...JCPenney Company Bonita Johnson MGT/330 December 19, 2011 Susan Mills J.C. Penney Company J.C. Penney Company Inc., is one of America’s leading retailers, and operates over 1,100 department stores throughout the United States and Puerto Rico as well as one of the largest apparel and home furnishing sites on the Internet, jcp.com (“Executive Board – Welcome to JCPenney.net,” 2011). J.C. Penney offers a wide array of private, exclusive, and national brands to more than half of America’s families each year. J.C. Penney’s vision is to be America’s shopping destination for ascertaining the latest styles at compelling prices. J.C. Penney’s 2010 revenue was $17.8 billion transforming this organization with supporting their long range plan strategies to build a sustainable, profitable enterprise that serves its customers, engages it employees, and rewards its shareholders (“Executive Board – Welcome to JCPenney.net,” 2011). J.C. Penney uses their business knowledge to focus on their growth and on how to persuade their customers to spend more with them. To do this, J.C. Penney’s organizational structure planners engaged a Long-Range Plan made up of four integrated business strategies intended to drive profitable sales growth, enhance financial performance, and achieve industry leadership. The four business strategies are: 1. Customers – (become America’s darling retail destination for apparel, accessories, and home fashion) - a) build J.C. Penney’s lead in customer...
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...Hong Kong Disneyland – Case Discussion MSBC650 – Integrated Marketing Communication Hong Kong Disneyland Outline of Discussion Plan I. Overview a. Hong Kong 1997 – 1999 b. Disneyland i. America ii. France iii. Japan c. Disneyland in Hong Kong II. SWOT Analysis a. Strengths i. Appeal to Chinese culture ii. Communications conducted in three different languages b. Weaknesses i. Crowd control problem ii. Replaced chief in less than five months after opening iii. Poor working conditions c. Opportunities i. Growing population of youth and growth of middle class ii. Hong Kong economy had a notable rebound in 2004 d. Threats i. Ocean Park competition ii. 2,000 theme parks built in China between 1994 and 1999 III. Questions a. HKD had mechanisms in place to adapt to local Hong Kong culture, yet these means appeared to be ineffective. Why? What areas, in terms of Cultural adaptation, still need further improvement? b. What can HKD do to alleviate the problem of Chinese guests often not knowing the norms of international behavior when traveling abroad? c. Identify two issues challenging HKD’s current operations, and propose corresponding solutions. d. What would be some foreseeable challenges if Disney...
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...Hong Kong Disneyland (HKD) had mechanisms in place to adapt to the localized context of Hong Kong, yet these means appeared to be ineffective. Analyze the macro-environmental factors that HKD has been facing in the Hong Kong market. The various macro-environmental factors that HKD has been facing are summarized as follows. Demographic Factor Firstly, the target customers of Hong Kong Disneyland (HKD) are various. The Hong Kong Government, the largest stakeholder of HKD, estimated that one-third of the visitors would come from Hong Kong, one-third would come from Mainland China. As Hong Kong is the gateway to China, Hong Kong people have a more ultramodern sophisticated thinking compared with conservative people in the mainland. As there are large diversity in the mindset and lifestyle in their daily life, it is inefficient to target both of them with a single kind of marketing strategy. Moreover, the family structure in Hong Kong changes, the low birth rate leads to the children population is relatively small and the average age is increasing in Hong Kong. Children are normally the major target group of Disneyland. Together with the materialistic logic of Hong Kong residents, HKD had to do more for targeting different segment in Hong Kong. Natural Factor HKD is the third park that Disney had opened outside of the United States. The Tokyo Disney Resort, the largest park in the Asia, is well received by the Japanese and the Asian love of fantasy and costume. Due to the close...
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...came up with a study named as Geert Hofstede’s Cultural Dimensions in which he laid stress upon five aspects naming Power Distance Index, Individualism, Masculinity, Uncertainty avoidance index and Long term Orientation. The case study in this paper focuses more towards the cultural difference between employees of Disneyland that are located in different countries. Using Hofstede’s 4 culture dimension, highlighting main cultural differences between United States and France: Disneyland is an American Idea of a theme park which serves as a recreational place for children and families. This theme park originally started from Anaheim, California (United States) and later on after receiving massive response from visitors all around the globe, the directors of the company started off with opening similar type of theme parks with the same name of Disneyland in Orlando (US), Tokyo (Japan) and at Marne-la-Vallee (France). Although Disneyland did not find much difficulties in starting off their operations in Orlando and Tokyo and attracting large number of visitors in both locations but the response at Euro Disneyland had been alarming for the company. The Euro Disneyland had 12000 employees and most of them were from France. With the American idea being implemented in France,...
