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关于迪士尼公司的案例分析一、企业概况华特·迪士尼公司（The Walt Disney Company，简称TWDC），简称迪士尼，是世界上第二大传媒娱乐企业，1923年由华特·迪士尼与兄长洛伊·迪士尼创立。
迪士尼取名自其创始人华特·迪士尼，是总部设在美国伯班克的大型跨国公司，主要业务包括娱乐节目制作，主题公园，玩具，图书，电子游戏和传媒网络。
作为一个娱乐品牌，迪士尼在2008年《商业周刊》的世界100强品牌（按照品牌价值）排名为第9位。
2008年12月30日，世界权威的品牌价值研究机构－－世界品牌价值实验室举办的“2008世界品牌价值实验室年度大奖”评选活动中，迪士尼凭借良好的品牌印象和品牌活力，荣登童装品牌类“中国最具竞争力品牌榜单”大奖，赢得广大消费者普遍赞誉。
二、产业链分析1.影视产业影视产业类型繁多，生产各种影片，动画片，电视节目，录制和商演舞台剧等。
其产量大，每年出产50多部故事片，而且发行、出售量大，重播经典。
其特点：全球化与本土化结合，不断创新顺应，精湛的制作技术，轰炸式宣传。
2.迪士尼乐园迪士尼乐园是基于迪士尼动漫影片而发展为旅游、娱乐的游乐园，并带动与乐园相关联的一系列消费服务部门，不断扩展业务，使收入“滚雪球”似地以膨胀，是迪士尼公司的主体。
“体验式营销”是迪士尼乐园的生存之道，“创造欢乐”则是其主题。
所以迪士尼乐园是第一次把观众在电影里和卡通片里看到的虚拟世界变成了可有、可玩、可感的现实世界的，除了包括若干主题公园外，公司还提供餐饮、销售旅游纪念品，经营度假村、交通运输和其他服务行业。
3.迪士尼消费品（1）特许经营：特许经营扩大了迪士尼公司盈利销售渠道，如今全球有4000多个拥有迪士尼特许经营的商家，迪士尼每年的特许经营额达到10多亿美元。
如：米老鼠一问世，就有许多厂商同迪士尼联系，请求允许使用米老鼠形象，现在以米老鼠为形象的产品深受“老鼠帮”们喜爱；（2）衍生消费品：主要是影视节目开发制作的音像带、VCD/DVD/CD产品、旅游产品、玩具、纪念品、书籍等相关产品、影视代表场景及相应的旅游景点的开发等。
迪士尼公司案例研究第1章华特迪士尼公司迪斯尼，这个由华特·迪斯尼和罗伊·o·迪斯尼于1923年创立的娱乐王国，无疑是这个行业的标杆。
华特迪士尼公司持续为全球的消费者带来欢乐和幸福，并永远不会停止用它的愿景给我们带来惊喜。
1. 1介绍迪斯尼是一家跨国、跨平台的企业集团，在迪斯尼带给我们的所有奇迹背后，是迪斯尼领导团队的远见卓识，他们努力产生创造力，促进创新，并利用最新的技术。
他们的业务在许多不同的领域蓬勃发展，包括公园和度假村、消费产品、演播室娱乐、媒体网络和互动媒体。
该公司目前在40多个国家运营，他们确实非常重视劳工、道德、环境、慈善事业等问题。
1.2选择迪斯尼当我们想到商业案例时，我们通常会想到产品和它们的品牌，比如时尚行业的HM，或者消费电子行业的苹果;我们很少想到娱乐业。
我们选择研究迪斯尼，因为它即使不是每个人的童年，也是我们童年的一部分。
那些经典的童话和冒险故事教会了我们爱、勇气和信仰。
此外，正如我们所做的，迪斯尼随着时间的推移而不断成熟，为其作品带来了更多的多样性和创新，为不同阶层的人们带来了快乐，为不同世代的人带来幸福。
1.3事实与统计迪士尼丰富的背景故事不可能简单地用几页纸写出来，因此我们挑选了一些重要的事实和数据来说明这家公司，并在下面列出。
1.3.1公司■建立日期:1923年10月16日■产品:主题公园、有线电视、电影、出版、广播、门户网站，音乐，视频游戏■员工人数:18万(2014年)■净利润:83.8亿美元(2015年)■总资产:881.8亿美元(2015年)1.3.2部门:■沃尔特迪士尼公园和度假村，其中包括该公司的主题公园、邮轮公司等旅游相关资产■华特迪士尼工作室，包括公司的电影、唱片公司和剧场分歧。
■迪士尼媒体网络，包括该公司的电视资产。
■迪士尼消费产品和互动媒体，生产玩具、服装和其他基于此的商品。
■迪士尼拥有的资产，包括迪士尼的互联网，移动、社交媒体、虚拟世界和电脑游戏运营。
迪士尼案例分析范文引言：迪士尼公司是一家全球知名的娱乐公司，拥有众多的电影、主题公园、度假村等业务。
迪士尼公司的成功并非偶然，它背后有着一系列明智的管理决策和战略。
本文将对迪士尼公司进行案例分析，探究其成功因素，并对其管理策略和未来发展进行讨论。
一、迪士尼公司的成功因素1.优秀的品牌价值：迪士尼是一个拥有多个知名品牌的公司，如米老鼠、唐老鸭、白雪公主等。
这些品牌在全球范围内都具有非常高的知名度和美誉度，为公司带来了巨大的商业价值。
2.创新的产品和内容：迪士尼公司一直致力于创造有创意的产品和内容，包括电影、动画片、游戏等。
迪士尼的产品通常能够吸引各个年龄段的观众，且质量上乘，深受大家的喜爱。
3.优质的客户体验：迪士尼公司非常注重为客户提供优质的体验，无论是在其主题公园、度假村还是在购买迪士尼产品时，客户都能感受到迪士尼公司对于细节的关注和服务的用心。
4.强大的市场营销能力：迪士尼公司在市场营销方面非常出色，能够利用各种渠道和媒介将其产品推广给全球观众。
此外，迪士尼公司也非常擅长与其他品牌合作，通过跨界合作进一步扩大其影响力。
5.高度集中的公司文化：迪士尼公司有着独特而高度集中的公司文化，注重家庭和价值观，将这种文化融入到其产品和服务中。
迪士尼公司的员工也秉持着这种文化，为公司的成功做出了重要贡献。
二、迪士尼公司的管理策略1.注重创新：迪士尼公司一直致力于创新，确保其产品和内容具有竞争力。
迪士尼不断地投入资源和精力来培养新的创意，同时也鼓励员工在工作中提出创新的想法和建议。
2.关注员工发展：迪士尼公司注重员工的职业发展和培训，为员工提供学习和成长的机会。
迪士尼公司也鼓励员工在工作中展现自己的才华和创造力，通过激励机制来激发员工的积极性和创造力。
3.投资于技术创新：迪士尼公司一直在技术创新方面投入大量资源，以提升客户的体验和产品的质量。
例如，迪士尼公司在推出主题公园时采用了先进的技术，如虚拟现实和增强现实，给游客带来了更加逼真和互动的体验。
案例分析–迪士尼公司的品牌策略迪士尼公司是全球著名的娱乐与传媒巨头，其品牌影响力和市场地位一直备受关注。
本文将就迪士尼公司的品牌策略展开分析，探讨其成功的原因。
一、迪士尼公司的品牌定位迪士尼公司的品牌定位可谓独特且深入人心。
其核心定位是“为全家庭提供一个快乐、梦幻、温馨的娱乐体验”。
迪士尼通过其标志性的卡通形象，如米老鼠、唐老鸭等，与家庭观众建立了情感链接。
品牌定位不仅塑造了迪士尼的“童话”形象，也吸引了全球各个年龄段的消费者。
二、迪士尼公司的品牌广告营销策略1. 故事化营销迪士尼公司善于利用故事来传递品牌价值观和情感共鸣。
例如，迪士尼的经典动画电影《狮子王》通过展示家庭和友谊的重要性，赢得了全球观众的喜爱和认同。
迪士尼的广告宣传往往采用了这种故事化的手法，让消费者通过情感上的共鸣来形成对品牌的认同感。
2. 跨媒体传播迪士尼的品牌营销善于跨媒体传播，将品牌延伸到各种形式的媒体上。
例如，迪士尼将经典卡通形象转化为广告形象，出现在电视广告、户外广告和网络广告上。
此外，迪士尼还利用社交媒体平台与受众互动，提升品牌的曝光率和影响力。
3. 基于大数据的个性化推荐迪士尼利用大数据分析技术，深入了解消费者的兴趣和喜好，从而能够提供个性化的推荐服务。
