Harvard Case - The Walt Disney Company
"The Walt Disney Company" Harvard business case study is written by Frank T. Rothaermel, David R. King. It deals with the challenges in the field of Strategy. The case study is 23 page(s) long and it was first published on : Feb 4, 2023
At Fern Fort University, we recommend that The Walt Disney Company (Disney) continue its strategic diversification by focusing on innovation, digital transformation, and global expansion, while maintaining a strong commitment to brand management, corporate social responsibility, and sustainable growth. This strategy will involve leveraging Disney's core competencies in storytelling, entertainment, and brand building to navigate the evolving media landscape and capture new opportunities in the global market.
2. Background
The Walt Disney Company is a global entertainment and media conglomerate with a rich history of innovation and success. The case study focuses on Disney's strategic challenges in the late 2000s, particularly in the face of a rapidly changing media landscape dominated by the rise of the internet and digital streaming services.
The main protagonist of the case study is Robert Iger, who became CEO of Disney in 2005. Iger faced the challenge of evolving Disney's business model to adapt to the digital age while preserving its core values and brand equity.
3. Analysis of the Case Study
This analysis utilizes several strategic frameworks to understand Disney's situation and develop recommendations:
a) SWOT Analysis:
- Strengths: Strong brand recognition, diversified portfolio of assets, creative talent pool, global reach, financial resources.
- Weaknesses: Dependence on traditional media, vulnerability to digital disruption, potential for brand dilution through expansion.
- Opportunities: Growth in emerging markets, digital media expansion, development of new technologies, diversification into new sectors.
- Threats: Competition from digital streaming services, piracy, economic downturns, changing consumer preferences.
b) Porter's Five Forces:
- Threat of New Entrants: High, due to low barriers to entry in the digital media space.
- Bargaining Power of Buyers: Moderate, as consumers have many choices for entertainment.
- Bargaining Power of Suppliers: Low, as Disney has significant leverage over its suppliers.
- Threat of Substitutes: High, as consumers can choose from a wide range of entertainment options.
- Rivalry Among Existing Competitors: Intense, with established players like Netflix and Amazon Prime competing aggressively.
c) Value Chain Analysis:
- Primary Activities: Content creation, production, distribution, marketing, customer service.
- Support Activities: Research and development, human resources, finance, IT management, legal.
d) Industry Analysis:
The entertainment industry is undergoing significant transformation driven by digital technology. This creates both opportunities and challenges for Disney:
- Disruptive Innovation: Streaming services like Netflix are disrupting traditional media distribution models.
- Globalization: The rise of emerging markets presents significant growth opportunities.
- Technology and Analytics: Data analytics and AI are changing how content is created, distributed, and consumed.
e) Corporate Governance:
Disney's strong corporate governance structure, with a focus on long-term value creation and shareholder returns, is crucial for its success. This includes:
- Board of Directors: A diverse and experienced board provides oversight and guidance.
- Executive Compensation: Aligned with long-term performance and shareholder value.
- Transparency and Accountability: Disney is committed to ethical business practices and transparency.
4. Recommendations
a) Digital Transformation:
- Accelerate the development of Disney+: Invest in content creation, marketing, and technology to compete effectively with rivals like Netflix.
- Leverage digital platforms for content distribution: Explore new distribution channels and partnerships to reach wider audiences.
- Embrace data analytics and AI: Utilize data to personalize content recommendations, optimize marketing campaigns, and improve customer experience.
b) Global Expansion:
- Expand into emerging markets: Target high-growth regions like China and India with localized content and distribution strategies.
- Develop strategic alliances: Partner with local companies to navigate cultural differences and regulatory hurdles.
- Invest in international production: Create content that resonates with global audiences, fostering cultural exchange and understanding.
c) Strategic Diversification:
- Expand into new sectors: Explore opportunities in areas like gaming, theme park experiences, and consumer products.
- Acquire strategic assets: Consider mergers and acquisitions to enhance existing businesses and enter new markets.
- Develop new business models: Explore innovative ways to monetize content and engage with consumers.
d) Brand Management:
- Maintain brand consistency across platforms: Ensure that Disney's brand values are reflected in all its products and services.
- Protect intellectual property: Safeguard Disney's trademarks and copyrights from infringement.
- Engage with consumers on social media: Build strong relationships with fans and promote content through social media platforms.
e) Corporate Social Responsibility:
- Promote diversity and inclusion: Create a workplace that values diversity and reflects the global community.
- Support environmental sustainability: Reduce Disney's environmental footprint and promote sustainable practices.
- Engage in community initiatives: Give back to communities through charitable donations and volunteer programs.
5. Basis of Recommendations
These recommendations are based on a thorough analysis of Disney's strengths, weaknesses, opportunities, and threats. They consider the following factors:
- Core Competencies: The recommendations leverage Disney's core competencies in storytelling, entertainment, and brand building to drive growth and innovation.
- External Customers: The recommendations focus on meeting the evolving needs of consumers in a rapidly changing media landscape.
- Internal Clients: The recommendations aim to create a culture of innovation and collaboration within Disney.
- Competitors: The recommendations acknowledge the competitive landscape and aim to position Disney for long-term success.
- Attractiveness: The recommendations are based on a strong understanding of the financial and strategic implications of each initiative.
6. Conclusion
The Walt Disney Company is well-positioned to navigate the challenges and opportunities of the 21st century by embracing digital transformation, global expansion, and strategic diversification. By leveraging its core competencies, fostering innovation, and maintaining a strong commitment to brand management and corporate social responsibility, Disney can continue to create value for its stakeholders and remain a leader in the global entertainment industry.
7. Discussion
Alternative strategies include focusing solely on traditional media, pursuing a purely digital strategy, or abandoning diversification efforts. However, these options carry significant risks and may not be sustainable in the long term.
Key assumptions include the continued growth of the global entertainment market, the success of Disney+ in capturing market share, and the ability of Disney to adapt to technological advancements.
8. Next Steps
- Develop a detailed implementation plan: Outline specific timelines, milestones, and resource allocation for each initiative.
- Establish a dedicated team: Assemble a cross-functional team to oversee the implementation of the recommendations.
- Monitor progress and adjust as needed: Regularly assess the effectiveness of the strategy and make adjustments based on market dynamics and performance metrics.
By taking these steps, The Walt Disney Company can continue to build on its legacy of innovation and success in the years to come.
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Case Description
The protagonist of the case is Bob Iger, who has been appointed CEO of Disney for a second term. During Bob Chapek's brief tenure as CEO (2020-22), Disney's streaming business lost $4 billion in 2022, and net income fell to $3 billion, down from $11 billion in 2019. Disney's stock has underperformed the S&P 500 index by 56 percentage points. Dubbed the streaming wars, Disney must contend with several competitors, some with deep pockets: Amazon Prime, Apple TV+, HBO Max, Netflix, Paramount+, Peacock, and YouTube TV. As employee morale reaches a low point, Iger must decide which organizational structure to put in place to allocate resources and distribute content, given the diversified nature of Disney as well as the ongoing industry transformation.
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