Case Study and Strategic Plan

Final Case Study and Strategic Plan

Read the Walt Disney Company  case, and from the perspective of an executive with the firm, prepare a strategic plan to grow the business over the next three years. The years are 2020, 2021, 2022 and beyond..

http://robins.richmond.edu/documents/cases/WaltDisney.pdf

Your strategic plan must be future-oriented and include the following:

1. A critique of the company’s mission statement based on the article ‘Mission Statements ’ http://onstrategyhq.com/resources/mission-statements/#Defining%20Your%20Mission

2.

a. "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."

3. One- to two-sentence vision statement for the company.

4. An assessment of the targeting and segmentation strategy of the company within its five major segments.

5. An evaluation of the external environment (industry, market, and the general environment), and the internal situation (core competencies, brand reputation and loyalty, and customer-value proposition) of the company.

6. A SWOT analysis detailing on the strengths, weaknesses, opportunities, and threats that may affect the organization. Choose three or four areas from your SWOT analysis and explain why the areas you have chosen are essential to your strategic plan. NOTE: The student’s previous SWOT analysis is at the very end of this document. Please do not copy word-for-word. Only use the previous SWOT analysis as a reference to complete item #6 of the assignment.

7. An assessment of the implications of digital TV and internet-based business models on the strategies of the company.

8. An evaluation of the factors determined Disney’s international diversification strategies. Use the analytical framework proposed for the study of global media conglomerates (fig 9.4.- on page two.

a. Chan-Olmstead, S.M. (2005).  Competitive strategy for media firms . London: Routledge.

It is also highly recommended that you search through the specialized journals in media management (e.g., Journal of Media Economics, Journal of Media Business Studies, International Journal of Media Management, and Academy of Management Journal).

The strategic plan

· Must be 12 to 15 double-spaced pages in length (not including title and references pages) and formatted according to APA style.

· Must include a separate title page with the following:

· Title of  strategic plan

· Student’s name

· Course name and number

· Instructor’s name

· Date submitted

· Must use at least five scholarly sources in addition to the course text. Remember to incorporate information that you have learned from this course as well as your personal experience.

· Must document all sources in APA style as outlined in the Ashford Writing Center.

· All writing must be original work.

Follow the grading rubric below:

Total Possible Score: 20.00

Critiques the Company’s Mission Statement

Total: 2.50

Distinguished - Comprehensively critiques the company’s mission statement. The critique is fully supported with reference to the ‘Mission Statements’ article. 

Proficient - Critiques the company’s mission statement. The critique is supported with reference to the ‘Mission Statements’ article, but is slightly underdeveloped.

Basic - Partially critiques the company’s mission statement. The critique is minimally supported with reference to the ‘Mission Statements’ article and is underdeveloped. 

Below Expectations - Attempts to critiques the company’s mission statement; however, the critique is not supported with reference to the ‘Mission Statement’ article and is significantly underdeveloped. 

Non-Performance - The critique of the company’s mission statement is either nonexistent or lacks the components described in the assignment instructions.

Writes a One to Two Sentence Vision Statement for the Company

Total: 2.00

Distinguished - Writes a one to two sentence vision statement for the company. The rationale is thoroughly supported with scholarly sources.

Proficient - (Writes a one to two sentence vision statement for the company. The rationale is supported with scholarly sources, but is slightly underdeveloped.

Basic - Writes a one to two sentence vision statement for the company. The rationale is minimally supported with scholarly sources and/or is underdeveloped. 

Below Expectations - Attempts to writes a one to two sentence vision statement for the company; however, the rationale is not supported with scholarly sources and/or is significantly underdeveloped.   

Non-Performance - The one to two sentence mission statement for the company is either nonexistent or lacks the components described in the assignment instructions.

Assesses the Targeting and Segmentation Strategy of the Company Within Its Five Major Segments

Total: 2.00

Distinguished - Thoroughly assesses targeting and segmentation strategy of the company within its five major segments. The assessment is thoroughly supported with scholarly sources.

Proficient - Assesses targeting and segmentation strategy of the company within its five major segments. The assessment is supported with scholarly sources, but is slightly underdeveloped.

