Disney Theme Park to India

India’s economy is booming! With large decreases in poverty, increases in literacy and GDP, India is continuing to make its way out of the third world and into the first. India is predicted to surpass even China in growth by 2050. A competitive private capital market has instilled Indians with a low cost high quality mentality and has resulted in some of the highest return rates for any country. India has been averaging 6% growth compared to China’s 9.5% with half the investments. India capital efficiency is one of its strongest economic benefits.

The Indian economy following the 1991 crisis swiftly moved away from central planning economy towards market-based economy with the government having less intervention and control. As a result, companies were operating in what is called emerging

The diagnostic model I have chosen to discuss to analyze Disney and several of the companies acquired throughout the years such as Pixar, Marvel, and LucasFilm’s LTD for this assignment is the 7-S Framework model. I will also briefly discuss the many changes that Disney has implemented to improve the customer viewing as well as interactive experiences at their many new, current theme parks, and vacation destinations throughout the world. The 7-S model developed by McKinsey and Company consultants Robert Waterman Jr., Tom Peters, and Julien Phillips (Palmer, Dunford, Akin, 2009). The 7-S model may be used

Thank you for providing me with the opportunity to evaluate Disney and their international expansion, in particular, Hong Kong Disneyland. Disney’s international expansion over the past decades has been a mixture of successes and failures. When expanding globally, a corporation has to take into account many factors and work around the cultural, economic, and social differences for every region. Unfortunately, sometimes it is very difficult to satisfy and/or recognize all these factors. In the case study provided, insight was given on the ups and downs Disney faced during their global expansion and the different approaches that were taken.

Today, the Walt Disney Company is highly diversified - it is divided into 5 major business segments: Studio Entertainment, Parks and Resorts, Media Networks, Consumer Products, and Internet & Direct Marketing. Since this paper stresses on only one strategic business unit of Walt Disney, Parks and Resorts, the following discussion of the elements of marketing mix will be with respect to this SBU only.

India’s economy is one that appears to be on the brink of a major recession. Their central bank has made bad choices over the last number of years. This has lead to a low growth within the country and a high inflation rate. They changed their political leadership to someone who was more open to change and reform, but this has not come about. India reformed its tax system, which they believed would be the key to success in the country. This in fact caused the opposite. The economy slowed down sharply. They banned the sale of cows in India due to religions reason and this stopped the growth of agriculture as this was a huge export for the country. India has about 12 million new young people enter its job market each year and finding jobs for this vast quality of people is a hinderance for the country and yet another driving factor for lower growth. India expects the initial impact of their tax reform to be over and now they will see a stabilization of their economy. It is believed their economy will now grow in small increments due to this stabilization.

The economy of India is the tenth-largest economy in the world by official GDP (Gross domestic product) of $2.047 trillion and the third-largest economy by PPP (Purchasing power parity) of $7.277 trillion retrieved on October 8, 2014 from the IMF (International monetary fund). India is one of the G-20 major economics, a member of BRICS and a developing economy that is among the top 20 global traders according to the WTO (World trade organization) with a GDP growth of 4.7% in 2013 and an estimated growth of 5.6% in 2014. India was the 19th-largest merchandise and the 6th largest services exporter in the world in 2013 with exports of software, petrochemicals, agricultureproducts, engineering goo, transportation

Globalization is forcing all companies, large and small, to focus on a larger competitive landscape. For many companies hypercompetition arises and they are left with stunted growth while competing with other businesses across the globe. Fortunately, Disney has constructed one of the world’s most recognizable and beloved brands in the entire world. To understand the external environment in which Disney competes, we must first discern which market we wish to analyze. Disney owns a plethora of companies across an extensive list of industries including publishing, game production, retail, theme parks, and software. By far the two largest segments of Disney’s business are its parks/resorts and media networks; those will be

Kumar (1996) compares trends/fluctuations in key macro-economic variables in India pre and post 1991, both before and after initiation of new Indian economic policy in '91. These reforms included, amongst other things, the opening up of the Indian economy for international trade (prior to this India was a socialist state not involved in these markets) plus investment and heavy de-regulation processes. These particular changes to this policy allow for great insight into the impact of de-regulated, international capital trade on previously effective macro-management. He observes that this new economic policy increased economic instability which facilitates speculative activity, particularly resulting from financial sector liberalisation and the opening up of the economy. He adds that the observed increased volatility in economic fluctuations is a result from state intervention under these new economic policies that have reduced policy effectiveness. To quote: "The NEP not only lay greater stress on market forces but on opening up of the economy to foreign capital. This imposes constraints on policies since government cannot control the external environment which is governed by international finance capital- a force far more powerful than the Indian state hence able to dictate to it". He argues that since the interest of

The key facts presented in the ?Walt Disney Around the Globe? case study presented by Ferrell, Hurt, & Ferrell, 2009, discussed expansion and more specifically globalization expansion into international markets. The key facts presented were the history of The Walt Disney Company. Disneyland first opened in 1955 in Anaheim, California with a second location opening in Orlando, Florida in 1971, and the barriers and issues faced when opening international Disneyland theme parks. After enjoying the American successful ventures the company looked to global expansion to build on their brand image. Brand image is the image of the product of the company and

Disney operates in very competitive industries such as media, tourism, parks and resorts, interactive entertainment and others. The competitive landscape changes quite drastically in the media industry, where news and TV go online and new competitors with new business models compete more successfully than incumbent media companies. Disney’s parks and resorts business segment also receives strong competition from local competitors who can offer better-adapted product. This results in growing competitive pressure for Walt Disney Company (Ovidijus Jurevicius).

As highlighted in the case study, India’s Domestic Gross Product (GDP) was well over 3 trillion in 2005 and the

Walt Disney once said, “All our dreams can come true, if we have the courage to pursue them.” Walt Disney was one of the most successful entrepreneurs of all time, a man who took a dream and pursued it, making a worldwide famous company, Walt Disney World. This paper will look at the history, financial situations, and marketing strategy of Walt Disney World. As Walt would say, “Sit back and enjoy!”

From April to June 2005, India’s GDP grew at 8.1 per cent, compared with 7.6 per cent in the same period the year before. More impressively, India is achieving this result with just half of China’s level of domestic investment in new factories and equipment, and only 10 per cent of China’s foreign direct investment…

India's long term economic prospects will continue to remain sturdy in 2010-11 followed by lower growth rate at 7.7% for the FY 2011-12. Other than high inflation and rising financial deficit, the major areas of concern are rise in asset cost and the prospects of an unanticipated slowdown in the influx of foreign investment in India caused due by the chaos in worldwide financial markets. IMF