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that the international markets for cable subscription networks remain very lucrative, therefore making cable TV more viable in other parts of the world.Considering how amusement parks scored on Table 2 it seems like Walt Disney Companycould also consider investing in a few more amusement parks internationally. The data from on Table 2 show relative market size and brand name recognition scored a 10. Marketing and promotion, production innovation capabilities, benefits from strategic fit with sister businesses all scored an 9. Building amusement parks internationally would help to expand their territory which would also help to increase their relative market size which across all 5 of the strength measures was consistently the weakest. The promotional aspect and recognition are there, given the right locations these amusement parks would help to develop the brand as it may be recognized as innovative in other countries. It would be interesting to see what percentage international patrons are traveling to theUnited States to visit one of these amusement parks and what impact foreign alternatives could present. Considering Disney already has successful amusement parks, they could figure out whatexhibits draw the most attention currently and make smaller international amusement parks to
Case #24 The Walt Disney Company: Its Diversification Strategy in 20185showcase these attractions. The development of international markets also helps to increase awareness of all the characters behind it, as well as giving them edge over local alternatives. Thiscould help the company’s weaker areas, like Interactive media and expanding internationally could help maintain their Parks and Resorts as being a key success to their business.The data from Table 1 on industry attractiveness and Table 2 on business strength allow you to plot a 9-cell industry attractiveness/business strength matrix. This 9-cell industry