a strategic business analysis -...
TRANSCRIPT
A Strategic Business Analysis
Table of Contents
Introduction 3
Company Background 3
Purpose of Strategic Management 3
Company Mission Statement 4
Objectives 4
Strategies 4
Internal Audit 4
Strengths 4
Weaknesses 6
Internal Factor Evaluation (IFE) Matrix 7
External Audit 7
Opportunities 7
Threats 8
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External Factor Evaluation (EFE) Matrix 10
Strategic Analysis 10
Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix 10
Strategic Position and Action Evaluation (SPACE) Matrix 12
Grand Strategy Matrix 15
Internal-External (I-E) Matrix 15
Quantitative Strategic Planning Matrix (QSPM) 16
Recommendations 19
Mission Statement 19
Short-term Goals 19
Long-term Goals 20
Implementation 20
Sources 23
Introduction
Company Background
When brothers Walt and Roy Disney moved to Los Angeles in 1923, they went there to sell their
cartoons and animated shorts. One could only dream that their name would one day be
synonymous with entertainment worldwide. But then again, that is how The Walt Disney
Company has made their fortunes over the last several decades: making “dreams” come true.
The Disney brothers began creating countless cartoons (some successful and others not so much),
and in 1928, introduced Mickey Mouse to the world in the animated short, Steamboat Willie—
widely described as the first animated film to be synchronized with post-produced music. The
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Mickey Mouse character gained enormous popularity, and Walt and Roy enjoyed incredible
success thereafter with feature films both related and unrelated to the Mickey Mouse character.
The Walt Disney Company produced several of its animated classics throughout the 1940s such as
Pinocchio, Fantasia, Dumbo, and Bambi; and in 1955, Disneyland opened its doors as the Disney
brother’s first amusement park. In 1966, Walt Disney died leaving Roy as the new President,
CEO, and Chairman of the Board of The Walt Disney Company. Walt never had the opportunity
to witness his namesake creation (Roy rebranded Disney World as Walt Disney World in honor of
his late brother) as Walt Disney World opened five years later on October 1, 1971.
Since that first day of October in ‘71, The Walt Disney Company has expanded exponentially.
The
Company owns media networks such as ABC, ESPN, the Disney Channels, SOAPnet, and A & E
(television networks); ABC Radio and The Radio Disney Network (online and satellite radio
station); and Hyperion Books (literary publishing company). The Company has spread its parks
across the world to Paris, Hong Kong, and Tokyo and has taken to sea with four Disney ocean
liners.
The Walt Disney Company continues to grow with a major expansion to Walt Disney World
currently underway and several feature films currently in production in the Disney-Pixar
Animation Studio (the result of the Company’s 2006 acquisition of Pixar Animation Studios.)
Though profits have been stagnant for the last two fiscal years, the company’s revenue continues
to increase.
Purpose of Strategic Management
Strategic management is a management function that consists of three distinct actions. They are
(1) formulating, (2) implement, and (3) evaluate cross-functional decisions that enable an
organization to achieve its objectives. Strategic management is vital for companies wishing to
prosper in such a dynamic world.
With globalization at an all time high, the practice of strategic management among a company’s
top executives (at the very least) is an absolute necessity. Considering that “communication is a
key to successful strategic management” and that the empowering of employees is “a great benefit
of strategic management,” it is recommended that strategic management is implemented at a
company-wide level. Simply put: successful, polished, professional companies perform strategic
planning. A large percentage of the companies that fail in America each year do not perform
strategic planning.
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Company Mission Statement
“A mission statement defines in a paragraph…any entity's reason for existence. It embodies its
philosophies, goals, ambitions and [morals]. Any entity that attempts to operate without a mission
statement runs the risk of wandering through the world without having the ability to verify that it
is on its intended course.” –www.missionstatements.com.
The mission statement can also be defined as a company’s “statement of purpose.” The current
mission statement for the Walt Disney Company is:
To be 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 creative, innovative and profitable entertainment experiences and
related products in the world.
Objectives
The objectives of a company are the same as a company’s goals. When setting goals, an
organization is determining what results they expect to achieve in both the short-term and the long-
term. What is the goal of this company? Of this division? What do we want to have accomplished
within the next year? Within the next five years? Generically, the answers to these questions
would be a compiled list of objectives of which a company should strive to obtain.
Given the current economic climate, setting objectives (or goal-setting) is difficult. As with every
company, The Walt Disney Company should set goals for the company as a whole and along
functional lines that pressure the company to greatness yet are obtainable. Measurability should
be constantly remembered in setting these objectives, and precise and unambiguous language
should be used to eliminate all hints of confusion.
The Walt Disney Company does not publish its corporate objectives.
Strategies
Strategies are a company’s methods to reaching its established objectives. Just because a company
may have a final destination in mind (an objective or goal) doesn’t mean that every path to that
destination is a good one. After setting strategically sound objectives, it is imperative that
strategically sound strategies are generated to provide the means of transportation for said
objectives.
