Walt Disney Case Study

Case Study

Walt Disney’s corporate strategy is to create high-quality family content, to exploit technological innovations to make entertainment experiences more memorable, and to expand internationally. The company’s expansion isn’t only international but also business-wise through many company acquisitions.

The company is well diversified. Walt Disney is in various different forms of entertainment and also different categories of investment. They are in the Media Networks, the Parks and Amusement, the Studio Entertainment, the Consumer Products and the Interactive Media. They have a strong long-term attractiveness in all of these industries. These industries aren’t all related, but the value of the company creates a bond through their different brands and successfully makes products in different industries “complements.”

Walt Disney Company is a strong competitor in the industries that it has business in.

Disney has had success in most of its business units, but they haven’t had any luck in the video gaming area. They have only experienced loss so far, but are confident that with their newest acquisition and strategy, they will have the break-through they need. Nonetheless, Walt Disney is a strong competitor and can afford taking risky investments from which they might profit in the long run.

Walt Disney portfolio exhibits a good strategic fit. The business divisions are closely related and follow their main industry, which is entertainment. The different business units can share technology, transfer technical skills and combine R&D because the divisions already share similar themes and ideas. Walt Disney also has the opportunity to use common distribution and combine after-sale service activities because of the similarities in products and services.