Disney Case Study

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Disney studio could have optimised the returns by identifying audience expectations and allocate those expectations to film ideas and selecting best actor to the cast. Catmull (2008) stated that create something original achieve the certainty. To avoid the financial risk, they can have pursued franchise base more. Update with new technology will strong the innovation process. Consequently, implement strategy could minimise risk effectively by reducing cost and gaining competitive advantages.

3. The world’s largest entertainment conglomerate is The Walt Disney company (Elberse 2016). To study organisational culture, Disney is the perfect example because it has clear mission and vision that they conducting already (Curtis 2016). The culture of the Disney studio could be defined as a strong co-operated teamwork with combination of creative, innovative and profitable entertaining experience.

The co-values of the Disney studio are important in the culture of the organization. Values of employees are great resources to build a strong production and it enhance the success rate of the company. Employees effectively share recourses by working together leading to achieve highest grossing income and box office success by identifying audience expectations. Disney studios following strong strategies to not allowing horror, comedy, sex, violence and smoking in their movies. Disney animation film innovation is the major turning point in the innovation history (Rojek 2006). In 2013, releasing Frozen to the audience, Disney shows that they have highly succeed in the animation challenge becoming top grossing animated film and winning two Academy awards for the best animated feature. In the Disney culture, adding creative energy, taste and quality for their productions enhance the uniqueness for creations. Giving priority to the quality; the best business plan of them, wait until get the best idea to produce. Long lag period between originals and sequels keep demand of the movies for more period. For example, Finding Dory released 13 years after the predecessor, Finding Nemo. Especially, in new employer training, employees support each other very effectively. Disney studio has identified new technologies in the film market such as 3D technology and applied them to movies. With a combination of media networks, Parks and resorts, studio entertainment and consumer productions and interactives reached remarkable revenues become succussing in the financial stage.

In conclusion, Disney studio is effective entertaining business which has creativity, innovation, remarkable financial profitability and strong supportive team work as per their culture. Consequently, applying a balance approach to innovation and cost saving will increase revenues.

Reference List

Catmull, E 2008, ‘How Pixar Fosters collective creativity’, Harvard Business Review, Harvard Business School Publishing.

Chyrty, J 2012, ‘Walt Disney and the creation of emotional environments: interpreting Walt Disney's oeuvre from the Disney studios to Disneyland, CalArts, and the Experimental Prototype Community of Tomorrow (EPCOT)’, Rethinking History, vol. 16, no. 2, pp. 259-278.

Curtis, E 2016, ‘Disney: A culture’, In slide share, 7 February, viewed 20 April 2017, .

Dholakia, N & Schroeder, J 2001, ‘Disney: Delights and Doubts’, The university of Rhode Island, Collage of Business Administration Publications.

Elberse, A 2016, ‘The Walt Disney Studios’, Harvard Business Review, Harvard Business School Publishing.

Rojek, P 1993, ‘Disney Culture’, Leisure Studies, vol. 12, no. 2, pp. 121-135.

Swift, B 2013, ‘When Hollywood comes knocking’, Inside film: if, no. 153, pp. 10-11.