online launches Disney.com.
Radio Disney, a live 24-hour music-intensive radio network, debuts.
1998:
ESPN magazine started as well as the opening of Animal Kingdom at The Disney World Resort.
2006:
Disney unveiled Disney Xtreme Digital, a networking site aimed at children younger than 14 years of age.
History
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Location
Disney Resorts:1.California2.Florida3.Tokyo4.Hong Kong5.Paris
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The Walt-Disney Studios
Disney Consumer Products
• Walt-Disney Pictures
• Miramax Films
• Buena Vista Home
Entertainment
• Disney Records
• Buena Vista Records
• Hollywood Records
• Touchstone Pictures
• Pixar Animation Studios
• Disney Theatrical Group
• Disney Hard Lines
• Disney Soft Lines
• Disney Toys
• Disney Press
• Disney Publishing
Worldwide
• Disney Store
Disney’s Corporate Structure
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Disney’s Corporate Structure
Media Networks Park and Resorts
• ESPN
• Disney/ABC Television
Group
• ABC Owned Television
Stations Group
• Internet Group
• ABC Radio
• Disney Land Resorts
• Walt Disney World
Resort
• Tokyo Disney Resort
• Disneyland Paris
• Hong Kong
Disneyland
• Disney Cruise Line
• Disney Vacation Club13National Textile University04/11/2023
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Mission StatementWalt Disney Company is to be one of the world's leading producers and providers of entertainment and information. Using our portfolio of brands to differentiate our content, services and consumer products, we seek to develop the most creative, inovative and profitable entertainment experiences and related products in the world."
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Proposed Mission StatementThe mission of Walt Disney company is to be one of the biggest and trusted producer of entertainment and information provider and committed to balancing environmental stewardship(to help) with its corporate innovative goals and operations by using advance technology in all brands throughout the world for individuals.
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Purposed Vision StatementWalt Disney Company
is to be one of the world's leading producers and
providers of entertainment and
information.
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The Strategy-Formulation Analytical Framework
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Input Stage
External Factor
Evaluation (EFE)
Internal Factor
Evaluation (IFE)
Competitive Profile Matrix (CPM)
EFE MatrixKey External Factors Weight Rating Weighted
Score
OPPORTUNITIESJob opportunity 0.15 3 0.45Highly profitable for state 0.10 2 0.20Special offers for schools and tourists 0.08 4 0.32People get freshness on demand movie 0.04 1 0.04
Sale of Hit Dramas DVDs 0.03 2 0.06Increase media network 0.10 3 0.30
Threats Change in technology 0.12 4 0.48Unaffordable for middle and lower class 0.05 3 0.15
Economic recession 0.10 3 0.30Stop physical growth of children 0.07 2 0.14Success in not predictable 0.08 1 0.08Security threat due to terrorism 0.08 2 0.16
TOTAL 1.00 2.81 20National Textile University04/11/2023
IFE MatrixKey Internal Factors Weight Rating Weighted
Score
Strength
Best entertainment place in the world 0.08 4 0.32
Strong diversification 0.15 3 0.45
Good image (Goodwill) 0.09 4 0.36
Innovation (puppets to digital media) 0.15 4 0.60
Get easy feedback through social network 0.08 3 0.24
Acquire popular teams of different leagues. 0.05 3 0.15
Target niche market 0.05 3 0.15
Weakness
Costly to visit 0.05 1 0.05
Huge investment with high risk factor 0.10 2 0.20
Specific target market 0.05 2 0.10
More costly R & D 0.05 1 0.05
Negative impact on children’s mind 0.10 1 0.10
TOTAL 1.00 2.77
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Competitive Profile Matrix (CPM)
Disney Time Warner CBSCritical Success Factors
Weight Rate Weighted Score Rate Weighted
Score Rate Weighted Score
Advertisement 0.20 4 0.80 3 0.60 3 0.60
Management 0.18 3 0.54 4 0.72 3 0.54
Market Share 0.10 3 0.30 2 0.20 1 0.10
Global Expansion 0.08 3 0.24 2 0.16 1 0.08
Financial Position 0.10 2 0.20 3 0.30 1 0.10
Product Quality 0.15 4 0.60 3 0.45 2 0.30
Price Competition 0.07 2 0.14 3 0.21 2 0.14
Revenue 0.12 3 0.36 4 0.48 2 0.24
TOTAL 1.00 3.18 3.12 2.1022National Textile University04/11/2023
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Matching Stage
24
Matching Stage
SWOT Matrix
SPACE Matrix
BCG Matrix
IE Matrix
Grand Strategy Matrix
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Strength – S1. Best entertainment place in
the world.2. Strong diversification.3. Good image in the mind of the
people. (Goodwill)4. Innovation (puppets to digital
media)5. Get easy feedback through
social network. (Disney Xtreme Digital).
6. Acquire popular teams of different leagues.
7. Target niche market.
Weakness – W1. Specific target market.2. Costly to visit Disney
Parks and Resorts.3. Huge investment with
high risk factor. (forecasting based)
4. More costly Research and Development.
5. Negative impact on children’s mind.
Opportunities – O1. Job opportunity.2. Highly profitable for state.3. Special offers for schools
and tourists.4. People get freshness on
demand movie.5. Sale of Hit Dramas DVDs.6. Increase media network.
