Strengths Weaknesses Reliability Immense cash flow Efficient and proficient team High brand

Strengths
Weaknesses
Reliability
Immense cash flow
Efficient and proficient team
High brand value
A significant amount of money is spent on training by the firm
Inadequate monetary planning
Marketing and promotional efforts are not properly executed by the firm
Reliance on parks and resorts and media networks for income
Insufficient escalation in the products demand
Opportunities
Threats
Emergence of movie Streaming Platform
Because Walt Disney is a well-known brand, any company may utilize it as a marketing tool.
Innovating to attract everyone’s attention, Walt Disney can bring new technologies to market.
Broaden the company’s entertainment offerings to attract a broader demographic.
Due to an issue with its core expertise, the organization is unable or unwilling to appropriately use its resources.
A wide range of products from Walt Disney makes it difficult for the company to focus on a single project.
The majority of Walt Disney’s earnings comes from its theme parks and resorts, but current epidemic has slashed that revenue significantly.
Other companies’ superior products and technology
Analysis
Disney has an opportunity for innovation, which can bring new technology to the market. Therefore, it may utilize its financial strength to reinvest in the web gaming industry, expanding in popularity. Moreover, Walt Disney has a talented group of artists on its payroll, with scriptwriters as additional strength. Therefore, the business can develop its online streaming service, known as Disney+Hotstar, which provides an ideal potential for the corporation to compete with other streaming services such as Netflix (Havard, 2021). The general public instantly recognizes the firm’s name and brand. After purchasing other well-known corporations, such as 21st Century Fox, the brand name grew more prominent. The notion shows that Disney’s products are very well-liked by the general public. A strong brand image helps the firm obtain a competitive edge by distinguishing itself from its rivals. A well-known brand like Walt Disney may serve as a great marketing tool for any company. Today’s digital marketing places a high value on preserving a corporation’s online reputation.
Walt Disney has always invested heavily in its employees and employee development. However, the corporation lacks core competencies and hence misuses resources. The economic bubble burst may cause price drops, affecting investment and threatening the firm. After gathering more client input and reassessing their demands, it is important to examine its internal and external assets (Luo, 2021). Besides, it is crucial to avoid making assumptions or automatically dismissing resources, particularly internal talent. Conversely, the company’s biggest problem is that it engages in numerous businesses and specializes at none in the film industry. For this reason, the company cannot work on anything related to Walt Disney. To remain relevant in a highly competitive
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industry, the company must also introduce new goods and technology while focusing on the most profitable businesses. Moreover, the company’s playshops serve only developed nations. Therefore, the company should not undervalue the purchasing power of emerging markets and start expanding its major services to other regions, particularly Asia.
Improving corporate culture to attract top talent is key since finding the greatest employees is vital for the success of Walt Disney. Furthermore, happy employees at Walt Disney equal happier consumers. Customers can tell when a company’s personnel are unhappy. They realize that assisted employees provide better care and produce better goods. Customers want to purchase from firms that care for employees and hence their customers; as a result, a competitive advantage is generated (Al-Azzam, 2015). Cost leadership is a common competitive advantage sought by major businesses. Cost leadership happens when a company can deliver a comparable product lower than its rivals (Jing, 2018). To employ this technique in Walt Disney, the firm must refine manufacturing procedures or use resources more efficiently than Amazon, especially in the streaming sector. By forming strategic alliances with organizations in the same or adjacent sectors, Walt Disney may acquire a competitive edge over its business rivals. For example, the alliances can be formed through strategic partnerships with another film that assists in marketing the firm’s products.
People of all ages will always get the best entertainment at Disney. Movie creation and distribution, marketing and brand management, and tourism are necessary for Disney to fulfill its Value Propositions in general. All five business sectors share a common goal: to enhance the happiness and well-being of children and families. Expanding on the company’s already-existing functional business sectors,
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the Brand established new divisions to specialize in theater, radio, publishing, and internet media (King, 2020). In addition, it has developed new divisions inside the corporation to promote more adult material than it usually connects with its main family-oriented brands. To this effect, the firm provides diverse content for its customers and offers numerous channels that can deliver its content to clients.
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References
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References
Al-Azzam, A. F. (2015). The impact of service quality dimensions on customer satisfaction: A field study of Arab bank in Irbid city, Jordan. European Journal of Business and Management, 7(15), 45-53.
Havard, C. T. (2021). Disney, Netflix, and Amazon oh my! An analysis of streaming brand competition and the impact on the future of consumer entertainment. Findings in Sport, Hospitality, Entertainment, and Event Management, 1, 38-45.
Jing, X. (2018). What is the Relationship between SHRM & Competitive Advantage. International Journal of New Developments in Engineering and Society, 2(2).
King, D. R. (2020, February 27). The Walt Disney Company. 1-12.
Luo, Y. (2021). A general framework of digitization risks in international business. Journal of international business studies, 1-18.