balanced scorecard case study disney

• The Walt Disney Company’s Strategic Assessment Words: 4226
• Disney Corporation: Company Analysis Words: 935
• The Walt Disney Company Analysis Words: 673
• The Walt Disney Company: Workforce Diversity Words: 2151
• Walt Disney Human Resources Strategy Words: 4730
• The Walt Disney Company: Strategic Analysis Words: 3687
• The Walt Disney Company: Main Strategies Words: 1155
• Walt Disney Company: Change Management Words: 2008
• Walt Disney Company Corporate Social Responsibility Plan Words: 2434
• The Walt Disney Company’s Generic Strategy Words: 564
• Walt Disney Company’s International Services and Strategies Words: 867
• The Disney Company’s Strategy Assessment Words: 1267

The Walt Disney Company’s Balanced Scorecard

Introduction, the walt disney company’s objectives.

The Walt Disney Company (TWDC), or simply Disney, is a multinational entertainment and mass media conglomerate that was established in Los Angeles in 1923. According to the company’s website, TWDC seeks to entertain, inspire, and impact people through the power of stories (The Walt Disney Company, n.d.). At the same time, Disney continuously searches for ways to grow profitably and sets goals that will lead the company in that direction. For one, as per TWDC’s 2021 report, the company’s further growth plan includes accelerating expansion in its leading market, North America, launching new franchises, and continuing to extend its streaming platforms influence (The Walt Disney Company, 2021). Moreover, Disney aims to broaden its global reach through alliances with other companies while increasing stakeholder returns. In addition to that, The Walt Disney Company (2020) emphasized that it has a long-term vision and specific goals when it comes to sustainability policy. Seeing how the entertainment market today is more large and attractive than ever and how it continues to grow globally, it seems that further success for Disney is almost ensured.

For each group of operational steps in four areas – financial, customer, internal business project, and learning and growth objectives – there will be a team of specialists to control the process of goal achievement. According to Jefferson and Quadrani (2022), in 2022’s second fiscal quarter, Disney’s revenues grew by 23%, and in the past six months – by 29%. This figure seems to be related to the world slowly starting to recover from the effects of the global pandemic, which, for instance, explains the brilliant financial performance of Disney’s theme parks in 2022. Moreover, Disney’s 100+ additional store locations that were opened at Target all over North America by the end of 2021 are doing exceptionally well too. It reflects the company’s confidence in gaining additional market share while strengthening its influence in its most heavily penetrated market.

However, apart from continuing to target North America, TWDC needs to consider the better establishment of its presence elsewhere. It will allow the company to increase its customer base and celebrate its unique culture, which promotes diversity and inclusion all over the world. For this plan to be successfully brought to life, the company is to focus on improving its internal business processes. It includes a decrease in the number of production errors and more efficient use of technology for information storage.

Furthermore, the pandemic has contributed to particular changes in customer behavior, and TWDC, like any other organization, has to be prepared to adapt the business to its short-term and long-term effects. The current times demand that companies continue to meet their customers’ needs while ensuring that people’s engagement with the brand happens in whichever way it is convenient for them. For Disney, innovations in this field are to include the continuation of consumer experience elevation, the creation of new online platforms, and the expansion of digital relationships with the customer base.

Finally, Disney has recently announced that it strives to be a resource-efficient company – that is, it cares about the environment and gives back to the planet. More investments will need to be made in various sustainability policies and operations for the company to actually establish itself as a leader in this area. TWDC’s efforts include its commitment to reaching net-zero greenhouse gas emissions from its direct operations, producing zero-carbon electricity, and implementing localized water stewardship programs by 2030 (The Walt Disney Company, 2021). Disney realizes that, as an organization with a unique position and the ability to make a long-lasting impact, it is responsible for addressing critical issues regarding the planet which sustains humankind. In this way, Disney drives the innovation that allows people to give to the environment more than they take.

Jefferson, D., & Quadrani, A. (2022). The Walt Disney Company reports the second quarter and six months earnings for fiscal 2022. The Walt Disney Company.

