Group

Members
UMAR ALI
HAMID AFZAL
ZUBAIR
SAEED

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National Textile University

Walt Disney
Company
Its not about just Disneyland.!

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HISTO
RY
National Textile University

History
1923:
Disney and his brother Roy arrived in California to sell Alice Wonderland.
October 1923:
Disney Brother Cartoon studio was founded. But in 1925 the name was
changed to Walt Disney Studio.
1928:
First time ever, the Mickey Mouse emerged as the cartoon in sound.
1932:

Flowers and Trees, first full-color cartoon and first Academy Award
winner.

1950:
The first live action film Treasure Island was completed.

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National Textile University

History
1954:
The company began television with Disneyland anthology series.
1955:
The most successful series The Mickey Mouse Club began as
well as the opening of new Disneyland Park in California.
1969:
The Disney started its Educational films and materials.
1971:
Walt Disney world Resort was opened with a Magic Kingdom and
two hotels in Orland, Florida.
1982:
Epcot Center was opened as part of Walt Disney World.

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National Textile University

History

1983:
Tokyo Disneyland, first international Disney theme park opened in Japan.

1988:
At the Walt Disney World, Floridian Beach and Caribbean Beach Resort
were opened.
1990:
Disney moved towards Hollywood Pictures and acquiring Wrather corp.
and television station KHJ.
1991:
Disney purchased The Discover magazine (the leading consumer
science).
1992:
The Paris Disneyland was opened in France.

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National Textile University

History

1993:
The Disney was awarded the franchise for a National Hockey League
team, The Mighty Ducks of Anatheim.

1995:
The Disney Channel started operation in UK.
1996:
Disney Online launches Disney.com.
Radio Disney, a live 24-hour music-intensive radio network, debuts.
1998:
ESPN magazine started as well as the opening of Animal Kingdom at The
Disney World Resort.
2006:
Disney unveiled Disney Xtreme Digital, a networking site aimed at children
younger than 14 years of age.

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Location
Disney Resorts:

1. California
2. Florida
3. Tokyo
4. Hong Kong
5. Paris

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11

Disneys Corporate
Structure

The Walt-Disney
Studios

Disney Consumer
Products

Walt-Disney Pictures

Disney Hard Lines

Miramax Films

Disney Soft Lines

Buena Vista Home

Disney Toys

Entertainment

Disney Press

Disney Records

Disney Publishing

Buena Vista Records

Worldwide

Hollywood Records

Disney Store

Touchstone Pictures
Pixar Animation Studios
Disney Theatrical Group
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12

Disneys Corporate
Structure

Media Networks

Park and Resorts

ESPN

Disney Land Resorts

Disney/ABC Television

Walt Disney World

Group

Resort

ABC Owned Television

Stations Group
Internet Group
ABC Radio

Tokyo Disney Resort

Disneyland Paris
Hong Kong
Disneyland
Disney Cruise Line
Disney Vacation Club

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Mission Statement
Walt Disney Company is
to be one of the world's
leading producers and
providers
of
entertainment
and
information. Using our
portfolio of brands to
differentiate
our
content, services and
consumer products, we
seek to develop the
most
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Proposed Mission Statement

The mission of Walt Disney
company is to be one of the
biggest
and
trusted
producer
of
entertainment
and
information provider and
committed to balancing
environmental
stewardship(to help) with
its corporate innovative
goals and operations by
using
advance
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National
Textile University

15

Purposed Vision Statement

Walt Disney
Company is to
be one of the
world's leading
producers and
providers of
entertainment
and
information.

