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Strategic Management
Final Case Study
Andrea Baril
Ashley Cleary
Sylvia LaBrie
Marie-Michele Lachance
05/03/2012
OverviewCompany Overview•The Founder•Growth•Location Map•Walt Disney’s Division
Existing Mission
Proposed Mission and Vision
SWOT Analysis
External Audit•CPM•Positioning Map•EFE
Internal Audit•Organizational Chart•Financial Trends•Balance Sheet•Financial Ratios•IFE
Strategic Plan•SWOT Matrix•Space Matrix•IE Matrix•Grand Strategy Matrix•BCG•Matrix Analysis•QSPM
Implementation•Assumptions•Projected Income Statement•Projected Balance Sheet•Projected Ratios
Evaluation•Stock Price•Balance Scored Card•Strategies•Recommendations•Objectives
The founder
• Walt Disney was born on December 5, 1901 in Chicago • During the fall of 1918, Walt Disney attempted to enlist for
military service but he got rejected.• He started a small company called Laugh-O-Grams, which
eventually fell bankrupt.• With his suitcase, and $20 Walt headed to Hollywood to
start anew.• After making a success of his "Alice Comedies," Walt became
a recognized Hollywood figure.• Disney took a deep interest in the establishment of California
Institute of the Arts, a college-level professional school of all the creative and performing arts.
• Walt Disney passed away on December 15, 1966.• Urban legend maintains his corpse would be frozen and stored beneath the Pirates of the Caribbean ride at Disneyland. . .
Walt, after the Studio had won 4 Academy Awards
Walt Disney 1901-1966
October 16, 1923:
This date is considered the start of the Disney Company first known
as The Disney Brothers Studio.
1928:
First Mickey Mouse cartoon, and the first appearance by Minnie
Mouse.
1932:
Flowers and Trees, first full-color cartoon and first Academy Award
winner.
1939:
The Disney Studio begins its move to Burbank, California.
1940:
Walt Disney Productions issues its first stock.
History
1955:
Mickey Mouse Club debuts on television.
1971:
Walt Disney World Resort opens with the Magic Kingdom and two hotels
near Orlando, Florida.
1982:
EPCOT Center opens at Walt-Disney World Resort .
1983:
Tokyo Disneyland, the first international Disney theme park, opens in
Japan.
1987:
The first Disney Store opens, in Glendale, California.
Growth
1989:Disney-MGM Studios opens at Walt Disney World Resort.1992:Disneyland Paris opens.1995:Disney agrees to purchase 25 percent of the California Angels baseball team, Disney agrees to purchase Capital Cities/ABC for $19 billion. The Disney Channel begins operation in the UK.1996:Disney Online launches Disney.com. Radio Disney, a live 24-hour music-intensive radio network, debuts. 1998:ESPN Magazine debuts, Disney’s Animal Kingdom opens at Walt Disney World Resort, Disney Magic cruise ship departs on its inaugural cruise.
Growth cont.
Disney purchased Marvel Entertainment Gave a $0.35 dividend per share Roy Disney died at age 79 He was a key person in Disney’s animation
legacy Received approval to build a theme park in
Shanghai Released the movie Up
2009
LOCATION MAP
Disney Resorts:1.California
2.Florida3.Tokyo
4.Hong Kong5.Paris
Media Networks Park and Resorts
• ESPN• Disney/ABC Television
Group• ABC Entertainment
Group• ABC News• ABC Owned Television
Stations Group• ABC Family• Disney Channels
Worldwide• Hyperion Book s
• Disney Land Resorts• Walt Disney World Resort• Tokyo Disney Resort• Disneyland Paris• Hong Kong Disneyland• Disney Cruise Line• Disney Vacation Club• Adventures by Disney• Walt Disney
Imagineering
Walt Disney Divisions
The Walt-Disney Studios Disney Consumer Products
• Walt-Disney Studios Motion Pictures
• Marvel Studios• Touchstone Pictures• Disneynature• Walt Disney Animation
Studios• Pixar Animation Studios• Disney Music Groups• Disney Theatrical Group
• Disney Licensing • Disney Publishing
Worldwide• Disney Store
Disney Interactive Media Group
• Disney Online• Disney Games
Walt Disney Divisions Cont.
"The mission of The 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 creative, innovative and profitable entertainment experiences and related products in the world."
