Microeconomic Analysis: The Walt Disney Company
Why Walt Disney?
Just a mention of the name, "Walt Disney," stirs up images in the minds of nearly every individual in the western world. From movies to merchandise, theme parks to cruise lines, the Walt Disney Company has been able to create a distinct niche for itself in a variety of markets -- a feat that is certainly no easy task. Headquartered in Burbank, California, The Walt Disney Company is an American multinational media conglomerate, and is the largest media conglomerate in the world in terms of revenue (Siklos, 2009, 1). While, like many American corporations, the Walt Disney Company has had its low-points throughout the years, as well as having been hit by the lingering economic crisis, the fact remains that Walt Disney has consistently remained a company that has the ability to weather any storm. Since its inception as a company in 1923, the Walt Disney name has brought with it an air of relevance and profitability (Disney, 2012, 1). Its ability to remain a dominant force in the American economic landscape, as well as a distinct presence in the world market makes the Walt Disney Company an exceptional example of success in the economic market, especially in viewing the company from a microeconomic basis. The idea of tradeoffs is fairly simple: we always give something up to get something else
Economic Ideas and Walt Disney
The Walt Disney Company is one that has utilized many different economic tools and strategies over the years, and in viewing the microeconomic...
Pixar Animation Studios is one of the leading film animation studios in the world. It is the subsidiary of the Walt Disney Company. Pixar Animation Studios develops high definition animated films and is ranked among the most competitive firms in its industry. It manages a large workforce by formulating and implementing its human resource management policies in the light of motivational theories like need theory, equity theory, and intrinsic and
Pixar Not All Fun and Games Pixar creates some of the most recognizable products of any company: Its animated films all display a distinctive style marked by a certain combination of realistic movement and an almost Impressionist use of color and form. The mingling of the realistic and the cartoonish, of the vulgar with touches of high art, the tongue-in-cheek commercial with traditional narrative tropes has given the studio a series of
Pixar Case There were three important things learned from reading the Pixar case, and they are not only important to companies and businesses. They do not just matter to creative people, or to those who are interested in a career in film and animation. They are important to living life, being happy, and doing something that makes one feel fulfilled. That is something to consider for work and career, but
Disney and Pixar Disney's acquisition of Pixar in 2006 resulted in many headlines and opinions. The main reason for the acquisition was Disney's reluctance to lose its ties with the new giant in animation, while its own opportunities were waning because a lack of technology and innovation. The acquisition was therefore based upon Disney's drive to maintain a relationship that has historically proven to be profitable, while also maintaining its own
Disney and Pixar Disney owns Pixar outright, having acquired it in 2006 for $7.4 billion. In terms of business, Disney is a distributor of films, while Pixar is a production studio. That is to say, Pixar makes movies, and Disney markets and distributes them. Disney had an equity stake in Pixar, which came with a contract to produce three films. This has been the relationship between the two companies since the
Perhaps more than any of the media and entertainment conglomerates with which it competes, Disney has created a prolific, colorful and always expanding universe of characters that draw immediate recognition and appeal. Today, Woody and Buzz Lightyear are as recognizable as Mickey Mouse and Donald Duck. Weaknesses: One of the core weaknesses revealed in the decade following Disney's early-90's animation renaissance was the lack of elasticity in its animation department. The
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