The courses of action on which an organization decides to embark affects all divisions and aspects
of said organization. Strategies should be formulated and implemented only once all internal and
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external factors are assessed. Only then can a strategy be deemed “safe” for a company for
implementation.
Internal Audit
Strengths
All companies have actions that they perform more than capably. All companies (at least all those
that have been around for a period of time) have past successes on which to build. A company’s
“strengths” are those such factors: the positive components of a company’s collective portfolio
that have made the company better in one way or another.
The strengths for The Walt Disney Company are detailed below.
A Vast and Diverse Portfolio
The Disney brothers began drawing cartoons long before moving to Hollywood. The Missouri
natives spent the majority of their lives imagining characters to which to introduce to the world.
Along with the Disney’s impressive collection of new adaptations of old classics such as Robin
Hood, Sleeping Beauty, Peter Pan, and Alice In Wonderland; the Company has created countless
characters to star in their feature films. Disney’s original characters include Mickey Mouse,
Minnie Mouse, Donald Duck, Pluto, Chip & Dale, Simba, Buzz Lightyear, Belle, and Aladdin (to
name only a very limited few.) The Walt Disney Company’s huge portfolio is the single best
strength of the entire organization.
Diversification
Disney has moved well beyond its cartoon-oriented roots. Though the company is still involved
the production of original feature films and other related media (and though the media network
division of the Company is still the organization’s leading generator of revenue) the company has
long since stopped being your typical “animation studio” or “film production company.”
In 1951, with the opening of Disney’s first theme park (Disneyland, in Anaheim, California) the
Company made a dramatic shift from a media-oriented company to the broader category of an
entertainment-oriented company. In the midst of the rollercoaster’s and hot dog stands in sunny
California, the Company found also a unique market place for consumer products and a chance to
entwine and implement the Organization’s already impressive portfolio of film characters into the
parks attractions.
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The Walt Disney Company also began launching and purchasing media outlets for which their
productions and promotions to air. Disney owns now several media broadcasting networks
television as well as several radio stations for terrestrial, satellite, and online hosts.
Incredible Customer Service
The Walt Disney Company prides itself in many things and rightfully so. If you ask the average
person what Disney is known for “Mickey Mouse” or “the castle” might quickly be their reply.
Ask any business professional, however, and one thing is certain to be heard time and time again.
“Customer service.”
Disney demands nothing less than stellar customer service from their employees. If you have
never experienced the “Disney Difference,” I urge you to travel to one of their many theme parks
or retail stores worldwide. Their level of customer service takes those who know to look for it
back. Former customer service experts and teachers for Disney have written very successful books
on the topic and their experiences from the “holy grail” of customer satisfaction.
Acquisition of Pixar Animation Studios
In 2006, The Walt Disney Company made an acquisition of Pixar Animation Studios. Until 2006,
Pixar had collaborated with Disney on multiple occasions to produce such award winning films
such as Toy Story, Finding Nemo, and Monsters, Inc. Because of the partnership involved in these
movies, however,
Disney had limitations on the rights to use and reuse the characters contained within the films. The
Company saw this as a negative. Too, seeing as Disney produces the majority of its films without
collaboration or partnership, the Disney-Pixar relationship was an enigma around which to
carefully navigate.
In addition, as Disney’s traditionally produced animated films (with pen and color artists) being
left in the shadows in comparison to the progressively produced animated films (with CGI and
digital artwork), it seemed like the best approach that could be taken in order to “catch up with the
times.”
Weaknesses
With the fact that all companies have actions that they perform more than capably, the fact also
arises that there are some internal factors that are of a negative consequence. Even companies as
successful as The Walt Disney Company have attributes and characteristics that are not at all
positive. A company’s “weaknesses” are those such factors: the negative components of a
company’s collective portfolio that have made the company worse in one way or another.
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The weaknesses for The Walt Disney Company are detailed below.
The Constant Need of Successful Creative Material
Any analyst should be quick in stating that Disney is wonderful at generating “successful creative
material”–which they are. The weakness associated with this factor, however, is of great
importance. The key words in this factor are “constant need.” Though The Walt Disney
Company is possibly the world’s greatest generator of successful creative material, the constant
need to churn out successful film after successful film and wonderful attraction after wonderful
attraction is daunting at the very least. The fact that there could be a flop at the box office, or a
ride that is negatively reviewed is terrifying for the Company that prides itself in its perfection.
High (and Increasing) Cost of Operation
Unfortunately for the Disney Company, their industry is one with astronomical costs and expenses.
Needless to say, it is quite expensive to produce or successful feature film or build a theme park.
With recently diminishing profits and the economic recession, the company’s realization to the
increasing costs of doing business has been mundane.