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The StrategyFormulation
Analytical
Framework

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External
Factor
Evaluati
on (EFE)

Competiti
ve Profile
Matrix
(CPM)
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Inp
ut
Sta
ge

Internal
Factor
Evaluatio
n (IFE)

National Textile University

19

EFE Matrix
Key External Factors

Weight

Rating

Weighted
Score

Job opportunity

0.15

0.45

Highly profitable for state

0.10

0.20

Special offers for schools and tourists

0.08

0.32

People get freshness on demand

movie

0.04

0.04

Sale of Hit Dramas DVDs

0.03

0.06

Increase media network

0.10

0.30

Change in technology

0.12

0.48

Unaffordable for middle and lower

class

0.05

0.15

Economic recession

0.10

0.30

Stop physical growth of children

0.07

0.14

Success in not predictable

0.08

0.08

Security threat due to terrorism

0.08

0.16

OPPORTUNITIES

Threats

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IFE Matrix
Key Internal Factors

Weight

Rating

Weighted
Score

Best entertainment place in the

world

0.08

0.32

Strong diversification

0.15

0.45

Good image (Goodwill)

0.09

0.36

Innovation (puppets to digital

media)

0.15

0.60

Get easy feedback through social

network

0.08

0.24

Acquire popular teams of different

leagues.

0.05

0.15

Target niche market

0.05

0.15

Costly to visit

0.05

0.05

Huge investment with high risk

factor

0.10

0.20

Specific target market

0.05

0.10

0.05

0.05

Strength

Weakness

More
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costly R & D

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21

Competitive Profile
Matrix (CPM)

Disney

Critical
Success
Factors

Weigh Rat
t
e

Weight
Weight
Rat
Rat Weighte
ed
ed
e
e d Score
Score
Score

0.10

0.80
0.54
0.30

3
4
2

0.60
0.72
0.20

3
3
1

0.60
0.54
0.10

0.08

0.24

0.16

0.08

0.10

0.20

0.30

0.10

0.15

0.60

0.45

0.30

0.07

0.14

0.21

0.14

0.12

0.36
3.18

0.48
3.12

0.24
2.10

0.20

Management

0.18

Market Share
Global
Expansion
Financial
Position
Product
Quality
Price
Competition
Revenue

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CBS

4
3
3

Advertisement

TOTAL

Time
Warner

1.00

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Matching Stage
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12/31/16

National Textile University

SWOT
Matrix
Grand
Strate
gy
Matrix

IE
Matrix

SPACE
Matrix

Matchi
ng
Stage
BCG
Matrix
24

SWOT Matrix

Opportunities O
1. Job opportunity.
2. Highly profitable for state.
3. Special offers for schools
and tourists.
4. People get freshness on
demand movie.
5. Sale of Hit Dramas DVDs.
6. Increase media network.

Threats T
1. Change in technology.
2. Unaffordable for middle
and lower class.
3. Economic recession
4. Stop physical growth of
children.
5. Success in not
predictable.
6. Security threat due to
12/31/16 terrorism.

Strength S

Weakness W

1. Best entertainment place in

the world.
2. Strong diversification.
3. Good image in the mind of the
people. (Goodwill)
4. Innovation (puppets to digital
media)
5. Get easy feedback through
social network. (Disney
Xtreme Digital).
6. Acquire popular teams of
different leagues.
7. Target niche market.

1.
2.

SO Strategies

3.
4.
5.

Specific target market.

Costly to visit Disney
Parks and Resorts.
Huge investment with
high risk factor.
(forecasting based)
More costly Research
and Development.
Negative impact on
childrens mind.

WO Strategies

S1, S3 + O1, O2 =

W1 + O2, O6 =

Market
development

Product
Development

ST Strategies
S2, S4 + T1, T2, T3 =
Batter Management
Through cover the
cost
National Textile University

WT Strategies
W3, W4 + T1, T5 =
Focus on R & D
25

SPACE Matrix
Internal Position
Financial Strength

Rating

External Position
Environmental
Stability

Rating

Liquidity

Technological Change

-5

Working Capital

Security Threat

-3

Earning Per Share

Economic Recession

-2

Return On Investment

Competitive Pressure

-5

Cash Flow

Change in Demand

-6

Total

22

Total

-21

Competitive
Advantage

Rating

Industrial Stability

Rating

Market Share

-1

Financial Stability

Product Quality

-2

Market Growth

Customer Loyalty

-3

Utilization of Resources

Diversification

-2

Increase media network

Total

-8

Total

19

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National Textile University

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SPACE Matrix

Calculation:
Sum of FS
Sum of CA
FS
CA
Number of components
Number of components
22
8
FS
4.4
CA
2
5
4
Sum of ES
ES
Number of components
21
ES
4.2
5