Basic - Partially assesses targeting and segmentation strategy of the company within its five major segments. The assessment is minimally supported with scholarly sources and/or is underdeveloped.

Below Expectations - Attempts to assess targeting and segmentation strategy of the company within its five major segments; however, the assessment is not supported with scholarly sources and/or is significantly underdeveloped.

Non-Performance - The assessment of the targeting and segmentation strategies of the company within its five major segments is either nonexistent or lacks the components described in the assignment instructions.

Evaluates the External Environment and the Internal Situation of the Company

Total: 2.00

Distinguished - Thoroughly evaluates the external environment and the internal situation of the Company. The evaluation is fully supported with reference to the article and other scholarly resources. 

Proficient - Evaluates the external environment and the internal situation of the Company. The evaluation is supported with reference to the article and other scholarly sources, but is slightly underdeveloped.

Basic - Partially evaluates the external environment and the internal situation of the Company. The evaluation is minimally supported with reference to the article and other scholarly sources and/or the evaluation is underdeveloped.

Below Expectations - Attempts to evaluate the external environment and the internal situation of the Company; however, the evaluation is not supported with reference to the article and other scholarly sources and/or is significantly underdeveloped.

Non-Performance - The evaluation of the external environment and the internal situation of the Company is either nonexistent or lacks the components described in the assignment instructions.

Conducts a SWOT Analysis and Chooses Three or Four Areas From the SWOT Analysis and Explains Why the Areas are Essential to the Strategic Plan

Total: 2.00

Distinguished - Conducts a comprehensive SWOT analysis and chooses three or four areas from the SWOT analysis and explains why the chosen areas are essential to the strategic plan. The explanation is thoroughly supported with scholarly sources.

Proficient - Conducts a SWOT analysis and chooses three or four areas from the SWOT analysis and explains why the chosen areas are essential to the strategic plan. The explanation is supported with scholarly sources, but is slightly underdeveloped.

Basic - Conducts a partial SWOT analysis and chooses three or four areas from the SWOT analysis and partially explains why the chosen areas are essential to the strategic plan. The explanation is minimally supported with scholarly sources and/or is underdeveloped. 

Below Expectations - Attempts to conduct a SWOT analysis and choose three or four areas from the SWOT analysis and explain why the chosen areas are essential to the strategic plan; however, the explanation is not supported with scholarly sources and/or is significantly underdeveloped. 

Non-Performance - The SWOT analysis and the explanation of the areas that are essential for the strategic plan is either nonexistent or lacks the components described in the assignment instructions.

Assesses the Implications of Digital TV and Internet-Based Business Models on the Strategies of the Company

Total: 3.00

Distinguished - Thoroughly assesses the implications of digital TV and internet-based business models on the strategies of the company. The assessment is thoroughly supported with scholarly sources.

Proficient - Assesses the implications of digital TV and internet-based business models on the strategies of the company. The assessment is supported with scholarly sources, but is slightly underdeveloped.

Basic - Partially assesses the implications of digital TV and internet-based business models on the strategies of the company. The assessment is minimally supported with scholarly sources and/or is underdeveloped.

Below Expectations - Attempts to assess the implications of digital TV and internet-based business models on the strategies of the company; however, the assessment is not supported with scholarly sources and/or is significantly underdeveloped.

Non-Performance - The assessment of the implications of digital TV and internet-based business models on the strategies of the company is either nonexistent or lacks the components described in the assignment instructions.

Evaluates the Factors That Determined Disney’s International Diversification Strategies

Total: 3.00

Distinguished - Thoroughly evaluates the factors that determined Disney’s international diversification strategies. The evaluation is thoroughly supported with the textbook and other scholarly sources.

Proficient - Evaluates the factors that determined Disney’s international diversification strategies. The evaluation is supported with the textbook and other scholarly sources, but it is slightly underdeveloped.

Basic - Partially evaluates the factors that determined Disney’s international diversification strategies. The evaluation is minimally supported with the textbook and other scholarly sources and/or is underdeveloped.