This weakness is not to be confused with “high barriers for entry,” which might be viewed as an
opportunity. That would be considered an external factor. From an internal point of view,
however, the high (and increasing) costs to operate are doubtlessly a weakness for The Walt Disney
Company.
Lack of Developmental Property
The Walt Disney Company Parks and Resorts Division has expanded drastically over the last three
decades. With the first international park being established in Tokyo in 1983, the Paris, Hong
Kong, and Shanghai parks began to fall in place shortly after. At the Disney World Resort in
Orlando, Florida, the Company owns several square miles of land that will surely be apportioned
for park editions in the long term. Outside of the extra property in Florida, however, The Walt
Disney Company has little acreage elsewhere. Future developments in California’s Disneyland
Resort are very unlikely due to the rapid pace at which property was bought in the forties when
the “new theme park project” hit the news, limiting Disney’s land around the resort. Lack of
developmental property within a company that survives due to its innovation is a serious issue and
a strong internal weakness of this organization.
Lagging Consumer Products Revenue
The consumer products division of The Walt Disney Company is handedly the smallest division
within the organization. While revenues continue to trend upward for the division, they do so at a
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slower rate to the other Disney divisions, proportionally. Consumer products should be a division
of the Company that performs, proportionately, as well as the other three divisions of the company.
If a consumer watches and really thoroughly enjoys Disney’s new studio release, Cars 2, than it is
safe to say that the viewer might also want a Cars 2 t-shirt or action figure. The same is true for
the media networks or parks and resorts divisions: a consumer who has experienced the products
of any division of the Organization should be prone to purchase consumer products related to such
products. The fact that the increasing revenue of the consumer products division is doing so at a
slower rate of the other divisions shows a lack of marketing and promotion put on the division.
Internal Factor Evaluation (IFE) Matrix
The Internal Factor Evaluation (IFE) Matrix is an Input State (State 1) strategic management tool
that that helps with the summarization and evaluation of the major strengths and weaknesses in the
functional areas of an organization. Internal factors (namely strengths and weaknesses) are
compiled, given weights as it relates their relative importance, and assigned a rating. The weighted
scores [weight (x) rating] are totaled to comprise a total weighted score for the IFE Matrix. The
figures generated in the IFE Matrix are used in a multitude of other strategic management tools
and matrices.
The IFE Matrix for The Walt Disney Company is included below.
External Audit
Opportunities
With the internal factors detailed above, an organization has the ability (if not responsibility) to
utilize its strengths and improve on its weaknesses. They are controllable factors–attributes than
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can be altered. With the external audit, we discuss factors that are not controllable and are focused
outside the four walls of a corporation.
The first such component of the external audit are opportunities. Opportunities make up the one
portion of the external factors to be detailed in this analysis. These opportunities are factors that
provide a chance for an organization to make positive changes. These factors can be governmental,
environmental, economic, or legal (among other descriptors.)
The opportunities for The Walt Disney Company are detailed below.
Increasing Impact in the Music Industry
Disney’s original shows that air on The Disney Channels are crammed full of child stars–children
and young adults from ages 10-18. These child stars, however, are not handpicked just for their
acting ability. The Walt Disney Company has, for some time, selected actors with the dual talents,
namely singing and dancing.
With the meteoric rise of television programs such as American Idol, and America’s Got Talent,
The Disney Company has made a point to hire actors with multifaceted abilities. As a result,
Disney has seen huge success with films such as High School Musical and Camp Rock; and stars
such as Miley
Cyrus/Hannah Montana, The Jonas Brothers, and Selena Gomez. The idea that the music industry
is ripe and ready for Disney to take an even larger plunge is the single best opportunity of the entire
Organization.
Expansion into Untapped Geographical Areas
One of the weaknesses of The Walt Disney Company is the lack of developmental property, which
is discussed in detail above. The idea of expanding into untapped geographical areas is a perfect
cure for such weaknesses. Expanding into new and exciting areas of the world is a wonderful
opportunity.
Disney’s currently standing parks and resorts (in Florida, California, Tokyo, Paris, Hong Kong,
and Shanghai) are all located in areas of great population. The opportunity being discussed here
is placing parks and resorts in new areas away from population mainstreams. Disney should look
into planting parks and attractions in worldwide tourist attractions. For example, the native
population in Hawaii or the Jamaica is not staggering by any means, but the tourist descends on
these destinations like in droves. The idea of planting a resort in this type of area would provide
a great opportunity for the Company.
Expand Radio Operations
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This opportunity can (and should) be looked at individually. It can also be coupled with the first
listed opportunity, increasing impact in the music industry, so that this opportunity is somewhat of
a “step #2” to “opportunity #1.” Disney currently owns and operates ABC Radio and Radio
Disney, two radio stations that broadcast content via satellite, terrestrial, and online formats. With
satellite and online radio exponentially increasing their popularity, now is a better time than any
to utilize Disney’s entertainment portfolio to make a larger impact across all of radio.
