...study titled Disney Design, we would like sharing how The Walt Disney Company can be so successful in till today in the entire world mainly due to its successful organizational management. Walt Disney was established in the year 1923. As each and everyone know Walt Disney is the 11th world most valuable brand with a market capital net-worth of USD 179.5 billion by May 2015, according to the Forbes Magazine. It was stating from 1923 at California and it is still so popular in movie, TV program, theme parks, resorts and destination, entertainment, and games. The Walt Disney Company is a diversifies worldwide entertainment company with operations in four major business parts which are studio entertainment, parks and resorts, media networks and consumer products. They have 11 theme parks around the world, cable television network like Disney channel and ESPN. After precisely doing several research and analysis towards the Walt Disney Company, we would like to discuss three major topic regarding about what environmental factors that influenced its management style, what type of organizational structure it is, and how and where might the informal organization be a real asset at Disney? Management style is particularly important during crisis. There are some significant environmental factors constantly affecting the management style of a business, including Disney. Disney has to operate in an extremely complex environment on account of the internationalization of its operations and the...
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...It was early 1991, and Michael Eisner, chairman and CEO of the Walt Disney Company, was sitting down with Frank Wells, president and chief operating officer, and Gary Wilson, executive vice 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...
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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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...JÖNKÖPING INTERNATIONAL BUSINESS SCHOOL JÖ NKÖ PING UNIVERSITY Market ing Str ategic C hange in Expansion of D isneyland : Cases Study of Disneyland’s Overseas Expansion in Shanghai Master Thesis in Business Administration Author: Li Zhu & Dan Xu Tutor: Tomas Mü llern Jö ping nkö August 2010 Master Thesis Acknowledgements First of all, we would like to take the opportunity to thank our tutor Mr. Tomas Mü llern. Thanks to his guidance and valuable suggestions, we correct our mistake on time and finish our thesis in the end. From the first meeting to the last one, you are always concern us and the process of our writing. Every time, we handed in chapters, you always provided useful opinion to let us revise the thesis better and better. We thank you for patient guiding and providing us a good opportunity in our study to learn more and more. Secondly, we would like to thank Mr. Zhang and Edward. Thank you for taking time to find interviewees of our interview. You are busy with your own job, but you still use your private time to help us. You also share your experience about contacting skills with us. Last but not the lease, we are thankful to our families and friends who were helping and supporting us during this writing period. Li Zhu & Dan Xu Jö ping University nkö 2010 i|Page Master Thesis Master’s Thesis in Business Administration Title: Marketing Strategic Change in Expansion of Disneyland Authors: Li Zhu & Dan...
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...Module 10 . LearningAcross Bord.ers: Disneyland. theMore on Ml0-25 DisneyGoesto Tokyo Crossingthe Pacific In the mid-I970s, the Oriental Land Company, a ]apanese development company that owned a large tract oflandfill east ofTokyo zoned for pubIic leisure activities, approached Disney with the idea of building a Disneyland in lapan. Six hundred acreswere set asidefor the project. But, in an era of conservative (caretaking) management at Walt Disney Productions, senior executivesat Disney were hesitant. After all, lapan was far away, quite distant in terms of culture, and Tokyo not only had much colder winters than California or Florida but endured a lengthy rainy seasonin lune and July. Yet, after exploring alternativeoptions at some length (including other sitesin Asia), Disney decided to go ahead. Nevertheless,it insisted on a deal that left Oriental Land with virtually all of the risk. Instead of taking an ownership position in Tokyo Disneyland, Disney demanded royalties of I0 percent of the revenues from admissions and rides, and 5 percent of the receiptsfiom food, beverages,and souvenirs. Disney also asked for and more or less received artistic control of the park. Its partner, with its experience in developmer-rt projects in Tokyo, looked after the complex relationships with local planning and regulatory authorities, financing, and adjacent development. At first glance,Tokyo Disneyland seemsto be a close physical and social copy of Disneyland...
