...CASE 4-2 Disney Learns to "Act Local" on the Global Stage The Walt Disney Company, home to Mickey Mouse, Donald Duck, and other iconic characters, has a stellar reputation in many parts of the world for its family-friendly entertainment offerings. The company's parks and resorts division operates theme parks in five global locations, including a recent $1.8 billion park in Hong Kong. Disney's fabled studio entertainment unit has an illustrious history in both animation and live-action features. The Lion King, released in 1994, is the highest grossing animated film of all time. More recently, Disney has enjoyed massive hits with live-action features. These include Pirates of the Caribbean and its sequels as well as classic American fare such as the TV show High School Musical. However, despite high worldwide awareness levels of the Disney brand, as of 2006 only 25 percent of the company's revenues came from outside the United States. Historically, the Disney team has created products at its headquarters in Burbank, California, and then exported them to the rest of the world. Now, as the company targets China, India, South Korea, and other emerging markets, it is departing from its "one size fits all" approach. One factor driving the strategy change: the first-year visitor count in Hong Kong fell short of the target figure of 5.6 million people. This prompted company executives to step up efforts to educate the Chinese about Mickey Mouse, Donald Duck, and other Disney characters...
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...Disney Theme Park to India Abstract: This report is aim to analyze profitable adventure of The Walt Disney Company to set up Disneyland theme park in India. As one of main emerging markets in Asia, India might be the next destination for The Walt Disney Company to target on. Therefore, this report uses a series of marketing tools to demonstrate the macro-environment and micro-environment in India, such as PESTEL, SWOT, Porter’s Five Forces Model and Self Referencing Criteria. Based on this analysis, the current situation 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...
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...MK-07-003 Setting the stage: Disneyland Resort Paris Saskia Faulk and Jean-Claude Usunier prepared this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a business situation. The authors may have disguised certain names and other identifying information to protect confidentiality. The Institute of International Management of the University of Lausanne (IUMI) prohibits any form of reproduction, storage or transmittal without its written permission. To request permission to reproduce materials, contact Catherine Lombard, administrative officer, IUMI, HEC, BFSH1, CH-1015 Lausanne-Dorigny, Switzerland; phone 00 41 21 692 3310 ; fax 00 41 21 692 3495; e-mail admin.mim@hec.unil.ch. © IUMI/HEC, 2003 Version: (A) 2003-09-10 Disney www.disney.com is the biggest entertainment company in the world with a market value of US$38 billion, and one of the oldest, continuously operating since 1923. Today it is comprised of filmed entertainment businesses, major media networks, publishing, theme parks, resorts, a cruise-line, real estate, and consumer products. Disney‟s first international park opened in Tokyo, Japan in 1983. Tokyo Disneyland opened with a flourish and continued to do well until the softening of Japan‟s economy in the 1990‟s, from which it has yet to recover. In an effort to boost attendance, the older male-oriented Tokyo DisneySea Park opened in 2001.1 Disney is currently building Hong...
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...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 the market alone, which neglected the unique needs of the local market. Page | 2 International Modes of Entry: The Case of Disney Table of Contents 1 2 3 4 ABSTRACT...
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...Assignment 2: Case Analysis Elizabeth Chan Professor Jung Wan Lee MET AD655 ABSTRACT The Walt Disney Company (NYSE: DIS) is a diversified and worldwide family entertainment company with operations in five distinct business segments: Parks and Resorts, Studio Entertainment, Media Networks, Interactive, and Consumer Products. For almost 90 years, the company has used its creative content to inspire, enchant, and entertain its global audience. The company operates in more than 40 countries, employs approximately 156,000 employees, and hires cast members from around the world (Global 500, 2013). Its top three industry competitors are Time Warner, Viacom, and CBS. The company reported revenues of $42.3 billion in 2012 and ranked 66th on the Fortune 500 list that year (Walt Disney Co/The, 2013). As a multinational company, the Walt Disney Company has become a popular name in many households around the world. This paper will analyze Disney’s international business environments and its global strategies, and explore other opportunities the company should take advantage of in order to strengthen its title of being a world leader in family entertainment. COMPANY OVERVIEW What is the business? The company was founded on October 16, 1923 by Walt and Roy Disney and was originally known as the Disney Brothers Cartoon Studio. The company started off as animation and production company, and became a leader in the American animation industry when it introduced Mickey Mouse to the world...
