...overt control of market outcomes. The appropriate degree of governmental involvement for antitrust policy remains a contentious issue. Laissez faire and interventionist economic theories have competed for influence in antitrust decision making ever since the enactment of the Sherman Act of 1890. Antitrust laws were adopted by Congress to outlaw or restrict business practices considered to be monopolizing or which restrain interstate commerce. The Sherman Antitrust Act of 1890 declared every contract, combination or conspiracy in restraint of trade or commerce between states of foreign countries to be illegal. Clayton Antitrust Act of 1914, was amended by the Robinson-Patman Act of 1936, prohibits discrimination among customers through pricing and disallows mergers, acquisitions or takeovers of one firm by another if the effect will substantially lessen competition. The Antitrust Division of the United States Department of Justice enforces for the federal government, but private lawsuits to halt antitrust activities have become popular, particularly since attorneys fees are awarded to the winning party. This act is seen to be a legal specialty that has kept a few industries honest. The world’s largest media company and Microsoft, the biggest software maker, have squared off on several fronts in recent years. New York-based AOL Time Warner sued Redmond, Washington based Microsoft in January 2002. The lawsuit alleged that Microsoft used anticompetitive practices to ensure that its...
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...report which analyzes Disney's business environment and strategy. 1. What external forces and industry conditions have had an impact on Disney's performance over the years? 2. How did the internal organization and culture at Disney influence its performance? 3. How has Disney strategically responded to its competitive environment and internal capabilities? You have been asked to present a five-minute overview of the root causes of Disney's governance issues. The content of this brief presentation should achieve the following goals. 4. Identify the causes and consequences of the Board of Directors' ineffectiveness. 5. Highlight other governance weaknesses that have made Disney vulnerable to managerial opportunism. To be prepared for the ensuing discussion, you'll also need to be familiar with the following items. 6. How have governance mechanisms at Disney been used in the past, and what was their effect? 7. What unprecedented maneuvers were made by Disney stakeholders to overcome internal governance weaknesses? During the discussion, you should be able to demonstrate an insightful look at Disney's situation, make recommendations for establishing effective governance practices, and support the need for governance mechanisms despite the appearance of performance success. STRATEGIC MANAGEMENT INPUTS AND ACTIONS 1. What external forces and industry conditions have had an impact on Disney's performance over the years?...
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...prepare a background report which analyzes Disney's business environment and strategy. 1. What external forces and industry conditions have had an impact on Disney's performance over the years? 2. How did the internal organization and culture at Disney influence its performance? 3. How has Disney strategically responded to its competitive environment and internal capabilities? You have been asked to present a five-minute overview of the root causes of Disney's governance issues. The content of this brief presentation should achieve the following goals. 4. Identify the causes and consequences of the Board of Directors' ineffectiveness. 5. Highlight other governance weaknesses that have made Disney vulnerable to managerial opportunism. To be prepared for the ensuing discussion, you'll also need to be familiar with the following items. 6. How have governance mechanisms at Disney been used in the past, and what was their effect? 7. What unprecedented maneuvers were made by Disney stakeholders to overcome internal governance weaknesses? During the discussion, you should be able to demonstrate an insightful look at Disney's situation, make recommendations for establishing effective governance practices, and support the need for governance mechanisms despite the appearance of performance success. STRATEGIC MANAGEMENT INPUTS AND ACTIONS 1. What external forces and industry conditions have had an impact on Disney's performance over the years? The prevalence of television...
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...background report which analyzes Disney's business environment and strategy. 1. What external forces and industry conditions have had an impact on Disney's performance over the years? 2. How did the internal organization and culture at Disney influence its performance? 3. How has Disney strategically responded to its competitive environment and internal capabilities? You have been asked to present a five-minute overview of the root causes of Disney's governance issues. The content of this brief presentation should achieve the following goals. 4. Identify the causes and consequences of the Board of Directors' ineffectiveness. 5. Highlight other governance weaknesses that have made Disney vulnerable to managerial opportunism. To be prepared for the ensuing discussion, you'll also need to be familiar with the following items. 6. How have governance mechanisms at Disney been used in the past, and what was their effect? 7. What unprecedented maneuvers were made by Disney stakeholders to overcome internal governance weaknesses? During the discussion, you should be able to demonstrate an insightful look at Disney's situation, make recommendations for establishing effective governance practices, and support the need for governance mechanisms despite the appearance of performance success. STRATEGIC MANAGEMENT INPUTS AND ACTIONS 1. What external forces and industry conditions have had an impact on Disney's performance over the years? The...