例如，通过分析消费者的观影记录和购买行为，迪士尼可以向用户推荐符合其口味的电影、游戏和周边产品，从而提升用户体验。
三、迪士尼公司的品牌扩张战略1. 全球市场扩张迪士尼公司通过在全球范围内的主题公园、度假村和影视制作等领域的扩张，加强了品牌的全球化影响力。
通过在中国、法国、日本等地建立迪士尼乐园，迪士尼向国际市场拓展，并在当地市场上推出本土化的产品和服务。
2. 品牌授权和特许经营迪士尼通过与其他品牌合作，进行品牌授权和特许经营，进一步扩大了自身的品牌影响力。
迪士尼与许多知名品牌如阿迪达斯、宜家等合作推出联名产品，不仅增加了品牌的曝光度，还提高了品牌的时尚感和吸引力。
3. 品牌多元化发展迪士尼不满足于娱乐和传媒领域，还积极拓展新兴领域。
1、在1930年代，迪士尼公司就已经进入了中国市场。
现在迪斯尼在中国内地共有三家办事处，北京办事处负责动画影视的制作与发行、上海办事处负责特许商品营销、广州办事处专注于主题公园与休闲物业。
迪斯尼有四大事业部：电影娱乐、媒体网络、主题乐园与度假胜地、消费产品。
在中国开展的业务可分为以下，电视业务Walt Disney Television International、家庭娱乐业务Buena Vista Home Entertainment International、消费品业务Disney Consumer Products、互联网业务Walt Disney Internet Group、迪斯尼冰上世界Disney On Ice、电影发行Buena Vista International、唱片发行Release、迪斯尼图书Disney Publishing Worldwide、主题乐园度假区Walt Disney Parks and Resorts、软件游戏Software Games、迪士尼英语学习中心Disney English Learning Center2、迪士尼不同业务进入中国的模式迪斯尼消费品业务进入中国主要以授权特许经营为主。
目前，迪士尼公司在中国有不少授权商，拥有大约6000个零售点，迪士尼的服装及玩具等产品在中国25个城市的百货公司和超级市场发售。
由于在中国销售受到传统销售模式的限制，2010年，迪斯尼在中国探索实施新的销售渠道，在多个三线城市推出“Toonsland”新模式和另一新零售模式“迪士尼消费品专区”——一个多层次的一站式商店，一个标榜“全球首家”的主题购物区，一种在一二线市场的新零售模式，一个中国独有的创新零售概念。
电视业务，主要是通过向中国电视台提供迪斯尼制作的动画节目和提供ESPN体育娱乐的转播。
迪斯尼已成为中国最大的动画节目提供商，每天为40多家有线电视台提供节目。
法国迪士尼案例分析一、内容简述本文将围绕法国迪士尼乐园进行深入的案例分析，作为迪士尼公司在欧洲的标志性景点之一，法国迪士尼乐园在过去的几十年中，凭借其卓越的经营策略和创新理念，吸引了大量游客前来游玩。
本文将详细介绍法国迪士尼乐园的背景和发展历程，并重点分析其在商业模式、市场定位、服务质量、品牌形象以及创新发展等方面的案例特点。
通过深入挖掘法国迪士尼乐园的成功经验，本文旨在为其他类似企业提供参考和借鉴。
同时我们也会关注其面临的挑战和未来发展策略，以展示其在激烈竞争中的应变能力和可持续性发展策略。
通过本文的阐述，读者将能够全面了解法国迪士尼乐园的经营理念和成功经验。
1. 介绍迪士尼作为全球知名的娱乐巨头，其业务范围和影响力迪士尼作为全球领先的娱乐巨头，以其独特的创意和精湛的技术引领着全球娱乐行业的发展方向。
凭借其深入人心的品牌形象和多元化的业务领域，迪士尼在全球范围内拥有着广泛的影响力。
其业务范围涵盖了娱乐、媒体、主题公园、电影制作、消费品等多个领域，每个领域都有着卓越的业绩和深远的影响。
自诞生以来，迪士尼不断创新并丰富其产品线和服务内容，满足了不同年龄层消费者的需求。
从动画片、电影、电视节目到游乐园和主题商品，迪士尼不断延伸其品牌触角，构建起一个庞大的娱乐帝国。
其影响力不仅仅局限于娱乐行业，还渗透到了人们的日常生活和文化价值观中。
无论是在电影制作、主题公园运营还是消费品市场，迪士尼都展现出了强大的品牌吸引力和市场控制力。
特别是在法国，迪士尼的成功落地生根不仅推动了当地旅游业的发展，还带动了相关产业链的经济增长。
法国迪士尼乐园作为迪士尼在全球的重要主题公园之一，吸引了大量国内外游客前来游玩，为当地创造了巨大的经济效益。
同时迪士尼在法国的消费品市场也表现出强劲的增长势头，其品牌影响力和市场份额不断扩大。
迪士尼作为全球知名的娱乐巨头，其在全球范围内的业务布局和影响力不容忽视。
特别是在法国这样的重要市场，迪士尼的成功案例为我们提供了一个深入研究和学习的机会，对于我们理解全球娱乐行业的发展趋势和企业战略具有重要的参考价值。
Analysis Disney CompanyThe Walt Disney Company is an American diversified mass media corporation with touching every aspect of the entertainment industry, including publishing, television networks, educational materials, cable channels and Internet websites (Smith, Clark, 1999). And it also owns the theme parksall around the world. Disney Company became a “world’ｓ best-known company” which was based on a lot of cartoon characters. Today it is oneof the largest media corporations in the world (Siklos, 2009).Development of DisneyDisney Company was formed on 16 October 1923, by Walt Disney and his brother Roy Disney in Los Angeles, which was named the Walt Disney Studio. “It all started with a mouse” (Wasko, p.9, 2013). Before the mouse appeared in the film, Walt did two cartoon series which was called Oswaldthe Lucky Rabbit and Alice Comedies. However, because of Oswald got involved the problem of copyright, Walt needed to search for a new character. In 1928, the idea of the mouse which was named Mickey came into his mind (Wasko, 2013). And then the great success of Mickey made the company rapidly growing