Mission Statement
Proposed Vision
Walt Disney strives to be the world’s most famous entertainment company by creating an amazing experience for individual of all ages.
HISTORY
Proposed Mission
Our Mission is to be one of the world’s leading producer and provider of entertainment and information, from parks to network media, and website for all ages. We seek to provide a great experience for our customers, as well as for our employees. By using our unique portfolio to differentiate our content, services and consumer products, we seek to develop the most creative, innovative and profitable entertainment experiences, which would produce financial rewards to our shareholders. In everything we do, we try to contribute to our communities by giving them the best experience.
SWOT Analysis
One of the most recognizable entertainment company in the world
Strong advertising Wide and unique portfolio Innovative entertainment business Strong customer service Strong Media Networks and Broadcasting division Disney owns a variety of companies, which allows them to
generate more profits from different industry such as Media Networks and Broadcasting, Park and Resorts, Studio Entertainment and Disney Consumer Products
Disney is the largest worldwide licensor of character-based merchandise and producer of children’s film-related products based on retail sales
Strengths
Disney sends a corrupted influence to children
Jasmine was in a forbidden relationship with Aladdin
Snow White lived alone with 7 men
Pinocchio was a liar
Robin Hood was a thief
Tarzan walked without clothes on
A stranger kissed sleeping beauty and she married him
Cinderella lied and sneaked out at night to attend a party
Coyote runs off cliffs and blows himself up
Weaknesses
Studio Entertainment and Disney Consumer Products divisions
have been experiencing declining revenue for the last 3 years
Disney as a narrow target market
Disney as such a diversify product range that it can reduce
efficiency and lead to a lack of strategic focus
High cost of entertainment production
High employee turnover
Poor working conditions in factories
Walt Disney’s Park and Resorts are not easily accessible which
leads people to associate Disney World with a costly trip
Weaknesses
Opportunity to renovate attractions in Park and Resorts
Division due to increase in profit
Growth from cable and satellite operators creating even more
potential for Disney to make money with their network
Prospect to build more theme park and resorts worldwide
Openings in other areas of the travel business
Opportunity to invest in building theme parks to satisfy the
increase in guest spending, theme park attendance, and hotel
occupancy
Target new costumers group
Opportunities
Lasting economic recession leading to slow growth rate High unemployment rate Park and Resorts Divisions’ success is unpredictable because
of exchange rate fluctuations; travel industry trends; amount of available leisure time; oil and transportation prices; and weather patterns and seasonality.
Changes in technology leads customers to stream online instead of buying DVD.
Online streaming makes Disney vulnerable to piracy and violation of its intellectual property.
Retail distribution business are influenced by seasonal consumer purchasing behavior and by the timing and performance of animated theatrical release
Increase in labor cost which will have a noticed impact in Walt-Disney expenses due to their large amount of employee.
Threats
External Audit
Critical Success factors Weights Rating Weighted Score Rating Weighted Score Rating Weighted Score 0.0 to 1.0 1 to 4 1 to 4 1 to 4
0 0 0
Advertising 0.12 4 0.48 4 0.48 2 0.24
Market Share 0.11 3 0.33 4 0.44 2 0.22
Company Image 0.12 4 0.48 3 0.36 3 0.36
Financial Position 0.11 4 0.44 4 0.44 3 0.33
Management 0.09 3 0.27 3 0.27 3 0.27
Global Expansion 0.12 4 0.48 4 0.48 4 0.48
Consumer Loyalty 0.12 4 0.48 4 0.48 3 0.36
Production Capacity 0.12 3 0.36 3 0.36 2 0.24
Technology 0.09 3 0.27 4 0.36 3 0.27
Totals 1 3.59 3.67 2.77
CPMMedia Network Segment
Positioning MapMedia Network Segment
Positioning MapPark and Resorts Segment
EFE
Internal Audit
Disneyland will never be completed. It will continue to grow as long as there is imagination left in the world.