SO Strategies
S1, S3 + O1, O2 =
Market development
WO Strategies
W1 + O2, O6 =
Product Development
Threats – T1. Change in technology.2. Unaffordable for middle
and lower class.3. Economic recession4. Stop physical growth of
children.5. Success in not
predictable.6. Security threat due to
terrorism.
ST Strategies
S2, S4 + T1, T2, T3 =
Batter ManagementThrough cover the
cost
WT Strategies
W3, W4 + T1, T5 =
Focus on R & D
SWOT Matrix
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SPACE Matrix
Internal Position External PositionFinancial Strength Rating Environmental
StabilityRating
Liquidity 6 Technological Change -5
Working Capital 3 Security Threat -3
Earning Per Share 5 Economic Recession -2
Return On Investment 4 Competitive Pressure -5
Cash Flow 4 Change in Demand -6
Total 22 Total -21
Competitive Advantage
Rating Industrial Stability Rating
Market Share -1 Financial Stability 6
Product Quality -2 Market Growth 5
Customer Loyalty -3 Utilization of Resources 5
Diversification -2 Increase media network 3
Total -8 Total 19 26National Textile University04/11/2023
Calculation:
SPACE Matrix
2.45
21
components ofNumber
ES of Sum
4.45
22
components ofNumber
FS of Sum
ES
ES
FS
FS
X Axis = CA + ISX Axis = -2 + 4.75X Axis = +2.75
Y Axis = FS + ESY Axis = 4.4 + (-4.2)Y Axis = +0.2
75.44
19
components ofNumber
IS of Sum
24
8
components ofNumber
CA of Sum
IS
IS
CA
CA
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ISCA
FS
ES
(+2.75 , +0.2)
AggresiveConservative
Defensive competitive
StrategiesMarket DevelopmentMarket PenetrationProduct DevelopmentForward IntegrationBackward IntegrationHorizontal IntegrationRelated DiversificationUnrelated Diversification
SPACE Matrix
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BCG Matrix
Park & Resort
Relative market shareHigh Medium low1.0 0.5 0.0
Mark
et
gro
wth
ra
te
High +20
Medium 0
Low -20
Media Network
Parks & ResortsStudio Entertainment
Consumer Products
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Strong Average Weak
3.0 to 4.0 3 2.0 to 2.99 2 1.0 to 1.99 1
IFE Total weighted score (2.77)
EFE T
ota
l W
eig
hte
d
score
(2.8
1)
4
High3.0 to 3.99
3
Medium2.0 to 2.99
2
Low1.0 to 1.99
1
IE Matrix
Hold and Maintain
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StrongCompetitive Position
WeakCompetitive Position
Slow Market Growth
Rapid Market Growth
Quadrant 1Quadrant 2
Quadrant 3 Quadrant 4
StrategiesMarket DevelopmentMarket PenetrationProduct DevelopmentForward IntegrationBackward IntegrationHorizontal IntegrationRelated DiversificationUnrelated Diversification
Grand Strategy Matrix
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Decision Stage
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• QSPM MatrixDecision Stage
QSPM Matrix(Quantitative Strategic Planning
Matrix)R & D Market
Development
Key Factors Weight
AS TAS AS TAS
OpportunitiesJob opportunity 0.15 4 0.60 3 0.45
Highly profitable for state 0.10 4 0.40 3 0.30
Special offers for schools and tourists 0.08 3 0.24 2 0.16
People get freshness on demand movie 0.04 --- --- --- ---
Sale of Hit Dramas DVDs 0.03 --- --- --- ---
Increase media network 0.10 2 0.20 1 0.10
ThreatsChange in technology 0.12 4 0.48 3 0.36
Unaffordable for middle and lower class 0.05 3 0.15 2 0.10
Economic recession 0.10 2 0.20 3 0.30
Stop physical growth of children 0.07 --- --- --- ---
Success in not predictable 0.08 2 0.16 1 0.08
Security threat due to terrorism 0.08 2 0.16 1 0.08
TOTAL 1.00 2.59 1.93
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QSPM Matrix(Quantitative Strategic Planning Matrix) R & D Market
Development
Key Factors Weight AS TAS AS TAS
StrengthBest entertainment place in the world 0.08 3 0.24 2 0.16
Strong diversification 0.15 --- --- --- ---
Good image (Goodwill) 0.09 4 0.36 3 0.27
Innovation (puppets to digital media) 0.15 3 0.45 2 0.30
Get easy feedback through social network 0.08 --- --- --- ---
Acquire popular teams of different leagues. 0.05 --- --- --- ---
Target niche market 0.05 4 0.20 3 0.15
WeaknessCostly to visit 0.05 --- --- --- ---
Huge investment with high risk factor 0.10 2 0.20 1 0.10
Specific target market 0.05 1 0.05 2 0.10
More costly R & D 0.05 1 0.05 2 0.10
Negative impact on children’s mind 0.10 --- --- --- ---
TOTAL 1.00 1.55 1.18
GRAND TOTAL4.14 3.11
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Strategy we adopt is:
Research and Development
Recommendation
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ANY QUESTION??????????