SWOT Walt Disney SWOT analysis 2013 Strengths Weaknesses 1. Strong product portfolio 2. Brand reputation 3. Competency in acquisitions 4. Diversified businesses 5. Localization of products 1. Heavy dependence on income from North America 2. Few opportunities for significant growth through acquisitions Opportunities Threats 1. Growth of entertainment industries in emerging markets 2. Expansion of movie production to new countries 1. Intense competition 2. Increasing piracy 3. Strong
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Wal-Mart Stores‚ Inc. Company Profile Publication Date: 18 Jun 2010 www.datamonitor.com Europe‚ Middle East & Africa 119 Farringdon Road London EC1R 3DA United Kingdom t: +44 20 7551 9000 f: +44 20 7551 9090 e: euroinfo@datamonitor.com Americas 245 5th Avenue 4th Floor New York‚ NY 10016 USA t: +1 212 686 7400 f: +1 212 686 2626 e: usinfo@datamonitor.com Asia Pacific Level 46 2 Park Street Sydney‚ NSW 2000 Australia t: +61 2 8705 6900 f: +61 2 8088 7405 e: apinfo@datamonitor.com Wal-Mart
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SUBJECT: Walt Disney: SWOT‚ PESTEL and Porter analysis Introduction 2 Pestel analysis 2 Political factors 2 Economic factors 3 Social factors 3 Technological factors 4 Environmental factors 4 Porter’s Five forces model 5 New entrants 5 Buyers 5 Substitutes 6 Suppliers 6 Competitors 6 Swot analysis 7 Strengths 7 Weaknesses 8 Opportunities 9 Improvement of customer relations strategy 9 Advertising Growth 9 Differentiation 9
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Great Canadian Dollar Store A SWOT Analysis by Amanda Bird Company History Great Canadian Dollar Store was established in 1993 by founders Bud and Vivian Walker. Their vision was a network of bright‚ clean‚ friendly dollar stores – a place where you would want to take your mother or your grandchildren. Together with their family and energetic representatives across Canada‚ they succeeded in building a successful network of franchised stores. Great Canadian Dollar Stores sell a variety of products
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strengths include: • Disney owns and operates the ABC Television Networks which reaches 99% of all U.S. Television households (p. 28). Additionally‚ “Disney owns 10 television stations” and “six are located in the top 10 television markets in the United States” (David‚ 2011‚ p. 29) • “Walt Disney is the leader in theme parks with a 8.4% share of the market‚ over competitor Six Flags who holds only 0.8%. (David‚ 2011‚ p. 34) • Licensing feature films to third party studios‚ allows Disney to earn a licensing
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Parent Company :Walt Disney Company Category: Amusement Park/Theme Park Sector:Tourism and Hospitality Tagline/ Slogan: Where Dreams Come True‚ What Will You Celebrate? USP: It is the world’s most popular and most visited entertainment resort Segment: People from all age groups Target Group: Families living in USA and tourists from all over the world Positioning: The 4 absolutely stunning and popular theme parks inside the Walt Disney World Resort‚ offer something for everyone
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Disney Strategy Analysis Introduction The Walt Disney Company is the world largest media conglomerate in terms of revenue. In year 2012‚ Disney generates USD 43 billion revenues‚ with profits of USD 10 billion. Disney operates in diversified entertainment and broadcasting industry‚ broken down into 5 business segments: Media Networks‚ Parks and Resorts‚ Studio Entertainment‚ Consumer Products and Interactive. Disney major competitors in the media industry are News Corp and Times Warner. Time Warner
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Case Analysis of The Walt Disney Company: The Magic of Disney Fall 2003 Sean Housley Haas School of Business University of California‚ Berkeley MBA Candidate‚ Spring 2004 housley@mba.berkeley.edu Abstract Disney has led the entertainment industry for much of its storied 80-year history. What exactly is the ‘Magic of Disney’? And how has Disney sustained the magic for so long? This paper analyzes Disney’s historical competitive advantage‚ drawing emphasis on the remarkable synergies Disney created
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Theme parks will not grow if they don ’t diversify their resources. The Walt Disney Corporation is a nation wide multi-varied entertainment company which is a household name to millions of people throughout North America. Michael Eisner who is Disney ’s chairman and chief executive officer knows that his company will have to diversify in order to meet his targeted growth rate of 20%. Eisner wants to follow one of Walt Disney ’s famous quotes which is "We cannot hit a homerun with the bases loaded every
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park in the world. When it comes to theme parks‚ Disney will be the first thing that comes to everyone’s mind. Because of the great success of Disney‚ researchers want to look into the reasons why it is so important and so attractive to the entertainment industry. For example‚ Disney’s Asian theme parks usually would apply local customs and festivals into their programs. And by doing so‚ it draws more local tourists to attend the events. Disney always pays attention to these cultural factors and
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