With The Name of ALLAH, Who

is the LORD of all

Presented By :
Foozia Akmal # 04
Shafaq Ajmal # 34
Misbah Saeed # 20
Sadia Majeed # 32
Hira Rehman # 11
Company Overview
 Opportunities

• Global Localization: Think • Disney music channel

global, Act Local • Benchmarking to improve
• Characters of national or management practices.
regional appeal • Online Websites
• Cheaper alternatives to soft • Develop more attractions for
toys theme park
• Disney School of
Management/Training Institute
• Move into different segments
• Proper inventory management
• Market development in
untapped countries.
• Reduction in operating costs.
 Threats
• Competitors: National, Regional & Global
• World wide inflation
• Unprofitable or hasty acquisition
• Brand Consistency
• Product Differentiation
• Lawsuits
• Terrorism
• Natural Disasters
• Change in the younger generation's preferences
• Regulations
EFE Matrix
Key external Factors Weights(0 to 1) Rating(1 to 4) Weighted Score
Opportunities
Global Localization: Think global, Act Local 0.09 4 0.36
Characters of national or regional appeal 0.07 4 0.28
Cheaper alternatives to soft toys 0.02 2 0.04
Disney School of Management/Training Institute 0.03 3 0.09
Move into different segments 0.04 3 0.12
Proper inventory management 0.03 2 0.06
Market development in untapped countries. 0.08 4 0.32
Reduction in operating costs. 0.03 3 0.09
Disney musical channels. 0.07 4 0.28
Benchmarking to improve management practices. 0.03 3 0.09
Develop more attractions for theme parks 0.04 3 0.12
Online Websites 0.06 4 0.24
Threats
Competitors: National, regional and global 0.09 4 0.36
World wide inflation 0.04 3 0.12
Unprofitable or hasty acquisition 0.02 3 0.06
Brand consistency 0.02 2 0.04
Product Differentiation 0.04 3 0.12
Lawsuits 0.03 3 0.09
Terrorism 0.06 4 0.24
Natural disasters 0.04 2 0.08
Change in the younger generation's preferences 0.03 3 0.09
Regulations 0.04 3 0.12
• RATIOS CALCULATION
 Liquidity Ratios

Name 2006 2007 2008(projected)

0.93 0.99 1.47

CURENT RATIO

0.7 0.76 1.23

Quick ratio
Cash ratio 0.23 0.32 0.44

Working Capital (648) (77000) 5435

 Leverage Ratios
Name 2006 2007 2008(projected)

9.99% 13.20% 12.6 %

Debt-to-equity ratio

10.6% 15.24% 19.13%

Interest Coverage

5.62% 7.69% 10.17%

Return on assets
Net Fixed Asset 1.96 2.04 3.02
Turnover
 Activity Ratios
Name 2006 2007 2008(projected)

Receivable 7.16 7.06 6.67

Turnover
Payables Turnover 5.7 5.97 8.87

0.56 0.58 0.80

Asset Turnover
48.62 55.39 66
Inventory Turnover
 Profitability Ratios
Name 2006 2007 2008(projected)

9.99% 13.20% 12.6 %

Profit Margin

Return on equity 10.6% 15.24% 19.13%

5.62% 7.69% 10.17%

Return on assets
Operating Profit 15.86% 19.10% 19.10%
Margin
EPS 1.68 2.34

Net Fixed Asset 1.96 2.04 3.02

Turnover
 Strengths
• Global Standardization
• Creative Process
• Popular Brand Name
• Diversification
• It is the largest media and
entertainment company in the
world..
• Disney Company owns 11
theme parks and several
channels.
• Innovative ideas
• Increasing trends in overall
revenues and profits.
• Popular characters
• High brand awareness among
the people.
• Differentiation
• Powerful strategy
• Disney employees 150,000
people.
 Weaknesses

• High sunk cost • Criticism by animal welfare

• Excessive Research & group
Development • Limited range of target
• High Investment audience mainly Children
• Cultural Imperialism • Continuous innovative ideas
• Media Network Competition are required to retain the
attention of customers.
• High operating cost
• High Risk Factor
• Frequent change in top
management
• Criticism from Religious
welfare group
• Obsolete Facilities (out
dated/old) in radio
Key Internal Factors Weights(0 to 1) Rating(1 to 4) Weighted Score

