The Walt Disney Company was founded on October 16th 1923 by brothers Walt and Roy Disney.
It is one of the largest media and entertainment corporations in the world.
It’s the owner of 11 theme parks and several television networks, including the American Broadcasting Company (ABC).
Pixar Animation Studios was started by John Lasseter & George Lucas
Pixar was initially a computer graphics division owned by film maker George Lucas known as Lucas film limited.
In 1986, Steve Jobs purchased the computer graphics division of Lucas Film Ltd. for $10 million and established it as an independent company named Pixar , co-founded with Dr. Edwin E. Catmull.
The Walt Disney Company was founded on October 16th 1923 by brothers Walt and Roy Disney.
It is one of the largest media and entertainment corporations in the world.
It’s the owner of 11 theme parks and several television networks, including the American Broadcasting Company (ABC).
Pixar Animation Studios was started by John Lasseter & George Lucas
Pixar was initially a computer graphics division owned by film maker George Lucas known as Lucas film limited.
In 1986, Steve Jobs purchased the computer graphics division of Lucas Film Ltd. for $10 million and established it as an independent company named Pixar , co-founded with Dr. Edwin E. Catmull.
Disney vs. Pixar: A Tale of Creative LeadershipAndrea Mignolo
This talk looks at the leadership challenges creative teams face, specifically through the lens of Intentional Change Theory. We take an in-depth look at the leadership styles of Ed Catmull and Michael Eisner to see how leadership impacts culture, creativity, and the bottom line.
This is MBA project submitted for Strategic Diversification of Walt Disney. States the steps taken by Disney to diversify from just cartoons to more of established entertainment company.
I had to write an in-depth evaluation of The Walt Disney Company. I learned a lot about researching companies and finding the information that is available to us via the web. I put together a presentation and had to present it in front of my Marketing class. It was a very fascinating to find out the behind the scenes happenings and financial holdings of the company. I learned ways to find a companies Target market and segment it down.
Case Analysis
Started out as a cartoon studio later became Disney Brothers studio which was a flat, non-hierarchical organisation.
After release of snow white, company grew 7 fold, and went public to finance their growth strategies
The decline caused by war slowed down growth and resulted in financial constraints
Diversified into WED, theme parks, cruise ships, in-house media, in-house travel company
Smart or Dumb ?
Disney has expanded domestically as well as globally through corporate integration. It has shifted its focus from show quality and content to distribution, marketing, licensing and merchandising arrangements to respond to industry changes and replace lost revenues.
Globalization: Disney products can be found all over the world in different forms and areas. As a global brand, Walt Disney international provides oversight of company’s activities outside US. The aim was to increase globalization to make it relevant to consumers world wide.
Horizontal Integration: Disney owns many studios, media networks and consumer product companies. It uses this strategy to increase its market awareness and presence through cross promotions.
Vertical Integration: The sub companies allow Disney to plan, produce, advertise and distribute all the products. It does not have to rely on anyone and hence has a better control on quality, content and costs.
Media Synergy: production and distribution of products can be done by the Disney owned companies. An important factor of its success is the integrated nature of its products.
Diversification: Disney has always focused on diversification. The variety of products and services ranging from movies, theme parks, shows, merchandise; all offer a range for the tastes and preferences of consumers of all ages.
Distribution: whenever Disney produces a new image or brand such as a movie character, its licensing, marketing and business outlets continue to capitalize on that character till it has left the box office. It releases a line of toys or products followed by DVD release and the character’s presence in theme parks.
- Analysis based on research around the entertainment industry, where the strategic challenges of Walt Disney Company are addressed.
- Development of strategic plan for Walt Disney
Disney vs. Pixar: A Tale of Creative LeadershipAndrea Mignolo
This talk looks at the leadership challenges creative teams face, specifically through the lens of Intentional Change Theory. We take an in-depth look at the leadership styles of Ed Catmull and Michael Eisner to see how leadership impacts culture, creativity, and the bottom line.
