Walt Disney Strategic Analysis

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At the request of Management, a strategic analysis* for the Walt Disney Company (WDC) has been completed. In the industry category of “Broadcasting and Media”, WDC is the world’s largest media conglomerate, with assets encompassing film, television, publishing, and theme parks, based out of Burbank, California (CA) (Dun & Bradstreet, 2017). Further, WDC opera-tions in four business segments: (1) Media Networks, (2) Parks and Resorts, (3) Studio Enter-tainment, and (4) Consumer Products & Interactive Media (Walt Disney Co., 2017). For the year ending September 30th, 2017, WDC lay claim to approximately $55.137 billion in United States (US) dollars, with 42.6 and 33.4 percent of that total stemming from its media networks and its parks and resorts, respectively (Dun & Bradstreet, 2017). Lastly, 38.4 percent of WDC’s reve-nue is from the US and Canada, all else from foreign markets, while nearly 73 percent of WDC’s assets are solely in the US (Dun & Bradstreet, 2017).
Included in this examination is an (1) analysis of WDC’s generic strategy, (2) how WDC’s generic strategy is reinforced through complementary strategic moves, (3) the timing of these complementary options, (4) WDC’s strategies for competing in international markets, and (5) recommendations.
Generic Strategy Option
Companies, like WDC, utilize a generic compeitive strategy. There are five types of these strategies: (1) low-cost and (2) focused low-cost provider, (3) broad and (4) focused

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