Strengths
Global Standardization 0.07 4 0.28
Creative Process 0.04 4 0.16
Popular Brand Name 0.06 4 0.24
Diversification 0.04 3 0.12
It is the largest media and entertainment company in the world. 0.06 4 0.24
Disney Company owns 11 theme parks and several channels. 0.05 4 0.20
Powerful strategy 0.04 3 0.12
Strong financial condition 0.05 4 0.20
Increasing trends in overall revenues and profits. 0.05 4 0.20
Popular characters 0.04 3 0.12
Disney employees 150,000 people. 0.05 4 0.20
Differentiation 0.06 4 0.24
Weaknesses
High sunk cost 0.07 4 0.28
Excessive Research & Development 0.04 3 0.12
Cultural Imperialism 0.04 3 0.12
Frequent change in top management 0.02 2 0.04
Criticism from Religious welfare group 0.04 3 0.12
Limited range of target audience mainly Children 0.03 3 0.09
Obsolete Facilities (out dated/old) in radio 0.03 2 0.06
Criticism by animal welfare group 0.03 3 0.09
High operating cost 0.05 3 0.15
High risk factor 0.04 4 0.16
 Strengths (S) Weaknesses
Strengths (S) Weaknesses
1. Global standardization 1. High sunk cost
1. Global standardization 1. High sunk cost
2. Creative process 2. Excessive R&D
2. Creative process 2. Excessive R&D
3. popular brand name 3. high investment
3. popular brand name 3. high investment
4.4. Diversification
Diversification 4.4. Cultural
Culturalimperialism
imperialism
5.5. Largest
Largestmedia
mediaentertainment
entertainment 5.5. Media
Media networkcompetition
network competition
company
company 6.6. High
Highoperating
operatingcost
cost
6. 11theme parks and several channels 7. Frequent change in operating
6. 11theme parks and several channels 7. Frequent change in operating
7. Innovative ideas management
7. Innovative ideas management
8. Increase in revenues 8. Obsolete facilities in radio
8. Increase in revenues 8. Obsolete facilities in radio
9. High brand awareness 9. Limited range of targeted customers
9. High brand awareness 9. Limited range of targeted customers
10.
10. Differentiation
Differentiation mainly
mainlychildren
children
Opportunities(o) SO Strategies WO Strategies
Opportunities(o) SO Strategies WO Strategies
ove into different segments (S4-O2) As they have diversified product
Move into different segments (S4-O2) As they have diversified product
arket development in untapped
Market development in untapped
line, from this strength they can capture
line, from this strength they can capture (W1-O7) through differentiation they can
untries. economic growth in different segments by
ountries. economic growth in different segments by attract different customers and overcome
eduction in operating costs. following any or all Intensive strategies
Reduction in operating costs. the cost.
sney musical following any or all Intensive strategies
Disney musicalchannels.
channels. (W5-O3) through market development in
enchmarking totoimprove
Benchmarking improve S5-O7) They are doing differentiation; those countries which have been
anagement practices.
management practices. from this strength they can develop remained un served.
evelop more attractions for theme more attractions in theme parks by
Develop more attractions for theme (W8-O7)they can abort the obsolete line
rks using Differentiation strategy.
arks
nline Websites (S5,S8-O8) retain more and more of radio by focusing on websites lines)
Online Websites
obal Localization: Think global, Act customer through strong marketing
Global Localization: Think global, Act
cal
ocal Threats (T) ST Strategies WT Strategies
Threats (T) ST Strategies WT Strategies
(S2-T8)Due
(S2-T8)Duetotocreative
creativeproduction (W6-T2)
ompetitors: National,
Competitors: National,regional
regionaland
and
production (W6-T2)as asthe
theprices
pricesare
arehigh
high
obal .
.
process,
process, company can maintainits
company can maintain its due to inflation, company should
lobal due to inflation, company should
edge on substitutes. adopt
orld wide inflation
World wide inflation edge on substitutes. adoptthe
thebackward
backwardintegration
integration
and consistency (S6-T1)through
(S6-T1)throughdiversification
diversification strategy
Brand consistency
oduct Differentiation strategies strategytotoreduce
reduceoperating
operatingcost.
cost.
Product
wsuits
Differentiation strategies they canincrease
they can increaseand
and
awsuits improve their products and services
improve their products and services
errorism
errorism and
andcan
cancompete
competethethecompetitors
Naturaldisasters
atural disasters competitors
hange in the younger generation's
Change in the younger generation's
CPM
 DIS Time Warner News
corporation