Reuse of Past Portfolio
A strength of The Walt Disney Company (was stated above) is its vast and diverse portfolio. An
opportunity of Disney’s, then, would be taking advantage of said portfolio. This option has been
utilized in the past, but a continued use of past characters would serve as a “cash cow” for the
Company.
Mickey Mouse celebrated his 83rd birthday this year, and is still being introduced to children
worldwide every day in the form of Mickey Mouse Club House, a children’s television program
on the Disney Junior portion of The Disney Channels. Mickey isn’t the only Disney character
worth revisiting, though. There are literally hundreds of characters that would garner their own
programs, new feature films, or theme park attractions. This reuse of a wonderful portfolio would
generate increased revenue with lesser expenses associated with it.
Threats
The second components of the external audit are threats–direct opposite of an organization’s
opportunities. Just like organizations should take advantage of their opportunities, threats are also
equally advantageous for a company if they are handled correctly. Threats make up the one portion
of the external factors to be detailed in this analysis. These threats are factors that would otherwise
be considered a negative aspect of the business climate, but can also provide a chance for an
organization to make positive improvements by utilizing these very situations. Just like with
opportunities, these factors can be governmental, environmental, economic, or legal (among other
descriptors.) The threats for The Walt Disney Company are detailed below.
Struggling Global Economy
It seems almost unnecessary to list the struggling economy as a major threat to any worldwide
organization. The slowly recovering economy has begun to feel like a permanent part of our
business landscape. Naturally though, like an elephant in the room, it continually represents the
largest factor in the landscape. The economic climate too, when compiled with a company who is
leisure-driven and produces nonessential products, profits drag even more than normal, as is
clearly evident by the Company’s most recent income statement.
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The struggling global economy represents the largest threat to the entire Organization.
Rapid Pace of Changing Media and Technology
The rate at which media and technology has changed in the last in the last 15 years is
unprecedented. Since widespread availability of the Internet occurred in the late 1990s, media and
technological advances have bred more media and technological advances. While that is
wonderful news for the consumer, it leaves companies struggling to stay on top of changes
occurring at an almost daily rate–so much so that often times technological departments have been
bolstered just to keep organizations competitive on the online.
There is a positive side to this threat of ever changing media platforms, however. The company
that stays on abreast of these quickly changing components of business is king. With new media
platforms such as Facebook and Twitter, it seems that the company that best takes advantage of
these forums is at the forefront of pop culture–right where an entertainment corporation would
hope to be.
Competition with Universal Orlando
When the Disney brothers parked a theme right in the middle of Florida swampland in 1971, they
were the only show in town. Orlando was not the town we know today. Walt and Roy selected
Orlando simply because it met many of their requirements: pretty, warm weather for the majority
of the year, property in abundance, cheap per acre land costs. The Disney brothers bought over
forty square miles and set to work building a second theme park to the original Disneyland in
California.
Walt Disney World anchored the Magic Kingdom Park in 1971 and EPCOT in 1982. Around this
time The Walt Disney Company learned that Universal Studios planned to capitalize on the droves
of tourist Disney was bringing to central Florida by planting a rival park in Orlando as well
centered on movies and film. Disney beat Universal to the punch and opened what is now Disney’s
Hollywood Studios in 1989. The two companies have been in heated competition since that time
with it culminating with Universal opening their Wizarding World of Harry Potter in 2010, an
addition that Disney desperately wanted build within their walls.
The competition is one though that can be healthy for The Walt Disney Company if handled
correctly, however. Universal Orlando’s two parks could not possibly supply enough content to
guests wishing to stay a full week–the length of time Disney recommends to see their four Orlando
theme parks. The two parks owned and operated by Universal Orlando are just enough to lure
additional guests to Florida but not quite enough to keep guests on their property for much more
than a few days.
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Unionized Work Force
Honest corporate executives would almost always give you the answer that unionized workforces
are something that (if they do not have one) are terrified of or (if they do have one) absolutely hate
dealing with. This factor is considered a threat not a weakness because it is, in fact, external in the
sense that Disney cannot control the workforce that they employ.
Disney is considered by many employees, however, as a wonderful place to work and most are
very happy with their employment. The financial stain on the company to suffice union organizers,
however, is always a danger–one that is a definite threat to any corporation.
External Factor Evaluation (EFE) Matrix
The External Factor Evaluation (EFE) Matrix is much like the IFE Matrix in that it is an Input
State (State
1) strategic management tool that that helps with the summarization and evaluation of the major
opportunities and threats in the functional areas of an organization. External factors (namely
opportunities and threats) are compiled, given weights as it relates their relative importance, and
assigned a rating relative to an organization’s response to each factor. The weighted scores [weight
(x) rating] are totaled to comprise a total weighted score for the EFE Matrix. The figures generated
in the EFE Matrix are used (in conjunction with the figures from the IFE Matrix) in a multitude of
other strategic management tools and matrices.
