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 Strategic Business Unit WDC operates under a strategic business unit model. Their four SBUs consist of: Disney Consumer Products, Studio Entertainment, Parks and Resorts, and Media Networks and Broadcasting.
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Creativity and innovation are synonymous with the Walt Disney brand, largely because of the company's strong mission. One of the reasons why Disney has a reputation of delivering a seamless "magical" experience to its guests in all of its operations - theme parks, hotels, restaurants, retail stores, etc. - is because it has one overriding vision and mission for all of its business operations.
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entertainment
Disney motion pictures are distributed under the names Walt Disney Pictures and Television, Touchstone Pictures, Hollywood Pictures, Miramax Films, and Buena Vista Home Entertainment International, which includes Walt Disney Records, Buena Vista Records, Hollywood Records, Lyric Street Records, and Disney Music Publishing.
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 . As of September 2008, Disney had released:

928 full-length movies 80 full-length animated features 546 cartoon shorts. Product offerings include
Pay-Per-View Pay Television Free Television Pay Television 2 International Television.

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 Because Disney, and the industry in general is broken out into segments, a market positioning map must take the different segments into account. Overall Disneys primary competitors are Time Warner and CBS Corporation. While these competitors directly compete with WDC in Media Network segments, they are not rivals in Consumer Products and Parks and Resorts and Consumer Products so we will look at those segments separately.
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 After creating the SWOT analysis and reviewing the internal factors a number of strategies emerged. The top strategies are listed here. The ones in bold were the strategies selected for the QSPM analysis which we will discuss later. R&D (RESEARCH AND DEVELOP) into storytelling to kids through technology highlights WDC strength of the creative process. Additionally, WDC was based in storytelling and has expanded. WDCs competitors have less of a history in the area of childrens stories which gives WDC the edge. One of WDCs weaknesses is high sunk costs, but an opportunity is to expand more internationally. The strategy of targeting three new markets and developing expansion plans touches the high sunk costs as they could expand a segment that doesnt have the as high sunk costs which gives it the potential to more quickly be a revenue producer. Lastly, digitizing content. This strategy touches the high sunk cost weakness, high risk factor, as well as the opportunities and threats that technology brings. By digitizing content including advertising, media etc WDC can save money on print, get things out quicker and utalize other segments to do it. This again is an advantage WDC has over its competitors because its primary competitors the vast diversification that WDC has. 13

Disney and Time Warner are most closely related. Disneys market captialization is at 39B, followed by TW at 26.28B and CBS a distant third at 4.31B. The rest of the industry totals 499.59M In terms of revenues Disney and TW are close, but Time Warner sneaks ahead49.98B to WDC 36.99B. capitalizacin del mercado, es una medida de una empresa o su dimensin econmica, y es igual al precio por accin en un momento dado multiplicado por el nmero de acciones en circulacin de una empresa pblica, e indica el patrimonio disponible para la compra y venta activa en la bolsa.
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 As we mentioned earlier, the WDC has a variety of competitors because of their many segments. The primary competitors that most closely match WDC are Time Warner and CBS. The chart here shows the comparative data for the industry. Disney is most closely matched by Time Warner and as you can see in the Industry column, there are many other players in the industry that make up the rest of the market share. Also one should note that Disney if more diversified in its segments than Time Warner.
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 The competitive profile matrix also shows that Time Warner and Disney are closely related on various issues with Disney showing the slight edge. Again, because Disney is much more diversified than most organizations within the various industries we must look at larger factors that would cover all segments. Disney edge comes from product quality and global expansion. In the other areas Disney is quite similar/close to Time Warner.
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 Disneys primary competitors in the consumer products segment are Warner Brothers and Fox followed by Sony, Marvel and Nickelodeon. Disney is likely the largest world wide licensure of character-based merchandise and producer/distributor of childrens film-related products based on retail sales.
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 There are more than 400 amusement parks in the United States. The magic kingdom at Walt Disney World in Florida is the most visited amusement park in the world. Disney doesnt have much strong competition in this area. The second largest company after Disney is Six Flags with 20 parks around the world. Ocean Park is the other competitor and is located in Hong Kong. The park receives more than 5 million tourists each year and are planning new parks. It also seems that Hong Kong residents are that impressed with the small version of Disney built there and in 2009 Disney reached an agreement to enlarge Hong Kong Disney.
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 Based on their market position in their different units we have identified four strengths and weaknesses of the organization as a whole. We will use these strengths and weaknesses throughout this analysis, and ultimately combine them with the opportunities and threats to begin to develop strategies. Based on the competitors, state of the industry and industry trends we have developed four opportunities and threats for the WDC. Because WDC is so diversified we tried to look at opportunities and threats (as well as strengths and weaknesses) that apply to as many segments as possible.
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 In the SWOT analysis we now put together the various parts we have discussed previously in this presentation. The SWOT analysis helps us to see everything together in context so that we can develop the best strategies to best capitalize on strengths, strengthen/mitigate weaknesses, utilize opportunities and mitigate threats. The SWOT analysis brought out a number of potential strategies. The letter and number in parentheses reference the strength or weakness the strategy addresses while its line item addresses the opportunity or threat. Any number of additional strategies could be added, but we want to look at the strongest and most attractive strategies for implementation. Any strategies either not listed here, or not selected for further evaluation in the QSPM matrix should be noted and banked for the future when they might be more attractive given the right circumstances.

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Implementation and financing

After developing strategies and recommendations, is now time to see how they can be implemented and financed. If a strategy cant be financed or implemented successfully it could ultimately cost the organization more money and during a recession that is not something anyone wants to happen.
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Strategy
Now that we have looked internally and externally we will take all this information and formulate strategies for the WDC to use. To do this we will create a full SWOT analysis that takes our strengths, weaknesses, opportunities and threats and will use them to develop strategies.

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As the first competitors slide on market share shows there is a lot of money to be had in these industries. Over the last few years new trends are emerging that affect WDC and its competitors. These trendsincluding HD, 3-D, mobile content and consumer-centricityaffect many aspects of the organizations from R&D to customer service. And they all affect the bottom line and competitive advantage.
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