Critical success Weights(0- 1) ranking(0- ranking(0-4) weighted ranking(0-4) weighted

factors 4) weighte score score
d score

Advertising
0.1 4 0.4 3 0.3 3 0.3
Financial position
0.1 4 0.4 3 0.3 3 0.3
Consumer loyalty
0.1 3 0.3 3 0.3 4 0.4
Televisions network 0.2 4 0.8 2 0.4 2 0.4
Park and resorts 0.05 3 0.15 - - - -
Studio entertainment 0.05 2 0.10 3 0.15 - -

0.1 4 0.4 - - - -
Consumer products

Brand awareness 0.1 3 0.3 3 0.3 3 0.3

Product diversity
0.1 4 0.4 3 0.3 2 0.2
International expansion
0.1 4 0.4 4 0.4 4 0.4
1.00 3.65 2.45 2.3
Total
Walt Disney’s Strategies in
2008-09(Actual)
• Creating franchising.
• Developing Attractive pricing and marketing strategies.
• Creating differentiation to compete the rivals.
• Acquiring new technologies.
• Plan for diversification in Disney's Resorts, Disney
vacation club and two cruises ships, that will be setting
sail in 2010 to 2011.
• Maintaining financial discipline to compete the
challenging environment.
• Continue to expand creative pipeline of high quality
content to strengthen the brand and reach on a global
basis.
• Globalization and localization.
• Through creative process differentiating products in
customer’s mind.
• Managing cash flows at its best efforts.
• Made acquisition to enhance company’s position in youth
oriented sports and online sport’s community.
 Walt Disney’s recommended
strategies for the year 2008-09
• It should adopt cost leadership strategy to
attract more customers in developing
countries.
• It should focus on Intensive strategies.
• It should make its park services, attractive
for the old age people as well.
BCG matrix
 Relative Market Share
Division Revenues of Disney Revenue of Warner Relative Market share
(2007) (2007)
($ millions)
Media Networks 15046 2231 87%

Parks & Resorts 10626 972.780 91

Studio Entertainment 7491 19417 27.8

Consumer Products 2347 9238 20.3

(ANNUAL REPORT 2007 SIX FLAGS)
((ANNUAL
ANNUAL REPORT
REPORT 2007
2007 NYSE:TWX)
News corporations)
 Increase In Sales Growth
Divisions Increase in sales
(2005-2007)
%
Media Networks 8.78
Parks & Resorts 8.52
Studio Entertainment -0.88
Consumer Products 5.06
 Media Networks
(High) Market Share (Medium) (Low)
1.0 .05 0.0
(High) +20 0.20
5.06 (I)
(Question Marks)
(II)
CONSUMER PRODUCTS
(Stars)

Growth Rate
(Medium) 0

(IV)
(III)
(Dogs)
(Cash Cows)

(Low) -20
 Studio Entertainment
(High) Market Share (Medium) (Low)
1.0 .05 0.0
(High) +20 0.87
8.78
(II) (I)
(Stars) (Question Marks)
MEDIA NETWORKS
Growth Rate
(Medium) 0

(III) (IV)
(Cash Cows) (Dogs)

-20
(Low)
 Consumer Products
(High) Market Share (Medium) (Low)
1.0 .05 0.0
(High) +20

(II)
(I)
(Stars)
(Question Marks)

Growth Rate
(Medium) 0
0.91

(III) (IV)
(Cash Cows) (Dogs)
PARKS & RESORTS
8.52

(Low) -20
 Parks & Resorts
(High) Market Share (Medium) (Low)
1.0 .05 0.0
(High) +20

(II)
(I)
(Stars)
(Question Marks)

Growth Rate
(Medium) 0
0.28
(0.88 ) (IV)
(III)
(Dogs)
(Cash Cows)
STUDIO
ENTERTAINMENT

(Low) -20
The Grand Strategy Matrix

Potential Strategies:
- Market Development
- Market Penetration
- Product Development
- Backward Integration
- Concentric Diversification
             
  Projected Income statement  
  For the year ended 2008  
  (In Millions)  
  2007 2008  