The EFE Matrix for The Walt Disney Company is included below.
Strategic Analysis
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Strengths-Weaknesses-Opportunities-Threats (SWOT) Matrix
The Strengths-Weaknesses-Opportunities-Threats (SWOT) Analysis is a Matching Stage (Stage
#2) strategic management tool that affords analysts the opportunity to match internal and external
factors for strategy development. The idea is that positive advances can be made by taking
advantages of internal factors and having proper responses to external ones. The SWOT Matrix
matches Strengths and Weaknesses with Opportunities or Threats. Thus four possible types of
strategies are possible: Strength Opportunities Strategies (SO Strategies), Weaknesses-
Opportunity Strategies (WO Strategies), Strength Threats (ST Strategies), and lastly Weakness-
Threats Strategies (WT Strategies).
These generic strategies will be discussed later with the precise strategies developed for The Walt
Disney Company.
The SWOT Matrix for The Walt Disney Company is included below.
SO Strategies
SO Strategies are strategies that utilize an organization’s internal strengths to take of advantage of
external opportunities. Through the SWOT Matrix, three distinct SO Strategies have been
developed by for The Walt Disney Company.
The first SO Strategy for The Walt Disney Company is the launching of musicians’ careers that
were/are affiliated with past/current Disney programming. Disney’s vast and diverse portfolio
of television programs and films has been stocked with countless stars with great vocal talent.
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With the opportunity listed of increasing impact in the music industry, the two factors line up
perfectly to make a push musically using current (or past) Disney stars.
The second SO Strategy for The Walt Disney Company is using former Pixar characters and
films as springboards for new but related content. Using Disney’s portfolio and the opportunity
of using new adaptations, sequels, and prequels of past material, the two factors gel easily to create
a great new initiative for both the production and parks/resorts divisions.
The last SO Strategy for The Walt Disney Company is creating additional channels for satellite
radio with content-filled programming. The further diversification within the Company and the
expansion of radio operations (which is directly tied to furthering music activity) falls in line
closely to the first SO Strategy developed for the Disney. The idea of having more stations on
which to put their original content performed by Disney stars under contract with the Company is
an exceptional idea to boost Disney’s musical initiative.
WO Strategies
WO Strategies are strategies that take advantage of external opportunities to improve an
organization’s internal weaknesses. Through the SWOT Matrix, two distinct SO Strategies have
been developed by for The Walt Disney Company.
The first WO Strategy for The Walt Disney Company is to rerelease past classic films on DVD
as new editions or with new special features. This is a “cash cow” option for the company as
profits slip and operating costs increase. The rerelease of classic films with no editions or with
new special features is a cheap way to bolster revenues and make use of the Company’s wonderful
past portfolio.
The second WO Strategy for The Walt Disney Company is to purchase and build parks in
emerging geographical areas rather than older, expensive areas. When looking to expand,
The Walt Disney Company should look to new, emerging economies in which to plant and foster
new parks and initiatives. Disney should consider emerging markets such as India, Brazil, and
South Korea to cut costs and “beat the crowds”, in a sense. Where emerging markets develop so
does the population. If Disney can plant parks in these areas before the growth stabilizes, then
they have made a sound financial decision.
ST Strategies
ST Strategies are strategies that utilize an organization’s internal strengths to reduce the impact of
external threats. Through the SWOT Matrix, two distinct SO Strategies have been developed by
for The Walt Disney Company.
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The first ST Strategy for The Walt Disney Company is to push cheaper entertainment options
to consumers rather than high priced options. Seeing as consumers are experiencing the poor
economy just like members of the business communities, offering cheaper-priced entertainment
options would be a sure way to include the struggling consumer in the consumption of
entertainment products.
The second ST Strategy for The Walt Disney Company is to boost quality of the parks and
resorts not by bettering the product, but by serving the customer better than the competitor
does. Resorts don’t need an extra pool or five arcades rather than three to be more successful than
their competition. To beat the competition, simply out serve them. Make customer happier by
focusing on customer service. More often than not, the quality of a product can be raised
drastically when coupled with incredible customer service.
WT Strategies
WT Strategies are defensive strategies that reduce internal weaknesses and avoid external threats.
Through the SWOT Matrix, two distinct WT Strategies have been developed by for The Walt
Disney Company.
The first WT Strategy for The Walt Disney Company is to research and consider lower budget
entertainment options rather than pricier choices. Because of increasing costs of operation,
Disney needs to consider less expensive options. Disney is known for their excellence, not their
sheer size. That being said, the Company should consider building a water park in Chicago or a
small amusement park in Kansas City. The savings would be great for the company and it would
open its doors to areas of the country that could access the parks without travelling, causing
currently economically-struggling citizens to visit the parks in greater numbers than if the parks
stayed hundreds of miles away in their sunny Floridian and Californian homes.