This is MBA project submitted for Strategic Diversification of Walt Disney. States the steps taken by Disney to diversify from just cartoons to more of established entertainment company.
I had to write an in-depth evaluation of The Walt Disney Company. I learned a lot about researching companies and finding the information that is available to us via the web. I put together a presentation and had to present it in front of my Marketing class. It was a very fascinating to find out the behind the scenes happenings and financial holdings of the company. I learned ways to find a companies Target market and segment it down.
Case Analysis
Started out as a cartoon studio later became Disney Brothers studio which was a flat, non-hierarchical organisation.
After release of snow white, company grew 7 fold, and went public to finance their growth strategies
The decline caused by war slowed down growth and resulted in financial constraints
Diversified into WED, theme parks, cruise ships, in-house media, in-house travel company
Smart or Dumb ?
Disney has expanded domestically as well as globally through corporate integration. It has shifted its focus from show quality and content to distribution, marketing, licensing and merchandising arrangements to respond to industry changes and replace lost revenues.
Globalization: Disney products can be found all over the world in different forms and areas. As a global brand, Walt Disney international provides oversight of company’s activities outside US. The aim was to increase globalization to make it relevant to consumers world wide.
Horizontal Integration: Disney owns many studios, media networks and consumer product companies. It uses this strategy to increase its market awareness and presence through cross promotions.
Vertical Integration: The sub companies allow Disney to plan, produce, advertise and distribute all the products. It does not have to rely on anyone and hence has a better control on quality, content and costs.
Media Synergy: production and distribution of products can be done by the Disney owned companies. An important factor of its success is the integrated nature of its products.
Diversification: Disney has always focused on diversification. The variety of products and services ranging from movies, theme parks, shows, merchandise; all offer a range for the tastes and preferences of consumers of all ages.
Distribution: whenever Disney produces a new image or brand such as a movie character, its licensing, marketing and business outlets continue to capitalize on that character till it has left the box office. It releases a line of toys or products followed by DVD release and the character’s presence in theme parks.
- Analysis based on research around the entertainment industry, where the strategic challenges of Walt Disney Company are addressed.
- Development of strategic plan for Walt Disney
A. Discuss which corporate diversification strategy (reference sectio.pdfamazefootwear
A. Discuss which corporate diversification strategy (reference sections 63 and 64 ) is being
pursued by Disney. Explain your reasoning with examples from the case overview. ( 5 Points)
Disney is the world's largest media company and is world-renowned for its Walt Disney Studios
and the popular Walt Disney Parks and Resorts. In 2022 it achieved $82 billion in annual
revenues. As a diversified media company, Disney is active in a wide array of business
activities-movies, amusement parks, cable and broadcast television networks (ABC, ESPN, and
others), as well as cruises, retailing, and streaming. It became the world's leading media
company by pursuing a corporate strategy of diversification and vertical integration, executed
through a series of highprofile acquisitions, which included Pixar (2006), Marvel (2009),
Lucasfilm (2012) (the creator of Star Wars), and 21st Century Fox (2019). It is the second largest
mass media producer after Comcast, which owns NBC and Universal Studios. While other more
focused media content providers such as Discover Communications. CBS, and Viacom have
seen decreasing revenues because of lower ratings and TV ad weakness, Disney was
strengthened through its other businesses based on its diversification strategy. Although its ad
revenues have decreased like other more focused content producers and distributors, its other
businesses are growing and allow it to maintain higher earnings compared to other rival media
producing firms.