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...president and chief financial officer, to discuss Disney's prospects for the new year. These men were still basking in the glow generated by another record revenue- and profit-breaking year in Disney's history. Disney's businesses were performing at an unprecedented level, and confidence was high. The problem facing the trio who had engineered Disney's turnaround was how to maintain Disney's explosive growth rate and its return-on-investment goal of increasing earnings per share by 20 percent over any five-year period to achieve a 20 percent annual return on equity. Paradoxically, the very success of their strategy, which had originated to protect an underperforming Disney from the rampages of corporate raiders and the threat of takeover, was causing the opposite problem: how to maintain the company's explosive growth in a business environment where attractive opportunities for expansion were becoming increasingly scarce. The men were reflecting on how to develop a five-year plan that would cement the strategy that had led to their present enviable situation and make the 1990s the "Disney Decade." This case is intended to be used as a basis for class discussion rather than as an illustration of either effective or ineffective handling of the situation. This case was prepared by Gareth R. Jones,Texas A & Μ University. © Gareth R.Jones, 1990,1996. 1997. C364 DISNEY BEFORE EISNER When Walt Disney died in 1966, he left a company that was experiencing record...
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...of India shows an attractive prospect to Disney in terms of economic and technological development, the diversification of culture, and the acceptance of Disney products and services. Introduction: India with its rich and various cultural heritages is now on one of the top industrialized nations in the world. India being the seventh largest country in the world with the coverage area of 32,87,263 sq.km (Indian government, 2010 a). India is divided into 27 states and 7 union territories (Indian government, 2010 b). According to WHO (2011), the total population of India was 1,151,751,000 approximately. The Walt Disney Company was founded in 1923 by Walt Disney and the first Disney theme park was opened in California in the year 1955, ever since Disney theme park has expanded to encompass Disney Cruise Line, eight Disney Vacation Club reports, Adventures by Disney, and four more resort locations. This report will analyze the profitable venture of The Walt Disney Company to India through PESTEL, SWOT and further on this report will use Porters’ 5F and self-referencing criteria as a tool to analyze the possibility of achieving success in the Indian market and will discuss in the discussion section. Finally it will give a conclusion at the end. PESTEL Analysis Political Analysis Since the independence of India in 1947, India has generally...
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...Legalization of Marijuana Derane Walton English 215 June 11, 2013 Victoria Stewart Legalization of Marijuana Can there be a show of hands how many people here have ever smoked Cannabis sativa, commonly known as marijuana? Well obviously no one would want to admit to a criminal activity in front of their teacher, but why is it that smoking pot is so taboo in our society? After all numerous famous intellectuals support marijuana. Al Gore is considered by many to be the leading figure in climate change awareness and environmental preservation, but few people know that Al Gore also supports the legalization of marijuana. The famed German philosopher Freidrich Nietzche once said, if one seeks relief from unbearable pressure one is to eat hashish. The founding father of our nation George Washington, said, “Make the most of the Indian hemp seed, and sow it everywhere”! (Stack exchange, 2013) Marijuana is one of the safest medicinal substances on the planet and is supported by many acclaimed celebrity role models. Famous Hollywood actor Johnny Depp says, I’m not a big pothead or anything like that but weed is much, much less dangerous than alcohol. Other well known supporters of marijuana include Snoop Dogg, all of the Marley family, Niel Young, Willie Nelson, Michael Phelps, Chris Farley, Al Gore, Andrew Jackson, Abraham Lincoln, Nietzche, Barack Obama, John Adams, James Madison, JFK, and of course myself. A total of 11 United States presidents grew, smoked, or supported the...