The second WT Strategy for The Walt Disney Company is to demand nothing less than
exceptional service from employees. What is so advantageous about demanding exceptional
service is that it costs no more than poor service. In a sense, it’s free. So long Disney is in the
entertainment industry, the Company will forever have customer-guest interactions. The question
is why not make these interactions as memorable as the rollercoasters guests have come to ride.
Obviously (as evident from Strength #2), Disney has done a wonderful job at serving guests for
many years, but no one is perfect. Customer service–as good as it already is–could be made better,
and just like Disney magic, you have increased the quality of your park with spending a dime.
Strategic Position and Action Evaluation (SPACE) Matrix
Like the SWOT Matrix, The Strategic Position and Action Evaluation (SPACE) Matrix is another
Matching Stage (Stage #2) strategic management tool. The SPACE Matrix is a four-quadrant
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graphical axis that indicates whether an organization should pursue conservative, aggressive,
defensive, or competitive strategic strategies. The graph is charted based on the average scores of
ratings given to four types positions, namely, the Organizations Financial Position (FP), Stability
Position (SP), Competitive Position (CP), and Industry Position (IP).
Financial Position (FP)
The financial position for The Walt Disney Company scored an averaged rating 3.5 out or a
possible 7 (with 7 being the best possible score and 1 being the worst possible score.) Its middle-
of-the-road rating can mostly be attributed to the Company’s marginal increase in the current ratio
from 2007 to 2008 and a meager 12% increase in gross revenues in the last three reported years.
A company of Disney’s stature should arguably have better financial ratios. The economy, no
doubt, is a major reason the Company has underperformed financially over the last few years, but
sufficient strategic planning should allow us to minimize such threats.
Competitive Position (CP)
The competitive position of The Walt Disney Company is nothing short of stellar. The Company
scored an average rating of -1.75 our of 7 (with -1 being the best possible score and -7 being the
worst possible score.) The fact that Disney’s product life cycle has literally been around for almost
a century is very significant in determining the Company’s competitive position. Couple with that
the Organization’s almost cult-like fan base and the sheer size of the Company, and The Walt
Disney Company has scored an almost perfect score in the competitive position test.
Stability Position (SP)
The stability position for The Walt Disney Company, much like their financial position, is middle-
of-the road. The Company garnered a high score when focusing on the barriers to entry associated
with potential competitors, but generated a low rating when accessing the risk of such a high-risk
industry. When the fact that fresh and successful content is needed regularly but is priced at
industry rates, the stagnancy of the stability position rating is expected. In the end, The Walt Disney
Company scored an average rating of -3.25 our of -7 (with -1 being the best possible score and -
7 being the worst possible score.)
Industry Position (IP)
The industry position for The Walt Disney Company mirrors its competitive position in that it
reflects a high score. The Company earned high scores for the reusing of its past portfolio and the
fact that the ease of entry into the entertainment industry is difficult to say the least. When one
considers the fact that the Company’s leverage position has increased in the last year, a great score
is both what is deserved and what was given. In the end, The Walt Disney Company scored an
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average rating of 5.25 out of 7 (with 7 being the best possible score and 1 being the worst possible
score.) The SPACE Matrix is included below.
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This graph shows that The Walt Disney Company falls within the first quadrant of the SPACE
Matrix Graph. This indicates that the Company should pursue aggressive profiles.
Grand Strategy Matrix
The Grand Strategy Matrix is another Matching Stage (Stage #2) strategic management tool
designed to assist analysts in developing alternative strategies. The Grand Strategy Matrix is
position on a four quadrant graph and is very simply illustrated. The y-axis of the graph represents
market growth, with positive y -figures representing rapid market growth and negative y- figures
representing slow market growth. Conversely, the x-axis represents competitive position, with
positive x- figures representing strong competitive position and negative x- figures representing
weak competitive position.
All companies will fall somewhere on the graph and, once placed, can make decisions based on
the recommended strategies for the company.
The Walt Disney Company falls within Quadrant I for simple reasons. The company is strong
within their markets and growing stronger. Too, the competitive position of The Walt Disney
Company is nothing short of stellar, as stated in the paragraphs detailing the SPACE Matrix.
Because of Disney’s past success, current positions, and expectantly spectacular future, the
Organization falls easily within the first quadrant on the Grand Strategy Matrix.
The Grand Strategy Matrix for The Walt Disney Company is included below.
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Internal-External (I-E) Matrix
The Internal-External (I-E) Matrix is somewhat of a continuation and combination on and of the
IFE and
EFE Matrices. The I-E Matrix pictures nine boxes that represented three quadrants. Quadrants I,
II, and
IV represent the “Grow and Build” section. Quadrants III, V, and VII represent the “Hold and
Maintain” section. Quadrants VI, VIII, and IX represent the “Harvest or Divest” section. The total
weighted score from the IFE Matrix is graphed on the x-axis of the I-E Matrix, and the total
weighted score from the EFE Matrix is graphed on the y-axis of the I-E Matrix.