Revenues 35510 53265 50 % increase

cost & expenses 80.90397 -28729 -43091  

Gains on sales of equity investment & business 1052 1200  
EBIT 7833 11374  

Net interest expenses 7.6% 0.075705 593 861.0726  

Equity in the income of investees 485 500  
Income from operations before Tax,miniroty  

interest, cumulativ effect of accounting change 7725 11012.93  

Income Taxes 0.372039 -2874 -4097.24  

Minorty interests -177 -177  

Income from continuing operations 4674 6738.691  

discontinued operations, net of tax 13 20  

Net Income 4687 6758.691  

Divend 512 800  

Retained Earnings     4175 5958.691  

      Projected Balance Sheet        
  For the year ended 2008  
  (In Millions)  
  2007 2008  
Assets  
Cash & cash Equivalent 3670 5153  
Receivables 5032 7985  
Inventories 641 800  
Television costs 559 559  
Deferred income taxes 862 800  
Other current assets 550 600  

Total current assets 11314 15897  

Film & television Costs 5123 5323  
Investments 995 1025 Investment in 3 Projects of 10 M each
Parks & resorts at cost 30260 30260  
Accumulateddepreciation -15145 -15145  
  15115 15115  

Projects in progress 1147 1300  

Land 1171 1171  
  17433 17586  
  23551 23934  
Intangible assets,net 2494 2494  

Goodwill 22085 23000  

Other assets 1484 1100  
  26063 26594  
Total Assets 60928 66425  
LIABILITIES & SHAREHOLDER'S EQUITY  
A/P 5949 6000  

Current portion of borrowings 3280 3400  

Unearned roalties & other advances 2162 2162  
Total current liabilities 11391 11562  
Borrowings 11892 12342  
Deffered income taxes 2573 3000  
other long term liabilities 3024 3000  
Minority interests 1295 1200  
Total liabilities 30175 31104  
SHAREHOLDER'S EQUITY  

Common stock 24207 24657 issue 15 Mmore at Rs 30 each  

Retained earnings 24805 30764  
Accumulated other comprehensiv loss -157 -100  
Walt Disney's Net Worth  
Input variables 2007
  $ Millions
shareholders equity 30753
Net income 4687
Stock price 35.38
No of shares outstanding 2004
EPS 2.34
Goodwill 22085
Total asssets 60928
Intangible assets 2494
   
Company worth analysis  
1.The net worth or stock holder Equity Method  
Shareholder's equity +goodwill+intangibles 55332
2.The Future Value of earnings  
Net income *5 23435
3.The Price Earning Ratio  
Stock price /EPS*NI 70865.83761
4.Outstanding Shares Method  
No of shares outstanding*stock price 70901.52
    (In MILLION)      

  Required Amount of Fund 10000  

Tax Rate 38%  

Interest Rate 5%  
Outstanding Shares 2000  
Market Price Per Share 30  
EBIT 7725-10000  
   

  Common Stock Financing Debt Financing Combination Financing

   
EBIT 7,725 10,000 7,725 10,000 7,725 10,000
Less: Interest (5%) 0 0 50 50 25 25
EBT 7,725 10,000 7,675 9,950 7,700 9,975
Less:Tax(38%) 2,936 3,800 2,917 3,781 2,926 3,791
Earning After Tax 4,790 6,200 4,759 6,169 4,774 6,185

No. of outstanding shares 2,033 2,033 2,000 2,000 2,017 2,017

EPS 2.356 3.050 2.379 3.085 2.367 3.066
Key factors Weights Vertical Conglomerate
strengths integration diversification

AS TAS Strategic
AS AlternativesTAS

Key Factors Weight Vertical

Strong Financial Position
0.05
Conglomerate 4 0.2 3 0.15
Diversification 0.04 3 0.12 Integration
4 0.16
Company owns 11 Diversification
0.05 4 0.2 2 0.1
theme parks and several
channels
AS TS AS TS
Opportunities:
Disney employees 0.05 4 0.2 3
• Global Localization
150,000 people. 0.20 2 0.40 3 0.15 0.60
• Disney School of Management
Creative process 0.15 - - - -
0.04 4 0.16 3 0.12
& Training institute
• Market development
Differentiation
0.06 4 0.24 2 0.12
in untapped countries0.05 2 0.10 3 0.15
Popular Brand Name
• Acquire new 0.06technology
- - 0.15 - 1 0.15 - 3
Popular characters 0.45 0.04 - - - -
• Extend Product Line 0.10 1 0.10 3 0.30
Increasing trends in
overall revenues and
0.05 4 0.2 3 0.15
profits
Global Standardization
0.07 - - - -
It is the largest media 0.06 4 0.24 3 0.18
and entertainment
company in the world.
Key factors Weights Vertical Conglomerate
weakness integration diversification