The Walt Disney Company. (n.d.). About the Walt Disney Company .

The Walt Disney Company. (2020). The Walt Disney Company announces strategic reorganization of its media and entertainment businesses .

The Walt Disney Company (2021). 2021 Corporate Social Responsibility report [PDF file]. Web.

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Marketing Process Analysis

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• The Walt Disney Company and Pixar, Inc.: To Acquire or Not to Acquire?
• Strategy & Execution / MBA Resources

Introduction to Balanced Scorecard Analysis

At EMBA PRO , we believe that Balanced Scorecard approach is highly efficient strategic tool to formulate a cohesive strategy. Balanced Scorecard approach focuses on comprehensive metrics rather than only local optimization in various spheres such as – financials, operations, internal processes, and customers’ needs.

EMBA Pro Balanced Scorecard Analysis Solution for " The Walt Disney Company and Pixar, Inc.: To Acquire or Not to Acquire?" case study

Soon after Robert Iger took over as CEO of the Walt Disney Company in late 2005, he turned his attention toward Pixar, the animation studio with which Disney had worked since 1991 and was responsible for producing hits such as Toy Story and Finding Nemo. Disney's own animated film business had been in decline since Jeffrey Katzenberg left to establish rival studio Dreamworks and the business relied on revenue from its partnership with Pixar to maintain performance. With the Co- Production Agreement between the two studios coming to a close in 2006, Pixar was looking to negotiate better terms with another distribution partner. Could Disney risk losing them?

Case Authors : Juan Alcacer, David J. Collis, Mary Furey

Topic : strategy & execution, related areas : mergers & acquisitions, emba pro balanced scorecard analysis approach to the walt disney company and pixar, inc.: to acquire or not to acquire case study.

The Balanced Scorecard approach was first proposed by Robert S. Kaplan and David P. Norton in their January – February 1992, Harvard Business Review article titled – “The Balanced Scorecard—Measures that Drive Performance”. Kaplan and Norton approach to organization performance is – “What you measure is what you get”. Balanced Scorecard also provides a base to build a metrics framework that is aligned and consistent. EMBA PRO immersive learning methodology from – case study discussions to simulations tools help MBA and EMBA professionals to - gain new insight, deepen their knowledge of the Strategy & Execution field. Balanced Scorecard Analysis, case solution, Balanced Scorecard Solution.

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What is Balanced Scorecard Framework?

The Balanced scorecard is an integrated approach to assesses performance of business strategy and how changes can be made in the areas such as – financial objectives and goals, customer preferences and choice architecture, operations management and supply chain bottleneck resolutions, and organizations learning ability and capacity building Balanced Scorecard is a resource focused strategic analysis tool. Leaders at Pixar Disney can use Balanced Scorecard strategic tool to build sustainable competitive advantage by better understanding the relationship among - financial resources, internal processes, customer preferences, and operations management in Pixar Disney’s overall strategy.

Why is it called a Balanced Scorecard? How Balanced Scorecard is Useful?

Companies generally fail at implementing a strategy or managing operations because they lack an overarching management system to integrate and align these vital processes. Balanced Scorecard analysis of Pixar Disney is a comprehensive effort to integrate and align strategy and operations. The Walt Disney Company and Pixar, Inc.: To Acquire or Not to Acquire? case study provides a strategic dilemma for the protagonist. Balanced Scorecard strategic analysis can help Pixar Disney managers in understanding the relationship between activites and take the systems approach rather than the local optimization approach.

***It is a broad analysis and not all factors are relevant to the company specific. For greater details connect with us.

Applying Balanced Scorecard Approach to The Walt Disney Company and Pixar, Inc.: To Acquire or Not to Acquire? Case Study

According to by Robert S. Kaplan and David P. Norton , 85 percent of executive teams spent less than one hour per month discussing strategy, with 50 percent reporting that they spent virtually no time on strategy discussions. Balanced Scorecards help "Pixar Disney" to translate, communicate, and measure its strategies. Some of the questions answered by Balance Scorecard Analysis of The Walt Disney Company and Pixar, Inc.: To Acquire or Not to Acquire? are -

- Which internal processes can add value? What are the core competencies of Pixar Disney and how it can add value going future? Do the firm require to make either small tweaks or big changes in the internal processes to build of maintain sustainable competitive advantage.