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...PEST and SWOExecutive Summary Transportation has played a part in human beings affairs over the years. It gave man a change to travel to different places. Transportation also provided man with the capability to transfer his/her goods, products, materials and belongings from one place to another without experiencing many difficulties. There are many kinds of transportation one of which is the modern railways. A company engaging in railway systems is MTR Corporation. The paper conducted a strategic analysis of the MTR Corporation and its strategic position. The paper performed a SWOT analysis of the company. The paper Identified options for the future development of the organization. The paper evaluated the merits of potential future strategies. The paper also recommended courses of actions that will be implemented by the organization. The findings of the paper state that the company has two strategic options. One is resource led and the other is market led. Among the two options the market led strategic option is more desirable for the company. The paper found out that MTRC’s market led strategic option to increase its railway systems will help in accommodating the needs of the increasing number of tourists and residents of Hong Kong. This option will help the company to maintain its good image in the industry. This option will give the company additional income. The strategic option to increase the railway system will also assist in maintaining the minimal incidents of traffic...
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...achieve improvement in social and economic performance. However, construction activity is usually subject to more risk than other business activities because of its complexity particularly in coordinating a wide range of disparate and interrelated skills and activities. This complexity is further compounded in implementing public sector projects where multiple project objectives are expected by a wide range of stakeholders who have different interests associated with the projects. With reference to current practice in Hong Kong, this paper examines the major risks in implementing public sector works, and the ways that the application of public private partnership (PPP) can help to manage risks in project delivery. The example of Hong Kong Disneyland (KDLD) demonstrates how various major risks in committing to a PPP project are allocated and shared effectively between public and private partners. In this typical PPP project, it is found that allocation of site acquisition risk and legal and policy risks to the public sector is more effective while private sector could effectively allocate the design and construction risks, operation risks and industrial action risk to the private sector. Also, development risks,...
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...MICKEY GOES TO FRANCE: A CASE STUDY OF THE EURO DISNEYLAND NEGOTIATIONS Lauren A. Newell* In 1984, The Walt Disney Company (“Disney”) was riding the wave of success from its newest Resort,1 Tokyo Disney Resort (“Tokyo Disney”),2 which attracted 10 million guests3 in the first year alone,4 and its thoughts turned to further international expansion—this time, in Europe. After careful consideration of potential locations and preliminary negotiations with two European governments,5 Disney decided in 1984 to launch Euro Disneyland (“Euro Disneyland” or “EDL”)6 in Marne-la-Vallee, France. The ´ realities of opening and operating EDL in France were far different than Disney’s expectations when it began negotiations—so much so that the Resort narrowly escaped bankruptcy.7 For an “entertainment empire”8 like Disney, this was an unprecedented * Assistant Professor of Law, Ohio Northern University, Pettit College of Law; B.A., Georgetown University, 2004; J.D., Harvard Law School 2007. 1 As used herein, “Resort” refers to a Disney resort property, consisting of (unless otherwise indicated), Parks, hotels, all entertainment facilities, and the transportation systems that connect them. “Park” refers to a Disney theme park, including (unless otherwise indicated) the park grounds, rides, and attractions, and surrounding resorts, hotels, and other Disney-affiliated entertainment facilities. 2 Tokyo Disney was Disney’s third Park and first international venture, located in Tokyo, Japan. See...
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...MICKEY GOES TO FRANCE: A CASE STUDY OF THE EURO DISNEYLAND NEGOTIATIONS Lauren A. Newell* In 1984, The Walt Disney Company (“Disney”) was riding the wave of success from its newest Resort,1 Tokyo Disney Resort (“Tokyo Disney”),2 which attracted 10 million guests3 in the first year alone,4 and its thoughts turned to further international expansion—this time, in Europe. After careful consideration of potential locations and preliminary negotiations with two European governments,5 Disney decided in 1984 to launch Euro Disneyland (“Euro Disneyland” or “EDL”)6 in Marne-la-Vallee, France. The ´ realities of opening and operating EDL in France were far different than Disney’s expectations when it began negotiations—so much so that the Resort narrowly escaped bankruptcy.7 For an “entertainment empire”8 like Disney, this was an unprecedented * Assistant Professor of Law, Ohio Northern University, Pettit College of Law; B.A., Georgetown University, 2004; J.D., Harvard Law School 2007. 1 As used herein, “Resort” refers to a Disney resort property, consisting of (unless otherwise indicated), Parks, hotels, all entertainment facilities, and the transportation systems that connect them. “Park” refers to a Disney theme park, including (unless otherwise indicated) the park grounds, rides, and attractions, and surrounding resorts, hotels, and other Disney-affiliated entertainment facilities. 2 Tokyo Disney was Disney’s third Park and first international venture, located in Tokyo, Japan. See...