Below Expectations - Attempts to evaluate the factors that determined Disney’s international diversification strategies; however, the evaluation is not supported with the textbook and scholarly sources and/or is significantly underdeveloped.

Non-Performance - The evaluation of the factors that determined Disney’s international diversification strategies is either nonexistent or lacks the components described in the assignment instructions.

Critical Thinking: Explanation of Issues

Total: 0.50

Distinguished - Clearly and comprehensively explains the issue to be considered, delivering all relevant information necessary for a full understanding.

Proficient - Clearly explains the issue to be considered, delivering enough relevant information for an adequate understanding.

Basic - Briefly explains the issue to be considered, delivering minimal information for a basic understanding.

Below Expectations - Briefly explains the issue to be considered, but may not deliver additional information necessary for a basic understanding.

Non-Performance - The assignment is either nonexistent or lacks the components described in the instructions. 

Critical Thinking: Evidence

Total: 0.75

Distinguished - Employs persuasive and applicable information from credible sources to develop an ample analysis or synthesis of the topic. Viewpoints of experts are scrutinized thoroughly.

Proficient - Employs applicable information from credible sources to develop an analysis of the topic.

Basic - Identifies applicable information from credible sources, but may neglect the application of such information toward the analysis of the topic. 

Below Expectations - Presents information from external sources, but such information may lack credibility and/or relevance. Neglects to apply such information toward the analysis of the topic.

Non-Performance - The assignment is either nonexistent or lacks the components described in the instructions.

Critical Thinking: Conclusions and Related Outcomes

Total: 0.75

Distinguished - Conclusions and related outcomes are logical and clearly reflect an informed evaluation and the ability to place evidence and perspectives discussed in priority order.

Proficient - Conclusions and related outcomes are logical and reflect an informed evaluation and the ability to place evidence and perspectives discussed in priority order.

Basic - Conclusions and related outcomes are identified and minimally reflect an informed evaluation and the ability to place evidence and perspectives discussed in priority order.

Below Expectations - Conclusions and related outcomes are not logical or reflective of an informed evaluation and the ability to place evidence and perspectives discussed in priority order.

Non-Performance - The assignment is either nonexistent or lacks the components described in the instructions.

Written Communication: Control of Syntax and Mechanics

Total: 0.25

Distinguished - Displays meticulous comprehension and organization of syntax and mechanics, such as spelling and grammar. Written work contains no errors and is very easy to understand.

Proficient - Displays comprehension and organization of syntax and mechanics, such as spelling and grammar. Written work contains only a few minor errors and is mostly easy to understand.

Basic - Displays basic comprehension of syntax and mechanics, such as spelling and grammar. Written work contains a few errors which may slightly distract the reader.

Below Expectations - Fails to display basic comprehension of syntax or mechanics, such as spelling and grammar. Written work contains major errors which distract the reader.

Non-Performance - The assignment is either nonexistent or lacks the components described in the instructions.

Written Communication: APA Formatting

Total: 0.50

Distinguished - Accurately uses APA formatting consistently throughout the paper, title page, and reference page.

Proficient - Exhibits APA formatting throughout the paper. However, layout contains a few minor errors. 

Basic - Exhibits limited knowledge of APA formatting throughout the paper. However, layout does not meet all APA requirements. 

Below Expectations - Fails to exhibit basic knowledge of APA formatting. There are frequent errors, making the layout difficult to distinguish as APA.

Non-Performance - The assignment is either nonexistent or lacks the components described in the instructions.

Written Communication: Page Requirement

Total: 0.25

Distinguished - The length of the paper is equivalent to the required number of correctly formatted pages. 

Proficient - The length of the paper is nearly equivalent to the required number of correctly formatted pages. 

Basic - The length of the paper is equivalent to at least three quarters of the required number of correctly formatted pages.

Below Expectations - The length of the paper is equivalent to at least one half of the required number of correctly formatted pages.   

Non-Performance - The assignment is either nonexistent or lacks the components described in the instructions.