The I-E Matrix for The Walt Disney Company is included below.
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The I-E Matrix generated The Walt Disney Company’s coordinates on the matrix as in Quadrant
IV. This means that Disney should look to “Grow and Build.” The generic strategies
recommended for this section include market penetration mark development, and product
development. These generic strategies agree with the strategies developed by using the SPACE
and Grand Strategy Matrices.
Quantitative Strategy Planning Matrix (QSPM)
The Quantitative Strategy Planning Matrix (QSPM) is the only Decision Stage (Stage #3) to be
used in the analysis of The Walt Disney Company. The QSPM is a strategic management tool
used to determine the attractiveness of the strategies formulated for The Walt Disney Company in
the Matching Stage (Stage #2) tools as they relate to the internal and external factors compiled in
earlier matrices. The intent with the QSPM is that not all derived strategies are feasible for The
Walt Disney Company, as they are generic strategies that have not been evaluated against the
Organizations specific internal and external factors.
The QSPM for The Walt Disney Company is included below.
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Recommendations
Mission Statement
The current Mission Statement for The Walt Disney Company is listed below.
To be 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 creative, innovative and profitable entertainment experiences and related
products in the world.
Though the Company’s current Mission Statement is adequate, there are a few components of the
current Mission Statement that were neglected. Firstly, Disney makes no mention of their
customers. An organization must never lose focus on their customer, seeing as without the
customer business ceases. In the altered Mission Statement, we have made note of to whom The
Walt Disney Company is selling their products. The remaining neglected components of a
sufficient Mission Statement are corporate philosophy, concern for public image, and concern for
employees. All of the neglected components of a successful Mission Statement were corrected.
The new Mission Statement for The Walt Disney Company should read as follows:
To produce and provide entertainment and information to all citizens of the world,
regardless of ages. Using our portfolio to differentiate our content, services and consumer
products, we seek to develop the most creative, innovative and profitable entertainment
experiences and related products in the world, doing so responsibly as it relates to our
stakeholders and our world.
Short-Term Goals
Short-term goals are considered goals achievable within a year’s time. After completing and
analyzing the several strategic management tools and matrices contained within this analysis, the
following short term goals have been recommended for The Walt Disney Company:
• Rerelease past Disney classics to DVD as special editions or with new special features.
This goal is one that could without question be completed in a year’s time. Too, this goal is a
“cash cow” of sorts for the company–the products are already produced and completed so that a
marketing push would be the only serious movement by the company to get this cheap option
underway and a success.
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• Boost customer service in the parks as a way of besting competition without
increasing expenses. The great thing about exceptional service is that it is no more expensive
than adequate service. Already in place is a series of managers that supervise Disney employees
who have direct contact with guests. This goal is as simple as developing a new standard for
customer service and ensure that managers implement them to perfection. If an employee, then,
has a negative attitude toward a guest, either the employee needs reprimanding because they know
the customer service standards and are not living up to them or they are his/her direct supervisor
needs reprimanding because the new standards were not properly explained. This new (and almost
free) goal is a sure way to increase vacationing experiences with all of the Company’s guests.
• More heavily market cheaper entertainment options rather than pricier choices. In
times of economic difficulty for all members of our global economy, a $5,000 weeklong Walt
Disney World Vacation might not be in the budget. Thus is the reasoning behind this short-term
goal. The Walt Disney Company should aim marketing dollars at cheaper entertainment options
rather than pricier ones with the idea of involving more individuals in the “revenue generating”
process. Much like the “lowering taxes and closing loopholes” argument, the idea would bring
more people out of the woodwork in which to purchase Disney products.
Long-Term Goals
Long-term goals are goals considered unachievable within a year’s time. After completing and
analyzing the several strategic management tools and matrices contained within this analysis, the
following longterm goals have been recommended for The Walt Disney Company:
• Develop current Disney Channel actors into musicians with their multitalented
abilities. In a time where the American Idol and America’s Got Talent television programs are at
the forefront of pop culture, now is as good as time as any for The Walt Disney Company to
develop their actors into music stars as well. Disney has had success with this in the past, but an
increased focus should be made on the goal to drive the Company into the music industry as a
main player rather than just a novelty act.
• Place increasing focus on radio channels and programming. As a follow up to the
above listed long term goal, The Walt Disney Company should look for every outlet on which to
feature the music of their new music stars, and what better way to manage that than to own radio
channels and control the programming on those channels. Much like Disney has done with The
Disney Channels and ABC, the Company does not worry about what station will air the shows
that their studios have produced–the Company owns their own channels on which to show their
content.