Disney's strategy is successful because its corporate strategy, compared to its business-level
strategy, adds value across its set of businesses above what the individual businesses could create
individually. First, Disney has a set of businesses that feed into each other: its studio
entertainment, consumer products and interactive media, media network outlets, parks and
resorts, studio entertainment parks, and retail enterprises have overlapping aspects. Within its
studio entertainment businesses, Disney can share activities across its different production firms:
Touchstone Pictures, Hollywood Pictures, Dimension Films, Pixar Films, and Marvel
Entertainment. By sharing activities among these semi-independent studios, it can learn faster
and gain success by the knowledge sharing and efficiencies associated with each studio's
expertise. The corporation also has broad and deep knowledge about its customers, which is a
corporatelevel capability in terms of advertising and marketing. This capability allows Disney to
cross-sell products highlighted in its movies through its media distribution outlets, parks and
resorts, as well as consumer product businesses. Disney's Corporate Strategy Disney's main goal
in pursuing its corporate strategy is to build billion-dollar franchises based on movie sequels,
park rides, and merchandise. CEO Robert Iger leads a group of about 20 executives whose sole
responsibility is to hunt for new billion-dollar franchises. This group of senior leaders decides
top-dow.
To be able to understand the different aspects of corporate communication pla...SAGAR JAISWAL
The given consist of detail analysis of Disney company in regard with corporate communication. It consist of their study of corporate logo, employees communication, CSR activities, marketing communication, internal and external communications from India perspective.
Know about the strengths, weaknesses, opportunities and threats of Disney. Get a detailed insight with the SWOT Analysis of Disney. Also learn about the product portfolio and Pestle factors shaping the growth of the company. Get to know the stakeholder's hierarchy in Walt Disney . The presentation is meant to provide complete overview of the company so that students can use it while undertaking case study analysis.
Oral and Written PresentationsPreparing for Case Analysis.docxgerardkortney
Oral and Written Presentations
Preparing for Case Analysis
What to Expect
When examining cases others will question & probe ideas related to the case
Helps with developing analytical skills
Innovative and original thought is important
Identifying problems and likely solutions
There are 6 steps in the case analysis framework
1. Gaining familiarity
2. Recognizing symptoms
3. Identifying goals
4. conduct analysis
5. Making the diagnosis
6. Action planning
Case Outline
Strategic profile and case analysis purpose
Situation analysis
General environment
Industry analysis
Identification of environmental opportunities and threats and firm strengths and weaknesses
Competitor analysis
Internal analysis (include financial analysis when possible)
Strategy formulation
Overall criteria
Alternatives for the company to consider (include at least 3 alternatives)
Evaluate each alternative against the overall criteria
Alternative of choice (identify the best alternative and explain why)
State specifics actions that need to be taken
Control
Describe the control and evaluation system that will be used to ensure the strategy does as expected
Describe corrective actions to be taken should the plan fail to meet expectations
Strategic Profile
Discuss critical facts in the case that affect the company and its competitors
Gather additional outside information where possible
Use your own personal knowledge and experiences when possible
Do not simply restate facts – instead show how the facts helped aid/guided you in your understanding and development of solutions
Analysis Stage
Focus on external environmental issues affecting the firm
General factors
Industry factors
Competition,
Examine internal issues affecting the firm
SWOT analysis is a common format for conducting this analysis
Synthesize the information from the internal and external analysis and develop unique insights about the challenges facing the organization
Situational Analysis
Your analysis should focus on trends in the six segments of the general environment:
Technological
Demographics
Economic
Political legal
Sociocultural
Global trends
Evaluate the case along these trends and predict how they may impact the company in the future
Industry Analysis
Porter's five forces is a useful tool for industry analysis
Discuss the attractiveness of the industry
Competitor Analysis
Analyze each competitor's strategy
Strengths and weaknesses
Strategic intent
Capabilities and core competencies
Conduct personal research when necessary
Google, newspapers, bibliographies, directories, industry ratios etc…
Internal analysis
Evaluate the internal operations of the form – identify strengths and weaknesses
Evaluate the following areas (not a comprehensive list)
Supply chain
Internal expenses
Facilities
Internal trends
Identify areas where a competitive advantage can be developed
Conduct financial analysis to uncover hidden problems
.
Case studYChapter 2In 2006, Disney’s Pixar released the .docxwendolynhalbert
Case studY
Chapter 2
In 2006, Disney’s Pixar released the hit movie Cars, which
grossed $462 million worldwide. Since then, Cars mer-
chandise has generated over $2 billion in sales each year.
