Overview: For this Case Study, you will provide an analysis of the key concern in the case and make connections to our course learnings. Case analysis is an important skill set to develop because, in management, you will consistently be provided with information to analyze and make the best decision for the organization.

Instructions: Read the case, think about its application, then read the case again for details. In your thesis, connect the case to one key concept in management. Questions to consider can include: o What situational constraints, issues, and/or factors have affected the organization? o Why might these situational constraints, issues, and/or factors have surfaced? o What are the root causes of any identified dilemmas? In the body of your analysis, discuss how the leadership of the organization can move the organization forward. Questions to consider can include: o What opportunities exist to provide long-lasting solutions to the constraints, issues, or concerns identified? o What strengths can be capitalized upon, and what weaknesses will prevent future growth? o Does the current strategy need to change? Why or why not? Support your analysis with specific illustration(s) and/or example(s) from the case.

Requirements: Include a clear introduction with thesis statement, body, and conclusion. Focus on the quality of writing as opposed to length. Maximum of 4 pages in length, excluding the Title and Reference pages.

The Walt Disney Company Case Overview

As the world's largest diversified mass media and entertainment conglomerate, The Walt Disney Company achieved record results in 2016 with revenues of $55.6 billion, net income of $94 billion and EPS of $5.73. These results were possible through the strategic leadership of Walt Disney, Michael Eisner, and Robert Iger The case opens with Disney CEO Robert Iger and the major challenges he is facing that could potentially derail Disney from its current level of success. These challenges include: loss of revenue for Disney's Media Network business including the crown jewel ESPN due to technology disruption from streaming service providers; mixed performance results in international expansion attributed to cultural differences and foreign government regulations; and a focus on building large franchises can limit creativity and novel content. However, the most far reaching challenge is replacing Iger who was slated to retire in 2015. The Disney board has extended his contract to 2019, and no clear successor has been identified for this position The case covers the history of Disney through the lens of strategic leadership of the past two Disney CEO's, Walt Disney and Michael Eisner. The company had humble beginnings as a small cartoon animation studio founded by Walt Disney in 1923. It faced years of struggle before it went public in 1940 and eventually grew to become a media and theme park empire. Walt developed the company's competencies of creativity, branding and extracting synergies from Disney's different business lines as seen in Exhibit 3 in the case. He also continually reinvented the company through the use of innova- tive technologies as in the studio and parks businesses. After Disney's passing in 1966, the company continued to grow until it faced financial deterioration and hostile takeover attempts in the early 1980s. Michael Eisner came to the rescue and was appointed as Disney's chairman and chief executive officer on October 1984. Eisner emphasized the core com- petencies of creativity, branding and synergy in a more aggressive manner where he believed the best ideas came from an environment of supportive conflict. Under Eisner's controversial leadership, the company's stock price soared and annual revenues grew from $1.5 billion to nearly $31 billion at the end of his tenure. In 2005, Eisner was forced to step down after a shareholder revolt over the company's performance and direction. The board of directors named Robert Iger as the company chief executive officer, who officially took the helm as CEO on October 1, 2005. The remainder of the case focuses on the strategic direction, growth, and challenges of Disney under Iger's reign as CEO. When Iger first took office, he made some major changes that transformed the company such as: ending the conflict-based culture; viewing technology as an opportunity instead of a threat; and decentralizing decision-making power from corporate to the business segments. These changes made way for his strategic vision based on three pillars: (1) generate the best creative content possible, (2) foster innovation and utilize the latest technologies, and (3) expand into new markets around the globe. The case proceeds to describe Disney's four business segments (Media Networks, Parks and Resorts, Film Studios, and Consumer Products & Interactives) and the competitive environment. Disney faces a myriad of competitors across the many markets in which it operates. However, its primary rivals are other media conglomerates including Comcast, Time Warner, Twenty-First Century Fox, CBS, and Viacom. In addition, the unprecedented disruption in the media industry, especially with regard to "cord-cutting" has led to competition from streaming services such as Netflix, Amazon, and Hulu who are now developing their own novel content to attract subscriptions The case continues to discuss Iger's strategic vision in more detail by examining his theme based billion-dollar franchise model, which generally begins with a big movie hit followed by derivative TV shows, park rides, merchandise, and sequels. Iger implements the franchise model reminiscent of Walt's legacy of investing in creativity, using innovative technologies, global expansion, and reaping synergies across the company The case ends by examining in more detail the major strategic challenges Iger must address in what may be his last two years as the CEO of Disney. First, Disney's billion-dollar franchise strategy may end up limiting creativity and novel content. Second, the disruption of streaming services is reducing the most profitable area for Disney, ESPN and other Disney programming subscriptions. Third, Disney has been accused of "American cultural imperialism" in its international expansion efforts, which can adversely impact its global brand reputation, growth, and profitability Fourth, and this may be Disney's most significant challenge, is finding a new CEO to replace Robert Iger. Two internal candidates left the company and three external candidates would not take the position. The case closes by asking if the next CEO will be from the Silicon Valley to guide the company's digital transition, an expert in global brand management, or a creative type from Hollywood.