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Walt Disney Company Outline of Presentation ● About the Company ● Analyses ○ Scope and Reach ○ Value Chain ○ Vission and Mission Statements ○ SWOT ● Business Model Canvas ● Financial Overview ● Resources and Capabilities ● Strategy Map ● Recommendations ● References ○ ● Tangible, Intangible, and Capabilities Environments ○ Macroenvironment Walt Disney Company ● Classified as a media and entertainment company ● Operations in ○ North America ○ Europe ○ Asia Pacific ○ Latin America ○ Africa Business Segments 1. Media Networks Vision and Mission Statement Mission: "The mission of The Walt 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, innovative and profitable entertainment experiences and related products in the world." Vision: “Disney’s leadership team manages the world’s largest media company and are the visionaries behind some of the most respected and beloved brands around the globe. Their strategic direction for The Walt Disney Company focuses on generating the best creative content possible, fostering innovation and utilizing the latest technology, while expanding into new markets around the world.” Disney’s Business Model Canvas Resources and Capabilities Resources Tangible Assets Capabilities Physical Resources Innovation Capabilities Financial Resources Storytelling Capabilities Technological Resources Imagineers’ Capabilities Intangible Assets PR Capabilities Reputation Resources Innovative Resources Human Resources Macroenvironment Political factors - taxation policies in different countries, unstable political climate Economic factors - unstable currencies in certain countries, U.S. economic crises trickled down onto other countries which reduced 2016 revenue by 4% Socioeconomic factors - changing buyer preferences and cultural differences in consumer market internationally; changing age and population distribution in the U.S. Technological factors - evolving modern technology increases efficiency for info systems in theme parks and resorts, new technology such as virtual reality can enhance customer experience and elevate quality of film production Environmental factors - environmental regulations; natural disasters, weather climate can affect park attendance rates; Disney reduces emissions through the use of biodiesel to promote clean renewable energy and minimizes waste by recycling Legal factors - FCC regulations for cable networks, labor laws in different countries; health and safety regulations for employees Driving Forces Changes in technology/ease of access - more homes with more bandwidth means a healthy increase in customers/viewers - boost profits Fragmentation - more media networks are continuously being split up = less viewer time per channel squeeze profits, competition more intense Cost to create content is falling - many people subscribe to/consume nonprofessional media via social networks - squeeze profits, more difficult to attract/retain viewers New revenue models - trends are moving away from subscription based models and towards adsupported models - boost/squeeze Recommended actions: - Expand current business with companies such as Netflix and Hulu to make accessing media networks more accessible which would support the more popular ad-supported models - Could create it’s own streaming site/app with its current Disney films and shows Corporate Business Strategy Cross-Promote brands across different business units Example: Marvel movie -> TV Show -> Products -> Rides Specific Business Strategies 1) Coming out with high-profile movies in the 2016-17 - Many already with brand recognition (Marvel, Pirates) 1) Acquire companies with high-brand recognition in place - Marvel, Pixar, Lucasfilm 1) Owns a large portion of media networks that relate to a wide range audience - ABC, Lifetime, ESPN 1) Disney holds employees to a higher standardattention to detail - Uniforms, keeping in character, talking to guests Broad Business Strategies Broad Differentiation: - appeal to a broad spectrum of users Media: Channels for every person - ABC, Disney, ESPN Parks: Different from other theme parks because it is an experience that you are immersed in Verses if you go to Knotts/Six Flags, the focus is just going on rides Focused Differentiation: Media: bought specific channels to appeal to specific niches - bought ESPN to appeal to older male market because they were not capturing that audience in their parks Value Chain Analysis Primary Activities Supply Chain Casting actors, directors, producers for films and shows Equity ownership interest in cable networks and TV stations Establishing venue for park and resort; construction of infrastructure;, equipment for rides; contracts with restaurants Operations Production of television programming. Filming TV shows, graphing animation; set up venues for production set Ride operation, maintenance of equipment and theme park; food and beverage handling Distribution Sales and Marketing Broadcasting films and distribution of programming domestically and internationally Advertising revenue annual theme park pass packages, singleday admission tickets, “park hopper” admission for several Disney theme parks at single venue Advertising in Disney-branded consumer products; Theme parks decorations Commercials, films, animation