Walt Disney Strategy Case Essay - 718 Words

QUESTIONS FOR DISNEY CASE 1. What is Walt Disney Company’s corporate generic strategy? Explain the reason for your answer. Broad Differentiation because its products are in media networks, parks and resorts, studio entertainment, consumer products, and interactive media. Thus, it attracts a wide base of consumers through differentiating its products by superior dedication to creating high quality content, technological innovations in entertainment and international expansion. 2. What is your assessment of the long-term attractiveness of the industries represented in Walt Disney Company’s business portfolio? See p. 234 in test. Attractive (from most to least) : Studio Entertainment, Consumer Products, Parks/Resorts, Media†¦show more content†¦Interactive media and studio entertainment are currently generating the least revenue. This is due to the high cost to produce films for studio entertainment and the fact that interactive media is a relatively new business channel for Disney. However, out of all business lines, these two have the most potential in their industry and are therefore very attractive. Interactive media is a hot trend that Disney will be able to capitalize on due to its acquisition of Playdom. While films are very expensive to produce and distribute, the profit potential from Marvel and Pixar make the industry very attractive overall. 5. Does Disney’s portfolio exhibit good strategic fit? What value chain match-ups do you see? What opportunities for skills transfer, cost sharing, or brand sharing do you see? Please be specific and explain why. Brand sharing is extremely relevant across all brands except for Media Networks (because it covers ESPN and other adult audience channels). 6. What is your assessment of Walt Disney Company’s financial and operating performance in fiscal years 2010-2011? What is your assessment of the relative contribution of the Disney SBUs to the financial strength of Disney, based on the 2011 fiscal year financial data? Numbers please! Operating Profit Margin (Profitability of Current Operations) % of Total Rev Current Ratio (Liquidity - CA/CL) Debt to Equity (1) 2011 2010 2011 2011 2010 2011 2010 Walt Disney 0.18851719Show MoreRelatedWalt Disney1491 Words   |  6 PagesThe Walt Disney Company: The Entertainment King Case Analysis The Walt Disney Company is one of the largest media and entertainment corporations in the world. Disney is able to create sustainable profits due to its heterogeneity, inimitability, co-specialization and immense foresight. It also successfully uses synergy to create value across its many business units. After its founder Walter Disney s death, the company started to lose its ground and performance declined. Michael Eisner became CEORead MoreDisney s Corporate Strategy For Long Term1314 Words   |  6 Pages-------------------------------- Title Page Page 2 --------------------------------------------------------------------------------------Table of Contents Page 3 ------------------------------------------------------------------------- Disney s Corporate Strategy Page 4 ----------------------------------------------------------------------------- Assessment of long-term Page 5 -------------------------------------------------------------- Assessment of Competitive Strengths Page 7 ----------Read MoreMichael Eisner1279 Words   |  6 PagesCase study The Walt Disney Company: The Entertainment King 1.Briefly describe the type(s) of diversification strategies that Walt Disney pursues/has pursued over the years. The Walt Disney company can be seen as a highly diversified company. 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The strategy based on three principles which are following; - creating high-quality family content by incorporating a diverse range of businesses to its structure - to be a brand for every member of the family, not only children – such as Disney theme parks and resorts, its media network includes ESPN and ABC, Disney Cruise Line, studio productions, consumer products and interactive media channels. - make entertainment experiencesRead MoreDisney Case Analysis Essay881 Words   |  4 PagesDisney Case Write up: Disney from the start has had a competitive advantage to others in the film industry for the plain fact as Walt says, â€Å"Cartoons unlike actors can be perfectly controlled to avoid any negative imagery.† This statement is the key stone to how Disney has so successfully created value. Disney has pursued its corporate level strategy by maintaining the value of the brand, managing creativity, and encouraging synergy throughout the corporation. 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Evaluating the Effectiveness and Efficiency of Structured...