Pixar has since created a series of Cars shorts to be aired
on the Disney Channel with a subsequent DVD release. A
Cars sequel was released in 2011 along with an online vir-
tual gaming world on its Web site to help build hype. In
2012, Disney’s California Adventure theme park opened its
12-acre Cars Land attraction.
At Disney, the brand is the name of the game, and
the cross-platform success of the Cars franchise is by no
means an exception to the rule. Disney also has the Jonas
Brothers, Hannah Montana, High School Musical, the
Disney Princesses, Pirates of the Caribbean, and the list goes
on and on. The man behind the magic is Disney’s CEO, Bob
Iger, who has lead a dramatic revitalization of the Disney
brand since succeeding longtime head Michael Eisner
in 2005. When he first took the post, his strategy shifted
Disney’s focus to its stable of “franchises.” These franchises
are distributed across Disney’s multiple company plat-
forms and divisions, such as Disney’s various television
broadcast platforms (the Disney Channel, ABC, ESPN),
its consumer products business, theme parks, Disney’s
Hollywood Records music label, and Disney’s publishing
arm in Hyperion, just to name a few.
Iger’s franchise strategy has been supported by the
other major move he made upon first becoming CEO. On
his first day on the job, Iger told the board that revitaliz-
ing Disney’s animation business was a top priority, which
would be improved through the purchase of Pixar. As part
of Iger’s franchise strategy the deal made perfect sense, as
many of Disney’s latest television shows, theme park rides,
and merchandise were based on Pixar characters.
Finding a new market to push the Disney franchise into
became a priority as well. With the Walt Disney Company
experiencing flat growth, it was becoming evident that
Disney had missed some opportunities for broader success
due to a narrowing of its target market, which was at the
time largely associated with younger children.
Iger’s first move was to broaden Disney’s viewership
by moving the Disney Channel from premium to basic
cable and launching local versions in key global markets.
Then, Disney began pushing franchises to capture the
rapidly growing tween market. Putting its support be-
hind the Disney Channel’s High School Musical, Hannah
Montana, and the Jonas Brothers (who were emerging out
of Disney’s music label), Disney quickly generated a series
of franchise juggernauts in the tween-girl market.
Though Disney’s focus has remained on family-
friendly fare, Iger has shown a new willingness to look
to even broader markets, if it fits with the Disney brand.
Disney’s Pirates of the Caribbean, the first Disney film with a
PG-13 rating, played a major role in refocusing the brand ...
Explore the strengths and opportunities that Disney Consumer Products Inc. enjoy and the weaknesses and threats that the company should be aware of. Also, get an overview of the PESTLE factors that have an impact on the brand.
thGAP - BAbyss in Moderno!! Transgenic Human Germline Alternatives ProjectMarc Dusseiller Dusjagr
thGAP - Transgenic Human Germline Alternatives Project, presents an evening of input lectures, discussions and a performative workshop on artistic interventions for future scenarios of human genetic and inheritable modifications.
To begin our lecturers, Marc Dusseiller aka "dusjagr" and Rodrigo Martin Iglesias, will give an overview of their transdisciplinary practices, including the history of hackteria, a global network for sharing knowledge to involve artists in hands-on and Do-It-With-Others (DIWO) working with the lifesciences, and reflections on future scenarios from the 8-bit computer games of the 80ies to current real-world endeavous of genetically modifiying the human species.
We will then follow up with discussions and hands-on experiments on working with embryos, ovums, gametes, genetic materials from code to slime, in a creative and playful workshop setup, where all paticipant can collaborate on artistic interventions into the germline of a post-human future.
2137ad Merindol Colony Interiors where refugee try to build a seemengly norm...luforfor
This are the interiors of the Merindol Colony in 2137ad after the Climate Change Collapse and the Apocalipse Wars. Merindol is a small Colony in the Italian Alps where there are around 4000 humans. The Colony values mainly around meritocracy and selection by effort.
