As a consultant to Walt Disney Company’s management, you have been...
Question
As a consultant to Walt Disney Company’s management, you have been asked to prepare an assessment of the company’s diversification/acquisition strategy over the past 30 years, beginning with Michael Eisner’s term as CEO in 1984, and continuing to its present business line-up in 2012.
1) Do the present business units exhibit good strategic fit?
2) What does a 9-cell industry attractiveness/business strength matrix displaying Walt Disney Company’s business units look like?
3) Should the present portfolio be kept or should it be adjusted?
1) Do the present business units exhibit good strategic fit?
2) What does a 9-cell industry attractiveness/business strength matrix displaying Walt Disney Company’s business units look like?
3) Should the present portfolio be kept or should it be adjusted?
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As the most of companies of its size, Walt Disney also has great number of companies in its portfolio. Everyone who analyze situation could argue that certain number of companies is enough while services of other companies could be outsourced. For me, the best solution of this problem is to create as perfect as possible balance between companies in your portfolio and ones who are outsourced. Also, you should always look for complementary companies “on the other side” (company you own vs. outsourcing) in order to retain high quality of your products.
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