Agarwal and Tanniru conducted a field experiment to evaluate the effectiveness and efficiency of structured versus unstructured interviews, using both novice and experienced interviewers. The experiment was conducted to compare the efficiency and effectiveness of the cognitive interview with the standard information requirements interview. However, the experimental results did not indicate that structured interviews enhanced recall. This triggered the experiment using the Cognitive Interview. This experiment is to test the effects that the Cognitive Interview has on memory and recall. Two hypotheses are tested in this experiment. The use of a theoretically grounded interview technique will provide a more efficient collection of†¦show more content†¦By random, a reference librarian was interviewed using either technique by an interviewer trained in both. The dependent variables: (1) the number of events elicited per each interview (efficiency), and (2) the degree of completeness of details recalled per event (effectiveness) were examined. Cognitive interview was found to be both more effective and more efficient than standard interviewing techniques in eliciting episodic knowledge from reference librarians. In order for the cognitive interview to be considered an effective interviewing technique, more than one rater must determine that the degree of completeness of details of the events collected under the CI are higher than those collected under the SI. All interviews were conducted in private rooms individually. The interviews were conducted at the institute of each patron. Ten students enrolled in a senior-level expert system class who received training on the SI and the CI during regularly scheduled class time. No one involved knew of the details of the experiment or the types of techniques being tested. Interviewers received course credit and monetary compensation for their participation. The interview has long been part of the systems professional’s repertoire of elicitation tools, used extensively in both requirements analysis and knowledge acquisition. It is said that there are some drawbacks associated with the use of interviews. Open interviews are seen asShow MoreRelatedThesis on Recruitment and Selection Process15525 Words   |  63 PagesStudent of Superior University Impact of Recruitment Sources, Interview and Recruiters on Recruitment and Selection Process A dissertation Presented to the Faculty of the Management Sciences Department, Superior Group of Colleges College, University Campus, Lahore. 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Corporate Social Responsibility Disentangling Substance

Question: Discuss about the Corporate Social Responsibility for Disentangling Substance. Answer: Introduction: CSR is not visible in most of the cases, as the benefit from it towards the society is doubtful and invisible in most of the cases. Studies in the past proved that more than 80% of the decision-makers for corporate CSR had positive attitude about implementing a good CSR and providing branding and benefits to their employees. The reason behind this is most of the companies want to progress through connecting themselves with a reason to utilize cheap advertising sources or to face the pressures of claims. CSR alters attention from the original issues and help the corporations to gain legitimacy, avoid regulation and to enter the markets and change the ground from public functions to privatisation (Boehm, Brei and Dabhi 2015). Although some people see CSR as patronage by various name, it can be broadly explained as the attempt organizations make beyond and above the regulation to meet the requirements of shareholders to earn profit. Rather than running away from the situation, organizations started brandishing CSR as friendly approach of capitalism through the movement of highlighting the issue of corporate power. The unpredicted growth of CSR can results into optimistic power of the market to provide with environmental and social changes. However, the market consistently fails when it comes to supplying goods to public. Thus, it is necessary to implement CSR subject to the restriction of the market (Coombs and Holladay 2015). Making markets work: After the launch, CSR initiatives aggravate alterations in basic traditions within some organizations. It helps in facing lawsuit problem, solving problems relating to labour standard, management issues with the shareholders and profit related issues. However, no one is sure about the changes those are required to be added up with the implementation of CSR to get better performance (Elving et al. 2015). Market failure: The major problem with the CSR concept is that it makes the situation more complex rather than simplifying it and not succeeds in acknowledging the offsets between the ethical outcomes and financial health of the company. However, if they are able to do the adjustments the organization will definitely be able to earn profits. Strategies of CSR performs under various conditions but they are always susceptible to the risk of market failures including externalities, imperfect data and free riders (Marques and Mintzberg 2015). Through using CSR market can offer both long term and short term social benefits and financial returns: One major statement behind the implementation of CSR is that social objectives and business outcomes can be less or more supportive and they did not explained the reason for this purpose. Users are influenced to maximise their interest and are interested in factors as stable societies, wealth and healthy atmosphere. There is very little evidence about the expected behaviour of the market. In reality, it is be not easy to establish that assuring an educated labour force for the future, motivation like preserving natural assets, or making intended assistance to local community really help companies to improve their base line. While there are history of success stories where drivers for business can be associated with