CAN SOMEONE HELP ME WITH MY CASE STUDY

. outline and everything in order PLEASE

Disney is an entertainment conglomerate with Walt Disney Studios (films), parks and resorts (including Disney Cruise lines and vacations); consumer products (i.e., toys, clothing, books, magazines, and merchandise); and media networks such as TV (ABC, ESPN, Disney Channels, and ABC Family), radio, and the Disney Interactive Media Group (online, mobile, and video games and products). If Disney elects to grow, it must carefully plan where, when. and how the company will grow. Disney must answer questions like, Is another strategic acquisition necessary? If so, with whom? If Disney elects a stability strategy, how could it improve quality to keep doing what Disney has been doing, but even better? Finally, retrenchment would mean shrinking Disney's size and scope. If the company were to do this, what divisions could be shrunk or sold? These are just some of the strategic decisions that Disney must make in order to maintain and advance its position in the entertainment industry. Questions 1. Has Disney been able to maintain its competitive advantage? 2. Conduct a brief situational analysis to identify Disney's internal strengths and weaknesses and determine external opportunities and threats. 3. Argue for a retrenchment strategy at Disney. Sources: Read the following Case - What Would You Do? Walt Disney Company? Using a formal report format, complete a case analysis including the following elements: - Introduction Provides in-depth introduction to case. Presents an understanding of course theory and effectively outlines presentation purpose - Answer to Case Questions: Management Theory: Case is presented clearly and effectively tied to course theory. No errors in application present - Conclusion / Recommendations Summarize findings of the case study and presents viable recommendations in connection to course theory. Case Assignment-What Would You Do? WALT DISNEY COMPANY Disney CEO Michael Eisner accomplished much during his storied career: starting the Disney Channel, the Disney Stores, and Disneyland Paris, and acquiring ABC television, Starwave Web services (from Microsoft co founder Paul Allan), and Infoseek (an early Web search engine). But his strong personality and critical damaged relationship between Disney and Pixar. Iger approached Jobs about buying Pixar for $7 billion. More important than the price, however, was promising Jobs and Pixar's President Ed Catmull and creative guru John Lasseter that they would have total creative control of Pixar's films and Disney's storied but struggling animation unit. Although Pixar and Disney animation has thrived under the new arrangement, Disney still has a number of critical strategic problems to address. Disney is "too old" and is suffering from brand fatigue as its classic but aging characters, Mickey Mouse (created in 1928) and Winnie-the-Pooh (licensed by Disney in 1961), account for 80 percent of consumer sales. On the other hand, Disney is also "too young" and suffers from "age compression," meaning it appeals to young children, but not really to preteens, who gravitate to Nickelodeon, and not to teens at all. Finally, despite its legendary animated films, over time Disney products have developed a reputation for low-quality production, poor acting, and weak scripts. More recent movies such as "High School Musical 3: Senior Year," "Beverly Hills Chihuahua," "Bolt," "Confessions of a Shopaholic," "Race to Witch Mountain," and "Bedtime Stories" disappointed audiences and failed to meet financial goals. As Bob Iger told his board of directors, "It's not the marketplace, it's our slate fof TV shows and movies]." With many of Disney's brands and products clearly suffering, the company must make some critical decisions. Given the number of different entertainment areas that