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...11 7. What are the benefits and problems that MNCs face? 11 8. What are the Russian companies that achieve the multinational status? 13 Conclusion 14 Bibliography 14 Appendix 15 Preface We would like to consider the most interesting topic concerning the multinational corporations. If we called it like that, it means that company made a great success in the market, it operate in several foreign countries. In this mini-course work we will investigate more detailed the structure and strategies of MNCs. In the first part we will look through the history of MNCs. The history, in general, is to be considered as an essential part of every project in order everyone may compare the development of the particular sphere. Next part will show us the statistical data of MNCs, where we will recognize all the most reputable companies from the different industries, such as BMW, Nike, Lego, etc. We cannot leave a side the point of entry into the new market. There it will be explained the strategies of MNCs, such as mergering, joint venture and sequential market entries. Also we will consider investing into the particular companies, weather it is risky or not and the motives of foreign direct investment. Another important point is the comparison of the Transnational Corporations and Multinational Corporations. Of course if we live in Russian, it would be great to present the native companies that achieved status of MNC. The following data will be presented in the convenient tables...
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...Netflix’s Underperformance Analysis | BUS 478 FINAL GROUP PROJECT | Instructor: Anthony Chan | Group MemberJackSandraJing(Ivy) Cong 301087222Gavin | Table of Contents EXECUTIVE SUMMARY 1 BACKGROUND INFORMATION 3 CORE ISSUES 5 Price Pressures 5 Competition 5 International Expansion 6 ANALYSIS 6 Industry Analysis 6 Business Model 8 Company Analysis 9 Competitor Analysis 11 Amazon 11 Blockbuster 12 Redbox 13 ALTERNATIVES 13 Additions of Subscription Fee Package 14 Introduction of Netflix' Pay-For TV Channels 15 Domestic Elimination of DVD-mail-in Services in 16 Strategic Partnerships 17 International Expansion 19 Market Strategy 20 RECOMMENDATION 22 CONCLUSION 26 REFERENCES 26 EXECUTIVE SUMMARY Netflix is the world’s leading subscription service provider, offering its members access to an extravagant collection of TV shows and movies. Initially, the company offered its subscribers a low price, single monthly plan, consisting of both the unlimited Internet video streaming service and a DVD-mail-in service. Subscribers could “watch TV shows and movies anytime, anywhere.” In July 2011, Netflix eliminated the combined plan and separated the two services into their own monthly plans. If subscribers wanted to continue receiving both services, they were obliged to sign up for both the services separately, Consequently, the resulting price increase of the new “combined” plan significantly increased subscription cancellations...
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...CSAC05 1/13/07 9:21 Page 123 5 Analyzing Resources and Capabilities Analysts have tended to define assets too narrowly, identifying only those that can be measured, such as plant and equipment. Yet the intangible assets, such as a particular technology, accumulated consumer information, brand name, reputation, and corporate culture, are invaluable to the firm’s competitive power. In fact, these invisible assets are often the only real source of competitive edge that can be sustained over time. —HIROYUKI ITAMI, MOBILIZING INVISIBLE ASSETS You’ve gotta do what you do well. —LUCINO NOTO, FORMER VICE CHAIRMAN, EXXON MOBIL OUTLINE l Introduction and Objectives l The Role of Resources and l Organizational Capabilities Classifying Capabilities The Architecture of Capability l Appraising Resources and Capabilities Establishing Competitive Advantage Sustaining Competitive Advantage Appropriating the Returns to Competitive Advantage l Putting Resource and Capability Capabilities in Strategy Formulation Basing Strategy on Resources and Capabilities Resources and Capabilities as Sources of Profit l The Resources of the Firm Tangible Resources Intangible Resources Human Resources Analysis to Work: A Practical Guide Step 1 Identify the Key Resources and Capabilities 123 CSAC05 1/13/07 9:21 Page 124 124 PART II THE TOOLS OF STRATEGY ANALYSIS Step 2 Appraising Resources and Capabilities Step 3 Developing Strategy Implications l Developing Resources and Capabilities...