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...WORK AT DISNEYLAND by John Van Maanen Part of Walt Disney Enterprises includes the theme park Disneyland. In its pioneering form in Anaheim, California, this amusement center has been a consistent money maker since the gates were first opened in 1955. Apart from its sociological charm, it has, of late, become something of an exemplar for culture vultures and has been held up for public acclaim in several best-selling publications as one of America's top companies, most notably by Peters and Waterman (1982). To outsiders, the cheerful demeanor of its employees, the seemingly inexhaustible repeat business it generates from its customers, the immaculate condition of park grounds, and, more generally, the intricate physical and social order of the business itself appear wondrous. Disneyland, as the self-proclaimed "Happiest Place on Earth," certainly occupies an enviable position in the amusement and entertainment worlds, as well as the commercial work in general. Its product, it seems, is emotion-"laughter and well being." Insiders are not bashful about promoting the product. Bill Ross, a Disneyland executive, summarizes the corporate position nicely by noting that "although we focus our attention on profit and loss, day-in and day-out we can not lose sight of the fact that this is a feeling business and we make our profits from that." 1 ' The "feeling business" does not operate, however, by management decree alone. Whatever services Disneyland executives...
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...The Walt Disney Company June18, 2014 International Management Table of Contents Abstract 3 The Walt Disney Company 4 Board of Directors 4 Chairman and CEO 5 Mission/Vision Statement 5 Disney History 6 Disney Divisions 9 Media Networks 9 Parks and Resorts 10 The Walt Disney Studios 10 Disney Consumer Products 11 Disney Interactive 11 Walt Disney Company Goals and Objectives 11 Corporate Culture 12 PEST Analysis 13 SWOT Analysis 14 References 17 Abstract This paper is designed to present an overview of the Walt Disney Company. It covers it mission/vision, company history and culture and a breakdown of the various division of the company as a whole. This breakdown is extensive and highlights the world wide interests of this company. Also covered will be what the goals are of The Walt Disney Company and how it see’s for its future. Also provided is a SWOT and PEST analysis. Finally, there is a conclusion as well as recommendations to the company. The Walt Disney Company The Walt Disney Company is a leading diversified international family entertainment and media enterprise with five business segments: media networks, parks and resorts, studio entertainment, consumer products and interactive media. The company has subsidiaries and affiliates around the world including North America, South America, Europe, Middle East, Africa, Russia, Asian Pacific, and Japan. Board of Directors Walt Disney Company is a publicly held...
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...Norges Handelshøyskole Bergen, Spring 2011 Master Thesis within the main profile of International Business Thesis Advisor: Professor Svein Ulset Title: International Modes of Entry Subtitle: The Case of Disney By, Carlos Gonzalez Hernandez This thesis was written as a part of the master program at NHH. Neither the institution, the supervisor, nor the censors are -through the approval of this thesis- responsible for neither the theories and methods used, nor results and conclusions drawn in this work. International Modes of Entry: The Case of Disney 1 Abstract The case of Disney’s theme parks represents an opportunity to test major internationalisation theories in a setting of large investments with little chance for reversal of commitments. The purpose of the research is to study the benefit of different entry modes dependent on Disney’s Theme Parks value-generating resources and capabilities while conditioned to certain local industrial and institutional conditions in foreign markets. Five major theories and frameworks were used to analyze all four Disney’s ventures abroad. This resulted in 20 individual hypotheses analyzed. Results indicate that Disney followed a predictable internationalisation process in the cases of Tokyo, Hong Kong and Shanghai, but that it went off-path in the Paris one. In successful cases Disney followed a cautious approach, involving local partners to transfer and adapt the “Disney Experience”. In the case of Paris the company decided to enter...
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...New Product Launch Marketing Plan, Part III MKT/571 New Product Launch Marketing Plan, Part III Introduction Disney’s Frozen products are in the final phase of being launched into theme parks including the upcoming Disneyland in China as well as on its retail industry. When launching a new product a number of factors must be taken into consideration, such as financial considerations, marketing communication, intended marketing objectives for Year 1, Year 2 and Year 3 as well as other factors. Disney’s Frozen products are being launched into a highly competitive industry, thus it is important to use proper marketing strategies to have a successful product launch. Executive Summary Disney will launch the Frozen product line in Shanghai, China and Orlando, Florida. Due to the success of the Disney animated movie, Frozen; children have demanded Frozen themed merchandise. The merchandise will include tee shirts, stuffed animals, costumes, dolls, and soundtracks. These items are popular with children and sell consistently. Disney stores have a difficult time keeping up with consumer’s demands. Consumers are waiting in long lines and willing to pay double the cost to purchase the Frozen merchandise. Mattel has sold more than $100 million worth of Frozen toys (Age, 2014). Situational Analysis In Florida, Disney’s competitors are Universal Studios, Sea World and Six Flags. These competitors provide some of the same services to consumers. However, only Disney has the Frozen...