Written Communication: Resource Requirement

Total: 0.50

Distinguished - Uses more than the required number of scholarly sources, providing compelling evidence to support ideas. All sources on the reference page are used and cited correctly within the body of the assignment.

Proficient - Uses the required number of scholarly sources to support ideas. All sources on the reference page are used and cited correctly within the body of the assignment.

Basic - Uses less than the required number of sources to support ideas. Some sources may not be scholarly. Most sources on the reference page are used within the body of the assignment. Citations may not be formatted correctly.

Below Expectations - Uses an inadequate number of sources that provide little or no support for ideas. Sources used may not be scholarly. Most sources on the reference page are not used within the body of the assignment. Citations are not formatted correctly.

Non-Performance - The assignment is either nonexistent or lacks the components described in the instructions.

Use the student’s previous assignment on SWOT to accomplish item #6 above. The entire student’s paper is copied below. Do not copy text word for word. Please use text below to align the SWOT to the instructions of the current assignment.

Analysis of The Walt Disney Company

Student

Dr.

June 00, 2019

Introduction

The Walt Disney Company is among the largest media firms in the US, in the area of films and mass media. The company’s orgins are deeply rooted with dynamic cartoon characters and extended into other areas with the goal of providing happy memories to people of all ages. Disney's main financial objectives are to maximize their profits, cash flows, and allocation of capital towards growth initiatives, which would propel long-lasting shareholders’ value. Disney, together with its workers, has the obligation of protecting the company's brand. One of the pivotal aims of the company is the satisfaction of the shareholders’ financial needs, which puts a central focus on ethical behavior, which affects both families as well as the environment. The company has a code of conduct entirely dealing with core suppliers and has specific rules relative to harassment, child labor, and discrimination. Disney creates and disseminates entertainment mainly through various market areas such as Disney Channel and ABC owned and operated TVstations, production studios, amusement parks and childrens toys. Other areas include Marvel Studios and 21st Century Fox. The objective of the assignment is to investigate The Walt Disney Company by highlighting its role in the media industry, performing a SWOT analysis and illustrating why the analysis is vital to the strategic plan.

The External Environment and the Internal Situation of Disney

The firm has become one of the leading and most recognized companies in the world in close to a century. The company has made these achievements since it successfully uses the external environment to promote and achieve its objectives. The external environment of the company consists of their services as well as other events outside it which have the potential of influencing or affecting its operations (Carillo et al., 2012). The external environment has numerous factors and therefore, is difficult to control. Disney enlists the best in technology when it comes down to the creation of cartoons and films; this area brings in revenues for the company and consistently perform at the top level when compared to similar firms within the media industry.

Even though Disney one of the leading diversified entertainment and media firms, it's business segments face competition in the global market. Various industries exist worldwide, creating barriers towards its expansion. In transitional markets, numerous legal and legislative forces adversely affect the progression of the company. Oversaturated markets, economic aspects, as well as political factors globally are threats to this company. The practical application of Disney's functions of management play a pivotal role in external factors such as planning, organizing, controlling together with leading. While the external environment might directly affect the company, it remains to be one of the top entertainment firms as it uses appropriate strategies to cope with emerging threats (David, & David, 2013). For instance, Disney has effectually utilized unique market strategies to attain the objectives of each business segment. These include market diversification and related industries. Such an action has allowed the firm to capitalize on market prospects rapidly and effectually entirely. The company also has enhanced diversification in television, movies, streaming content, IoT and merchandise, thus supporting in the insulation of Disney from the impact of uncertainties correlated to the external environment.

Internal factors might as well affect the day-to-day operations of Disney. The company keeps up-to-date with various trends affecting the mass media, the entertainment industry environment, and amusement parks. In promoting a more comprehensive view of the company beyond the collection of smaller entities, Disney as a portfolio of essential areas and spaces. The notion attributed to core competencies in the company comes from the resource-centered perception of strategic thinking. From this perspective, the strategy must be developed on Disney's unique resources and capabilities (Mannheim, 2016). Various resources include the employees' skills, capital equipment, patents, among others.

