Disney at Crossroads of Disruptive Trends

Disney at Crossroads of Disruptive Trends

Disney’s Most Valuable Resources and Capabilities

Disney’s most valuable resources are its employees and the knowledge gathered through their experience working in the entertainment and amusement industry. The company relies on the employees’ creative initiatives to make visitors happy and keep them coming back (Wills, 2017). For instance, at the Parks, Disney depends on its employees’ cheerfulness and awareness to make visitors feel safe and happy. Also, the employees are central to the company’s content creation segment since they offer experience, knowledge, and a feel of what consumers may want. Do you need urgent assignment help ? Get in touch with us at eminencepapers.com.

Strategies Disney Should Employ to Address Changes in the Global and Highly Competitive Industry

One of the strategic recommendations for Disney is pursuing a low-cost strategy. Disney’s theme Parks are some of the company’s most unique business segments, and the company stands to make the most profits from the segment if it implements a few changes (Maurad, 2020). Currently, there are many potential customers who are interested in visiting the theme Parks but are scared due to the high charges. Disney should consider introducing discounts or offering price cuts. Once the cost of visiting Parks is reduced, more people will be willing to visit, and this will balance profits.

In addition, Disney should consider expanding its theme Parks and entertainment business in emerging markets. There is a huge market for the company’s only inimitable theme Park business segment, especially in developing economies (Maurad, 2020). For instance, Asia offers one of the most promising markets globally, and Disney’s recent moves to expand investment in Shanghai are one of the steps in the right direction. In the same breath, Disney should leverage its huge capital endowment to acquire more global franchises in the entertainment industry. Since Disney is already popular among consumers, expanding to global markets will not be a difficult endeavour for the company.

Changes Disney Can Make in Each of Galbraith’s Star Points

Jay Galbraith’s model helps businesses to holistically create organizations that can sustain their value propositions and business models over time. The five areas that should be aligned and connected include strategy, process, structure, people, and rewards (Galbraith, 2011). One of the changes Disney should adopt is an employee reward system. The purpose of a reward system is to motivate employees. One of the forms of rewards that may be introduced to influence key changes at the company includes the introduction of bonuses. Bonuses are particularly effective in helping a business attain its short-term goals.

Another area of Galbraith’s Star Points that Disney ought to make changes in is the company’s strategy. The three areas under strategy that require attention are where to play, how to play, and how to win (Córdova & González, 2017). To that end, Disney should consider pursuing a low-cost strategy to win over low-end customers. It is no secret that there are customers who would like to utilize Disney’s digital services or visit its theme Parks but are scared due to huge costs. For instance, by subsidizing subscription fees, Disney will be able to overcome other serious competitors like NBO and Netflix.

Anticipated Results

The introduction of a reward system will go a long way to boosting the motivation of Disney’s employees. Such a reward system is particularly important for a company like Disney, whose success depends on how employees interact with customers. If customers encounter motivated, happy, and cheerful employees, then it is most likely that they will come back. On the other hand, a shift to a low-cost strategy will attract customers from industry competitors.

References

Córdova, F., & González, P. (2017). The ‘Mission to Mars’ case study, Galbraith’s Star Model and other relevant organization theories, critically evaluate the reorganization of the Mars Programme that resulted from the introduction of the ‘Faster, Better, Cheaper’ approach at NASA. Journal of Systemics, Cybernetics and Informatics, 15(3), 66-69.

Galbraith, J. R. (2011). The star model. The STAR Model.

Maurad, R. (2020). Disney at the Crossroads of Disruptive Trends ^ IM1049. HBR Store. https://store.hbr.org/product/disney-at-the-crossroads-of-disruptive-trends/IM1049

Wills, J. (2017). Disney culture. Rutgers University Press.a:link {text-decoration: none;}a:visited {text-decoration: none;
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As part of your module readings, you read the case study, Disney at the Crossroads of Disruptive Trends.

Write a paper that analyzes the case through the lenses of HR strategy and Galbraith’s Star Model, and provide specific data or references from the case and/or course readings to support your claims.

Disney at Crossroads of Disruptive Trends

**Article attached as a PDF**

Answer the following questions:

What are Disney’s most valuable resources and capabilities?
What strategies should Disney employ to address changes in the global and highly competitive industry?
What changes can Disney make in each of Galbraith’s “Star Points”?
What results do you anticipate, and why?
Within the assignment, reference key concepts in the course, as well as course readings. Cite sources in APA style.