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...(c) Bedford/St. Martin's bedfordstmartins.com 1-457-62096-0 / 978-1-457-62096-6 SOUNDS AND IMAGES Movies and the Impact of Images 187 Early Technology and the Evolution of Movies 192 The Rise of the Hollywood Studio System 195 The Studio System’s Golden Age 205 The Transformation of the Studio System 209 The Economics of the Movie Business 215 Popular Movies and Democracy In every generation, a film is made that changes the movie industry. In 1941, that film was Orson Welles’s Citizen Kane. Welles produced, directed, wrote, and starred in the movie at age twenty-five, playing a newspaper magnate from a young man to old age. While the movie was not a commercial success initially (powerful newspaper publisher William Randolph Hearst, whose life was the inspiration for the movie, tried to suppress it), it was critically praised for its acting, story, and directing. Citizen Kane’s dramatic camera angles, striking film noir–style lighting, nonlinear storytelling, montages, and long deep-focus shots were considered technically innovative for the era. Over time, Citizen Kane became revered as a masterpiece, and in 1997 the American Film Institute named it the Greatest American Movie of All Time. “Citizen Kane is more than a great movie; it is a gathering of all the lessons of the emerging era of sound,” film critic Roger Ebert wrote.1 CHAPTER 6 ○ MOVIES 185 (c) Bedford/St. Martin's bedfordstmartins.com 1-457-62096-0 / 978-1-457-62096-6 MOVIES A generation later...
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...International Business, 7e (Griffin/Pustay) Chapter 1 An Overview of International Business 1) Olympic sponsorship is best suited for companies that are ________. A) pursuing a niche market B) selling technological goods C) pursuing a worldwide market D) marketing athletic equipment Answer: C Diff: 2 Skill: Concept Objective: 3 2) IBM is considering becoming a worldwide partner for the 2012 Olympics. Which of the following would IBM most likely receive as a result? A) free public relations B) low-cost marketing C) top athlete endorsements D) priority advertising space Answer: D Diff: 2 Skill: Application Objective: 3 3) Cities wishing to host the Olympic Games must do all of the following except ________. A) make facilities commitments B) develop a volunteer workforce C) generate organizational support D) build high-speed rail links between event cities Answer: D Diff: 2 Skill: Concept Objective: 3 4) Which of the following is the LEAST likely benefit to Olympic host cities? A) enhanced media sponsorship B) greater economic growth C) improved infrastructure D) increased tourism Answer: A Diff: 2 Skill: Concept Objective: 3 5) ________ consist(s) of business transactions between parties from more than one country. A) Currency exports B) International business C) Domestic business D) Global ventures Answer: B Diff: 1 Skill: Concept Objective: 1 Learning Outcome: Define the fundamental concepts of international...
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...------------------------------------------------- 497 Study Guide Module I: Industry & Competitive Analysis “Porter’s Five Forces”: 1. What is strategy (fundamental question in strategic management) a. How to achieve superior financial performance 2. Why industry Analysis? b. Industry analysis helps a firm understand the underlying economic forces that contribute to or detract from its profitability, and subsequently suggests a means for firm to find an optimal position for itself. i. Industry is a group of firms that produce products or services that meet the same needs of customers in a competitive market. ii. Industry Analysis uses economic principles to understand how profit is distributed among participants in a market (including both direct competitors and other parties such as suppliers) 3. Porters Five Forces – are a checklist of things that can affect value capture and creation c. Rivalry Among Existing firms iii. Few firms : Betrand – fight in price Cournot – fight on quantity Collusion – Firms choose price cooperatively iv. Industry concentration: % of total industry sales accounted by the 4 largest firms d. Threat of New Entrants v. Switching cost, capital requirements, access to distribution, product differentiation vi. Puts a cap on profit potential of an industry e. Power of Buyers vii. Price Sensitivity f. Power of Suppliers ...