As mentioned earlier, Disney's brand is one of the most dominant worldwide. They effectually deliver their messages, confirm their credibility, motivate their employees, displays high emotional intelligence with consumers of all ages as well as build vast customer loyalty. As a result, their brand tends to reside within the minds and hearts of customers, both existing and non-existing. The company achieves brand strength by ensuring that its core brand messages communicate to their customers why their products and services are desirable and better compared to the competing entertainment industries. The power of the company's brand of creating extreme customer loyalty emerges from the engagement together with the experiences which are shared.

What is more, the company maintains credibility in its community. Disney ensures that it has the capability of delivering quality services. The company also connects emotionally with prospects as well as residents. The company’s EQ is one variable that makes the Disney brand incredibly magical and powerful. Another strategy that Disney uses in ensuring the brand reputation and loyalty is the motivation of its property management team (Padilla-Walker et al., 2013). Such an action enhances the morale of employees and increases their productivity. Although Disney is one of the most valuable brands internationally, it fails to express a specific and precise public value proposition. Disney describes itself as; The Walt Disney Company and its subsidiaries, as well as associates, are a leading diversified intercontinental entertainment in addition to media enterprise. The company provides magical and numerous-times-in-a-lifespan experiences for kids of diverse ages. Its operational excellence leads to profitability and makes shareholders happy.

Disney’s position in the entertainment industry is produced through its business practices. This is a strength that addresses various weaknesses, threats in addition to opportunities within the global market. Disney must focus the trials recognized in a SWOT analysis. Oddly, the SWOT analysis can enlighten managers on the external influences such as opportunities and threats as well as internal influences such as strengths and weaknesses relevant to the firm (Petersen, 2018). Disney's SWOT factors ideally emphasize issues related to family-oriented entertainment branding associated with the organization. These changes should take into consideration changes in the worldwide markets, and the strengths connected to the Disney brand.

Disney's SWOT analysis provides insight on various subjects which stakeholders and Disney’s leadership should consider when assessing the company. Disney’s strengths present the prospect of success of their strategic expansion ingenuities. Disney's weaknesses and strengths should fit both opportunities along with threats as it pertains to worldwide operations. Disney ought to possess the strengths to effectively withstand the diverse impacts of weaknesses and threats within its industry setting (Carillo et al., 2012). Disney's SWOT analysis would serve as a pivotal guide to understand issues related to the firm.

Strengths

Disney’s strengths the firm’s in-house strategic factors which strengthen their growth. In Disney, these factors much support management strategies essential for the continual growth of the firm amid agressive competition within the global entertainment. Strengths of the business safeguard it against the aggressiveness associated with various industries such as Comcast Corporation, Time Warner Inc., Sony Corporation, among others. Various internal strategic factors which strengthen the company include; well-known and substantial brand, growing portfolio attributed to standard products, strong cooperative growth within business segments, among others. The company has a well-known brand that is easily distinguishable anywhere. This attriubute is a major strength for Disney. The organization offers itself to the public as a wholesome firm appropriate for clients of all age groups. Such a influence assists in the management of customers' expectations that are positive regarding the reputation of the company's brand. As it pertains to the organizational structure, it augments equally auspicious support among all of the firm’s areas. Such a strength enables synergistic cooperation to ensure a competitive external advantge. The strengths enhance the task of continuous evolution of Disney notwithstanding aggressive rivalry with other firms.

Weaknesses

The firm’s weaknesses are the heart of the strategic dynamics which operate as barricades to the firm’s growth and progression. Disney's organizational culture and branding strategies tend to impose constraints on their global business. There is a need for the company's management to address these weaknesses for the betterment of the company. The weaknesses include limited innovation and limited expansion of its segments like amusement resorts. Disney continues to innovate through continuous product improvement. Nonetheless, hasty innovation that involves innovative technologies fall short within Disney's operations (Wasko, 2013). Also, Disney's general approach for competitive advantage emphasize value and distinctiveness of product features partially focusing on developing technology. Such an influence is characterized as a fault since high-tech modernism can be a competitive advantage within the global market. The firm’s weaknesses ought to change within basic approaches as well as management strategies.