Y Axis
Y Axis
Y Axis

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Sum of IS
IS
Number of components
19
IS
4.75
4

= FS + ES
X Axis
= 4.4 + (-4.2) X Axis
= +0.2
X Axis
National Textile University

= CA + IS
= -2 + 4.75
= +2.75
27

SPACE Matrix
FS
Conservative

Strategies

Aggresive

CA

Market Development
Market Penetration
Product Development
Forward Integration
Backward Integration
Horizontal
Integration
Related
Diversification
(+2.75 ,
Unrelated
Diversification
+0.2)

IS

Defensive

competitive

ES
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BCG Matrix

Market growth rate

Relative market share

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High
1.0

Medium
0.5

Hig
Media Network
h
+20

Mediu
m
Parks & Resorts
Studio Entertainment

low
0.0

Park & Resort

Consumer Products

Lo
w
-20
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IE Matrix
IFE Total weighted score (2.77)
Strong

EFE Total Weighted

score (2.81)

3.0 to 4.0

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Average
3 2.0 to 2.99
1

Weak
2

1.0 to 1.99

4
High
3.0 to
3.99

3
Medium
2.0 to
2.99

2
Low
1.0 to
1.99

Hold and Maintain

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Grand Strategy
Matrix
Rapid Market
Growth

Quadrant 2

Quadrant 1

Quadrant 3

Quadrant 4

Weak
Competitiv
e Position

Slow Market
Growth

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Strategies
Market Development
Market Penetration
Product Development
Forward Integration
Backward Integration
Horizontal Integration
Related Diversification
Unrelated
Diversification
Strong
Competitiv
e Position

32

ecision Stage

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Decisi
QSPM
on
Matrix
Stage

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QSPM Matrix
(Quantitative Strategic Planning
Matrix)
Key Factors

R&D

Market
Development

Weigh
t

AS

TAS

AS

TAS

Job opportunity

0.15

0.60

0.45

Highly profitable for state

0.10

0.40

0.30

Special offers for schools and

tourists

0.08

0.24

0.16

People get freshness on demand

movie

0.04

---

---

---

---

Sale of Hit Dramas DVDs

0.03

---

---

---

---

Increase media network

0.10

0.20

0.10

Change in technology

0.12

0.48

0.36

Unaffordable for middle and lower

class

0.05

0.15

0.10

Economic recession

0.10

0.20

0.30

Stop physical growth of children

0.07

---

---

---

---

Success in not predictable

0.08

0.16

0.08

Opportunities

Threats

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QSPM Matrix
(Quantitative Strategic Planning Matrix)
Key Factors

Market
Development

R&D

Weight

AS

TAS

AS

TAS

Best entertainment place in the world

0.08

0.24

0.16

Strong diversification

0.15

---

---

---

---

Good image (Goodwill)

0.09

0.36

0.27

Innovation (puppets to digital media)

0.15

0.45

0.30

Get easy feedback through social network

0.08

---

---

---

---

Acquire popular teams of different

leagues.

0.05

---

---

---

---

Target niche market

0.05

0.20

0.15

Costly to visit

0.05

---

---

---

---

Huge investment with high risk factor

0.10

0.20

0.10

Specific target market

0.05

0.05

0.10

More costly R & D

0.05

0.05

0.10

Negative impact on childrens mind

0.10

---

---

---

---

TOTAL

1.00

Strength

Weakness

GRAND TOTAL
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1.55

1.18

4.14

3.11
36

Recommendation

Strategy we adopt is:

Research and
Development

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ANY
QUESTION??????????

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40