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...Global Companies Take Advantage Global Integrative Strategies Using E-Business for global Expansion E-Global or E-Local Entry Strategy Alternatives Reactive Responses Exporting; Licensing; Franchising; Contract Manufacturing; Of/shoring; Service Sector Outsourcing; Turnkey Operations; Management Contracts; International Joint Ventures; Fully-Owned Subsidiaries; e-Business Proactive Reasons Management Focus: Mexico's Cemex Reverses Course to Comparative Management in Focus: Strategic Planning for the EU Market Strategic Choice of Opportunities in South Africa Reasons for Going International Respond to Global Downturn Strategic Formulation Process Steps in Developing International and Global Strategies Mission and Objectives Environmental Assessment Institutional Effects on International Competition Sources of Environmental Information Internal Analysis Competitive Analysis Strategic Decision-Making Models Global and International Strategic Alternatives Approaches to World Markets Global Strategy Regionalization/localization Ali Sulaiman 71859876 aassbk@gmail.com Timing Entry and Scheduling Expansions The Influence of Culture on Strategic Choices Conclusion Summary of Key Points Discussion Questions Application ic Exercises Experiential Exercise Internet Resources Case Study: YouTube LLC: Going Global by Acting Local AUL_KASLIK – MBA Helen Deresky International Management OBJECTIVES 1. To understand why companies engage...
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...Fundamentals of Management General Introduction..........................................................................................................3 An Introduction to Management .......................................................................................4 Kinds of Managers ...........................................................................................................4 Levels of Management.............................................................................................................. 4 Areas of Management ......................................................................................................5 Basic Management Functions ..........................................................................................5 Planning and Decision Making ................................................................................................. 5 Organizing............................................................................................................................. 6 Leading ................................................................................................................................. 6 Controlling ............................................................................................................................. 6 Fundamental Management Skills .....................................................................................6 Technical Skills .............................
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...Strategic Management Strategic Management Philip Sadler First published in 1993, authors James C Craig and Robert M Grant Second edition published in Great Britain and the United States in 2003 by Kogan Page Limited, author Philip Sadler Apart from any fair dealing for the purposes of research or private study, or criticism or review, as permitted under the Copyright, Designs and Patents Act 1988, this publication may only be reproduced, stored or transmitted, in any form or by any means, with the prior permission in writing of the publishers, or in the case of reprographic reproduction in accordance with the terms and licences issued by the CLA. Enquiries concerning reproduction outside these terms should be sent to the publishers at the undermentioned addresses: 120 Pentonville Road London N1 9JN UK www.kogan-page.co.uk 22883 Quicksilver Drive Sterling VA 20166–2012 USA © James C Craig and Robert M Grant, 1993 © Philip Sadler, 2003 The right of Philip Sadler to be identified as the author of this work has been asserted by him in accordance with the Copyright, Designs and Patents Act 1988. ISBN 0 7494 3938 6 British Library Cataloguing in Publication Data A CIP record for this book is available from the British Library. Library of Congress Cataloging-in-Publication Data Sadler, Philip, 1930Strategic management / Philip Sadler. – 2nd ed. p. cm. – (MBA masterclass series) Rev. ed. of: Strategic management / James C. Craig. 1st ed. 1993. Includes bibliographical references...
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...Seasons manager Executive Summary Four Seasons Hotels and Resorts opened its first French property in 1999. This article presents that opening as a case study to illustrate a perspective on how a company with a strong and highly successful organizational culture might approach a new national culture when that cuhure is both distinct and intense, as is the case in France. Managers can henefit from the case by understanding this approach to organizational and national culture, which the authors believe represents a useful framework for global management. The article begins with a discussion of the linkage between corporate cuifure and competitive advantage for service organizafions. It then describes the corporate support structure and the philosophy that Four Seasons developed over two decades to support its international expansion and to manage the type of challenges its French property posed. Finally, it describes how the firm went about transforming that property into one of its crown jewels. The Linkage Between Service Culture and Competitive Advantage The enduring success of service organizations such as Southwest Airlines, The Walt Disney Company, Wal-Mart, and USAA (among others) is frequently attributed in no small degree to their corporate cultures. These companies have built and maintained organizational cultures in which everyone is focused on delivering high customer value, including service, and individuals behave accordingly. The culture influences...
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