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Critical reflections on the strategic management of a contemporary firm.

Critical reflections on the strategic management of a contemporary firm.

Using publicly available information about Walt Disney, write a brief overview of the Walt Disney competitive situation and current strategy (about 500 to 800 words).
Then, applying the knowledge that you have acquired through the module, reflect on the firm’s strategy to answer in three separate paragraphs the following questions (about 2,200 to 2,500 words):
To what extent are the traditional concepts of ‘industry’, ‘competitor’, and ‘sustained competitive advantage’ useful to understand the strategic options available to the firm today or in the near future? Please discuss and substantiate your argument.
How could the firm achieve greater strategic agility? Specifically, which strategic objectives should it pursue? Which strategic initiatives should it undertake?
Which factors could support or hinder the attainment of strategic agility? Which role might aspects such as technology, organisational culture, leadership, organisational structure, or existing assets play in the process?

The Walt Disney Company includes a general strategy for very competitive advantage that capitalizes about the uniqueness of items offered inside the amusement, dimensions click, and amusement park industry areas. Michael E. Porter’s model indicates that a generic competitive strategy enables the business to develop and maintain its competitiveness in the target market. Disney’s generic competitive strategy is based on making its products different from those of competitors. On the other hand, the corporation’s intensive strategies for growth are focused on developing new products that suit global market trends. The company grows through innovation and creativity, which enable the business to compete against large firms. For example, the company competes against Viacom Inc., Time Warner Inc., Sony Corporation, CBS Corporation, and Comcast Corporation, which owns Universal Pictures. The Walt Disney Company’s generic strategy and intensive growth strategies address such competitive landscape. Through corresponding strategic objectives and competitive advantages, the entertainment conglomerate manages challenges in its industry environment.

This company examination reflects tactical managing endeavours. The company’s generic strategy focuses on developing competitive advantages based on innovation in product development. Disney’s intensive strategies are implemented with strategic objectives for maximizing the growth benefits of such innovation. For example, the company grows by introducing technologically enhanced products, such as movies for customers in the international market. In the context of Michael Porter’s model, The Walt Disney Company’s generic competitive strategy and intensive growth strategies are aligned for product-focused development.

Disney makes use of merchandise differentiation as the universal technique for very competitive advantages. Michael Porter’s model states that this strategy involves unique products offered to many market segments. For example, the corporation offers its entertainment products to practically every person in the world, especially with the core emphasis on family-oriented programming. In this generic competitive strategy, quality and uniqueness through innovation differentiate the company’s products from competitors. The subsidiary Walt Disney Imagineering Research & Development, Inc. has dedicated teams to ensure the uniqueness of entertainment experiences in the company’s theme parks and resorts. The company’s intensive growth strategies and associated strategic objectives are applied alongside this generic strategy, with emphasis on differentiated competitive advantage to support and manage business growth.

BUSINESS, MANAGEMENT Disney’s Generic Competitive Strategy & Intensive Growth Strategies UPDATED ONUPDATED ON MARCH 6, 2019 BY ALEX WILLIAMS Walt Disney Company generic competitive strategy, Porter’s, intensive growth strategies, amusement park business case study analysis A Disney Store in Dublin, Ireland. The Walt Disney Company’s generic strategy (Porter’s model) and intensive growth strategies are linked to brand strength as a major business competitive advantage in the entertainment industry. (Photo: Public Domain) The Walt Disney Company has a generic strategy for competitive advantage that capitalizes on the uniqueness of products offered in the entertainment, mass media, and amusement park industries. Michael E. Porter’s model indicates that a generic competitive strategy enables the business to develop and maintain its competitiveness in the target market. Disney’s generic competitive strategy is based on making its products different from those of competitors. On the other hand, the corporation’s intensive strategies for growth are focused on developing new products that suit global market trends. The company grows through innovation and creativity, which enable the business to compete against large firms. For example, the company competes against Viacom Inc., Time Warner Inc., Sony Corporation, CBS Corporation, and Comcast Corporation, which owns Universal Pictures. The Walt Disney Company’s generic strategy and intensive growth strategies address such competitive landscape. Through corresponding strategic objectives and competitive advantages, the entertainment conglomerate manages challenges in its industry environment.

This business assessment mirrors correct handling projects. The company’s generic strategy focuses on developing competitive advantages based on innovation in product development. Disney’s intensive strategies are implemented with strategic objectives for maximizing the growth benefits of such innovation. For example, the company grows by introducing technologically enhanced products, such as movies for customers in the international market. In the context of Michael Porter’s model, The Walt Disney Company’s generic competitive strategy and intensive growth strategies are aligned for product-focused development.

The Walt Disney Company’s Universal Technique for Very competitive Advantage (Porter’s Design) Disney utilizes merchandise differentiation as the universal technique for very competitive edge. Michael Porter’s model states that this strategy involves unique products offered to many market segments. For example, the corporation offers its entertainment products to practically every person in the world, especially with the core emphasis on family-oriented programming. In this generic competitive strategy, quality and uniqueness through innovation differentiate the company’s products from competitors. The subsidiary Walt Disney Imagineering Research & Development, Inc. has dedicated teams to ensure the uniqueness of entertainment experiences in the company’s theme parks and resorts. The company’s intensive growth strategies and associated strategic objectives are applied alongside this generic strategy, with emphasis on differentiated competitive advantage to support and manage business growth.

The Walt Disney Company’s universal aggressive method drives for product or service-concentrated ideal objectives. Such business focus is necessary for supporting product development efforts to differentiate the company from competitors. For example, the strategic objective of developing new augmented reality products adds to the uniqueness of the Disney experience. Based on this generic strategy, another relevant strategic objective is to strengthen competitive advantages through marketing strategies that reinforce the uniqueness of the company’s brand. Brand uniqueness helps in achieving industry leadership. Considering the differentiation generic competitive strategy in Porter’s model, intensive strategies must involve differentiation to grow the business. Product Development (Primary). Product development is The Walt Disney Company’s primary intensive growth strategy. This strategy involves offering new products in the company’s current or existing markets. For example, the company releases new movies with corresponding merchandise to generate more profits from its target customers worldwide. Product Development (Primary). Product development is The Walt Disney Company’s primary intensive growth strategy. This strategy involves offering new products in the company’s current or existing markets. For example, the company releases new movies with corresponding merchandise to generate more profits from its target customers worldwide. Product Development (Primary). Product development is The Walt Disney Company’s primary intensive growth strategy. This strategy involves offering new products in the company’s current or existing markets. For example, the company releases new movies with corresponding merchandise to generate more profits from its target customers worldwide.

Market place Development. Market development is an intensive growth strategy that is less frequently used in The Walt Disney Company’s business. In growing the business, this intensive strategy requires the company to introduce its existing products to new markets or market segments. For example, growth is achieved by establishing operations in new markets, such as through a new Disneyland amusement park to capture a regional market.

Diversity. The Walt Disney Firm utilizes diversification being a supporting rigorous strategy for business progress. Developing or acquiring new businesses is the typical approach in this intensive growth strategy. For example, through the establishment of the Disney Cruise Line, the company grew by entering the cruise line market of the tourism and hospitality industries. The differentiation generic strategy develops the competitive advantage of new business operations that use the company’s brand. Under diversification, a strategic objective is to manage competitive challenges by developing new businesses that grow the company’s presence and brand popularity in the international market.