Services Video on demand services; Multichannel video channel distributor subscription; customer support Maintenance and repair for rides; theme park customer center Value Chain Analysis Support Activities Procurement: acquiring raw materials, strengthening relationships while reducing amount of suppliers Technology: constantly evolving modern technology applicable to film and television programming and theme park rides that would excel and improve customer experience. Activity sharing and support throughout value chain (E.g. Central Imagineering Division creates special effects for films, then matching characters, attractions, and products for theme parks, retail stores, and catalogs) Human Resources: one of the best-trained employees in the industry; established corporate culture. Disney University provides consistent training for employees across the company Administration: acquisition of cable networks, BAMtech, UTV; expansion of parks and resorts, extension of broadcasting capacity and distribution, equity investments in cable networks and theme parks such as Euro Disney. SWOT Analysis Strengths large market share with vast cable network. spans many countries worldwide - has 123 million subscribers around the world High revenues and margins in relation to competitors Weaknesses Too dependent on single region (North America accounts for 77% revenues) this makes Disney vulnerable to regulations in this area High liabilities - 3 billion in unpaid pensions Opportunities Online videos via streaming and social media Gaming industry with key brands (Marvel and Lucasfilm) Increase in internet development and technology capabilities Threats Piracy can drastically reduce revenue from movies/dvd’s etc Competitors - consumers/advertisers catering to same markets in media channels Streaming websites (netflix, amazon) offering a broad range of content that would replace paying for cable Key Competitors Media and Studio Industry - Competitors compete for advertising revenue, viewers, and broadcasting channels FOX, Viacom, CBS, Time Warner Parks and Resorts - Competitors compete for ticket sales, featured attractions, and theme park attendees Universal Studios, Six Flags, Knott’s Berry Farm (Cedar Fair) Strategy Map Benchmarking Disney’s generates the highest revenue from its media sector. Compared to its major competitors in the industry, Disney continues to generate more revenue. Disney Time Warner Viacom FOX CBS Industry Avg Revenue $9.2 billion $4.1 billion $1.2 billion $3.0 billion $536 million $20.6 billion Market Capitalization $163.3 billion $77.3 billion $14 million $50.1 billion $25.8 billion $5.7 billion Dividend Yield 1.4% 1.6% 2.0% 1.3% 1.1% 1.2% Financial Information Operating Profit Margin 26% ROA 10.6% Working Capital $124 million Current Ratio 1.01 Long term debt to capital ratio 33.8% P/E 18.25 Recommendations Increase presence in emerging economies - Implement learning and aid services in order to build brand recognition where it does not exist and increase it where it does Purchase more shares in broadcasting networks in Disney’s developing markets Ex. Disney purchase of UTV in India Aggressively attack piracy, lobby for stricter anti-piracy laws. Recommendations As streaming media services become more popular Disney needs to continue to expand on this market. Currently, Disney has investments in Hulu and agreements with Netflix to license Disney media. In order to capitalize on this market Disney should, - Expand DisneyLife outside Europe - Increase investment in Hulu to majority share to capture an extra $2.4 billion in Revenue - Push Hulu to foreign markets (outside US and Japan) Recommendations Problem: Disney Needs to Capture Foreign Markets Recommendations Need to capture foreign market Too expensive to build infrastructure Face government regulations Solution: Build more Disney Cruise ships that travel internationally Australia, New Zealand South America- Argentina, Brazil, Chile Asia- Bali, Singapore, South Korea, Japan, China Theme parks in Japan and China (Shanghai and Conclusion Disney is a very successful company with highly effective business strategies in place In order to continue this Disney should: Optimize streaming services to keep up with current trends Expand Disney Cruise Line Reduce Operating Costs Resources https://disneycruise.disney.go.com/?sourcecode=16102&CMP=KNC-FY17_DCL_TRA_DOM_ExPh%7CBR%7CG%7C4173700.CL.AM.01.04&keyword_id=kwd115584122%7Cdc%7Cdisney%20cruise%20ships%7C176269114272%7Ce%7C5050:3%7C&s_kwcid=AL!5050!3!176269114272!e!!!!disney%20cruise%20 ships&ef_id=WUwYVwAAAeSbA-xq:20170622191951:s https://www.statista.com/statistics/193263/revenue-of-the-walt-disney-company-in-different-regions/ http://time.com/4186137/netflix-hours-per-day/ https://disneylife.com/ http://www.bizcommunity.com/InBrief/196/23/12017.html https://thewaltdisneycompany.com/philanthropy/ http://www.citi.columbia.edu/B8210/read28a/disney.pdf https://ditm-twdc-us.storage.googleapis.com/2016-Annual-Report.pdf http://www.morningstar.com/stocks/XNYS/DIS/quote.html
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Business strategy
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3. Compelling factor
4. Question One
5. Question Two


Business strategy
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