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...CASE STUDY I.2 Manchester United: still trying to establish a global brand Manchester United (abbreviated as ManUtd, www.manutd.com) has developed into one of the most famous and financially successful football clubs in the world, being recognized in virtually every country, even those with little interest in the sport. Real Madrid has displaced ManUtd from the pole position in Deloitte’s football money league. The list, which has been running for the last 9 years, identifies the top 20 clubs in terms of revenue. The top five in 2008 were: Real Madrid with 3365.8 million, Manchester United (3324.8 million), FC Barcelona (3308.8 million), Bayern Munich (3295.3 million) and Chelsea (3268.9 million) (Deloitte, 2009). Having won the Premier League and Champions League in 2007/08, United would have overtaken Real Madrid at the top of the Deloitte Football Money League had it not been for the depreciation of the pound. The top 20 clubs now generate more than three times the combined revenue of the clubs in the first Money League publication in 1996/97. The most valuable US sport teams, the National Football League’s Washington Redskins and baseball’s New York Yankees, are both worth somewhat more but more than any US sports team, ManUtd has built a global brand. Since the mass commercialization of football in 1992, Manchester United has unquestionably been the team to beat. In the past 16 seasons, it has collected 10 Premier League titles, four FA Cups and two Champion League trophies...
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... it would rank as the 12th largest in the U.S. with respect to population size. This would place it behind New Jersey with its 8.7 million residents and ahead of Virginia with its 7.9 million residents (3). The economy of New York City is the biggest regional economy in the United States and the second largest city economy in the world after Tokyo(4). Anchored by Wall Street, in Lower Manhattan, New York City is one of the world's two premier financial centers, alongside London(5) and is home to the New York Stock Exchange and NASDAQ, the world's largest stock exchanges by market capitalization and trading activity. New York is distinctive for its high concentrations of advanced service sector firms in fields such as law, accountancy, banking and management consultancy (6). The financial, insurance, health care, and real estate industries form the basis of New York's economy. The city is also the most important center for mass media, journalism and publishing in the United States, and is the preeminent arts center in the country. Creative industries such as new media, advertising, fashion, design and architecture account for a growing share of employment, with New York City possessing a strong competitive advantage in these industries (7). Manufacturing, although declining, remains consequential. Economy New York is a global hub of international business and commerce and is one of three "command centers" for the world...
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...Philanthropy 11 * Rolex Awards for Enterprise 11 Rolex Young Laureates Program 12 Mentors and Protégés 12 The Customer-Based Brand Equity Pyramid (CBBE) 12 Ambassadors and event 13 SWOT Analysis 14 Weaknesses 14 * Prisoner of its strategy 14 Difficulty to control the brand 14 Threats 14 * Counterfeiting: a threat to equity 14 Youth does not recognize the brand 14 Opportunities 14 * Diversification 14 Strengthen position in emerging markets 15 Building brand community 15 Associate youth with Rolex 15 Connect with Female Customers 15 Corporate Social Responsibility 15 Joint Venture to Support a Cause 16 Rolex iPhone App 16 Rolex Maritime Quarterly on ipad 16 Attacking the counterfeit industry 16 Future of Rolex 17 olex is best known as the premier producer of fine watches in the world. Recognized as an innovator in technology and marketing, the company is credited with establishing the widespread popularity of the wristwatch in the early 20th century. Rolex watches are prized for their precision timekeeping, durability, functionality, and distinctive design. Rolex's mystique as a closely held private company and its carefully cultivated image continue to strengthen the watch's desirability as a status symbol as well as a precision instrument. Based in Geneva, Switzerland, where the company...