AS TAS Strategic
AS AlternativesTAS

High sunk cost

Key Factors Weight Vertical
0.07 - - -
Conglomerate -
Excessive Research &
Integration
0.04
Diversification 4 0.16 3 0.12
Development
Cultural Imperialism 0.04 - - AS- TS AS- TS
Opportunities:
• Global Localization 0.20 2 0.40 3 0.60
Frequent change in top 0.02 of Management
- - 0.15 -
management
• Disney School - - -- -
& Training institute
Criticism from Religious 0.04
• Market development -
welfare group
- - -
in untapped
Limited range of target countries0.05
0.03 4 2 0.10
0.12 33 0.15 0.09
audience mainly Children
• Acquire new technology 0.15 1 0.15 3
0.45 0.03
Obsolete Facilities (out
4 0.12 3 0.09
dated/old) in radio
• Extend Product Line 0.10 1 0.10 3 0.30
Criticism by animal 0.03
welfare group
- - - -
High operating cost 0.05 4 0.2 3 0.15

High risk factors 0.04 4 0.16 3 0.12

total
Key factors Weights Vertical Conglomerate
opportunities integration diversification

AS TAS Strategic
AS AlternativesTAS

Key Factors Weight Vertical

Conglomerate
Global Localization: 0.09
Think global, Act Local
3 0.18 4
Integration 0.36
Diversification
Characters of national or0.07 4 0.28 3 0.28
regional appeal AS TS AS TS
Cheaper Opportunities:
alternatives to 0.02 4 0.08 1 0.08
soft toys
• Global Localization 0.20
2 0.40 3 0.60
Disney School of 0.03
• Disney
Management/Training
-
School of Management - 0.15
- - - -- -
Institute & Training institute
Move into• different 0.04
Market development 4 0.16 1 0.04
segments
in untapped countries0.05
Proper inventory 0.03
2 0.10 3 0.15
• Acquire new technology
management
- - 0.15 - 1 0.15 - 3
Market development 0.45
in 0.08
untapped•countries.
3 0.24 4 0.32
Extend Product Line 0.10 1 0.10 3 0.30
Reduction in operating 0.03
costs.
4 0.12 3 0.09
Disney musical channels. 0.07
3 0.21 2 0.14
Benchmarking to 0.03
improve management
- - - -
practices.
Develop more attractions for 0.04
theme parks 3 0.12 4 0.16
Key factors Weights Vertical Conglomerate
Threats integration diversification

AS TAS Strategic
AS AlternativesTAS

Key Factors
Competitors: National,
0.09
Weight Vertical
Conglomerate
regional and global
4 0.36 2 0.18
World wide inflation 0.04
3 0.12 Integration
1 0.04
Diversification
Unprofitable or hasty 0.02
4 0.08 1 0.02
acquisition AS TS AS TS
Opportunities:
Brand consistency 0.02
- - - -
• Global Localization 0.20
2 0.40 3 0.60
• Disney School of Management 0.15
- - - -
& Training institute
• Market development
in untapped countries0.05 2 0.10 3 0.15
• Acquire new technology 0.15 1 0.15 3
0.45
• Extend Product Line 0.10 1 0.10 3 0.30

Product Differentiation 0.04

4 0.16 3 0.12
Lawsuits 0.03
- - - -
 Conclusion
• The company should adopt vertical
strategies.
Space matrix
 SPACE Matrix
FS
Conservative Aggressive
+6
+5
+4
+3
+2
+1

