The The Walt Disney Company - SWOT Analysis

The The Walt Disney Company - SWOT Analysis company profile is the essential source for top-level company data and information.It's a big week for the Walt Disney Company and its chairman, Michael Eisner. Today, on the eve of a critical shareholders meeting, two dissident former board members stepped up their campaign to force Eisner out of his job. The company's urging shareholders to keep the current leadership in place, with Eisner at the helm as chairman and CEO. But Eisner's facing growing criticism …
The Walt Disney Company - SWOT Analysis examines the company’s key business structure and operations, history and products, and provides summary analysis of its key revenue lines and strategy.

The Walt Disney Company (Walt Disney), together with its subsidiaries, is a diversified entertainment company. The company primarily operates in the US and Canada. It is headquartered in Burbank, California and employs about 150,000 people. The company recorded revenues of $37,843 million during the financial year (FY) ended September 2008, an increase of 6.6% over FY2007. The operating profit of the company was $7,345 million during FY2008, a decrease of 6.2% compared to FY2007. The net profit was $4,427 million in FY2008, a decrease of 5.5% compared to FY2007.
The exposure to new audiences will help Marvel to grow in directions that it has not for a few generations. If Disney decides to focus on the comics as much as the characters (which we should figure will happen) we might see comic book stores popping up in neighborhoods that have not seen them for years. This will increase collecting, and the bottom-line price of the comics that many of us have kept since our childhood
Scope of the Report

- Provides all the crucial information on The Walt Disney Company required for business and competitor intelligence needs
- Contains a study of the major internal and external factors affecting The Walt Disney Company in the form of a SWOT analysis as well as a breakdown and examination of leading product revenue streams of The Walt Disney Company
-Data is supplemented with details on The Walt Disney Company history, key executives, business description, locations and subsidiaries as well as a list of products and services and the latest available statement from The Walt Disney Company

Reasons to PurchaseDisney has purchased many companies in the past, and has done a very good job of keeping those companies intact, and traveling down the same path as they were before. While they have cleaned up mistakes by companies that they purchased (like Pixar's debt, and cleaned out blind spenders at Miramax), they have not changed the overall market plan of the companies.

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Mickey’s Magic needed for Disneyland ShanghaiChina has finally given a green light for Disneyland to build a theme park in Shanghai. Negotiations that started when Bill Clinton was in the White House have concluded just before President Barack Obama is due to visit. The approval looks like a coup for Walt Disney Co, but it will take all of Mickey’s magic to prevent the park from becoming another government-financed loss maker.Hong Kong Economic Almanac," Hong Kong: The Hong Kong Economic Online Journal.
Global Marketing

Moss, P. (1998). Hong Kong Handover: Signed, Sealed and Delivered. Hong Kong: FormAsia.
The Hong Kong Handover

Chung, Winnie (2004) Joining forces: the mainland China/Hong Kong Closer Economic Partnership Arrangement--CEPA--promises to be a major boost to Hong Kong's 5/18/2004
First, Disney store has a very strong financial back up by Disney. It is very important for Disney Store to have market development and store improvement.
Disney’s last theme park in the region was anything but a hit. Hong Kong Disneyland was created in 2005 in an effort to boost employment in the epidemic-stricken region, but attendance numbers have fallen short of target. This hits the Hong Kong government harder than Disney, because the former not only took an initial 57 percent equity stake in the venture, but also spent $1.75 billion building related infrastructure like a metro line and ferry piers.

Shanghai Disneyland is likely to be financed in the same way. Estimates for the park’s price tag are around $4 billion. The government and a group of Chinese companies will contribute about 60 percent of equity, with Disney paying for the rest. The Shanghai government is also likely to pay for the roads leading to the park.

The Hong Kong park has been a disappointment for a number of reasons, some of which might equally be relevant in Shanghai. It is the smallest Disneyland in the world, so it is crowded and not worth visiting for a second day. Culturally, locals identify more with the Ocean Park, which features pandas and sharks and is cheaper. Hong Kong Disneyland’s public image has also taken a hit from a bout of food poisoning and accusations that it has exaggerated visitor numbers.

The Shanghai park will be 3-4 times bigger than the one in Hong Kong, making space for more visitors. But this will also increase the cost of relocating current residents. Some locals are busy adding a second floor to their homes so they can demand more compensation when they move out.

Shanghai has twice Hong Kong’s population, but average income is only about a quarter that of its wealthier neighbour, so it’s far from clear how many visitors will be able to afford a ticket that will cost the equivalent of two days of earnings for a college graduate. Then there is the possibility that the Shanghai park will divert visitors from Hong Kong.

There is also a risk of a culture backlash. Chinese children are less familiar with Disney characters than their counterparts in, say, Japan, home to Disney’s most successful overseas theme park. That said, the Chinese have so far appeared to be receptive to the American cultural icon: Mickey Mouse Clubhouse appears on national TVs and Disney has opened a chain of language schools in Shanghai.

China’s decision to relent after ten years says a lot about its changed priorities. Before, the government was concerned about the economy overheating, but now growth has become the top priority.essay service that provides users with useful information about essay topics including HONG KONG DISNEYLAND SWOT ANALYSIS essays. It was specifically designed so that users could obtain this HONG KONG DISNEYLAND SWOT ANALYSIS essays information easily and quickly and see it displayed all on one page. You can find here HONG KONG DISNEYLAND SWOT ANALYSIS essay definition, HONG KONG While it is probably better to build a theme park than more empty highways, a second Disneyland might prove to be one too many.