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...national market environment. Global marketers must recognize the influence of culture and be prepared to either respond to it or change it. Human behavior is a function of a person’s own unique personality and that person’s interaction with the collective forces of the particular society and culture in which he or she has lived. In particular, attitudes, values, and beliefs can vary significantly from country to country. Also, differences pertaining to religion, aesthetics, dietary customs, and language and communication can affect local reaction to brands or products as well as the ability of company personnel to function effectively in different cultures. A number of concepts and theoretical frameworks provide insights into these and other cultural issues. Cultures can be classified as high- or low-context; communication and negotiation styles can differ from country to country. Hofstede’s social value typology sheds light on national cultures in terms of power distance, individualism vs. collectivism, masculinity vs. femininity, uncertainty avoidance, and long- versus short-term orientation. By understanding the self-reference criterion, global marketers can overcome the unconscious tendency for perceptual blockage and distortion. Rogers’ classic study on the diffusion of innovations helps explain how products are adopted over time by different adopter categories. The adoption process that consumer go through can be divided into multi-stage hierarchy of effects. Rogers’...
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...public, and so on. In this context the concept of performance takes on a rather different meaning. It refers to how everyday behaviour in organizations is about ‘putting on a performance’. In recent years this latter use of the term ‘performance’ has become increasingly popular in organizational and management studies, and is widely used to illustrate how the nature of everyday behaviour and social interaction at work - verbal and non-verbal communication, such as greetings gestures, posture, etc. - are essentially performances. ’The presentation of self in everyday life’ (Goffman, 1959: 240) as Ervin Goffman puts it, in organizations or in society at large, is very similar to a theatrical performance played by professional ‘actors’ in a stage production. They differ only in the sense that theatre performances played by actors are written by a playwright, whereas the (taken-for-granted) performances played by people in everyday life are symbolic interactions informed by cultural...
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...Introduction. Drawing on the results of an extraordinary 2-year Accenture study of emerging business leaders, this book shows why the skills of today's global leaders won't be enough and why tomorrow's leaders won't resemble today's. Goldsmith and his co-authors first identify five new "factors of leadership" and their implications: global thinking, appreciation of diversity, technological savvy, and willingness to partner and openness to sharing leadership. They explain what it will mean to lead in an era where intellectual capital is the dominant source of value; how to lead people whose backgrounds and values may be radically dissimilar from yours; and why achieving personal self-mastery is now a fundamental prerequisite for leading others. Marshall Goldsmith is one of the world's foremost authorities in helping leaders achieve positive, measurable change. Ranked a Wall Street Journal "Top 10" executive development consultant and profiled by The New Yorker, he is one of an elite few that has worked with over 50 CEOs. He also co-edited The Leader of the Future, The Organization of the Future and Global Leadership. The Next Generation is a summary of two years of knowledge acquisition, research, and interviews sponsored by Accenture and concluded in partnership with Marshall Goldsmith and his colleagues in the Alliant International University. This book also builds upon valuable contributions by Warren Bennis and John O'Neil. Who Can Benefit. This book is unique. Instead of...
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...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 The Walt Disney Co., Annual Report (Form 10-K), at 11–12 (Nov....
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...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 The Walt Disney Co., Annual Report (Form 10-K), at 11–12 (Nov....
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...Globalization through the lens of The Walt Disney Company 2. Using a single case study (for example select one of these: transnational corporations – Microsoft, McDonald’s, cultural products – film, I-pods, international financial institutions and policies – World Bank, Structural Adjustment Policies) indicate what reasons might there be for supporting and rejecting the idea of globalization as ‘Westernization’, Americanization’, and/or ‘McDonaldization’? Which arguments are more persuasive and why? Name: Amy Christofferson Student #: C05694091 Course: INS201 Due: Tuesday, November 23, 2010 "Unfortunately, all this success creates the ever-greater demand for more success." Quotes Bob Iger, The Walt Disney Company’s CEO since the death of Bill Isner in 2005. He speaks of Disney’s constant growth in economic and societal terms. Iger has focused the company’s growth on the different franchises, such as the Jonas Brothers, and on acquiring Pixar Films. Other than its branching out into other age groups, the success in the box office, along with online games and products based on both, Disney also owns many other successful businesses. Among these are ABC and ESPN as well as blossoming local Disney movies, shows and products in many different countries. Iger’s executive decisions have brought much success to Disney and have further added to the global impact of Disney and failure does not seem to be anywhere in sight. Steve Jobs, a co-founder and...
