Walt Disney Case
* Stable Revenue and Profit Growth * Diversified Portfolio * Tremendous Brand Recognition * Responsiveness to Markets * Substantial Asset Holdings
* Top Tier Management Turnover * Redundancy in Business Functions Due to SBU Structure * Inclusion of High-Risk Investments in Holdings * Lack of Corporate Control over Divisions * Growth Barriers in Theme Parks
* Continued Growth through Further Diversification * New Markets Available for Expansion (Foreign Opportunities) * Potential for Enhanced Web Presence * Further Penetration of Target Markets through Versioning * Knowledge Management-Information Transfer
* Loss of Control over SBUs * Recession * Negative Publicity * Fierce Competition * Poorly Integrated Acquisitions
2. WALT DISNEY’S MANAGEMENT CONTROL SYSTEM
a. Technology in management control system * Disney is always aiming to improve its performance by develop and apply cutting-edge technology. Disney applies 3D technology in different departments like movie-making and the theme parks as well. In the Disney theme parks in US, customers have access to a great deal of digital technologies. * Customers can use card to queue and enjoy animation show with 3d technology. * With the widespread use of 3D technology Disney created popular movies like The Pirates of the Caribbean.
b. Culture and leadership style in management control system * Disney as an international company, it has branches throughout the world. Furthermore, it is an entertainment company; it aims to provide fun by creating classic and innovative cartoon characters, by operating theme park and by making movies. Consequently, creating entertainment becomes a core belief in Disney. Moreover, Disney’s early success attributes to its consistent leadership as well, which makes both employees and customers of Disney feel