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It’s not about just Disneyland….!
Walt Disney Company
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HISTORY
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1923:Disney and his brother Roy arrived in California to sell “Alice Wonderland”.
October 1923:Disney Brother Cartoon studio was founded. But in 1925 the name was changed to “Walt Disney Studio”.
1928:First time ever, the Mickey Mouse emerged as the cartoon in sound.
1932:Flowers and Trees, first full-color cartoon and first Academy Award winner.
1950:The first live action film “Treasure Island” was completed.
History
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1954:The company began television with Disneyland anthology series.
1955:The most successful series “The Mickey Mouse Club” began as well as the opening of new Disneyland Park in California.
1969:The Disney started its Educational films and materials.
1971:Walt Disney world Resort was opened with a Magic Kingdom and two hotels in Orland, Florida.
1982:Epcot Center was opened as part of Walt Disney World.
History
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1983:Tokyo Disneyland, first international Disney theme park opened in Japan.
1988:At the Walt Disney World, Floridian Beach and Caribbean Beach Resort were opened.
1990:Disney moved towards Hollywood Pictures and acquiring Wrather corp. and television station KHJ.
1991:Disney purchased The Discover magazine (the leading consumer science).
1992:The Paris Disneyland was opened in France.
History
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1993:The Disney was awarded the franchise for a National Hockey League team, The Mighty Ducks of Anatheim.
1995:The Disney Channel started operation in UK.
1996:Disney Online launches Disney.com. Radio Disney, a live 24-hour music-intensive radio network, debuts.
1998:ESPN magazine started as well as the opening of Animal Kingdom at The Disney World Resort.
2006:Disney unveiled Disney Xtreme Digital, a networking site aimed at children younger than 14 years of age.
History
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LocationDisney Resorts:1.California2.Florida3.Tokyo4.Hong Kong5.Paris
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The Walt-Disney Studios
Disney Consumer Products
• Walt-Disney Pictures• Miramax Films• Buena Vista Home
Entertainment• Disney Records• Buena Vista Records• Hollywood Records• Touchstone Pictures• Pixar Animation Studios• Disney Theatrical Group
• Disney Hard Lines• Disney Soft Lines• Disney Toys• Disney Press• Disney Publishing
Worldwide• Disney Store
Disney’s Corporate Structure
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Disney’s Corporate Structure
Media Networks Park and Resorts• ESPN• Disney/ABC Television
Group• ABC Owned Television
Stations Group• Internet Group• ABC Radio
• Disney Land Resorts• Walt Disney World
Resort• Tokyo Disney Resort• Disneyland Paris• Hong Kong
Disneyland• Disney Cruise Line• Disney Vacation Club
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Mission StatementWalt 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, inovative and profitable entertainment experiences and related products in the world."
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Proposed Mission StatementThe mission of Walt Disney company is to be one of the biggest and trusted producer of entertainment and information provider and committed to balancing environmental stewardship(to help) with its corporate innovative goals and operations by using advance technology in all brands throughout the world for individuals.
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Purposed Vision StatementWalt Disney Company
is to be one of the world's leading producers and
providers of entertainment and
information.
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The Strategy-Formulation Analytical Framework
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Input Stage
External Factor
Evaluation (EFE)
Internal Factor
Evaluation (IFE)
Competitive Profile Matrix (CPM)
EFE MatrixKey External Factors Weight Rating Weighted
ScoreOPPORTUNITIESJob opportunity 0.15 3 0.45Highly profitable for state 0.10 2 0.20Special offers for schools and tourists 0.08 4 0.32People get freshness on demand movie 0.04 1 0.04Sale of Hit Dramas DVDs 0.03 2 0.06Increase media network 0.10 3 0.30Threats Change in technology 0.12 4 0.48Unaffordable for middle and lower class 0.05 3 0.15Economic recession 0.10 3 0.30Stop physical growth of children 0.07 2 0.14Success in not predictable 0.08 1 0.08Security threat due to terrorism 0.08 2 0.16TOTAL 1.00 2.81 20National Textile University05/01/2023
IFE MatrixKey Internal Factors Weight Rating Weighted
ScoreStrengthBest entertainment place in the world 0.08 4 0.32Strong diversification 0.15 3 0.45Good image (Goodwill) 0.09 4 0.36Innovation (puppets to digital media) 0.15 4 0.60Get easy feedback through social network 0.08 3 0.24Acquire popular teams of different leagues. 0.05 3 0.15Target niche market 0.05 3 0.15Weakness Costly to visit 0.05 1 0.05Huge investment with high risk factor 0.10 2 0.20Specific target market 0.05 2 0.10More costly R & D 0.05 1 0.05Negative impact on children’s mind 0.10 1 0.10TOTAL 1.00 2.77
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Competitive Profile Matrix (CPM)
Disney Time Warner CBSCritical Success Factors
Weight Rate Weighted Score Rate Weighted
Score Rate Weighted Score
Advertisement 0.20 4 0.80 3 0.60 3 0.60
Management 0.18 3 0.54 4 0.72 3 0.54
Market Share 0.10 3 0.30 2 0.20 1 0.10
Global Expansion 0.08 3 0.24 2 0.16 1 0.08
Financial Position 0.10 2 0.20 3 0.30 1 0.10
Product Quality 0.15 4 0.60 3 0.45 2 0.30
Price Competition 0.07 2 0.14 3 0.21 2 0.14
Revenue 0.12 3 0.36 4 0.48 2 0.24
TOTAL 1.00 3.18 3.12 2.1022National Textile University05/01/2023
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Matching Stage
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Matching Stage
SWOT Matrix
SPACE Matrix
BCG Matrix
IE Matrix
Grand Strategy Matrix
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Strength – S1. Best entertainment place in
the world.2. Strong diversification.3. Good image in the mind of the
people. (Goodwill)4. Innovation (puppets to digital
media)5. Get easy feedback through
social network. (Disney Xtreme Digital).