up in Hollywood.During the World War 2, Disney Company has been taken over by US Army troops a lot. However, this situation did not block the development ofDisney, at that time, Donald Duck as one of the famous animal characters appeared in short film.After the war, the way that Disney Company developed their films werebecoming diversification. Walt started producing television programmingwith ABC and NBC, which made their characters to show themselves ontelevision. This successful movement let Disney Company goes further — a theme park. The first Disneyland was opened on 1955 (Grover, 1997). Due tothese great successful strategies, Disney Company finally becomes a major independent film company in Hollywood (Wasko, 2013).How does The Disney Company grow up?The Disney Company uses diversification strategies to expand its market,which make them to achieve media monopoly and create enormous revenue.Those diversification strategies can be separated into two aspects,horizontal integration and vertical integration.1.Horizontal integrationSince 1993, Disney Company never stopped their footsteps of acquisitions.Disney Company has acquired Miramax Films, Pixar, Marvel Entertainment andLucas film.“Horizontal integration enables a company to increase market power bycross-promoting or cross-selling a show” (McChesney, p.22, 1999). In 1993, Disney Company acquired Miramax which was a leader in independent film distribution (Wasko, 2013). This move made Disney Company had more marketshare for adult not only in children market. Through a series ofacquisitions, Disney Company obtained more opportunities to distributedifferent kinds of films, which created new contents to Disney Company.2. Vertical integrationIn 1995, the first Disneyland opened in California. And now, Disney Companyalready has 7 theme parks around the world which bring Disney Companyenormous income. According to the Disney annual report in 2014, Disneyparks and resorts contributed $15, profits in 2014.In 1996, Disney Company officially acquired ABC, with this merger, “Disney could acquire the entire ABC television network, key ABC affiliates, ABCradio networks, publishing enterprises, ESPN, A&E and Lifetime” (Smith, Clark, p.171, 1999). This decision combined Disney animated film,television program and radio programming together effectively. It madeDisney Company occupied a dominant position in the media industry (Wasko,2013). And in 2001, the Fox Family Worldwide was sold to Disney by NewsCorp. which known as ABC Family (Columbia Journalism Review).3. DiversificationDisney Company added diversification activities to expand areas ofDisney’ｓ operation since 1984 (Wasko, 2013). Due to the acquisition,Disney Company had opportunities to take benefits of technologies fromMiramax Films, Pixar and others company have been acquiredAccording to the annual report of Disney Company in 2014, “The Walt Disney Company, together with its subsidiaries, is a diversified worldwideentertainment company with operations in five business segments: MediaNetworks, Parks and Resorts, Studio Entertainment, Consumer Products andInteractive.” Acquisitions and cooperation help Disney to approach new aspect, which lead Disney to permeate in every aspects of life.How wide ranging are its present operations?Disney ’s industry distributes in various fields, which include medianetworks, park and resorts, studio entertainment, consumer products,interactive.Figure 1: from Disney annual report 2014Figure 2: the percetage of revenue of Disney Comany, from Disney annual report 2014 MediaNetwork43%Parks andResorts31%StudioEntertainment 15%Consumer Products 8%Interactive3%The major revenue of DisneyCompany segmentsAccording to these two graph, the revenue of media network and parks andresorts are most important contributions of Disney Company, which occupymore than half of revenue, almost 74%. And this was due to high programesales at broadcasting and high quality amenities of theme parks (Disneyannual report, 2014).How globalised are its current operations?Disney channels can be a specific example. “The Disney Channels includes over 100 channels available in 34 languages and 164 countries/territories”(Disney annual report, 2014). Therefore, Disney has reached most marketsaround the world.Figure 3: from Disney annual report 2014Figure 4: the overseas revenue of Disney Comany in 2014, from Disney annual report2014According to figure 4, United States and Canada are the most importantmarkets which contributed $36,769 million in 2014. And from figure 5, wecan see that the most income of overseas market is Europe. However Asia as the second market shows a significant increase by compared with the other areas, which shows that Asia market is becoming more important in global market of Disney.In the fields that Disney has apporached, their Theme Parks can be looklike a most useful business method to enlarge their overseas markets. For example, before the Hong Kong Disney land built, Hong Kong SpecialAdministrative Region (HKSAR) invested $2.9 billion which includedinfrastructure improvement and loans to this Disney land and also earnedabout $780 million from the joint venture (Matusitz, 2009). At the sametime, Disney made “four glocalization changes ” to adapt Chinese people ’s preference.“They are (1) reduction of prices; (2) adaptation to local visitors ‘ customs; (3) change ofd écors and settings; (4) 62236181650529903333393012951506160901000200030004000500060007000201220132014overseas revenueEurope Asia Pacific Latin America and Otheradaptation of labor practices” (Matusitz, p.671, 2009). Based on these “four glocalization changes”, Hong Kong Disneyland was more successful.How does Disney influenced by the shareholders and directors? According to Disney Company annual report in 2014, Robert A. Iger isChairman and Chief Executive Officer of Disney. And there are the fivemajor shareholders of Disney Company:Institutional SummaryNon-institutional Shares39%Institutional Shares61%Figure 5: the ownership sumary of Disney Comany, from NASDAQFigure 6: Top 5 Holders of Institutional Holdings of Disney Comany, from NASDAQ From these two pie chart, we can see that Institutional Shares hold 61% ofDisney Company’s stock. And the main shareholder of Disney Company is The Vanguard Group which is an American investment management company. Disney Company can be influenced and developed through cooperation with company from interlocking shareholders and interlocking directorships,which can be distribute in three areas: Financial institutions, food anddrink companies and digtial companies. The diversification of cooperationcan be found in many ways, like economy, political and cultural networks.Board of Directors Interlocking CompanySusan E. Aronld The Carlyle Group, McDonalds Corporation John S. Chen Blackberry, Ltd., Sybase Inc.Jack Dorsey Twitter, Inc., Square, Inc.,Robert A. Iger The Walt Disney CompanyFred H. Langhammer Estéｅ Lauder Companies Inc., The ShinseiBankAylwin B. Lewis Potbelly Sandwich, Starwood Hotels &Resorts WorldwideMonica C. Lozano U.S. Hispanic Media, Inc.,ImpremediaLLC, Bank of America CorporationRobert W. Matshullat Visa Inc., The Seagram Company Ltd.Morgan Stanley & Co. Incorporated,TheClorox CompanySheryl K. Sandberg Facebook, Inc., Google Inc., StarbucksCorp.Orin C. Smith Starbucks Corporation, Nike, Inc.,Conservation International, Deloitte &ToucheFigure 7: Board of Directors of Disney Company, from The Walt Disney CompanyThe figure 8 can clearly show the interlocking company of Disney Company.As we can see from this table, Langhammer and Lozano are two directors ofDisney, at the same time they are the directors of The Shinsei Bank andBank of America Corporation separately. They can give Disney Company abetter financial support and economic security. It is also a stable capitalchain of Disney Company.Disney Company and interlocking company cooperation may promote Disney’s market policy. For example, Smith has served as the director of Nike whichhas a great market share in Chinese market and sponsors many events inChina. Therefore, the connection between Disney and Nike may acceleratesDisney’s step to enter Chinese market and changes the attitude or policytoward Chinese market. Further more, Disney and Nike have launch sportsshoe together ever which played an advocacy role for both brand.Disney Company has its own theme parks and resorts, and those hotels andfacilities come from the interlocking companys, like Starwood Hotels &Resorts Worldwide or Deloitte & Touche. Seagram, starbucks and McDonalds companies provide Disney a great convience for food and drinks. Thoseinterlocking companies may in the Disneyland or nearby the Disneyland,which means Disney also gives them a opportunity to achieve the situationof win-win.The interlocking companies of Disney include internet engine, software andsocial network sites like Google, Facebool, Twitter and Sybase, providingDisney technical support and new platform to branding itself. Taking Googleas an example, in 2014, Google and Disney had team up to launch Disney,Pixar and Marvel movies on any device via Google Play(Buhr, 2014).This cooporation can let more people to download Disney movies, no matter whatapp people are using, they can easily download Disney movies through Google account. Disney and Marvel fans will be able to use any computer or cellphone no matter what software system and watch their movies. This shiftsatisfys the customer’s need and retain more Disney fans.Advice to Disney Company“ Disney Company covers an extremely wide rang of media/ entertainment activities, from traditional television and film viewing, to theme parkvisits and sport event attendance ” (Wasko, 2013). It is definitely a diversified entertainment company. The success of Disney Company can be related to its diversified activities. At the same time, Disney Companyrelies on wide as well as high quality range of products, establishing awell industry brand. With the expansion of Disney industry, it merger a lotof competitive companies like Miramax Films, Pixar and ABC, which reduced competition of market, promoted the capability of Disney and enlarge the extent of Disney Company. Therefore, the superior market share is one ofthe strengths of Disney Company.However, there are still some weaknesses hidden behind the great advantages of Disney Company. The continued growth of high cost of services and products is a problem for Disney. According to the Disney annual report in 2014, the cost of service increased 6% (almost $1.3 billion) compared with 2013, which was because the higher programming costs at ESPN and ABC Television Networks. And the cost of products increased 2% (almost $120 million). Besides the costs of Disney Company, how to overcome the cultural difference and policy issues are quite weakness for Disney to develop new markets. By compared with North America, the revenue from other regions is much less. Taking Asia as an example, the difference of culture background and policy, Disney Company can only has the theme parks or releases filmsin Asia, the channels like ESPN or ABC cannot have a place. It is an issuefor Disney Company to breakthrough.Disney Company still holds many opportunities which can make the company to grow up. The popularity of internet can be seen as a business opportunity. Nowadays, most of people use internet especially social networks more frequently this situation not only happens on adults also on children.Therefore Disney Company can catch this opportunity to branding themselves on internet, which can be like an advertisement or an online game. From market aspect, Asia as the most population in the world has a lot ofchances for Disney Company to develop and then Disney may has more market shares. Disney Company will grow further by taking those opportunities.There are some threats that Disney Company need to pay attention to. The economic environment is an uncontrollable risk for Disney Company. “Turmoil in the financial markets could increase our cost of borrowing and impede access to or increase the cost of financing our operations and investments” (Disney annual report, 2014). At the same time, under this condition, it can increases the cost of borrowing and makes it difficult toget financing. Another threat is potential competitors, even after Disney Company acquired many diversified corporations. Disney Company needs a large number to make it run which lead to high costs of wage, medical feesand allowance. Disney annual report stated that there are about,000 employees working in Disney Company. Therefore, the