- Are we innovative and ready for the future? In today’s market place a company’s ability to sustain competitive advantage is highly dependent upon Pixar Disney's ability to innovate and stay ahead of the curve vis a vis to its competitors.

- How do customers perceive Pixar Disney? What is required to improve the brand equity or market performance in terms of – marketing, sales, distribution, and pricing strategy.

- What is important for Pixar Disney shareholders? How the decisions that Pixar Disney is making can impact the financial reports and balance sheet?

What are the main features of balanced scorecard? / What are the four perspectives of the balanced scorecard?

The Balance Scorecard of each company varies based on the nature, size of the firm and industry it operates in. Broadly there are four main components / features of Balance Scorecard. These four perspectives / components of Balance Scorecard are –

• • Financial Perspective
• • Customer Perspective
• • Internal Business Perspective
• • Innovation and Learning Perspective

What are the advantages of Balance Scorecard Approach?

The biggest advantage of Balance Scorecard approach for The Walt Disney Company and Pixar, Inc.: To Acquire or Not to Acquire? is that it provides senior executives and leaders with a framework that they can use to develop a holistic strategy rather than just optimizing just one part of the business. The balanced scorecard allows managers to look at the business from four different perspectives. Secondly people lower down in the organization are more likely to be measured by the non-financial metrics so Balance Scorecard approach provides a good framework to not only include their efforts in overall strategy but also to communicate to them how their efforts is contributing to the overall strategy and success of Pixar Disney.

Customer Perspective in Balanced Scorecard Approach

Some of the Customer Perspective metrics that can be used in Balanced Scorecard approach are - • Market share in target segments • Existing customer business development • Customer profitability and customer life time value • Timely delivery of goods and services • Return policy • Claims and complaints handling • Handling service calls.

Internal Process Perspective in Balanced Scorecard Approach

Some of the Internal Processes metrics that can be used in Balanced Scorecard approach are - • New sales as a percentage of total sales • Meeting product introduction goals • Product development cycle • Break-even time realized.

Balanced Scorecard approach to Human Resources

Some of the Human Resources metrics that can be used in Balanced Scorecard approach are - • Employee satisfaction and retention, or the opposite (turnover rate) • Revenue and/or value added per employee • Strategic redundancy in job skills (job-coverage ratio) • Employee retraining cycle time • New ideas (per employee, implemented) • Information availability relative to need.

What are the disadvantages of Balanced Scorecard Approach?

Theoretically there are no great disadvantages of Balance Scorecard approach but in practices managers face a number of hurdles such as – • Poorly defined metrics – metrics are either too broad or too narrow. • Data collection challenges – apart from digitally native companies, traditional organizations still faces lots of problem in collecting and organizing data. • Lack of review structure – often Balance Scorecards are made by consultant and lacks a clear organization wide review structure. A number of times they often clash with the chain of command in the organization.

5C Marketing Analysis of The Walt Disney Company and Pixar, Inc.: To Acquire or Not to Acquire?

4p marketing analysis of the walt disney company and pixar, inc.: to acquire or not to acquire, porter five forces analysis and solution of the walt disney company and pixar, inc.: to acquire or not to acquire, porter value chain analysis and solution of the walt disney company and pixar, inc.: to acquire or not to acquire, case memo & recommendation memo of the walt disney company and pixar, inc.: to acquire or not to acquire, blue ocean analysis and solution of the walt disney company and pixar, inc.: to acquire or not to acquire, marketing strategy and analysis the walt disney company and pixar, inc.: to acquire or not to acquire, vrio /vrin analysis & solution of the walt disney company and pixar, inc.: to acquire or not to acquire, pestel / step / pest analysis of the walt disney company and pixar, inc.: to acquire or not to acquire, case study solution of the walt disney company and pixar, inc.: to acquire or not to acquire, swot analysis and solution of the walt disney company and pixar, inc.: to acquire or not to acquire, references & further readings.

