Safal Desai MGT301 09/12/10 Managing The Magic 1.) Disney difference is “high-quality creative content‚ backed up by a clear strategy for maximizing that content’s value across platforms and markets.” It means whatever Disney makes or creates for its customers they want to give the most quality creative content and exceptional storytelling. By using the corporate strategy it sets a mission to make the magic happen from books‚ toys‚ and games to online media‚ soundtracks‚ and DVD’s and making
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Case Study: 1 The Not-So-Wonderful World of Euro Disney BONJOUR‚ MICKEY: In April 1992‚ EuroDisney SCA opened its doors to European visitors. Located by the river Marne some 20 miles east of Paris‚ it was designed to be the biggest and most lavish theme park that Walt Disney Company (Disney) had built to date – bigger than Disneyland in Anaheim‚ California; Disney World in Oralando‚ Florida; and Tokyo Disneyland in Japan. Much to Disney management’s surprise‚ Europeans failed to “go goofy”
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Being a Responsible Steward Starts at the Community : A Clean and Green Enviromental Project I. Ecological Problem : Improper Garbage Disposal II. Target Specific Community : Maharlika Village‚ Bulacao‚ Talisay City‚ Cebu III. People Involved : a.) Azza Nur Olandag b.) Jashley Kesha Diaz Ng c.) Charmaine Coronel d.) Mary Lilybeth Olandag (mother of Olandag) e.) Sedronico Olandag (father of Olandag) f.) Maritchu Bagona (yaya of Diaz Ng) g.) Leovina Coronel
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Case 2: Euro Disney 1. The factors that contributed to Euro Disney’s poor performance during its first year of operation were their lack of knowledge of their target market and the fact that they didn’t take into consideration that the target market was not intended to just focus on one culture. Disney builds and promotes Euro Disney as a piece of America in Europe although Disney failed to adapt to the culture. In the European culture they perceived Euro Disney as being overpriced and the vacation
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Opportunities • Move into different segments • Proper inventory management • Market development in untapped countries. • Reduction in operating costs. • Disney music channel • Benchmarking to improve management practices. • Disney school of management and training • Online Websites • Develop more attractions for theme park. Threats • Security Threats due to terrorism • Employee retention • High competition in Media Industry. • Facing fierce
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Is Disney actually hutting our children? In the years growing up as a child it is practically impossible to find children that did not watch or claim to have a favorite Disney movie of their own. With young children being so easily influenced by what they see on TV this could be a problem. One major cause could be parents working more hours than they have in the past. The result of working is parents having less time to spend with their children. And because parents don’t have the extra time
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automobiles . Introduce two brands in the A and entry B level and two brands in the upper C and D level segment. Do appropriate branding for each of the brands in order to benefit the most of a company. Set up a value proposition as a branded organization and set up great recall and credibility of your brands) Your company is a top automobile company established in the entry level C segment of automobiles . Introduce two brands in the A and entry B level and two brands in the upper C and D level segment
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is no man but a mouse: Mickey Mouse. The Walt Disney Company is the world’s largest media conglomerate‚ with assets encompassing movies‚ television‚ publishing‚ and theme parks. Its Disney/ABC Television Group includes the ABC television network and 10 broadcast stations‚ as well as a portfolio of cable networks including ABC Family‚ Disney Channel‚ and ESPN (80%-owned). Walt Disney Studios produces films through imprints Walt Disney Pictures‚ Disney Animation‚ and Pixar. It also owns Marvel Entertainment
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Analysis of the Walt Disney Company Report by Valanium Analysts: Juan Calderon‚ Sergio Delgado‚ Andre Oliveira‚ and Juan Paiz Investment Recommendation: MARKET PERFORM DIS – NYSE (12/3/01) 52 week range $20.47 $15.50 - $34.80 Revenue (2001 Unaudited) Market Capitalization Shares Outstanding 2002E $0.62 2003E $0.75 Ratios Forward P/E Forward PEG M/B 1.01% 10‚605‚954 Book Value per Share (09/01 un audited) EPS Forecast FYE 09/30 EPS $25‚256 Million $42‚762
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In 1992 Euro-Disney was opened in Paris. After two years the theme park was a total disaster and made huge losses. In this report I’m going to analyse how this could have happened and how it changed Disney’s way of operating. To do so‚ I will look at the cultural problems Disney had with external audiences and internal audiences. I will also describe the organization culture Disney when entering France. To end this report‚ I will discuss the changes Disney has made after the Euro-Disney failure and
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