STAGE IPEX ETE 2010 International College Program Walt Disney World DATE DE DEROULEMENT DU STAGE: Du 01/06/2010 au 20/08/2010 LANGUE DE REDACTION : Anglais PAYS : Etats-Unis d’Amérique CONFIDENTIEL oui non 1.0 Introduction Walt Elias Disney once said: “You can dream, create, design and build the most wonderful place in the world… But it requires people to make the dream a reality”. As soon as I heard this quote during my tradition class, I tried to keep
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describing the ways in which the Walt Disney Company can be used to demonstrate globalisation. Globalisation is the process by which people, their cultures, money, goods and information can be transferred between countries with few or no barriers. There is many ways in which the Walt Disney Company does this, as will be seen in the paragraphs further on; through theme parks, animations, cruise ships, tour guides and technology. The Disney Company was founded by Walt Disney in 1923, when he moved to California
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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
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Financial Analysis of The Walt Disney Company Executive Summary The following report provides an analysis of the current and prospective profitability, and financial stability of The Walt Disney Company (Dis). The Walt Disney Company, together with its subsidiaries, “is a diversified worldwide entertainment company with operations in five business segments: Media Networks, Parks and Resorts, Studio Entertainment, Consumer Products and Interactive” (The Walt Disney Company Annual Report, 2013)
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2. To what degree do you consider these factors were a) Foreseeable because Disney knew they were taking a risk by opening the theme park. The post Gulf War kept visitors from taking summer vacations. The World’s Fair in Seville and the 1992 Olympics in Barcelona drew visitors away from EuroDisney. Disney didn’t know what to expect for breakfast and was unprepared. b) Controllable because Disney could have anticipated the French custom of having wine with every meal. They could have
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of Disney 14 Assorted Financial Ratios 14 IFE Matrix 17 External Environment Key External Forces 19 EFE 23 Competitive Analysis 28 CPM 30 Objectives Short Term 32 Long Term 33 Grand Strategies 34 Initial Findings 36 Company Profile Company History The Walt Disney Company, originally known as Disney Brothers Cartoon Studio, was formed by Walt and Roy Disney in
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Strategic Initiative Paper Fin/370 March 6, 2013 Strategic Initiative Paper Disney is always looking for opportunities to complement their operations in theme parks as well as movie production. This article will discuss Disney’s acquisition of Lucasfilm, a strategic planning initiative released in Disney’s 2012 annual report. The article will delve into how this acquisition affects the Disney’s financial planning; that is, how this initiative affects costs, how will the initiative affect sales
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Opportunities - New attractions; - Park plus Hotel packages; - Expansion to international market; Strengths: Is undeniable that Disney is a strong brand, it can be recognized in most parts of the globe, and also can be linked with high quality products and services, family, vacations, happiness, fantasy, Mickey Mouse, etc. Disney built its powerful brand over the years, what is an attractive to other companies from various segments interested in borrow its magic. Disney has to carefully choose which
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Ebenezer Amare Disney Case Disney is a highly diversified company which operates in a wide range of industries such as theme parks and resorts, consumer products, television networks, and the film industry. These constituent businesses have invaded many different economies and often generate their income via disparate business models. With such diverse operations, Disney is less affected by changes in external environment than its competitors are. In order to achieve such a wide-reaching enterprise
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first year of operations, Bill Ernest, HKD’s executive vice-president, acknowledged that the park had learnt a lot from its experiences and that the problems had made it stronger. Ernest also announced that HKD attendance for the year had been “well over” five million visitors. Still, this figure was short of the 5.6 million visitors that had earlier been projected by park officials. Ernest stated that the park was on sound financial footing but would not release the details.1 He also announced the appointment
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