M. E. Porter , Competitive Strategy(New York: Free Press, 1980) Juan Alcacer, David J. Collis, Mary Furey (2018) , "The Walt Disney Company and Pixar, Inc.: To Acquire or Not to Acquire? Harvard Business Review Case Study. Published by HBR Publications. O. E. Williamson , Markets and Hierarchies(New York: Free Press, 1975) Barney, J. B. (1995) "Looking Inside for Competitive Advantage". Academy of Management Executive, Vol. 9, Issue 4, pp. 49-61

Kotler & Armstrong (2017) "Principles of Marketing Management Management", Published by Pearson Publications.

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Strategy & Objectives of Walt Disney Company

Strategy & objectives of walt disney company: essay introduction, strategic goal, objectives of walt disney company, loopholes in the causal chain, financial growth strategic action plans, the balanced scorecard, walt disney balanced scorecard, objectives of walt disney company: essay conclusion.

Walt Disney Company is a multinational corporation well known in the entertainment industry. The business has five distinguished divisions. The first division is Media Networks which comprises of several broadcast and publishing businesses such as the ABC TV (Walt Disney Company, 2012). The second division is Parks and Resorts which basically offers tour and travel services to various destinations across the globe.

The other segment, Studio Entertainment has distinguished itself as a leading producer of movies and music cross the globe. Walt Disney Company also a division called Consumer Products which manufactures toys, magazines, beverages etc. Finally, its Interactive segment is known to provide a wide array of interactive entertainment to children and families using various technologies (Walt Disney Company, 2012).

The goal of Walt Disney Company is to maximize its financial performance in its various business engagements (Walt Disney Company, 2012). This is a very significant goal in line with the overall strategic growth of this business.

Due to stiff competition and the dynamic nature of business, Walt Disney Company needs to diversify its product offering across the globe (Kaplan & Norton, 2001). The various product divisions are meant to help the business tailor make its product offerings in line with the different cultures of consumers across the globe. To undertake this massive venture, Walt Disney Company will need solid financial asset base.

In order to realize its strategic goal, Walt Disney Company has identified a number of objectives; aggressive marketing, new product innovation, and minimizing operational costs (Walt Disney Company, 2012). Though these objectives, Walt Disney Company aims at achieving its main goal of growing revenues.

To accomplish these objectives, Walt Disney Company must develop an action plan. The company must invest heavily in marketing. It must equally seek measures of minimizing its costs. For all the identified objectives, the action plan must detail the process to be undertaken, the timelines, the expected results and the responsible people (Mainardi, 2011).

A causal chain is a series of inter related activities defining the root cause of a problem and its effects (McKay 1994, pp. 293-302). Causal chains are usually related to the strategic goals and objectives of a business. Causal chains demonstrate how a positive activity can subsequently cause a positive impact such as higher financial revenues. As such, causal chains are part and parcel of the BSC (Bukh & Teemu, 2005).

In the case of Walt Disney Company, two causal chains are highlighted. In the first causal chain, marketing and product innovation seeks to maximize revenues. In the second causal chain, cost minimization aims at reducing operational costs thereby expanding profit levels.

A keen analysis of the objectives reveals that each causal chain contributes towards increasing revenues – except for the cost minimization objective. This is a loophole in the causal chain (Bukh & Teemu, 2005). Walt Disney Company will only achieve its strategic goal if its objectives are well aligned (Kaplan & Norton, 2004).

The objectives will achieve the strategies only if they don’t conflict with one another (Kaplan & Norton, 2006). Cost minimization appears to negate the other objectives since product innovation and aggressive marketing calls for more investments in capital.