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• Plant cheaper entertainment options in smaller markets and emerging economies.
The Walt Disney Company is done a fantastic job of placing their parks and resorts where the
masses are. California, Florida, Tokyo, Paris, Hong Kong, and Shanghai are all points on the
global with higher than normal populations. This long-term goal suggests that the Company look
at smaller markets in which to place cheaper entertainment options such a solitary water park, one
amusement park, or a single resort. A Disney-quality water park in Indianapolis would surely
draw considerable more people than if the consumers living in that area had to fly to Anaheim for
their summer vacation. Cheaper entertainment options in emerging markets too (such as Brazil,
India, and South Korea) should be examined too, especially as The Walt Disney Company
currently has no footing whatsoever in South America.
Implementation
The corporate structure of The Walt Disney Company is comprised of four divisions, Disney
Consumer Products, Studio Entertainment, Parks and Resorts, and Media Networks Broadcasting.
Each division must implement the new long- and short-term goals appropriately or the goals will
be ineffective and unsuccessful. Careful attention should be paid to each division functionally as
it moves to implement the recommended goals.
Parks and Resorts
The Walt Disney Company Parks and Resorts division will contribute heavily in the
implementation of
the recommended goals. Two of the recommended goals (one short-term goal and one long-term
goal) deal almost exclusively with Disney’s parks and resorts. The short-term goal associated with
the Parks and Resorts division is to boost customer service in the parks as a way of besting
competition without increasing expenses. The Parks and Resorts department must improve on
their admittedly already stellar customer service. Nothing is perfect, however, and in this case; a
little tweaking of corporate service standards and customer service expectations is all that would
be necessary to bolster guests’ experiences with just a little added dose of “Disney magic.”
Secondly, the long-term goal associated with the Parks and Resorts departments is to plant
cheaper entertainment options in smaller markets and emerging economies. As stated before,
The Walt
Disney Company has made tremendous use of populated areas. Their current parks sit in some of
the most populated areas on the globe. This long-term initiative, however, abandons the strategy
that has worked so well for the Company in the past. This long-term goal recommends The Walt
Disney Company plant smaller, less expensive parks in smaller markets and emerging economies.
Building these parks and resorts in less expensive areas saves money for the Company and opens
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Disney parks to individuals who may never have had an opportunity to travel to one of the
Organization’s major parks.
Media Networks Broadcasting
The Walt Disney Company Media Networks Broadcasting division has a major role forward
progression and diversification of the Company. To place increasing focus on radio channels
and programming and to develop current Disney Channel actors into musicians with their
multitalented abilities are the two long-term goals directly associated with this division.
The Media Networks Broadcasting division will be the division solely responsible for the
expansion of Disney’s radio initiative as well as the promotion of the new corporately backed
musicians. The music and radio content will require a home, and the Media Networks
Broadcasting will provide the source of the Company’s new programming and music. If The Walt
Disney Company is to make a successful push to bolster their standings in the music and radio
industry, the Media Networks Broadcasting division must be successful in getting the Company’s
new content on the airwaves.
Studio Entertainment
The Walt Disney Company Studio Entertainment division, as always, has the monumental task of
creating the content to be used by all other divisions. All other divisions of the Company rely on
the Studio Entertainment division to supply something to be broadcasted, made into a thrill ride,
or sold as a consumer product. Without the Studio Entertainment division creating fresh and
successful content, The Walt Disney Company becomes immediately stagnant.
With the recommended goals, the same is true once again. Much of the recommended courses of
action for The Walt Disney Company presented in this analysis deal with the Company becoming
a bigger player in the music industry. This cannot happen without the Studio Entertainment
division producing quality music. To develop current Disney Channel actors into musicians
with their multitalented abilities is easier said than done. The division must take Disney’s
brightest and best stars into the studio to create music that will be loved by their target markets.
The Studio Entertainment department can effectively make or break nearly the entirety of the
recommended goals in this analysis.
Disney Consumer Products
The Walt Disney Company Consumer Products Division is the smallest division of the Company
by far, both in terms of size and of revenue generated. The Disney Consumer Products Division
has a serious advantage, however. This division is a cash cow for the company, effectively
generating few costs but incurring somewhat sizeable revenues. The Studio Entertainment
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Division produced the new Toy Story 3 movie; the Disney Consumer Products Division must only
sale the finished product. The Parks and Resorts Division is the division that spent millions to
create “The Rockin’ Roller Coaster: Starring Aerosmith;” The Disney Consumer Products
Division must only sale the t-shirts depicting its image.
The short-term goal associated with The Disney Consumer Products Division, to rerelease past
Disney classics to DVD as special editions or with new special features, is one that can
generated quite a bit of revenue with few expenses being incurred, especially considering that there
are little-to-no production costs associated with the new releases. The division should bolster the
Company’s financial standing by providing these revenue generating, inexpensive actions.