- Walt Disney
Organizational Chart
Theme Parks & ResortsInternationalABC Television GroupCo-Head InteractiveCo-Head Interactive & PlaydonHuman ResourcesMotion Picture DistributionCommunicationStategy and Business DevelopmentGovernment RelationsDisney Consumer ProductsESPN & ABC SportsESPN & Disney Media NetworksCFOLegal and SecretaryCIDSecurity
CEO
Financial Trends
Avg P/EPrice/ Sales
Price/ Book
Net Profit Margin (%)
Book Value/ Share
Debt/ Equity
Return on Equity (%)
Return on Assets (%)
Interest Coverage
01-Oct-09 12.9 1.41 1.47 9.1 $18.55 0.38 9.8 5.2 9.6
01-Sep-08 14.2 1.69 1.85 11.7 $17.73 0.46 13.7 7.1 10.4
01-Sep-07 15 2.03 2.19 13.2 $15.67 0.5 15.2 7.7 10.4
01-Sep-06 16.9 1.87 1.98 9.8 $15.42 0.43 10.4 5.5 7.5
01-Oct-05 22.2 1.58 1.82 7.8 $13.06 0.49 9.4 4.6 6.3
01-Sep-04 21 1.52 1.7 7.6 $13.05 0.53 9 4.4 5.9
01-Sep-03 28.4 1.52 1.68 4.9 $11.82 0.57 5.6 2.7 3.4
01-Sep-02 33.4 1.2 1.29 4.9 $11.61 0.62 5.3 2.5 3
(in Millions, except per share data) 2009
Revenues $36,149.00
Costs and expenses $(30,452.00)
Restrucuring and impairment charges $(492.00)
Other income (expense) $342.00
Net interest expense $(466.00)
Equity in the income of investees $577.00
Income from continuing operations before income taxes and minority interests $5,658.00
Income taxs $(2,049.00)
Minority interests $(302.00)
Income from continuing operations $3,307.00
Discontinued operations, net of tax -
Net income $3,307.00
Diluted earnings per share:
Earnings per share, continuing operations $1.76
Earnings per share, discontinued operations
Earnings per share $1.76
Basic earnings per share
Earnings per share, continuing operations $1.78
Earnings per share, discontinued operations
Earnings per share $1.78
Weighted average number of common and common equivalent shares outstanding:
Diluted $1,875.00
Basic $1,856.00
Income Statement
Balance Sheet
Balance Sheet Cont.
Selected Financial Ratios
2009 2008
Liquidity Ratios
Current Ratio 1.33 1.01
Quick Ratio 1.19 0.91
Leverage Ratios
Debt-to-Total Assets Ratio 1 1
Debt-to-equity Ratio 1.12 1.93
Long-term debt-to-equity Ratio 0.1 0.12
Times-Interest-earned Ratio -12.14 -14.13
Activity Ratios
Inventory Turns 28.44 33.67
Fixed Assets Turnover 1.11 1.2
Total Assets Turnover 0.57 0.61
Profitability Ratios
Gross Profit margins 1.84 1.8
Operating Profit Margin 0.16 0.2
Net Profit Margin 0.09 0.12
Return on Total Assets 0.05 0.07
Return on Stockholders equity 0.06 0.14
Earning per share 1.78 2.34
Price-earnings Ratio 15.31 12.61
Growth Rations (yearly)
Sales -4.48% 7.66%
Net Income -25.30% -5.55%
IFE
Strategic Formulation
“I do not like to repeat successes, I like to go on to other things.”
Walt Disney
SWOT Matrix
Space Matrix Results
Space MatrixStrategies:Market DevelopmentMarket PenetrationProduct DevelopmentForward IntegrationBackward IntegrationHorizontal IntegrationRelated DiversificationUnrelated Diversification
IE Matrix
Total EFE Score
High 3-4
Medium 2-2.99
Low 1-1.99
Strong 3-4 Weak 1-1.99Total IFE ScoreAverage 2-2.99
Media Networks
Parks and Resorts
Studio Entertainment
Consumer Products
Interactive media
Strategies:Market DevelopmentMarket PenetrationProduct DevelopmentForward IntegrationBackward IntegrationHorizontal IntegrationRelated DiversificationUnrelated Diversification
Grand Strategy Matrix
BCG
Matrix Analysis
QSPM Matrix
QSPM Cont.
Implementation
“Disneyland will never be completed. It will continue to grow as long as there is imagination left in the world.”