Digital/Computer Paintings as a Modern- day Igbo Artists’ vehicle for creatin...ikennaaghanya
Revolutions come in many varieties. Some tear down established notions destructively, while others consist of forging new paradigms through constructive means such as an ideological or technological innovation that fundamentally alters an individual or group’s creative path. But all have their place in history. This paper charts a course of change in art and art styles, as been practiced by some modern-day Igbo artists. It follows the meandering path that has been influenced by technological advances that have in turn influenced art culture and practices in technique. In particular, this paper examines how the modern-day processes of digital art have attempted to broaden the modern-day Igbo artist’s knowledge base, and has influenced new ways of doing old things. Together these ideas have impacted modern-day art by creating a fertile landscape allowing an artist’s inquisitive tendency to take root and uniquely flourish. The aim of this paper is to analyze the various digital paintings produced by three modern-day Igbo artists (Ikenna Aghanya, Okechukwu Johnson and Chidi Onwuekwe) and in turn examine how the use of the computer, as an art tool has affected their creative process. The paper will also look at the functions of this medium as it pertains to each of the decorative paintings done by these artists.
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THE SYNERGY BETWEEN TRADITIONAL “ULI” BODY PAINTING SYMBOLS AND DIGITAL ART.ikennaaghanya
For centuries, Africa has been home to a multitude of societies with different cultural landscapes, social structures, and strongly defined aesthetic ideals. In the absence of the written word, Africa’s legacy consists of a vast mélange of complex symbols, patterns, and signs. These aesthetically abstract configurations and unique characters replaced linguistic symbols commonly used for recording the history of remarkable events, the deeds of great kings, celebrations, births and deaths, and extraordinary occurrences. Mary Nooter Robert in Inscribing Identity: The Body, suggests “symbols that replaced letters or characters represent the sounds of a language, a logographic system in which a single character represents a word” (Robert 2007:57). Therefore, Africa has contributed to the world a rich tradition of typography; from ancient Egyptian hieroglyphs, to rock inscriptions found throughout the Sahara Desert, as well as rock paintings and drawings in the Tassili Plateau of the Atlas Mountains in the Fezzan). In fact, the rich diversity of esoteric symbols throughout Africa has inspired both craftsmen and artists for centuries. They have refashioned the antiquated and unique into contemporary forms, which now appear etched on pottery, cast on bronze and precious metals, carved on wood, woven into textiles, stitched on cloth, or inscribed on the human body.
2137ad - Characters that live in Merindol and are at the center of main storiesluforfor
Kurgan is a russian expatriate that is secretly in love with Sonia Contado. Henry is a british soldier that took refuge in Merindol Colony in 2137ad. He is the lover of Sonia Contado.
7. Structure of Alliance Background Motive & Fits Of Partners Alliance Structure Recommendation Problem & Latest Situation Key Success Factors 1991 Pixar entered in to Feature Film Agreement with Walt Disney for Development and Production of three computer animated films while Disney do marketing and distribution 1995 Toy Story launched and in the market and was successful. 1997 Pixar entered into Co-production Agreement with Disney and agreed to produce five animations. Disagreement when Toy Story2 would be launched. 2004 Attempted to have a new agreement. Pixar negotiated Disney only do distribution, and Pixar would control entire products and get ownership over the films . 2006 Disney bought Pixar Merged two companies becoming Disney-Pixar
8.
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11. Background Motive & Fits Of Partners Alliance Structure Recommendation Problem & Latest Situation Key Success Factors Share core strengths to the alliance Tolerance Trust
12. vs. Background Motive & Fits Of Partners Alliance Structure Recommendation Problem & Latest Situation Key Success Factors Lessons learnt from Alliance Pixar Culture Disney Culture
13. Background Motive & Fits Of Partners Alliance Structure Recommendation Problem & Latest Situation Key Success Factors Pixar Work office is not a cubicle, but rather a habitat Main culture is egalitarianism,which emphasizes on teamwork.
14. Background Motive & Fits Of Partners Alliance Structure Recommendation Problem & Latest Situation Key Success Factors Disney Hierarchy Management Style Aim more on making the profit instead of providing the quality animation
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