9-709-462 REV: JANUARY 15, 2010 JUAN ALCACER DAVID COLLIS MARY FUREY The Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire? In November 2005, Robert Iger, the newly appointed CEO of the Walt Disney Company, eagerly awaited the box office results of Chicken Little, the company’s second computer-generated (CG) feature film. He knew that, for Disney as a whole to be successful, he had to get the animation business right, particularly the new CG technology that was rapidly supplanting
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market A is less elastic compared to that in B. Thus, the firm can capitalize on the less price elastic market A by charging it a higher price for the same product than in market B. Surge Pricing According to latest reports published in June 2015, Disney is planning to use surge pricing to strategize its prices. For instance, the single day price at Disneyland in Anaheim is currently $99 for any day of the week. The rumored pricing plan involves offering Gold ($115), Silver ($105), and Bronze ($99)
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brand so that the brand does not get diluted. The aspect can be discussed more elaborately using Walt Disney (Disney) as an example. Disney is one such entertainment company which has successfully utilised the concept of branding in establishing itself and in attracting customers. It, being a synonym for family entertainment across the globe has its presence in varied segments such as theme parks, television, merchandising, etc. Despite its presence in various segments, its business suffered due to
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New problems The Disney management style came in for substantial public criticism as early as the pre-opening stage. The fact that the park was operated as a private company—by the Hong Kong International Theme Parks Ltd.—using public funding from Hong Kong’s coffers furnished further grounds for public dissent. Several incidents occurred within the two months prior to the September opening, attracting criticism from local artists, journalists, and legislators and paving the way for the park’s first
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Case Two: Would Mickey Mouse Eat Shark’s Fin Soup? Controversy started brewing at Hong Kong Disneyland even before the park opened in fall 2005. At Disney theme parks around the world, weddings and wedding receptions are a profitable business. Disney is planning to offer shark’s fin soup as an option on wedding reception menus at Hong Kong Disneyland. Clearly, Disney wants to show its appreciation for Chinese
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Case Two: Would Mickey Mouse Eat Shark’s Fin Soup? Controversy started brewing at Hong Kong Disneyland even before the park opened in fall 2005. At Disney theme parks around the world, weddings and wedding receptions are a profitable business. Disney is planning to offer shark’s fin soup as an option on wedding reception menus at Hong Kong Disneyland. Clearly, Disney wants to show its appreciation for Chinese
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Disney case for Business strategy. James Kerr 5. Does Walt Disney’s portfolio exhibit good strategic fit? What value chain match-ups do you see? What opportunities for skills transfer, cost sharing, or brand sharing do you see? All of the business units in Walt Disney’s portfolio exhibit good strategic fit except consumer products. With Disney’s hand in many baskets they have the potential to use many assets and skills in a broad range of ways. Disney’s Media Networks can advertise their
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reaching common goals (Northouse, 2013). The focus of this report is on Walt Disney, a man who demonstrated, both positive and negative leadership throughout his life. The leadership theories which will be focused on for this report include concept of power, trait approach, skills approach, style approach, and transformational leadership will be explored and applied to Disney’s experiences. Biography Walt Disney was born on December 5, 1901 in Chicago, Illinois. At the age of four, his family
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From the inside doors of a design studio to the entire world, Walt Disney not only had an impact on the design field but on the world as a whole. His life goal was to make children and families smile and laugh even through hard times such as World War II. Unfortunately, after his death on December 15th, 1966, the company became more involved with making profits instead of creating “original” laughter. When Walt Disney created his projects, he liked to give a sense of nostalgia and promises toward
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What is Walt Disney Company’s corporate strategies? Creating high family context exploiting technology innovation to make entertainment experiences more memorable internal expansion Disney’s enhances the capabilities and resources of its core animation business with the addition of new animation skills and characters with accusations of pixar and Marvel use theme parks and resorts as a way to enter into new markets ESPN, ABC, Mirimax films, the Anaheim Angels, Fox Family Channel, Resorts
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