Walt Disney
“Pixar is the most technically advanced creative company; Apple is the most creatively advanced technical company. “
Steve Jobs 2005-02-21
Assumptions
Total Investment of 19.01 billion
Projected Income Statement
Projected Balance SheetAssets
Project Balance Sheet
Liabilities
Project Financial Ratios
Liquidity Ratios
Current Ratio 1.33 0.51
Quick Ratio 1.19 0.46
Leverage Ratios
Debt-to-Total Assets Ratio 1 0.86
Debt-to-equity Ratio 1.12 1.84
Long-term debt-to-equity Ratio 0.1 0.26
Times-Interest-earned Ratio -12.14 -12.14
Activity Ratios
Inventory Turns 28.44 40.39
Fixed Assets Turnover 1.11 1.11
Total Assets Turnover 0.57 0.62
Profitability Ratios
Gross Profit margins 1.84 1.84
Operating Profit Margin 0.16 0.16
Net Profit Margin 0.09 0.09
Return on Total Assets 0.05 0.06
Return on Stockholders equity 0.06 0.012
Earning per share 1.78 1.72
Price-earnings Ratio 15.31 14.27
Growth Rations (yearly)
Sales -4.48% 0.00%
Net Income -25.30% 0.00%
Evaluation
“You're dead if you aim only for kids. Adults are only kids grown up, anyway.”
Walt Disney
Stock Price Graph
Balanced Score CardArea of Objectives Measure of Target Time Expectations Primary Responsibility
Customers
1. Costumer satisfaction Customer SurveyWebinar
Yearly Human Resources &CEO
Representatives
1. Employee Conditions Employee Satisfaction Biannually CEO
2. Career Opportunity Lower employee turnover Biannually CEO
Community / Socially Responsible
1. Eco-Friendly Company Maintain clean environment in resorts
Increase presence of recycling in resorts
Limit food, paper and water waste
Limit land destruction
Yearly CEO Marketing Department
2. Ethical Company Increase in donations and presence of charitable events
Yearly CEO Marketing Department
Operations/Processes
1. Innovation Number of new products in each segment
Number of renovated products in each segment
Yearly CEOMarketing Department
2. Brand expansion/ Accessibility
Numbers of new resorts built Yearly CEO
Financial
1. Reduce cost of production Decrease in cost of Parks, Resorts and other property
Yearly CFO
2. Increase profitability Increase Sales Reduce Expenses
Quarterly CFO
Use product development to renovate and
build new attractions in order to attract an
older target market.
Use market development to build a new
theme park which will be more accessible to
the North East area.
Strategies
Build an indoor theme Park and Resort in
New York.
Improve advertising to promote
entertainment which target a more mature
audience.
Remove the Interactive Media Segment.
Remodel and build new attractions in every
Park and Resorts to stay appealing to our
customers.
Recommendations
In the next three years Walt Disney should..
Objectives
In the next year Walt Disney should…
Improve advertising to promote
entertainment
Remove the Interactive Media Segment
Buy a land in New York City
Questions
Sources
““Home, The Walt Disney Company”, < http://thewaltdisneycompany.com/<ALDRIDGE, B. “Walt Disney”, Brad Aldridge Productions, Berkley, CA, August 2002, http://www.justdisney.com/walt_disney/’> “ Annual Reports, The Walt Disney Company”, <http://thewaltdisneycompany.com/investors/financial-information/annual-report> “ Who Owns the Media? Media Ownership Charts, Free Press”, Florence, MA, <http://www.freepress.net/ownership/chart> “ Investor Relations, The Walt Disney Company”, <http://thewaltdisneycompany.com/investors> “ Walt Disney Company (DIS) News – The New York Times” <http://topics.nytimes.com/top/news/business/companies/disney_walt_company/index.html> “ Stock Quote for Walt Disney Co – MSN Money”, page generated 9:55PM, <http://investing.money.msn.com/investments/stock-price?Symbol=dis&ocid=qbeb> “ DIS: Summary for Walt Disney Company (The) Common – Yahoo! Finance” <http://finance.yahoo.com/q?s=dis&ql=1> “ Organizational Chart The Walt Disney Company – TheOfficialBoard”, <http://www.theofficialboard.com/org-chart/walt-disney> “ Disney Corporate Press Releases , The Walt Disney Company”, <http://thewaltdisneycompany.com/disney-news/press-releases?tid=All&field_press_release_date_value[value][year]=2009&title=&page=3>