Departments within Disney Parks and Resorts
Table 7. Departments within Disney Parks and Resorts
Finance Design and Project Delievery
Legal Marketing and Sales
Asia Managment Disneyland Resort
Walt Disney Imagineering Walt Disney World
New Vacation Operation and Disney Cruise
Line
Disney Vacation Club and Adventures by
Disney
Human Resources and Diversity and
Inclusion
Operations and Next Generation
Experiences
Worldwide Public Affairs Communication
Innovation
New things are always eyes catching. To attract customers in the competitive
amusement industry, Disney always has new program or surprising performances. For
example, they held Halloween party parade this year to fit in the atmosphere. And
another example is that they use new technology to collect data in the park to know
customers’ preferences products or rides.
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Services
At Disney World, the entire park has free wifi for all guests. Consider how big
the resort is, and the capacity that the system must support, and where they hide all the
camouflaged wifi routers. The free wifi for all guests is actually a pretty innovative
and awesome technological feat.
6.3 Resources and Capabilities Analysis
A company’s resources and capabilities analysis is critical and can clearly show
its strengths and weaknesses.
Table 8. Resources and Capabilities Analysis
Superfluous Strengths Key Strengths
Rides Brand
Operations
Global immersive user experience
Human resource
Service
Inconsequential Weaknesses Key Weaknesses
Limited number of location Waiting time for some attractions
Key strength:
Disney park and resort have key strengths such as brand, operations, global
immersive user experience, human resource and service that make them have
comparative advantage to competitors. In detail, the strong brand which specialize the
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quality of them make customers distinguish and think of Disney as the master of
theme park.
Disney also has strong team that are expert in their field and make sure to bring
customers best quality and service. Such a good team makes the company really
strong in operations, managing its different pars efficiently. Finally, all these strengths
work toward the main strength of Disney that offering a global immersive experience.
Superfluous strengths:
Rides, the rides in Disney theme park can bring customers good experience, but
it is not unsubstituted. Customers can use the rides of others with almost same
satisfaction.
Inconsequential Weaknesses:
limited number of location is really a weakness but it doesn’t much affect to
Disney theme park. Customers from all over the world is willing to go for long
distance, even oversea to use Disney service and entertainment.
Key weakness:
Waiting time for some attractions. The service of Disney theme park is
sometimes overload and guests have to wait hours to buy some ticket attractions.
Especially in hot season, they might be hustled and jostled. In the end, some of them
refuse to go to Disney in that period. It is the most weakness of Disney that might
cause customer satisfaction and decrease their loyalty.
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6.4 VRIS Analysis
6.4.1 Capability
Below are the capabilities, acquisition, management, innovation, and international
capabilities of Disney.
Table 9. VRIS Analysis – Capability
V R I S Competitive
consequences
Performance
implication
Acquisition O X O O temporary
competitive advantage
above average
to average
Management O O O O sustainable
competitive advantage
above average
returns
Innovation O X O X Competitive
consequences average returns
International O O O O sustainable
competitive advantage
above average
returns
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6.4.2 Resources
Below are the resources of Disney, including land, rides, brand, technology, capital,
and park.
Table 10. VRIS Analysis – Resources
V R I S Competitive
consequences
Performance
implication
Land O O O O sustainable
competitive advantage
above average
returns
Ride X O X O competitive parity Average
returns
Brand O O O O sustainable
competitive advantage
above average
returns
Technology
(animation,
know-how)
O O O O sustainable
competitive advantage
above average
returns
capital
(finance) O O O O
sustainable
competitive advantage
above average
returns
Park O X O X competitive parity average
returns
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Chapter 7 Value Chain
Looking into Disney Parks and Resorts’ value chain may allow us to analyze the
success of Disney, how they create synergy among its different departments, and bring
out the best of them, presenting to their guests.
Figure 8. Value Chain
7.1 Firm Infrastructure
Financial
Revenue
The total consolidated revenues of Disney company are 52,465 million.
According to Disney fiscal 2015 report, Parks and Resorts earn 16,162 million at the
same year, which is one third of total revenue. And they increase 7% from 2014 to
2015.
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Table 11. The Total Consolidated Revenues of Disney Company
(in millions)
Segment operating income (loss)
The total Disney segment operating income is 14,681 million in 2015. Park and
Resorts accounting for 3,031 million, it is almost one-fifth of total. Compare to fiscal
2014, 2,663 million, they have about 14% growth.