Source (Walt Disney Company, 2012)

The BSC is a managerial tool used for implementing organizational strategies (Hannabarger et al., 2010). BSC comprises four perspectives; customer, financial, internal business process and learning (Kaplan & Norton, 2001). Customer perspective is concerned with the capability of business strategies in satisfying the customer.

Financial perspective is concerned with financial results and the strategies used to achieve that result. Internal processes shows the internal operations and how their performance is measured. The learning and growth perspective relates to organizational training and education and how the business uses knowledge to enhance its competitive ability (Kaplan & Norton, 2001).

Walt Disney Company Mission: To be a leader in the production and distribution of entertainment across the globe (Walt Disney Company, 2012).

Walt Disney Company Vision: To generate the best creative material, promote innovation; utilize the latest technology and venture into emerging markets across the globe (Walt Disney Company, 2012).

In line with the BSC, Walt Disney Company’s strategic goal shows activities which have an impact on the customer, financial resources and internal organizational processes. However, it has no provision for measures relating to human resource training (Walt Disney Company, 2012). Thus it leaves out a very crucial aspect critical in change management in line with the businesses’ future.

Training and education are catalysts for change management since they generate new business models (Bierly & Daly, 2007, pp. 493-516). To achieve organizational congruence, the business must balance all the four segments (Norreklit, 2000, pp. 65-88). In strategy formulation, the business must inculcate the goals and elements of the entire four segments of the BSC. Thus, to balance its strategic goals (Rohm, 2004) Walt Disney Company must introduce the learning and growth objectives. Source (Kaplan & Norton).

Following our thesis that the balanced score card is a useful tool applicable to most organizations for identifying strategic action plans, a number of recommendations can be made from the above analysis. Using the BSC, Walt Disney Company should base its objectives on actions that flow harmoniously with one another (Gareth & George, 2011; Drummond & Stone, 2007, pp. 192-207).

In this case, cost minimization is ambiguous and may imply reducing general spending, in turn curtailing many other processes. The strategy of cost minimization should be re-examined. It should mean cost-effective investments. To further expand financial income, the business should invest in emerging markets (Gareth & George, 2011). Expanding income should not just revolve around cost minimization. Instead, Walt Disney Company should adopt cost effective strategies. The business should enhance its investments and reduce the risks of losses of revenue through poor investment plans.

Bierly, P. E., & Daly, P. S. (2007). Alternative knowledge strategies, competitive environment and organization performance in small manufacturing firms. Entrepreneurship, Theory & Practice, 31 (4), 493-516.

Bukh, P. N., & Teemu, M. (2005). Re-examining the cause-and-effect principle of the balanced scorecard . Aarhus School of Business.

Drummond, I., & Stone, I. (2007). Exploring the potential of high-performance work systems in SME’s. Employee Relations, 29 (2), 192-207.

Gareth, R. J., & George, J, M. (2011). Contemporary management (7 th ed.). McGraw-Hill Education.

Hannabarger, C., Buchman, R., & Economy, P. (2010). Balanced scorecard strategy . New York: Wiley Publishing, Inc.

Kaplan, R.S., & Norton, D. P. (2006). Alignment: Using the balanced scorecard to create corporate synergies. Boston, MA: Harvard Business School Press.

Kaplan, R.S., & Norton, D. P. (2004). Strategy maps: Converting intangible assets into tangible outcomes. Boston, MA: Harvard Business School Press.

Kaplan, R.S., & Norton, D. P. (2001). The Strategy-focused organization: How balanced scorecard companies thrive in the new business environment. Boston, MA: Harvard Business School Press.

Mainardi, R.L. (2011). Harnessing the power of continuous auditing . New York: Wiley.

McKay, T. (1994). Names, causal chains, and de re beliefs. Philosophical Perspectives, 8 , 293-302.

Norreklit H. (2000). The balance on the balanced scorecard – a critical analysis of some of its assumptions. Management Accounting Research , 11, 65–88.

Rohm, H. (2004). A balancing act. Perform Magazine, 2( 2).

Walt Disney Company . (2012). Company information . Web.

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