CA IS
-6 -5 -4 -3 -2 -1 -1 +1 +2 +3 +4 +5 +6

-2
-3

-4
-5
Defensive Competitive
-6
ES 44
 Financial Strengths
Financial Strengths
Rating
• Operating income increased in 2007 in 03
each segment.
• Strong financial position as compared to 03
competitors.
• Market capitalization is 71.40B which is much 04
higher as compared to industry.i.e 2.248.
• EPS in 2007 is 2.123 which is much higher 03
as compared to industry requirements.
• High credibility in industry due to strong financial 02
position.
 Continue…
• Disney has established strategies for risk 04
Management credit risk, foreign risk, exchange risk).
• Return Assets(ROA) in 2007 is 7.6% which show 05
strong & consistent return.
• Revenues increased by 37.843 billion in 2007 04
which helped in gaining strong position.
• Due to diversification sources of financial revenues 04
are higher. 38
Average = 38 / 10 = +3.8
 Environmental Stability
Environmental Stability
Rating
• Change in trade policies of different companies. -2
• Recession phase in economy affects the operations. -3
• Inefficient cultural & social analysis of the country in -2
which they are operating.
• Incomplete or inefficient training of employees in -3
understanding culture.
• Change/fluctuations in prices of oil & energy has impact -2
on strategies.
• Change in taxation method of different countries. -3
• Political instability & inflation in less developed countries. -4
• Up-to-date technology is necessary for Broadcasting -3
& media networks & for product differentiation.
• Barrier to entry into the market. -5

27

Average = -27 / 9 = -03

Y-axis = 3.8 + (-3) = + 0.8

• Market share
Continue…
-3
i.e. $ 71.40 Billions
• Low cost strategy -2
• Global expansion -3
• Quality products -2

Total Competitive advantage score -19

 Industry Strength
Particulars Rating
• Growth potential is high i.e. 2000 Growth rate is 4.2% +5
due to product differentiation Advertisment,Broadcast
network Sales & Revenues etc
• Profit potential
(in 2007 Net profit was 13.19%) +4
• Financial stability
due to market cap.etc +5
• Complete control of industry due to high rating +3
• Low cost techniques to capture market +4
• Advance technology +4
• Entrance Barrier +2
Total of Industry Analysis 27
 Conclusion…
CA Avg is -19.00 / 9 = -2.11
IA Avg is +27.00 / 7 = +3.86
FAS Avg is +38 / 10 = 3.80
ES Avg is -27 / 9 = -03

Directional vector co-ordinates

X-Axis = 3.86 + (-2.11) = +1.75
Y-Axis = 3.80 + (-3.0) = +0.8
 SPACE Matrix
FS
Conservative Aggressive
+6
+5
+4
+3
+2
(1.75 , 0.8 )
+1

CA IS
-6 -5 -4 -3 -2 -1 -1 +1 +2 +3 +4 +5 +6

-2
-3

-4
-5
Defensive Competitive
-6
ES 52
Product Positioning Matrix
 High brand loyalty

Walt Disney Time low variety of product

High variety of product
and services
Warner and services

News
corporation

Low brand loyalty

The Walt Disney Company

CEO
CEO

Walt
Walt Disney
Disney Walt
Walt Disney
Disney Consumer
Consumer
Attractions
Attractions Studios
Studios Products
Products

Motion
Motion Disney
Disney
TV
TV Animation
Animation
Pictures
Pictures Channel
Channel

Walt
Walt Magic
Magic Tokyo
Tokyo Euro-
Euro-
Disney
Disney Kingdom
Kingdom Disneyland
Disneyland Disney
Disney
World
World CA
CA

Software
Software
Disney
Disney Disney
Disney Catalog
Catalog
Licensing
Licensing Publishing
Publishing and
and
Stores
Stores Music
Music Marketing
Marketing
Education
Education

Magic
Magic Disney-
Disney-
Epcot
Epcot
Kingdom
Kingdom MGM
MGM
Center
Center Source: The Walt Disney Company Annual Report
FL
FL Studios
Studios
 Human Resources
CEO: Robert Iger Disney Consumer Products
Operations
Chairman of the Board: John Pepper Communication
CIO
Director: Fred Langhammer Human Resources
Security
Director: Orin Smith Government Relations

Director: Susan Arnold The Walt Disney Studios

Director: John Chen Walt Disney International

Director: Steve Jobs Business Development & Technology

Director: Robert Matschullat ABC Owned TV Stations

Director: Judith Estrin Legal

Director: Monica Lozano Theme Parks & Resorts

Director: John Bryson Disney Parks & Resorts

Director: Sheryl Sandberg Finance

Director: Aylwin Lewis ABC Television Group

Disney Media Networks

Real Estate & Treasurer

Disney Interactive Media Group

Distribution

EMEA

Studios Production

Walt Disney World

Planning & Control