since the demand for the Walt Disney Company resorts appears to be inelastic

Since the demand for the walt disney company resorts

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since the demand for the Walt Disney Company resorts appears to be inelastic, the installation of another resort would increase the quantity available and therefore the demand, therefore increasing income. Since the Walt Disney Company is in an oligopoly, meaning that there are very few competitors, it would be relatively easy to build a new resort and to realize profits from the new venture. It’s also likely that, given the Walt Disney Company’s position as a leader in themarket, the competitors will follow suit and venture to build a new resort. Since the Walt Disney Company is a leader in many of the areas of operations it participates in, the company has relative freedom to create new standards in the market; for example, building a new resort and creating a new draw to Houston, Texas would demonstrate the market influence possessed by theWalt Disney Company. As a market leader in the parks and resorts market segment, it is highly likely that competitors would follow suit. Going forward, the Walt Disney Company can expect to see increased profits with little to no new competition due to the existing market barriers. By examining the trends of demand and costs of production, as well as being aware of the elasticity of the products, the Walt Disney Company is sure to be able to sustain its success. Being aware of the demand, costs, and elasticity of a product is essential to the success of a business. It allowsthe company to cut products that are not profitable and create more of what is more successful. The Walt Disney Company seems to know what works and what doesn’t, and from the Annual Report it can be deduced that the Walt Disney Company is not going anywhere but up in the future.
The Walt Disney Company16Table of FiguresFigure 1. Operating Results for the Parks and Resorts Segment 2015 & 2016...............................5Figure 2. Operating Results for the Parks and Resorts Segment 2016 & 2017...............................5Figure 3. The Cable Networks Market Segment...........................................................................11Figure 4. