final presentation disney

With The Name of ALLAH, Who With The Name of ALLAH, Who is the LORD of allis the LORD of all

Presented By : Foozia Akmal # 04 Shafaq Ajmal # 34 Misbah Saeed # 20 Sadia Majeed # 32 Hira Rehman # 11

Company Overview

Opportunities

• Global Localization: Think global, Act Local

• Characters of national or regional appeal

• Cheaper alternatives to soft toys

• Disney School of Management/Training Institute

• Move into different segments• Proper inventory management• Market development in

untapped countries.• Reduction in operating costs.

• Disney music channel• Benchmarking to improve

management practices.• Online Websites• Develop more attractions for

theme park

Threats

• Competitors: National, Regional & Global• World wide inflation• Unprofitable or hasty acquisition • Brand Consistency • Product Differentiation • Lawsuits • Terrorism • Natural Disasters • Change in the younger generation's preferences • Regulations

EFE Matrix

Key external Factors Weights(0 to 1) Rating(1 to 4) Weighted Score

Opportunities

Global Localization: Think global, Act Local 0.09 4 0.36

Characters of national or regional appeal 0.07 4 0.28

Cheaper alternatives to soft toys 0.02 2 0.04

Disney School of Management/Training Institute 0.03 3 0.09

Move into different segments 0.04 3 0.12

Proper inventory management 0.03 2 0.06

Market development in untapped countries. 0.08 4 0.32

Reduction in operating costs. 0.03 3 0.09

Disney musical channels. 0.07 4 0.28

Benchmarking to improve management practices. 0.03 3 0.09

Develop more attractions for theme parks 0.04 3 0.12

Online Websites 0.06 4 0.24

Threats

Competitors: National, regional and global 0.09 4 0.36

World wide inflation 0.04 3 0.12

Unprofitable or hasty acquisition 0.02 3 0.06

Brand consistency 0.02 2 0.04

Product Differentiation 0.04 3 0.12

Lawsuits 0.03 3 0.09

Terrorism 0.06 4 0.24

Natural disasters 0.04 2 0.08

Change in the younger generation's preferences 0.03 3 0.09

Regulations 0.04 3 0.12

Total 1.0 3.41

• RATIOS CALCULATION

Name 2006 2007 2008(projected)

CURENT RATIO 0.93 0.99 1.47

Quick ratio 0.7 0.76 1.23

Cash ratio 0.23 0.32 0.44

Working Capital (648) (77000) 5435

Liquidity Ratios

Leverage Ratios


Debt-to-equity ratio 9.99% 13.20% 12.6 %

Interest Coverage 10.6% 15.24% 19.13%

Return on assets 5.62% 7.69% 10.17%

Net Fixed Asset

Turnover 1.96 2.04 3.02

Activity Ratios


Receivable

Turnover 7.16 7.06 6.67

Payables Turnover 5.7 5.97 8.87

Asset Turnover 0.56 0.58 0.80

Inventory Turnover 48.62 55.39 66

Profitability RatiosName 2006 2007 2008(projected)

Profit Margin 9.99% 13.20% 12.6 %

Return on equity 10.6% 15.24% 19.13%

Return on assets 5.62% 7.69% 10.17%

Operating Profit

Margin 15.86% 19.10% 19.10%

EPS 1.68 2.34

Net Fixed Asset

Turnover 1.96 2.04 3.02

Strengths

• Global Standardization • Creative Process • Popular Brand Name • Diversification • It is the largest media and

entertainment company in the world..

• Disney Company owns 11 theme parks and several channels.

• Innovative ideas

• Increasing trends in overall revenues and profits.

• Popular characters• High brand awareness among

the people.• Differentiation• Powerful strategy• Disney employees 150,000

people.

Weaknesses

• High sunk cost • Excessive Research &

Development • High Investment • Cultural Imperialism • Media Network Competition• High operating cost• Frequent change in top

management• Criticism from Religious

welfare group• Obsolete Facilities (out

dated/old) in radio

• Criticism by animal welfare group

• Limited range of target audience mainly Children

• Continuous innovative ideas are required to retain the attention of customers.

• High Risk Factor

Key Internal Factors Weights(0 to 1) Rating(1 to 4) Weighted Score

Strengths

Global Standardization 0.07 4 0.28

Creative Process 0.04 4 0.16

Popular Brand Name 0.06 4 0.24

Diversification 0.04 3 0.12

It is the largest media and entertainment company in the world. 0.06 4 0.24

Disney Company owns 11 theme parks and several channels. 0.05 4 0.20

Powerful strategy 0.04 3 0.12

Strong financial condition 0.05 4 0.20

Increasing trends in overall revenues and profits. 0.05 4 0.20

Popular characters 0.04 3 0.12

Disney employees 150,000 people. 0.05 4 0.20

Differentiation 0.06 4 0.24

Weaknesses

High sunk cost 0.07 4 0.28

Excessive Research & Development 0.04 3 0.12

Cultural Imperialism 0.04 3 0.12

Frequent change in top management 0.02 2 0.04

Criticism from Religious welfare group 0.04 3 0.12

Limited range of target audience mainly Children 0.03 3 0.09

Obsolete Facilities (out dated/old) in radio 0.03 2 0.06

Criticism by animal welfare group 0.03 3 0.09

High operating cost 0.05 3 0.15

High risk factor 0.04 4 0.16Total 1.0 3.55

Strengths (S)1. Global standardization2. Creative process 3. popular brand name 4. Diversification5. Largest media entertainment

company6. 11theme parks and several channels7. Innovative ideas 8. Increase in revenues 9. High brand awareness10. Differentiation

Strengths (S)1. Global standardization2. Creative process 3. popular brand name 4. Diversification5. Largest media entertainment

company6. 11theme parks and several channels7. Innovative ideas 8. Increase in revenues 9. High brand awareness10. Differentiation

Weaknesses1. High sunk cost2. Excessive R&D 3. high investment4. Cultural imperialism5. Media network competition6. High operating cost7. Frequent change in operating

management8. Obsolete facilities in radio9. Limited range of targeted customers

mainly children

Weaknesses1. High sunk cost2. Excessive R&D 3. high investment4. Cultural imperialism5. Media network competition6. High operating cost7. Frequent change in operating

management8. Obsolete facilities in radio9. Limited range of targeted customers

mainly children

SO Strategies(S4-O2) As they have diversified product line, from this strength they can capture economic growth in different segments by

following any or all Intensive strategies

SO Strategies(S4-O2) As they have diversified product line, from this strength they can capture economic growth in different segments by

following any or all Intensive strategies

WO StrategiesWO Strategies

Threats (T)

.

Threats (T)

.

ST Strategies

(S2-T8)Due to creative production process, company can maintain its edge on substitutes.(S6-T1)through diversification strategies they can increase and improve their products and services

and can compete the competitors

ST Strategies

(S2-T8)Due to creative production process, company can maintain its edge on substitutes.(S6-T1)through diversification strategies they can increase and improve their products and services

and can compete the competitors

WT Strategies

(W6-T2) as the prices are high due to inflation, company should adopt the backward integration

strategy to reduce operating cost.

WT Strategies

(W6-T2) as the prices are high due to inflation, company should adopt the backward integration

strategy to reduce operating cost.

Opportunities(o)1. Move into different segments2. Market development in untapped

countries.3. Reduction in operating costs.4. Disney musical channels.5. Benchmarking to improve

management practices.6. Develop more attractions for theme

parks7. Online Websites8. Global Localization: Think global, Act

Local

1. Competitors: National, regional and global

2. World wide inflation3. Brand consistency4. Product Differentiation5. Lawsuits6. Terrorism7. Natural disasters8. Change in the younger generation's

preferences

.

Opportunities(o)1. Move into different segments2. Market development in untapped

countries.3. Reduction in operating costs.4. Disney musical channels.5. Benchmarking to improve

management practices.6. Develop more attractions for theme

parks7. Online Websites8. Global Localization: Think global, Act

Local

1. Competitors: National, regional and global

2. World wide inflation3. Brand consistency4. Product Differentiation5. Lawsuits6. Terrorism7. Natural disasters8. Change in the younger generation's

preferences

.

S5-O7) They are doing differentiation; from this strength they can develop more attractions in theme parks by using Differentiation strategy.(S5,S8-O8) retain more and more customer through strong marketing

(W1-O7) through differentiation they can attract different customers and overcome the cost.(W5-O3) through market development in those countries which have been remained un served.(W8-O7)they can abort the obsolete line

of radio by focusing on websites lines)

DIS Time Warner News corporation

Critical success factors

Weights(0- 1) ranking(0-4)

weighted score

ranking(0-4) weighted score

ranking(0-4) weighted score

Advertising 0.1 4 0.4 3 0.3 3 0.3Financial position 0.1 4 0.4 3 0.3 3 0.3Consumer loyalty 0.1 3 0.3 3 0.3 4 0.4Televisions network 0.2 4 0.8 2 0.4 2 0.4

Park and resorts 0.05 3 0.15 - - - -Studio entertainment 0.05 2 0.10 3 0.15 - -

Consumer products 0.1 4 0.4 - - - -

Brand awareness 0.1 3 0.3 3 0.3 3 0.3Product diversity 0.1 4 0.4 3 0.3 2 0.2International expansion 0.1 4 0.4 4 0.4 4 0.4

Total 1.00 3.65 2.45 2.3

Walt Disney’s Strategies in 2008-09(Actual)

• Creating franchising.• Developing Attractive pricing and marketing strategies.• Creating differentiation to compete the rivals.• Acquiring new technologies.• Plan for diversification in Disney's Resorts, Disney

vacation club and two cruises ships, that will be setting sail in 2010 to 2011.

• Maintaining financial discipline to compete the challenging environment.

• Continue to expand creative pipeline of high quality content to strengthen the brand and reach on a global basis.

• Globalization and localization.• Through creative process differentiating products in

customer’s mind.• Managing cash flows at its best efforts.• Made acquisition to enhance company’s position in

youth oriented sports and online sport’s community.

Walt Disney’s recommended strategies for the year 2008-09

• It should adopt cost leadership strategy to attract more customers in developing countries.

• It should focus on Intensive strategies.

• It should make its park services, attractive for the old age people as well.

BCG matrix

Division Revenues of Disney Revenue of Warner Relative Market shareDivision Revenues of Disney Revenue of Warner Relative Market share

(2007) (2007)(2007) (2007)

($ millions)($ millions)

Media Networks 15046 Media Networks 15046 2231 2231 87% 87%

Parks & Resorts 10626 Parks & Resorts 10626 972.780 91 91

Studio Entertainment 7491 19417 27.8 Studio Entertainment 7491 19417 27.8

Consumer Products 2347 9238 20.3Consumer Products 2347 9238 20.3

((ANNUAL REPORT 2007 NYSE:TWX)

Relative Market ShareRelative Market Share

(ANNUAL REPORT 2007 News corporations)

(ANNUAL REPORT 2007 SIX FLAGS)

Increase In Sales Growth

Divisions Increase in sales

(2005-2007)

% Media Networks 8.78

Parks & Resorts 8.52

Studio Entertainment -0.88

Consumer Products 5.06

Media Networks

(II)

(Stars)

0.20

5.06 (I)

(Question Marks)

CONSUMER PRODUCTS

(III)

(Cash Cows)

(IV)

(Dogs)

0.00.0.05.051.01.0

-20-20

00

+20+20

(Low)(Low)Market Share (Medium)Market Share (Medium)(High)(High)

(High)(High)

Growth RateGrowth Rate

(Medium)(Medium)

(Low)(Low)

Studio Entertainment

0.87

8.78

(II)

(Stars)

MEDIA NETWORKS

(I)

(Question Marks)

(III)

(Cash Cows)

(IV)

(Dogs)

0.00.0.05.051.01.0

-20-20

00

+20+20

(Low)(Low)(High)(High)

(High)(High)

(Low)(Low)

Market Share (Medium)Market Share (Medium)


(Medium)(Medium)

Consumer Products

(II)

(Stars)

(I)

(Question Marks)

0.91

(III)

(Cash Cows)

PARKS & RESORTS

8.52

(IV)

(Dogs)

0.00.0.05.051.01.0

-20-20

00

+20+20


(High)(High)

(Low)(Low)



(Medium)(Medium)

Parks & Resorts

(II)

(Stars)

(I)

(Question Marks)

(III)

(Cash Cows)

0.28

(0.88 ) (IV)

(Dogs)

STUDIO ENTERTAINMENT

0.00.0.05.051.01.0

-20-20

00

+20+20


(High)(High)

(Low)(Low)



(Medium)(Medium)

Potential Strategies:

- Market Development

- Market Penetration

- Product Development

- Backward Integration

- Concentric Diversification

The Grand Strategy Matrix

Projected Income statement For the year ended 2008 (In Millions) 2007 2008

Revenues 35510 53265 50 % increase

cost & expenses 80.90397 -28729 -43091 Gains on sales of equity investment & business 1052 1200 EBIT 7833 11374

Net interest expenses 7.6% 0.075705 593 861.0726 Equity in the income of investees 485 500 Income from operations before Tax,miniroty

interest, cumulativ effect of accounting change 7725 11012.93

Income Taxes 0.372039 -2874 -4097.24 Minorty interests -177 -177

Income from continuing operations 4674 6738.691 discontinued operations, net of tax 13 20

Net Income 4687 6758.691 Divend 512 800

Retained Earnings 4175 5958.691

Projected Balance SheetProjected Balance Sheet For the year ended 2008For the year ended 2008 (In Millions)(In Millions) 20072007 20082008 AssetsAssets Cash & cash EquivalentCash & cash Equivalent 36703670 51535153 ReceivablesReceivables 50325032 79857985 InventoriesInventories 641641 800800 Television costsTelevision costs 559559 559559 Deferred income taxesDeferred income taxes 862862 800800 Other current assetsOther current assets 550550 600600

Total current assetsTotal current assets 1131411314 1589715897 Film & television CostsFilm & television Costs 51235123 53235323 InvestmentsInvestments 995995 10251025 Investment in 3 Projects of 10 M eachInvestment in 3 Projects of 10 M eachParks & resorts at costParks & resorts at cost 3026030260 3026030260 AccumulateddepreciationAccumulateddepreciation -15145-15145 -15145-15145 1511515115 1511515115

Projects in progressProjects in progress 11471147 13001300 LandLand 11711171 11711171 1743317433 1758617586 2355123551 2393423934 Intangible assets,netIntangible assets,net 24942494 24942494

GoodwillGoodwill 2208522085 2300023000 Other assetsOther assets 14841484 11001100 2606326063 2659426594 Total AssetsTotal Assets 6092860928 6642566425 LIABILITIES & SHAREHOLDER'S EQUITYLIABILITIES & SHAREHOLDER'S EQUITY A/PA/P 59495949 60006000

Current portion of borrowingsCurrent portion of borrowings 32803280 34003400 Unearned roalties & other advancesUnearned roalties & other advances 21622162 21622162 Total current liabilitiesTotal current liabilities 1139111391 1156211562 BorrowingsBorrowings 1189211892 1234212342 Deffered income taxesDeffered income taxes 25732573 30003000 other long term liabilitiesother long term liabilities 30243024 30003000 Minority interestsMinority interests 12951295 12001200 Total liabilitiesTotal liabilities 3017530175 3110431104 SHAREHOLDER'S EQUITYSHAREHOLDER'S EQUITY

Common stockCommon stock 2420724207 2465724657 issue 15 Mmore at Rs 30 eachissue 15 Mmore at Rs 30 each Retained earningsRetained earnings 2480524805 3076430764 Accumulated other comprehensiv lossAccumulated other comprehensiv loss -157-157 -100-100 Treasur stock at costTreasur stock at cost -18102-18102 -20000-20000 total Equitytotal Equity 3075330753 3532135321 Total liabilities & EquityTotal liabilities & Equity 6092860928 6642566425

Walt Disney's Net Worth Input variables 2007 $ Millionsshareholders equity 30753Net income 4687Stock price 35.38No of shares outstanding 2004EPS 2.34Goodwill 22085Total asssets 60928Intangible assets 2494 Company worth analysis 1.The net worth or stock holder Equity Method Shareholder's equity +goodwill+intangibles 553322.The Future Value of earnings Net income *5 234353.The Price Earning Ratio Stock price /EPS*NI 70865.837614.Outstanding Shares Method No of shares outstanding*stock price 70901.52

(In MILLION)

Required Amount of Fund 10000

Tax Rate 38%

Interest Rate 5%

Outstanding Shares 2000

Market Price Per Share 30

EBIT 7725-10000

Common Stock Financing Debt Financing Combination Financing

EBIT 7,725 10,000 7,725 10,000 7,725 10,000

Less: Interest (5%) 0 0 50 50 25 25

EBT 7,725 10,000 7,675 9,950 7,700 9,975

Less:Tax(38%) 2,936 3,800 2,917 3,781 2,926 3,791

Earning After Tax 4,790 6,200 4,759 6,169 4,774 6,185

No. of outstanding shares 2,033 2,033 2,000 2,000 2,017 2,017

EPS 2.356 3.050 2.379 3.085 2.367 3.066

Strategic Alternatives

Key Factors Weight Vertical Conglomerate

Integration Diversification

AS TS AS TS

Opportunities:• Global Localization 0.20 2 0.40 3

0.60• Disney School of Management 0.15 - - -

-& Training institute• Market development in untapped countries0.05 2 0.10 3 0.15• Acquire new technology 0.15 1 0.15 3

0.45• Extend Product Line 0.10 1 0.10 3

0.30

Key factorsstrengths

Weights Verticalintegration

Conglomeratediversification

AS TAS AS TAS

Strong Financial Position 0.05 4 0.2 3 0.15Diversification 0.04 3 0.12 4 0.16Company owns 11 theme parks and several channels

0.05 4 0.2 2 0.1

Disney employees 150,000 people.

0.05 4 0.2 3 0.15

Creative process 0.04 4 0.16 3 0.12

Differentiation 0.06 4 0.24 2 0.12

Popular Brand Name 0.06 - - - -Popular characters 0.04 - - - -

Increasing trends in overall revenues and profits

0.05 4 0.2 3 0.15

Global Standardization 0.07 - - - -

It is the largest media and entertainment company in the world.

0.06 4 0.24 3 0.18

Powerful strategy 0.04 - - - -




AS TS AS TS





0.30

Key factorsweakness



AS TAS AS TAS

High sunk cost 0.07 - - --

Excessive Research & Development

0.04 4 0.16 3 0.12

Cultural Imperialism 0.04 - - - -

Frequent change in top management

0.02 - - - -

Criticism from Religious welfare group

0.04 - - - -

Limited range of target audience mainly Children

0.03 4 0.12 3 0.09

Obsolete Facilities (out dated/old) in radio

0.03 4 0.12 3 0.09

Criticism by animal welfare group

0.03 - - - -

High operating cost 0.05 4 0.2 3 0.15

High risk factors 0.04 4 0.16 3 0.12

total




AS TS AS TS





0.30

Key factorsopportunities



AS TAS AS TAS

Global Localization: Think global, Act Local

0.09 3 0.18 4 0.36

Characters of national or regional appeal

0.07 4 0.28 3 0.28

Cheaper alternatives to soft toys

0.02 4 0.08 1 0.08

Disney School of Management/Training Institute

0.03 - - - -

Move into different segments

0.04 4 0.16 1 0.04

Proper inventory management

0.03 - - - -

Market development in untapped countries.

0.08 3 0.24 4 0.32

Reduction in operating costs.

0.03 4 0.12 3 0.09

Disney musical channels. 0.07 3 0.21 2 0.14Benchmarking to improve management practices.

0.03 - - - -

Develop more attractions for theme parks

0.04 3 0.12 4 0.16Online Websites 0.06 - - - -




AS TS AS TS





0.30

Key factorsThreats



AS TAS AS TAS

Competitors: National, regional and global

0.09 4 0.36 2 0.18

World wide inflation 0.04 3 0.12 1 0.04Unprofitable or hasty acquisition

0.02 4 0.08 1 0.02

Brand consistency 0.02 -

-

- -

Product Differentiation 0.04 4 0.16 3 0.12Lawsuits 0.03 - - - -Terrorism 0.06 - - - -Natural disasters 0.04 - - - -Change in the younger generation's preferences

0.03 4 0.12 2 0.06

Regulations 0.04 - - - -

Total 4.39 3.59

Conclusion

• The company should adopt vertical strategies.

Space matrix

44

SPACE MatrixFS

+6

+1

+5+4+3

+2

-6

-5

-4

-3

-2

-1-6 -5 -4 -3 -2 -1 +1 +2 +3 +4 +5 +6

ES

CA IS

Conservative Aggressive

Defensive Competitive

Financial Strengths

Financial Strengths Rating

• Operating income increased in 2007 in 03 each segment.• Strong financial position as compared to 03 competitors.• Market capitalization is 71.40B which is much 04 higher as compared to industry.i.e 2.248. • EPS in 2007 is 2.123 which is much higher 03 as compared to industry requirements. • High credibility in industry due to strong financial 02 position.

Continue… • Disney has established strategies for risk 04 Management credit risk, foreign risk, exchange risk).• Return Assets(ROA) in 2007 is 7.6% which show 05 strong & consistent return. • Revenues increased by 37.843 billion in 2007 04 which helped in gaining strong position.• Due to diversification sources of financial revenues 04 are higher. 38

Average = 38 / 10 = +3.8

Environmental Stability

Environmental Stability Rating

• Change in trade policies of different companies. -2• Recession phase in economy affects the operations. -3• Inefficient cultural & social analysis of the country in -2

which they are operating. • Incomplete or inefficient training of employees in -3

understanding culture.• Change/fluctuations in prices of oil & energy has impact -2

on strategies.

• Change in taxation method of different countries. -3• Political instability & inflation in less developed countries. -4• Up-to-date technology is necessary for Broadcasting -3 & media networks & for product differentiation.• Barrier to entry into the market. -5

27

Average = -27 / 9 = -03 Y-axis = 3.8 + (-3) = + 0.8

Continue…

• Market share -3

i.e. $ 71.40 Billions• Low cost strategy -2• Global expansion -3• Quality products -2

Total Competitive advantage score -19

Industry Strength

Particulars Rating• Growth potential is high i.e. 2000 Growth rate is 4.2% +5

due to product differentiation Advertisment,Broadcast

network Sales & Revenues etc

• Profit potential

(in 2007 Net profit was 13.19%) +4

• Financial stability

due to market cap.etc +5

• Complete control of industry due to high rating +3

• Low cost techniques to capture market +4

• Advance technology +4

• Entrance Barrier +2

Total of Industry Analysis 27

Conclusion…

CA Avg is -19.00 / 9 = -2.11

IA Avg is +27.00 / 7 = +3.86

FAS Avg is +38 / 10 = 3.80

ES Avg is -27 / 9 = -03

Directional vector co-ordinates

X-Axis = 3.86 + (-2.11) = +1.75

Y-Axis = 3.80 + (-3.0) = +0.8

52

SPACE MatrixFS

+6

+1

+5+4+3

+2

-6

-5

-4

-3

-2

-1-6 -5 -4 -3 -2 -1 +1 +2 +3 +4 +5 +6

ES

CA IS

Conservative Aggressive

Defensive Competitive

((1.75 , 0.8 1.75 , 0.8 ))

Product Positioning Matrix

Walt Disney

Time Warner

Newscorporation

High variety of product and services

low variety of product and services

High brand loyalty

Low brand loyalty

The Walt Disney Company

Source: The Walt Disney Company Annual Report

Walt DisneyWalt DisneyAttractionsAttractionsWalt DisneyWalt DisneyAttractionsAttractions

MotionMotionPicturesPicturesMotionMotion

PicturesPictures TVTVTVTV AnimationAnimationAnimationAnimation DisneyDisneyChannelChannelDisneyDisney

ChannelChannel

DisneyDisneyStoresStoresDisneyDisneyStoresStores

SoftwareSoftwareandand

EducationEducation

SoftwareSoftwareandand

EducationEducation

CatalogCatalogMarketingMarketingCatalogCatalog

MarketingMarketing

MagicMagicKingdomKingdom

FLFL


FLFL

Disney-Disney-MGMMGM

StudiosStudios

Disney-Disney-MGMMGM

StudiosStudios

Walt DisneyWalt DisneyStudiosStudios

Walt DisneyWalt DisneyStudiosStudios


CACA


CACA

TokyoTokyoDisneylandDisneyland

TokyoTokyoDisneylandDisneyland

Euro-Euro-DisneyDisneyEuro-Euro-

DisneyDisney

WaltWaltDisneyDisneyWorldWorld

WaltWaltDisneyDisneyWorldWorld

ConsumerConsumerProductsProducts

ConsumerConsumerProductsProducts

LicensingLicensingLicensingLicensing PublishingPublishingPublishingPublishing DisneyDisneyMusicMusic

DisneyDisneyMusicMusic

EpcotEpcotCenterCenterEpcotEpcotCenterCenter

CEOCEOCEOCEO

CEO: Robert Iger

Director: John Chen

Director: Susan Arnold

Director: Steve Jobs

Director: Robert Matschullat

Director: Judith Estrin

Director: Monica Lozano

Director: John Bryson

Director: Sheryl Sandberg

Director: Aylwin Lewis

Chairman of the Board: John Pepper

Director: Fred Langhammer

Director: Orin Smith

Human Resources

CIO

Operations

Security

Planning & Control

Walt Disney World

Studios Production

EMEA

Distribution

Disney Interactive Media Group

Real Estate & Treasurer

Disney Media Networks

ABC Television Group

Finance

Disney Parks & Resorts

Theme Parks & Resorts

Legal

ABC Owned TV Stations

Business Development & Technology

Walt Disney International

The Walt Disney Studios

Government Relations

Human Resources

Communication

Disney Consumer Products

final presentation disney

Documents

disney company

management criticism

differentiation strategy

disney musical channels

management practices

operating costs

local characters of

radio criticism