social objectives, for example, which are contributed to developing a labour force for the future, they only offer a messy approach to improve the public good (Olsen, Sl otegraaf and Chandukala 2014). No matter placed in any situation, such investments are particularly improbable to give return in the time horizon of two- to four-year window that public companies are generally required through the demands of the stock market. Whenever a company releases a profits warning, the markets decrease their share price. On the other hand, investments in social causes or environment or become an extravagance for the company and are often placed for sacrificing the contribution when they going through rough situation. In the meantime, it has been noticed that failure in any objective of companies to contribute in projects that may earn long-term profit, like safety systems and health benefits (Roulet and Touboul 2015). CSR can barely be expected to supply when the short-term requirements of the stock market offer disincentives for doing so. When interest of shareholders controls the corporate workings, results may become even less associated to the benefits of public. The ethical consumer drives will change: Although the ethical business are rewarded in few markets but for many consumers ethics is a relative thing and not the primary fact. In reality, most of the reviews reveals that consumers are more anxious about the factors like taste, price, or sell-by date than ethics. In the United Kingdom, data for ethical consumerism reveal that although most of the customers are worried about social or environmental issues, with 83% of customers are intended to act ethically on a standard basis, only 18% of customers occasionally act ethically, while less than 5% of consumers show reliable ethical and green purchasing behaviours. In the United States, environmental attitudes of consumer and intensity to buy environmentally oriented goods, and it segregates consumers into five shades of green: Sprouts, True-Blue Greens, Greenback Greens, Grousers, and Basic Browns. True-Blue Greens are known as the greenest customers, those most expected to walk through t heir environmental talk, and present about 9% of the population. The least environmentally concerned are the Basic Browns, who consider individual actions such as recycling or buying green products cant make a difference and about 33 percent of the population are involved under this (Schneper et al. 2015). There will be a competitive race to the top over ethics amongst businesses: A further legend of CSR is that aggressive pressure between various companies will actually direct more companies competing on ethics, as pointed out by an growing number of awards systems for good organizations, like the Business Ethics Awards, or Fortunes annual Best Companies to Work For competitions. Companies are always eager to be associated with CSR schemes because they offer good relations with public. However, in some instances, organizations are able to exploit on well-intentioned efforts. The U.S.-based Corporate Watch has noticed various instances of green washing by companies, and has reported how various organizations utilize the United Nations to the advantages related to public relations (Lewis 2016). From the above discussions, it is concluded that some strategies of imposing regulatory objectives have altered consumer behaviour than the efforts of CSR. For example, social labelling has been an exceptionally efficient tool for changing behaviour of consumer. Campaigners and legal scholars have started to look at the ethical structure of the corporation. At present, in Western legal systems, companies have a primary responsibility to their stakeholders, and social actions from the companys part are not prohibited and the profit-maximizing objectives of the organization are the norm. Therefore, companies efficiently choose financial benefit over social benefits. Only few social enterprises, like Fair Trade companies, have used a different path and they are far away from ruling the market. Yet lessons can be learned from their successes and should be adopted to put forward a new institutional model for larger shareholder-owned companies. Therefore, the contention of various authors that CSR is little more than green washing is not true as there are always some chance of failure to achieve the targets of implementation of CSR and no organization can assess the risks to the extent of 100% References: Boehm, S., Brei, V. and Dabhi, S., 2015. EDF Energy's green CSR claims examined: the follies of global carbon commodity chains.Global Networks,15(s1), pp.S87-S107. Coombs, T. and Holladay, S., 2015. CSR as crisis risk: expanding how we conceptualize the relationship.Corporate Communications: An International Journal,20(2), pp.144-162. Elving, W.J., Golob, U., Podnar, K., Ellerup-Nielsen, A. and Thomson, C., 2015. The bad, the ugly and the good: new challenges for CSR communication.Corporate Communications: An International Journal,20(2), pp.118-127. Lewis, J.K., 2016. Corporate Social Responsibility/Sustainability Reporting Among the Fortune Global 250: Greenwashing or Green Supply Chain?. InEntrepreneurship, Business and Economics-Vol. 1(pp. 347-362). Springer International Publishing. Marques, J.C. and Mintzberg, H., 2015. Why Corporate Social Responsibility Isn't a Piece of Cake.MIT Sloan Management Review,56(4), p.8. Olsen, M.C., Slotegraaf, R.J. and Chandukala, S.R., 2014. Green claims and message frames: how green new products change brand attitude.Journal of Marketing,78(5), pp.119-137. Roulet, T.J. and Touboul, S., 2015. The intentions with which the road is paved: Attitudes to liberalism as determinants of greenwashing.Journal of Business Ethics,128(2), pp.305-320. Schneper, W.D., Meyskens, M., Soleimani, A., Celo, S., He, W. and Leartsurawat, W., 2015. Organizational drivers of corporate social responsibility: disentangling substance from rhetoric.SAM Advanced Management Journal,80(1), p.20.