huge expenditure is not a small burden for Disney Company. However, a variety of unpredictable events are a potential threat which may reduce demand for products of Disney.Although there are a lot of weakness and threats, Disney Company has strategies to alter that. In order to avoid the threat of uncontrollable economy, it requires Disney Company to alter the business strategy or restructuring of its business, even this operation may increase the costs. Disney Company needs to attract new investments and expand new business line (Disney annual report, 2014). Maintaining a low debt ratio is usefulway to avoid the problem of financing. In addition, Disney should limit theincreasing of costs to look for cheaper labor in global markets.Disney can improve their level of localization to narrow the culturaldifference and reduce competition when they expand their global markets.For example, Happy Valley is a famous amusement park in china which willshare the market with Disneyland. Disney can increase the localization ofelements and in some extent reduce the price of ticket to promote competitiveness.Nowadays, people have variety ways to use media. Mobile phone is amainstream in people’s daily life, presenting that Disney should keep paceof technology. The apartment of Disney could develop their own applicationsfor their consumers. As Disney annual report said in 2014, “The media entertainment and internet businesses in which we participate increasinglydepend on our ability to successfully adapt to shifting patterns of content consumption through the adoption and exploitation of new technologies.”Therefore, the priority place should be given to keep pace with new mediaand new technologies for Disney in the future.ReferencesBuhr, S. (2014). Disney And Google Partner Up For Disney Movies Anywhere Access On Google Play. Techcrunch. Retrieved 16 November, 2015 fromhttp://techcrunch./2014/11/03/disney-and-google-partner-up-for-disney-movies-anywhere-access-on-google-play/Columbia Journalism Review. (2013). THE Walt Disney Company Timeline.Retrieved 13 November, 2015 from /resources/?c=disneyGrover, R. (1997). The Disney touch: Disney, ABC & the quest for the world's greatest media empire. Chicago: Irwin Professional Pub.Matusitz, J. (2011). Disney’ｓ successful adaptation in Hong Kong: A glocalization perspective. Asia Pacific Journal of Management, 28(4), 667-681.McChesney, R. W. (1997). The Global Media Giants. Extra, USA.Nasdaq. (2015). Walt Disney Company (The) Ownership Summary. Retrieved 13 November, 2015 from .nasdaq./symbol/dis/ownership-summarySiklo,R. (2009). Why Disney Wants Dreamworks. Fortune. Retrieved 16 November, 2015 fromhttp://archive.fortune./2009/02/09/news/companies/disney_dreamworks.fortune/index.htm?postversion=2009020914Smith, D. and Clark, S. (1999). Disney: The first 100 years. New York: Hyperion Books.The Walt Disney Company, Fiscal Year 2014 Annual Financial Report And Shareholder Letter. Retrieved 16 November, 2015 fromhttp://cdn.media.ir.thewaltdisneycompany./2014/annual/10k-wrap-2014.pdfWasko, J. (2001). Understanding Disney: The manufacture of fantasy.Cambridge: Polity.。
