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Management 303 SWOT Analysis

“TO MAKE PEOPLE HAPPY” this is the actual mission statement for the Disney Corp. For more than eight decades, the name Walt Disney has been preeminent in the field of family entertainment. From humble beginnings as a cartoon studio in the 1920s to today 's global corporation, The Walt Disney Company continues to proudly provide quality entertainment for every member of the family, across America and around the world.

Strengths and Weaknesses

Innovative Ideas: 1. Disney’s strength of being innovative is they have always come up with new, fun, and exciting ways to make people happy. 2.) Innovative comes from the word “innovate”. Innovate means to introduce something new; make changes in anything established. Disney has done this and ran with it. Disney has come from a dream that one man had and he made it into reality. Disney has always been on the cutting edge in entrainment.

It is the largest media and entertainment company in the world: 1. This is a strength because of the world trade, the different cultures that they reach, and Disney owns a little of everything. If you have never been to the theme parks, you have still been touched by the Disney company in some way. 2. Disney now publishes books, magazines, and financial and medical services information. Disney owns ABC network with 10 television stations and 66 radio stations in the United States.

Limited range to target audience mainly children: 1. Most of Disney’s marketing is for children. Children are the key factor for the company. 2. For the company to minimize this threat would be to open up their marketing to adults, not for children. The company does own television stations other then the Disney channel like ESPN and ABC. This is a good way that Disney could start marketing to adults. Disney dose market to adults, but kids are the ultimate audience.
High operating cost: 1. Having



References: www.corporate.disney.go.com www.justdisney.com www.hrmreport.com www.teleprison.com www.themeparkinsider.com www.latimesblogs.latimes.com

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