Opportunities

The company’s opportunities are exterior calculated elements which enable organizational advancement and expansion. As it pertains to Disney’s industry environment, opportunities contribute to higher revenues within Disney's global entertainment, amusement resorts, and parks operation and mass media. Opportunities within the company include technological innovation, growth, and development of developing markets and growth in several industries. Under high-tech modernism, the organization can potentially adopt newer technologies to advance its global operations. Growth in several segments is an opportunity to grow and can be accomplished via diversification and robust managerial strategies. Growth of developing markets allow for the creation of opportunity in mounting the operations of Disney, which includes infiltration of the mass media industry (Rosenberg, Caldart, & Seager, 2017). Through these opportunities, it is evident that Disney might raise income mainly via diversification and modernization.

Threats

Threats to the firm are other forms of external strategic elements which have the chance of reducing Disney's success. These threats typically come with trends that are connected to entertainment industries, among other players internationally. Competition, digital content piracy, and technological disruption impose a threat to Disney. Their competitors are typically apparent in worldwide mediums and other entertainment activities. The competition is successful by offering film selections similar to offerings from Disney. An example of this is DC Comics and their cinematic universe. The popular began creating films with shared universes after Disney’s early success with its Marvel Cenematic Universe films. Additionally, technological disruption can potentially reduce Disney's revenue (David, & David, 2013).

Furthermore, digital content piracy helps to reduce Disney's potential profits in territories that have weak laws against this specific threat. Such factors under the external strategic concept require the company's leadership to bring up their own competitive gains while conserving the firm from technical disruptions and theft via piracy. They must also address these external strategic issues, digital content piracy, and competition within the entertainment as well as mass media firms by making effectual adjustments within Disney.

Conclusion

In conclusion, understanding various areas of Disney's SWOT analysis is of great importance. For instance, a growing portfolio of the company's popular products entails its strength. The variety of Disney's movies, as well as corresponding merchandise and amusement park and resort services, steadily increase and contributes vastly to the growth of revenue while supporting Disney's reputation and attractiveness. It is vital for leadership to ensure the company's products remain popular. Limited innovation, although a weakness, is an area that is essential to Disney's growth and development. Limited change is related to the company's business strategies. Disney must find practical strategies that would address this area. This problem has been depicted in their themeparks. This segment should be more proactive approach to technology. Instead, the firm is very reactive. Focus in this area is vital as technological innovation is pivotal for the progression of business and competitive advantage on the global stage. Disney's management must come up with strategies to address this area in order to compete in the global media. Notably, growth in several areas is another area of concern that requires consideration. This is because it is a company's opportunity for the growth of its business, mainly through diversification and interrelated managerial strategies. Disney's management must utilize this factor to adopt suitable approaches that would positively contribute to the company's progression. Use of digital technologies, for instance, might improve business productivities as well as quality within amusement resorts and parks. Disney should pay attention to the competition coming up in global markets. Aggressive competition is rampant in global mass media and entertainment. Leadership must address this area effectively by producing quality and highly competitive products and services to the global markets. Such an action would ensure higher earnings from the media industry as Disney would increase its competitive advantages in the world market.

References

Carillo, C., Crumley, J., Thieringer, K., & Harrison, J. S. (2012). The Walt Disney Company: A corporate strategy analysis.

David, F. R., & David, F. R. (2013). Strategic management: Concepts and cases: A competitive advantage approach. Pearson.

Mannheim, S., (2016). Walt Disney and the quest for community. Routledge.

Padilla-Walker, L. M., Coyne, S. M., Fraser, A. M., & Stockdale, L. A. (2013). Is Disney the nicest place on earth? A content analysis of prosocial behavior in animated Disney films. Journal of Communication, 63(2), 393-412.

Petersen, P., (2018). The Business Model of the Walt Disney Company.

Rosenberg, M., Caldart, A., & Seager, P. H., (2017). Strategy: The Soul of Your Business. Managing Media Businesses (pp. 15-35). Palgrave Macmillan, Cham.

Wasko, J., (2013). Understanding Disney: The manufacture of fantasy. John Wiley & Sons.