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...Tutorial 1: Introduction to Global Marketing SECTION A: Coursework Briefing SECTION B: Discussion Questions 1. What are the basic goals of marketing? Are these goals relevant to global marketing? 2. What is meant by “global localization?” Is Coca-Cola a global product? Explain. 3. Describe some of the global marketing strategies available to companies. Give examples of McDonald that use the different strategies. 4. Describe the difference between ethnocentric, polycentric, regiocentric, and geocentric management orientations. 5. Define leverage and explain the different types of leverage utilized by companies with global operations. 6. What is “global marketing” and how does it differ from “regular marketing?” Giving examples of at least one major corporation explain these differences. SECTION C: CASE STUDY CASE 1-3: Acer Inc (page 57) 1. How did the “global markets-local markets” paradox figure into Shih’s strategy for China? 2. Can Acer become the world’s third largest PC company, behind Dell and Hewlett-Packard? 3. Growth in the U.S. PC market has started to slow down. Despite strong competition from Dell and Hewlett-Packard, Acer’s U.S. market share increased form 1 percent in 2004 to 3.3 percent by the end of 2006. What are Acer’s prospects for gaining further share in the United States? ABDT 3213 – International Marketing Week 3 Tutorial 2: The Global Economic & Trade Environment ...
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...The current issue and full text archive of this journal is available at www.emeraldinsight.com/2051-6614.htm Human resource management and organizational effectiveness: yesterday and today Randall Schuler and Susan E. Jackson School of Management and Labor Relations, Rutgers University, New Jersey, USA and Lancaster University Management School, Lancaster, UK Abstract Purpose – The purpose of the paper is to describe how the understanding of the relationship between human resource management (HRM) and organizational effectiveness (OE) has evolved during the past three decades and to provide examples how firms are using HRM to improve their OE today by addressing several challenges that result from a broader stakeholder model. Design/methodology/approach – This paper reviews the past and current work on the relationship between HRM and OE. Findings – This findings indicate that the relationship between HRM and OE is very different when comparing the past with the current work on the relationship between HRM and OE. A major reason for this is the current work on OE uses the multiple stakeholder model that accounts for many more stakeholders than the past work. Practical implications – Human resource (HR) professionals have the opportunity to demonstrate many ways by which HRM can influence OE, and not just solely on the basis of firm profitability. Thus the use of the multiple stakeholder model today offers the HR professional and the HR profession many more opportunities...
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...EUROPEANIZING A RESORT Amanda Louie 22 IKEA: A STRATEGY FOR SUCCESS Garret Luu 31 COMPULSORY LICENSING IN THAILAND Simran Mann 38 CHANGING POVERTY AND INEQUITY THROUGH BUSINESS Matthew R. Tanner 47 SWEDEN IS A NESTING GROUND FOR YOUNG START-UP ENTREPRENEURS James Whyte 56 Note from the Editor In business today, “globalization” is a key concept with the firms across nations intertwined as never before. With overseas customers, suppliers, operations, and competitors, today’s managers need an international outlook. Therefore, the mission of the University of Victoria’s Bachelor of Commerce program is to give students the essential knowledge and skills they need to be effective and successful managers in the global economy. At UVic Business, we ensure that our students develop an international perspective through direct experience with issues in management and organization. In fact, UVic Business has one of the largest international exchange programs in Canada with 55 active partnerships...
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...the United States now appeals only to families, as Mickey Mouse is no longer an attraction for young Americans (October 20, 2005, Kyodo News International, Tokyo). The Walt Disney Company has also opened parks in Paris and Tokyo on the assumption that family values are relevant to any part of the world. Disney, however, has a mixed record of walking the cultural tightrope. It was criticized for ignoring French culture when it built Euro Disney in Paris, but Tokyo Disneyland has been well received by the Japanese (June 16, 2005, The Wall Street Journal). Since 1983, people in Japan and around the world have enjoyed the dreams and magic of Tokyo Disneyland, the first Disney theme park to be built outside the United States. Tokyo Disneyland did not try to adapt to the culture in which it was built. It worked because of the Japanese attachment to Disney characters and the ultimate US entertainment experience (Amine, 2005). Euro Disney, opened in 1992, lost almost $1 billion in its first 18 months of operation and quickly developed into one of the most costly mistakes in the company‟s history. The French perceived Euro Disney as a symbol of American influence (Spencer, 1995) and many Europeans would not visit the theme park because they believed the real Disney experience was in the US (Marsh, 1996). Euro Disney mistakenly ignored environmental and cultural differences between Florida or California, Tokyo and Paris. Paris winters are particularly uninviting in comparison to those of...
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