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...The Walt Disney Company Since its founding in 1923, The Walt Disney Company and its affiliated companies have remained faithful to their commitment to produce unparalleled entertainment experiences based on the rich legacy of quality creative content and exceptional storytelling. The Walt Disney Company, together with its subsidiaries and affiliates, is a leading diversified international family entertainment and media enterprise with four business segments: media networks, parks and resorts, studio entertainment and consumer products. Parks & Resorts Disney's Parks and Resorts is not just home to Disney's beloved characters but the place "Where Dreams Come True." The segment traces its roots to 1952, when Walt Disney formed what is today known as Walt Disney Imagineering to build Disneyland Park in Anaheim, California. Since then, Parks and Resorts has grown to encompass the world-class Disney Cruise Line, eight Disney Vacation Club resorts (with more than 100,000 members), Adventures by Disney (immersive Disney-guided travel around the world), and five resort locations (encompassing 11 theme parks, including some owned or co-owned by independent entities) on three continents: Disneyland Resort, Anaheim, California Walt Disney World Resort, Lake Buena Vista, Florida Tokyo Disney Resort, Urayasu, Chiba Disneyland Resort Paris, Marne La Valle, France Hong Kong Disneyland, Penny's Bay, Lantau Island Wherever the Guest experience takes place in our parks, on the high...
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...S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II www.ibscdc.org 1 Transformation Corporate Transformation Korean Air: Chairman/CEO Yang-Ho Cho’s Radical Transformation A series of fatal accidents, coupled with operational inefficiencies snowballed Korean Air into troubled times. Then, at the beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven...
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...Phelps, Chris Farley, Al Gore, Andrew Jackson, Abraham Lincoln, Nietzsche, Barack Obama, John Adams, James Madison, JFK, and of course myself. A total of 11 United States presidents either grew, smoked, or supported the legalization of Marijuana. With the support of some of the greatest thinkers and world leaders of all time it’s a wonder that marijuana is still illegal. “Government ties is really why the government lies” – Immortal Technique. Common Misconceptions about marijuana are set about by high end government officials who think only of themselves and own their prosperity. For instance few people know the history of weed and the means by which it was criminalized. Most have probably seen “Reefer Madness”, the ridiculous propaganda film set about by the U.S. government to discourage the use of marijuana. The movie debuted in 1936 making arbitrary claims, calling Cannabis “The devils weed”, and stating that weed is...
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...Mergers and Acquisitions Basics Mergers and Acquisitions Basics All You Need To Know Donald DePamphilis Amsterdam • Boston • Heidelberg • London New York • Oxford • Paris • San Diego San Francisco • Singapore • Sydney • Tokyo Academic Press is an imprint of Elsevier Academic Press is an imprint of Elsevier 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA Elsevier, The Boulevard, Langford Lane, Kidlington, Oxford, OX5 1GB, UK Copyright © 2011 Elsevier Inc. All rights reserved No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or any information storage and retrieval system, without permission in writing from the publisher. Details on how to seek permission, further information about the Publisher’s permissions policies and our arrangements with organizations such as the Copyright Clearance Center and the Copyright Licensing Agency, can be found at our website: www.elsevier.com/permissions. This book and the individual contributions contained in it are protected under copyright by the Publisher (other than as may be noted herein). Notices Knowledge and best practice in this field are constantly changing. As new research and experience broaden our understanding, changes in research methods, professional practices, or medical treatment may become necessary. Practitioners and researchers must always rely on their own experience and knowledge...
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...CHAPTER 3 The Competitive Environment Learning Objectives Upon completing this chapter, you should be able to: Identify the structural characteristics of the environment faced by the firm and how these drivers influence both competition and value creation Choose the appropriate level of specificity in environmental analysis, depending on the locus of the decision-making group Predict how changes occurring in the environment might influence future competition and value creation Incorporate understanding of environmental changes into the development of strategy Consider options for influencing changes in the firm’s environment so as to improve future value creation Analyze customers and competitors to develop a competitive advantage and strategy Appreciate that strategy is realized in the future: decisions are made now but their realization occurs in the future In late 2000, GE proposed to take over Honeywell. Both these firms are U.S.-based, and the value of the merger was $USB42. But a merger between two such large firms has global implications and ramifications. Although the U.S. Federal Trade Commission (FTC) had approved the merger, the European Union (EU) decided to oppose it on the grounds that it had the potential to reduce competition in Europe. Its concern was that GE’s strong position in the manufacture of jet engines and its ability to offer finance, if added to Honeywell’s aviation electronic business, would allow the merged entity to bundle their products together...
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