Walt Disney Swot Analysis

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Strategic Positioning & Core Strengths “Our greatest natural resource is the minds of our children.”- Walter Disney Walt Disney positions itself as the world’s leader in entertainment using innovative ideas like movies, theme-parks, e-world, in order to turn the experiences of the people into memories. It started off with animated movies, content, studios, live action movies, TV channels and magazines. Core competencies Disney’s main resource is its Creativity. One single cartoon character of Mickey Mouse worked wonders for the company. It was something that was never done before or after it came on the forefront. V R I N- It worked on the I factor of Inimitable because creativity is one such resource that can never be…show more content…
It makes people believe in their dreams and has created a world without limits. The core capability lies in innovation and creativity. The core strengths are as mentioned below: • Innovation & Value addition Every year Disney invests its huge capital in innovation and research department. Disney has a group of people called Imagineers who are solely responsible to bring new ideas, new rides, new shows to keep the audience engaged. • Patented Animated Characters Walt Disney makes sure that all the characters are patented thus mitigating the risk of competitors copying the characters. This gives and early mover advantage to the company. This also reduces the competition and makes the characters inimitable. • Acquisition of potential competitors In addition to innovation and R&D within the organisation, Disney also tends to continue as a market leader by killing the competition. The acquisition of Pixar, Marvel etc. has led to mitigating the potential threats and adding more value to the existing system • Diverse…show more content…
For instance, cross-subsidization allows big corporations with activities on various media markets, to move profits from one area to another less successful one. • Single-line companies do not have such possibility and thus don’t survive competition. Then, they employ principle of reciprocity in dealing with other members of Big Six for cooperation with other unites of media conglomerate. In the final run, these processes led to both horizontal and vertical integration of the Big Six. • They drove considerable profits from such holdings as theme parks (Disney), recorded music (Time Warner, Sony, Seagram), and TV production (all the companies concerned). Each of these holdings helped the movie division. During 1980s and 1990s, the companies under consideration spent millions to acquire shares in movie theatre chains, TV networks, cable television systems, and home video operations. Vertical integration is very advantageous from cost savings perspective, involving cost reductions for distribution and presentation phase, and, most importantly, the issue of market

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