Corporate strategy - Disney +

Cathy C.

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Corporate strategy - Disney +

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Themes

Corporate strategy, Disney+, Streaming, VOD Video On Demand, Marvel Entertainment, entertainment, Pixar, Walt Disney, Lucasfilm, National Geographic, cartoons, film, television, theme park, brand content, brand image, storytelling, cinema, Netflix, Amazon Prime Video, Apple TV, HBO Max, corporate vision, leadership, French market, political environment, economic environment, digitalisation, competitors, analyse SWOT, forces de Porter, censorship, media chronology

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Abstract

Entertainment giant Disney's new streaming platform is undoubtedly a major turning point for the company. Disney+ is an online video-on-demand platform owned and operated by The Walt Disney Company through its Walt Disney Direct-to-Consumer and International division with the four subsidiaries Pixar Animation Studios, Marvel Entertainment, Lucasfilm and National Geographic. Here is a true multinational platform company, active in cartoons, films, series, television, and theme parks. Above all, by multiplying its acquisitions, the Los Angeles group has constantly strengthened its portfolio of brands. Indeed, the "+" in "Disney+" stands for all these brands. Video-on-demand has been developing since the early 2000s, following the explosion of very high-speed Internet access for individuals.
The Walt Disney Company is the world's leading entertainment company, with many subsidiaries and locations. If we look at the diversification, we can see that the company operates in many categories, those we all know such as cartoons, magazines, theme parks and shops, but also those that are less well known such as cruises, holiday clubs and shows. Its mission is to entertain, inform and inspire children and their families through the power of unprecedented storytelling and innovative, engaging entertainment experiences. The Disney brand is experienced in a variety of ways in France, including in cinemas, on stage, online, on TV screens, on its online video-on-demand platform Disney+ and through a wide range of consumer products sold in retail shops and via shopDisney.

External Diagnosis
1. Political Environment and Economic Environment of Disney+
2. Adaptation to the Era of Digitalization and New Technologies
3. A Large Scale of Competitors
Internal Diagnostic
1. Disney+'s Strengths and Weaknesses
2. Porter's Five Forces Analysis
3. Disney+ Core Competencies
Scenarios
1. The International Deployment (Positive Scenario)
2. Censorship (Intermediate Scenario)
3. The Fear of Disney+ in the French Market: the Law of Media Chronology (Bad Scenario)

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[...] According to the Porter 5 method, the presence of many companies in the market results in a high intensity of competitive rivalry in the industry environment. Indeed, the platform brings together not only fans of the Disney universe but also fans of other universes: Pixar, Marvel, Star Wars, National Geographic, and Star. Thus, to distinguish itself, the catalogue of Disney + is quite different from that of Netflix even if the differentiation remains moderate. Competitors can also rely on the production of quality animated films that will compete strongly with Disney's Pixar Animation Studios. [...]

[...] This then became as said Disney+'s core competency. The channel has a lot of good reasons behind its everlasting success one of them being that they have such a good team working behind closed doors to name at least two there's the human resources team and technology team. The human resources team at Walt Disney partners with different businesses to develop different strategies specific to each segment. They are also there providing innovative business solutions all over the world in the work environment all of this to promote nothing but success. [...]

[...] However, we can also see Disney's efforts in recent years to portray characters who escape the roles that are normally assigned. The young heroine Mérida in Rebelle, for example, prefers to shoot with an arch on the back of her horse rather than to work on her "role" of the princess. Adaptation to the Era of Digitalization and New Technologies The new technologies, as well as the arrival of cable and satellite allow significant development for Disney+: The creation of 3D movies is a big revolution. Twenty-five films were made in 2010 and generated billion in revenue for Disney. [...]

[...] Core competencies must result from these three positions: Does it provide consumer benefits? Is it difficult to imitate? Can it be leveraged widely? Then applying to Disney+, see how we can use this model. The Walt Disney is a world leading company for the entertainment of all, especially families and above all, it's also a media enterprise with different business segments. There are five main business segments which are studio entertainment, parks and resorts, media networks, consumer products and interactive media. [...]

[...] But a few hours later, the multinational finally did an about-face, saying that it was in fact only meant to be a limited "test." On March Disney then made a more important decision: to postpone the official launch of Disney+ in India, for an unexpected reason: the postponement of the annual cricket championship, which is extremely popular in India. Disney was hoping to build on the success of the Indian Premier League, which can be viewed on Hotstar, to attract subscribers to its Disney+ content. There is no new official release date yet. Then finally, on April Disney+ officially launched in India with a very competitive tariff of Euro18.5 per year (compared to Euro69.99 in Europe), and without relying on the Indian Premier League. [...]

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