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Essay / Research Paper Abstract
An 11 page paper discussing internal and external factors affecting change at Disney after merging with ABC. Disney grew tenfold in ten years under the leadership of Michael Eisner and his total command style of management. The merger with ABC created an entertainment behemoth facing several choices of which direction to travel. As is common to any other company, Disney needs to determine its own vision for the entertainment industry and the part that Disney intends to play in the future. Bibliography lists 7 sources.
Page Count:
11 pages (~225 words per page)
File: CC6_KSdisneyDir.rtf
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Unformatted sample text from the term paper:
ten years under the leadership of Michael Eisner and his total command style of management. The merger with ABC created an entertainment behemoth facing several choices of which direction
to travel. As is common to any other company, Disney needs to determine its own vision for the entertainment industry and the part that Disney intends to play in
the future. Assessing Strategy In 1987, Michael Porter wrote, "Almost no consensus exists about what
corporate strategy is, much less about how a company should formulate it" (Goett, 1999; p. 1B). This was his preface to and explanation for the necessity of the Five
Forces model that has come to be essential in strategy-forming activities today. Porter determined that there are "five determinants of long-term industry profitability"
(Goett, 1999; p. 1B). Of course organizations must effectively compete within their specific industries, and so it is necessary to evaluate the industry as well as lay a strategy
for the specific organization. These five determinants of long-term profitability include rivalry between competitors; threat of new entrants; threat of substitute products or services; bargaining power of suppliers; and
bargaining power of buyers. Clearly, competitors in those industries with greater rivalry will need to keep closer tabs on their own competitors.
Pizza delivery providers have much greater levels of competition than do four-star restaurants, both in numbers and aggressiveness in attracting new customers. As Coca-Cola keeps a wary eye on
Pepsi, so must Disney remain aware of what its competition is doing while still yet plotting its own course. Simultaneously, Disney also must remain aware of smaller competitors so
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