Disney imprints were responsible for $37.5 billion in retail sales last year, magazine License! Global reports, more than triple the output of second-place Iconix Brand Group Today, we”ll look at Walt Disney Co. (NYSE:DIS). You know it’s a diversified entertaiment conglomerate, but how diversified is it? The company’s Media Networks segment includes TV production and networks (including ABC and ESPN); 46 owned radio stations; and Disney-branded Internet Web site businesses, as well as Club Penguin. The Parks and Resorts segment owns and operates … well, you know.
Ten years later, what set Virgin apart was its reputation for giving customers what they wanted at prices they could afford, pioneering new concepts in service and entertainment and restoring a sense of pleasure and excitement to long-distance travel? The main challenge the airline faced as it celebrated its 10th anniversary was to foster throughout the 1990s. What sort of airline should it be? How could it achieve that goal? How could it remain profitable?
The $4.4 billion project was to be located on 5,000 acres in Seine-et-Marne 20 miles east of Paris. And the city seemed to be an excellent location; there were 17 million people within a two-hour drive of Euro Disneyland, 41 million within a four-hour drive, and 109 million within six hours of the park. This included people from seven countries: France, Switzerland, Germany, Luxembourg, the Netherlands, Belgium, and Britain. Disney officials were optimistic about the project. Their US parks, Disneyland and Disneyworld, were extremely success- ful, and Tokyo Disneyland was so popular that on some days it could not accommodate the large number of visitors.
Paris was chosen for the location of EuroDisney over 200 other sites because the French government had offered incentives to the company, along with the demographic data available showing Paris to be Europe’s most visited city by tourists. Tourists were braving the cold and wind in Tokyo to visit Disneyland, so the climate of northern France did not trouble the company when choosing this site. During the first year, the Walt Disney Company believed the park would draw 11 million tourists and generate $100 million, but by 1994 Disney had only had 9.2 million visitors in two years and had lost more than $900 million. European tourists were taking advantage of battling transatlantic air carriers and were choosing to go to Disneyworld in Orlando, because it was cheaper than EuroDisney and the location promised better weather and Florida beaches. Disney had believed that if they built a large, glamorous park in the style of American parks, the European tourists would flock to it to get their slice of American culture.
Previously I have involved in real estate and tourism industry. I really enjoyed those professions. Probably when I successfully complete this program, I might go back to one of those professions. This assessment gave me a chance to identify my qualities and abilities and it developed my confidence to deal different situations in changing environment of business field. I expect to go everything very smooth and simple in my life.
Having two based in North America, and with the other 3 based in Europe and Asia. Having been ranked in the top 100 public companies in the world according (Forbes.com, 2014) Disney is seen as having anything but financial difficulty. That however is not the case for one of its prestigious theme parks. Since opening in 1992, Euro Disney, or currently recognized as Disneyland Paris, has become one of the largest tourist attractions in all of Europe. Though touted as one, if not the happiest places on earth, financially it is not much but a mirage.
The remodeling of the airline has created a more pleasant atmosphere for the customers. They have specifically targeted business travelers. Southwest’s policy allowing customers to change flights without penalty appealed to customers. But what really made Southwest stand out to both customers were its frequent flights serving a ton of cities at convenient times and low prices. Though
Live Nation has a growth strategy that has attracted the biggest entertainment stars. They offer all the services needed by entertainers and can include all the services into one contract. This all-in one style of various services can benefit from this and not have to search for individual companies to handle different business opportunities. For an everyday life situation, this could be just like going to get car insurance and eventually get offered life insurance, home owners insurance, financial consulting, and many more services from the same company. People love good service, convenience, and saving money.
For even though planning is a priority with every new adventure there is risk. As well as Disney has done over the decades, the risk of plans failing is still as imminent as the first Mickey Mouse cartoon. With the long term success of the organization, the Disney Company has not waived from the direction of innovative planning. The Walt Disney strategic plan that was ingenuity for their company established an increase in their weak earnings per share (EPS). The increase was $0.83 per share or 32%.
Regardless, through constant clear communication and innovative imagination, solutions present themselves as if from magic. One such issue is that competitors have found the Disney formula and are taking a swing at the king. Disney must maintain its advantage by critically observing its day to day activities, as well as, the external forces that may affect the future of the company. By using a SWOT analysis Disney Parks can assess both the positive and negative aspects of the organization. All in an effort to develop solutions and ideas to maintain its spot at the top in the theme park industry.