Professional Documents
Culture Documents
Studi Kasus:
Oleh:
Introduction
The Walt Disney Company has truly been “the entertainment king” in the 83 years
since its founding. This is largely due to the vision of Walt Disney, as well as the strategic
management skills of Michael Eisner. The work of these two men, as well as countless
others at The Walt Disney Company has created an innovative business model with universal
appeal.
A History of Disney
The Disney Brothers Cartoon Studio was founded in California in 1923 by Walt and
Roy Disney. The brothers had a contract to produce “Alice Comedy” films about a live girl
in an animated world. Over the next four years, around 55 films are produced in the series.
In 1927, The Disney Studio began indirect production for Universal Pictures’ films “Oswald
the Lucky Rabbit.” The brothers produced 26 films in their first year. In 1928, Universal
took the contract from the Disney Studio, and Walt Disney created Mickey Mouse by
widening Oswald’s ears and changing his clothes slightly. Mickey’s film debut was also in
1928 in the film “Steamboat Willie.”
1937 saw the release of Disney’s first feature-length animated film, Snow White and
the Seven Dwarfs. In 1940 the company made its initial public stock offering, and ten years
later, Treasure Island, Disney’s first entirely live-action film was released. Walt Disney
himself also appeared on television for the first time in 1950. In 1955, Walt Disney realized
his dream for a family-based theme park with the opening of Disneyland in Anaheim,
California. Eleven years later, Walt Disney died of lung cancer, and his brother Roy became
the new chairman of The Walt Disney Company. The company opened its second theme
park, Walt Disney World, in Orlando, Florida in 1971.
Walt Disney World’s EPCOT Center was opened in 1982, with a central globe based
on the Unisphere from the 1964 World’s Fair in New York City. EPCOT features pavilions
representing eight countries. Disney expanded its international focus with the opening of
Tokyo Disneyland in 1983. Tokyo Disneyland was designed by the creators of Walt Disney
World and features a similar look and many of the same attractions. A shift in the company
occurred with the board of directors unanimous decision to elect Michael Eisner as chairman
and chief executive officer and Frank Wells as president and chief operating officer in 1984.
Roy Edward Disney, son of Roy Disney became head of the animation division.
In 1992, Beauty and the Beast became the first animated picture nominated for best
picture, a major milestone in the animation industry. The death of CEO Frank Wells in 1994
created a void in the company, and Eisner took over many of Wells’ duties, distributing very
few among other members of top management. In 1995, Disney purchased the ABC TV
network for $19 billion, making it one of the largest players in the television and radio
industry. In 1998, Disney further expanded its reach by launching its first cruise ship, the
Disney Magic. A further expansion to Walt Disney World was the opening of Animal
Kingdom, also in 1998.
Key Issues in the Case
The case covers four key issues other than the management of Michael Eisner. These
issues are the revitalization of TV and movies, expanding into new businesses, regions, and
audiences, maximizing theme park profitability, and coordination among businesses.
Disney’s movie department saw a 4 percent drop in box office shares in 1984.
In Eisner’s first week, Touchstone had brought him the script to Down and Out in
Beverly Hills, the first rated R movie that they had produced. Beginning with that, 27
of the next 33 movies produced by Disney Studios were profitable with six earning
over $50 billion each. By 1988, Disney held 19% of box office shares and led the
industry in ticket sales. Disney began a program of releasing 15–18 films per year.
Disney believed that in the creation of Euro Disney, it should follow the same
format as Disneyland, Walt Disney World, and Toyko Disneyland, rather than
adapting to the French Culture. This proved to be a mistake, and the cultural
differences almost caused the park to fail. This problem could have been avoided by
greater market research in Europe. However, Disney had the foresight to sell Euro
Disney S.C.A. shares on several European exchanges. Disney held 49 percent
ownership of the park, with the other 51 percent owned by outside shareholders.
Michael Eisner was forced to focus in particular on the revitalization of this park.
Disney raised ticket prices and lowered restrictions on the maximum number
of park visitors. Overcrowding and high prices could have caused a loss of
customers. Luckily for Disney, guests still felt that they were receiving an incredible
value for their money.
Disney’s first international theme park was in Japan. Tokyo Disneyland was
solely owned by a Japanese partner and designed by WED Enterprises to closely
resemble Disney World. Disney received 10% of gate receipts and 5% of other sales
as well as ongoing consulting fees.
Euro Disney nearly proved to be a disastrous decision for The Walt Disney
Company. Cultural clashes as well as weather issues shocked a company which had
previously experienced only success. A professor of French literature was recruited
to oversee the park’s development and integrate the company’s culture into the culture
of France. Disney made the decision to allow wine in on-site restaurants; but male
cast members were still required to shave. The changing weather caused numbers of
guests that the park could barely handle in summer and also the near-desertion of the
park in the cold winter months. Disney is still forced to lay off employees and reduce
hotel and admission prices as well as management fees during the winter months to
keep the park open. Again, these problems could have been avoided simply through
market research on Disney’s part.
Conclusion
The Walt Disney Company telah sangat sukses dalam 83 tahun terakhir karena kedua
visi Walt Disney sendiri, dan keterampilan manajemen strategis Michael Eisner. Eisner
mengambil perusahaan yang menguntungkan dan direvitalisasi dan diperluas sampai itu
benar-benar menjadi "Hiburan Raja." Ada kemungkinan bahwa diversifikasi besar dalam
perusahaan akan menjadi penyebab kejatuhannya, karena mungkin hanya menjadi terlalu
besar untuk mengelola perusahaan. Namun perusahaan telah berhasil dikelola untuk tetap
kuat dan kemungkinan besar akan melanjutkan perkembangannya.