Despite being a leader in entertainment with a strong managerial structure and traditional roots the organization needs to take into account the technological era and need for innovation in service. The report is concluded with the situation of the Shanghai upcoming Disney park in a search for solutions over a possible cannibalization effect on the Hong Kong Disneyland. Table of Contents Executive Summary 2 Background: Introduction to Disney History 3 Issue Statement: The Global “Disneyfication” 5 Analysis of the Problem: Disney Parks around the World 6 Tokyo Disneyland 6 Euro Disney or Disneyland Paris 7 Hong Kong Disneyland 8 Alternative Analysis and Selection Criteria 9 Recommendations 11 Action and Implementation Plan 12 References 13 Appendices 15 List of Tables and Figures Figure 1 David, F., 2011, Strategic Management, The Walt Disney Company Internal Report 5 Figure 2 Public Data,2013. “Theme Park Revenues: By Park” Curated by Pro-Forma Advisors 11 Table 1 Countries with the largest shares of FDI inflows 12
Comparison between Disney and DreamWorks Studios | July 24 2013 | [ | Group Project | Table of Contents List of Tables and Figures 2 Executive Summary 3 Introduction 4 Industry overview 4 Operating strategies 5 Disney Studio 5 Mission statement 5 Company’s overview 5 DreamWorks Studio 6 Mission statement 6 Company’s Overview 7 Disney and DreamWorks Strategic Comparison 7 Business and Investment 8 Disney 8 DreamWorks 11 Financial Strategies 12 Investor Analysis for DreamWorks’ Studio 14 Ratio Comparison with Selected Competitor (Exhibit 1) 15 Competition 15 Selected Competitor 16 Investor Analysis for Disney’s Studio 16 Comparison between Stock Options (Stock-Based Compensation), Restricted Stocks and Stock Appreciated rights (Can we make it Shorter?) 17 Conclusion 17 Works Cited 18 Appendixes 19 Appendix A: Industry Definitions 19 Appendix B: Porter’s 5 forces 20 Appendix C: Disney operation Timeline 0 Appendix D: DreamWorks Operation Timeline 1 List of Tables and Figures Table 1 - Three-year Ratio computation and comparison DreamWorks and Disney’s Studio 13 Executive Summary (Jia?) Introduction In this paper a comparative analysis between DreamWorks and Disney studios is made. Those two firms are both international and multi-branches. Analysis is falling into three parts, operating strategies, bank and investors, financial operation with a particular emphasis on Disney.
Chase’s Strategy for Syndicating the Hong Kong Disneyland Loan Team 1 Background Hong Kong International Theme Parks Limited, an entity jointly owned by The Walt Disney Company and the Hong Kong government, awarded Chase Manhattan Bank the mandate to lead a HK$3.3 billion bank financing for the construction of the HK$14 billion Hong Kong Disneyland theme park and resort complex. Disney chose Chase from among 17 major banks invited to bid on the deal because of its global leadership in syndicated finance and its firm commitment to underwrite the full loan amount. Given this commitment, Chase was responsible for raising the funds regardless of how the bank market reacted to the deal. Although Chase’s Global Syndicated Finance Group was headquartered in New York, its Hong Kong office was responsible for executing the deal. The deal team, including Managing Directors Matt Harris and Charles Pelham, Vice President Jose Cortes, Senior Associate Vivek Chandiramani, for participation levels and credit quality, and the sponsors’ desire for a rapid closing with a supportive bank group.
In addition, as Interbrew attempts to solidify a concrete plan of action for the future developments of their global branding, a number of important inter-related issues will need to be addressed. Alternative Solutions 1 – Status Quo 2 – Launching Single Ad Campaign 3 – Stella Artois on the Web Recommended Solution Primary Problem The primary problem for Interbrew is to ensure the continued success that was achieved in the global branding of their flagship brand, Stella Artois, during the years 1998-2000 in both growing and mature markets. Interbrew has already begun to create the foundation of key components for the future long-range plan during 2000-2002. In addition, as Interbrew
American Colonial Heritage (ACH): Business Opportunities in High Potential Developing Countries Memo 3rd November 2006 TO: David Sullivan - Vice President, Sales FROM: Alexandra Jones SUBJECT: Report on How to meet the U.S. Government contract Enclosed herewith is the analysis of different possibilities to meet the U.S Government contract for American style office furniture. The report analyses three different international markets for expansion as opposed to each other and the interests of ACH. Executive Summary American Colonial Heritage, a renowned furniture manufacturer, has the opportunity of supplying American style furniture to the U.S. Government. Even though this proposition has the potential to increase sales and exposure considerably, there are apprehensions if ACH can fulfil the given requirements. The drawbacks identified are unavailability of spare capacity and facilities.
Case overview: Walt Disney Productions Inc., or “the Company,” is a “diversified international company engaged in family entertainment and community development,” serving customers through a variety of mediums. The Company utilizes four business segments to reach its customers and generate revenue. Walt Disney Productions competes in the following four segments: theme parks, films, consumer products, and real estate development. The Company, led by president and chief executive officer, Ron Miller, is facing a takeover attempt by Saul Steinberg, a notorious greenmailer. It appears as if Mr. Miller has a limited number of options available.
International Marketing Case study: Disney in France 6/5/2015 0|Page Table of Contents I. Introduction .......................................................................................................................................... 2 II. Case discussion questions ..................................................................................................................... 2 What assumption did Disney make about the tastes and preferences of France customers? Which of these assumptions were correct? Which not?
They have expanded its markets to include more “adult” segments (ABC, ESPN, Hulu, Miramax Film) in addition to their “children’s” brands (Disneyland, Disney Store). Mission Statement Disney’s mission statement is as follows: “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." Since Disney already is one of the world’s leading producers and providers of entertainment and information with revenues in 2012 of $42.3 billion, they could update their mission statement to say that they strive to be the leader of entertainment and information. They also seem to discuss more about the entertainment side of the business so the information side should be discussed in the statement more as well.
There were many ways to hedge that were considered by Anderson, such as options, futures, forwards, and swaps. Anderson was also pondering on a hedging method by issuing ten-year ECU Eurobonds with a sinking fund that would then be swapped into a yen liability. The Walt Disney Company provides an array of diversified products and services. They include operating recreational and entertainment complexes, producing motion pictures and television programs, controlling real estates and hotels, and selling consumer products. The company was founded in 1938 succeeding Walt Disney’s animated cartoon features such as Mickey Mouse and Donald Duck.
In 1955 opened the first California Disney theme park, Disneyland. Disney continued its rise in popularity, and survived even the death of its founder in 1966. His brother Roy took over supervision at that time, and then was succeeded by an executive team in 1971. In 1983, Disney went international with the opening of Tokyo Disneyland. In the past few decades, Disney has moved into a wider market, beginning The Disney Channel on cable and establishing subdivisions such as Touchstone Pictures to produce films other than the usual family-oriented fare, gaining a firmer footing on a broader range.