Disney poor performance in different global markets And marketing strategies to increase Disney’s Profitability In the global market HASNAA Zine El Abidine TEXAS A&M University of Commerce Table of Contents Introduction 3 Factors that contributed to Eurodisney’s poor performance during the first year of operation 4 Factors contributing to Hong Kong Disney’s poor performance during its first year 4 Foreseeable and controllable factors by Eurodisney, Hong Kong Disney and the parent company 5 The role of Ethnocentrism in the story of Eurodisney’s launch 6 Assessing the cross cultural marketing skills of Disney 7 Why did success in Tokyo predispose Disney management to be too optimistic in their expectations of success? 7 Even the experience in France, Disney did not avoid some of the problems in Hong Kong 8 Will the Shanghai development benefit from the Hong Kong experience 8 Where should Disney go next? 9 The operational implications of the Eurodisney and Hong Kong Disney on the new park 9 Marketing strategies that will help Disney improve their profitability in the global market 10 References 10 Introduction Disney recognized that many people do not have the opportunity to travel to the U.S. to visit Walt Disney World or Disneyland. As a result, Disney developed theme parks around the globe to capture the market, adapting them to local cultures. They include Disneyland Paris, Tokyo Disney, and Hong Kong Disneyland.
Disney is best known for the films produced by Walt Disney Studios. It also owns and operates the ABC broadcast television network, cable television networks such as Disney Channel, ESPN, A+E Networks and ABC Family. The company also owns 14 theme parks around the world. Disney’s strategy for success is horizontal diversification and vertical integration. Under horizontal diversification, it tends to simultaneously own two or more units that utilize a similar set of resources.
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.
It appears as if Mr. Miller has a limited number of options available. He can either fight the takeover attempt to eradicate Mr. Steinberg’s efforts, or he can repurchase the shares that Mr. Steinberg currently owns. Walt Disney Productions and Mr. Miller must find the most optimal solution to the aforementioned issue, as well as an effective way to resolve the myriad of secondary issues that the Company is facing. At a high level, Disney’s performance is troubling. Using Exhibit 5 as a starting point for our analysis, we completed a DuPont analysis.
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. Simply put, the company was making a great deal of money from its parks. However, the Tokyo park was franchised to others—and Disney management felt that it had given up too much profit with this arrangement. This would not be the case at Euro Disneyland. The company’s share of the venture was to be 49 per cent for which it would put up $160 million.
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.
It has strong portfolio of brands in entertainment business. Strong brand image helps the company attract consumers to its entertainment products. The company also has the option to leverage its strong brand image to enter new businesses. Intense competition, however, could lead to pricing pressures, which may negatively impact the company's margins. Page 1 of 2 Walt Disney SWOT Analysis Strengths, Weaknesses, Opportunities and Threats (SWOT) Location of Factor Favorable TYPE OF FACTOR Unfavorable Internal Strengths Broad product portfolio Strong brand image Strong cable and satellite networks Weaknesses Weak performance of studio entertainment Negative opinion for Hong Kong Disneyland resort External Opportunities International markets Expansion of cruise business New attractions Threats Intense competition Piracy Regulatory risks Page 2 of 2
Walt Disney World Company is an international media and entertainment conglomerate. Disney has integrated itself within global culture as a premiere theme park and resort service. Its high quality of standards, unsurpassed customer service, and originality make it like nowhere else in the world. The Walt Disney World Company manages 5 theme park and resorts around the world. Having two based in North America, and with the other 3 based in Europe and Asia.
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.
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%.