2 .

1 .

group II presents .

Applying International Strategic Management Case Study of Disney Acquisition of Lucas Film .

Contents • • • • Introduction Swot Scenario Strategy Analisis .

Introduction .

2 Increase diversification 7.5 Became the largest media company .1 Increase diversification 0ct 2012 Aug 2009 Jan 2006 Lucasfilm Marvel Entertaintment Pixar 4.2 Network Extention 19.0 Achieved the license of poxar products July 2001 July 1995 Abc Family Worldwide Capital Cities 5.Case Study on Disney’s Date Company Value Comment in $ billion 4.

Question 1 • What Are The Swot Analysis? .

Strength • Capital Strength  Power to doing acquisitions • Sale of Respective National Airlines Increasing Market share • Expertise of Specialilist Arround The World  Technological Acces .

Weakness • Technical Problem • Communication Problem • Marketing Problem .

Competitive Advantage of Nations. Macmillan. . 1990. Porter.Analizing Threats and Opportunities using Porter Diamond Firm Structure Factor Condition Companies Advantages Demand Condition Related Supporting Industries Source:M.

Question 2 Scenario Forecast .

What To be Concerned? • Firm Strategy Structure What are The Competitive Advantages? • Demand Condition  How Much The Product Demand? • Relation between Supporting Industries Who are the related Supporting Industries • Factor Of Production What are The Competitive Advantages? .

Strategic Management Process .

Be flexible and improvise 5. it rarely receives the attention it deserves. but for some reason. Establish strategy supportive stimultaneosly 4.Execution is a critical component of strategic management. All of which critical to successful execution: 1. Communicate 2. Monitor and adjust as needed Executing The Strategic Scenario . Build capabilities 3.

Acquisition. and Strategic alliances .Basic Concept Of International Strategic Management Strategic Competitiveness Sustained Competitive Advantage Above Average Returns Diversification Internationalisation Innovation Potential role of organic strategies Merger.

Motives • Strategical Reason – Consolidation – Extention – Capabilities • Financial Efficiency – Tax Efficiency – Asset Stripping or unbundling • Manager Motives – Personal Ambition – Bandwagon Effects .

Reason for Strategic Alliance Slow Cycle Market • Gain acces to restricted market • Speed up development • Maintain market leadership • Share risky R&D Fast Cycle Market Standard Cycle Market • Gain market power • Meet competitive challenge • Establish EOS .

Strategic Management Process .

merger to a partner or joint-venture Creation of a branch or a subsidiary in the new market .Theory For Market Expantion For Existing Product Any installation implies costs proportional to the specificity and perennity of exploitation Low or very uncertain potential gains Average potential gains not justifying a total installation in the new market High potential gains justifying total installation Exportation towards the new market Licencsing of production.

Restructuring • Downsizing – Wholesale reduction of employees • Downscoping – Selectively divesting or closing non-core business – Reducig Scope of Operations – Leads to greater Focus • Leveraged Buyout – A party buys a firm’s entire assets in order to take the firms private .

International Strategies High Need for Organisational Autonomy Holding Absorption Preservation Symbiosis Low Low High Strategic interdepedence .

Thank You For Your Attention .

Sign up to vote on this title
UsefulNot useful