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regards considering the macro environment. Additionally, if threats and opportunities are notprimarily considered, they can be the main cause of a company’s demise. The complete analysisis located in Appendix 5. A VRIO analysis was also conducted in order to assess Aston Martin’s current competitiveadvantage based on the above information. The full table can be viewed in Appendix 7, and itshowed need for changes in order for Aston to sustain a competitive advantage.
Strategic AnalysisDateThe Walt Disney CompanyThe Walt Disney Company is a diversified worldwide entertainment company andoperates, together with its subsidiaries in five businesssegments: Media Networks, Parks and Resorts, Studioentertainment, Consumer Products and Interactive.Each of these segments contributes to Disney’s overalldesire to lead the world in providing society withentertainment. To do so they have designed a vaststrategy that stretches them across the afore mentionedsubsidiaries. The ins and outs of Disney’s major subsidiaries that, together, form itscorporate strategy, are outlined in the following text. Disney Entertainment StudioDisney entertainment studio, known as one of the four major business pf the Walt DisneyCompany as well as its multi-faceted film division, is now one of Hollywood’s majorfilm studios. According to its annual report, the studio has generated approximate incomeof $1.97 billion during the 2015 fiscal year. For the quarter of 2016, the studioentertainment revenues reach to $2.1 billion with an increase of 22%. Disney executes aspecific execution strategy: with its tactic acquisition skills, Disney purchased Pixar in2006, then acquired Marvel in 2009, and merged Lucasfilm in 2012, which all generategreat profits for Disney. Successful acquisition let Disney entertainment studio achievecreative excellence to its fullest potential and maximum value. So far, with the recentenormous success of “Star Wars: The Force Awakens” (earned $1 billion worldwide),“Zootopia” and “The Jungle Book,” the studio is on track to have its biggest year ever atthe box office.
Strategic AnalysisDateDisney media networkThe Disney Media Networks segment consist of television production operations, cableand broadcast television networks, television distribution, domestic television stationsand radio networks and stations. This segment revenue mainly comes from fees chargedto cable, satellite and telecommunication service providers and domestic broadcast rightof television network. The Disney Media Networks achieved 10% increase in 2015comparing to 2014 according to Disney 2015 annual report. Yet in the quarterearnings 2016, the media networks revenue indicates modest performance with flatrevenue number comparing with the same period last year. Disney’s media division hasremained its largest source of revenue, also accounting for large market shares in themedia networks of whole world17.