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...Fiscal Year 2011 Annual Financial Report And Shareholder Letter January 2012 Dear Shareholders, Fiscal 2011 was a year of great accomplishment for The Walt Disney Company, marked by creativity and innovation across our businesses globally, record financial results and numerous important steps to position the Company for the future. While 2011 brought us so much to cheer about, it was also marked by profound loss, with the passing of Steve Jobs. Steve’s incredible stewardship of Pixar, and his decision to sell Pixar to Disney in 2006, brought Steve into the Disney family, as a board member, a shareholder, a mentor, and a friend, and we were so lucky for all that he represented and all that he contributed. Disney, ESPN, ABC, Pixar, and Marvel are an amazing collection of brands that grow stronger every day as new platforms and new markets provide enormous new opportunities for high quality content and experiences. To that end, we are fortunate to have a talented group of employees who are committed day in and day out to building our brands around the world. Since becoming President and CEO in 2005, I have focused on three strategic priorities: creating high-quality family content, making experiences more memorable and accessible through innovative technology, and growing internationally. In fiscal 2011, net income attributable to Disney was a record $4.8 billion, an increase of 21% over last year, and revenue was a record $40.9 billion, up 7% from last year. Diluted earnings...
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...Confirming Pages CONTENTS PREFACE xv PART 1 CHAPTER 1 GLOBAL MARKETING ENVIRONMENTS 1 Understanding Global Markets and Marketing 2 markets are becoming global 2 globalization: the world is becoming smaller 3 globalization and global marketing 4 Globalization: Opportunity or Threat? The Global Marketing Approach 6 6 global marketing and global markets 7 the cage distance framework 7 domestic and global marketing compared 8 Geographic or Spatial Distance 10 Psychic/Cultural Distance 12 The EPRG Framework 13 Developing Global Marketing Strategy 14 The Standardization versus Localization–Adaptation School 14 Levitt and the Globalization of Marketing 16 Standardization versus Mass Customization 17 Managing the Firm’s Value Chain 18 Global Value Chain Configuration 19 Integrating the Firm’s Competitive Strategy 20 Global Competition 20 a global marketing management framework Global Marketing Performance 22 Global Vision—The World Is My Oyster CASE 1-1 CASE 1-2 CHAPTER 2 21 23 A Tortuous Road Ahead for Proton of Malaysia 26 Dabur—Developing Values in an Emerging Economy Through Value Chain and Product Line 31 Assessing the Global Marketing Environment—The Global Economy and Technology 36 the global economy 37 Economic Growth and World Trade 37 Who Are the United States’ Major Customers? 38 High Tech Products Lead World Trade 40 Characteristics of High Technology Markets 42 Technology and Global...
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...in the Mainland and Accelerate our success Grow and enhance our Hong Kong core businesses corporate citizen reputation Strengthen our Hong Kong internationally Sharing Our Annual Report 2012 Growth Sharing Our Growth We continue to grow and enhance our core businesses in Hong Kong, while at the same time accelerating our expansion in the Mainland of China and overseas through sharing our expertise in developing sustainable communities based on rail transport. In support of these goals, we are strengthening our Hong Kong corporate citizen reputation by listening and responding to the voices of Hong Kong people. In our Annual Report, we share our progress with stakeholders, and outline our plans for the future. Contents 02 04 06 08 12 23 24 26 40 46 58 66 72 78 84 86 88 MTR Corporation in Numbers – 2012 Hong Kong Operating Network with Future Extensions MTR Corporation at a Glance Chairman’s Letter CEO’s Review of Operations and Outlook Key Figures Key Events in 2012 Executive Management’s Report – Hong Kong Transport Operations – Hong Kong Station Commercial Business – Hong Kong Property and Other Businesses – Hong Kong Network Expansion – Mainland and Overseas Growth – Human Resources Financial Review Ten-Year Statistics Investor Relations Risk Management 89 90 94 112 116 124 125 153 154 155 156 157 158 159 160 161 240 Sustainability Corporate Responsibility Corporate Governance Report Remuneration Report Board and Executive Directorate...
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