6. Acquire popular teams of different leagues.
7. Target niche market.
Weakness – W1. Specific target market.2. Costly to visit Disney
Parks and Resorts.3. Huge investment with
high risk factor. (forecasting based)
4. More costly Research and Development.
5. Negative impact on children’s mind.
Opportunities – O1. Job opportunity.2. Highly profitable for state.3. Special offers for schools
and tourists.4. People get freshness on
demand movie.5. Sale of Hit Dramas DVDs.6. Increase media network.
SO StrategiesS1, S3 + O1, O2 =
Market development
WO StrategiesW1 + O2, O6 =
Product Development
Threats – T1. Change in technology.2. Unaffordable for middle
and lower class.3. Economic recession4. Stop physical growth of
children.5. Success in not
predictable.6. Security threat due to
terrorism.
ST Strategies
S2, S4 + T1, T2, T3 =
Batter ManagementThrough cover the
cost
WT Strategies
W3, W4 + T1, T5 =
Focus on R & D
SWOT Matrix
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SPACE MatrixInternal Position External Position
Financial Strength Rating Environmental Stability
Rating
Liquidity 6 Technological Change -5Working Capital 3 Security Threat -3Earning Per Share 5 Economic Recession -2Return On Investment 4 Competitive Pressure -5Cash Flow 4 Change in Demand -6
Total 22 Total -21Competitive Advantage
Rating Industrial Stability Rating
Market Share -1 Financial Stability 6Product Quality -2 Market Growth 5Customer Loyalty -3 Utilization of Resources 5Diversification -2 Increase media network 3
Total -8 Total 19 26National Textile University05/01/2023
Calculation:SPACE Matrix
2.4521
components ofNumber ES of Sum
4.4522
components ofNumber FS of Sum
ES
ES
FS
FS
X Axis = CA + ISX Axis = -2 + 4.75X Axis = +2.75
Y Axis = FS + ESY Axis = 4.4 + (-4.2)Y Axis = +0.2
75.44
19components ofNumber
IS of Sum
248
components ofNumber CA of Sum
IS
IS
CA
CA
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ISCA
FS
ES
(+2.75 , +0.2)
AggresiveConservative
Defensive competitive
StrategiesMarket DevelopmentMarket PenetrationProduct DevelopmentForward IntegrationBackward IntegrationHorizontal IntegrationRelated DiversificationUnrelated Diversification
SPACE Matrix
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BCG Matrix
Park & Resort
Relative market shareHigh Medium low1.0 0.5 0.0
Mar
ket
gro
wth
rat
e
High +20
Medium 0
Low -20
Media Network
Parks & ResortsStudio Entertainment
Consumer Products
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Strong Average Weak 3.0 to 4.0 3 2.0 to 2.99 2 1.0 to 1.99
1
IFE Total weighted score (2.77)
EFE
Tota
l Wei
ghte
d sc
ore
(2.8
1)
4 High3.0 to 3.99
3
Medium2.0 to 2.99 2 Low1.0 to 1.99
1
IE Matrix
Hold and Maintain
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StrongCompetitive Position
WeakCompetitive Position
Slow Market Growth
Rapid Market Growth
Quadrant 1Quadrant 2
Quadrant 3 Quadrant 4
StrategiesMarket DevelopmentMarket PenetrationProduct DevelopmentForward IntegrationBackward IntegrationHorizontal IntegrationRelated DiversificationUnrelated Diversification
Grand Strategy Matrix
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Decision Stage
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• QSPM MatrixDecision Stage
QSPM Matrix(Quantitative Strategic Planning
Matrix) R & D Market Development
Key Factors Weight
AS TAS AS TAS
OpportunitiesJob opportunity 0.15 4 0.60 3 0.45Highly profitable for state 0.10 4 0.40 3 0.30Special offers for schools and tourists 0.08 3 0.24 2 0.16People get freshness on demand movie 0.04 --- --- --- ---Sale of Hit Dramas DVDs 0.03 --- --- --- ---Increase media network 0.10 2 0.20 1 0.10ThreatsChange in technology 0.12 4 0.48 3 0.36Unaffordable for middle and lower class 0.05 3 0.15 2 0.10Economic recession 0.10 2 0.20 3 0.30Stop physical growth of children 0.07 --- --- --- ---Success in not predictable 0.08 2 0.16 1 0.08Security threat due to terrorism 0.08 2 0.16 1 0.08TOTAL 1.00 2.59 1.93
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QSPM Matrix(Quantitative Strategic Planning Matrix) R & D Market
Development
Key Factors Weight AS TAS AS TASStrengthBest entertainment place in the world 0.08 3 0.24 2 0.16Strong diversification 0.15 --- --- --- ---Good image (Goodwill) 0.09 4 0.36 3 0.27Innovation (puppets to digital media) 0.15 3 0.45 2 0.30Get easy feedback through social network 0.08 --- --- --- ---Acquire popular teams of different leagues. 0.05 --- --- --- ---Target niche market 0.05 4 0.20 3 0.15WeaknessCostly to visit 0.05 --- --- --- ---Huge investment with high risk factor 0.10 2 0.20 1 0.10Specific target market 0.05 1 0.05 2 0.10More costly R & D 0.05 1 0.05 2 0.10Negative impact on children’s mind 0.10 --- --- --- ---TOTAL 1.00 1.55 1.18GRAND TOTAL 4.14 3.11
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Strategy we adopt is:
Research and Development
Recommendation
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ANY QUESTION??????????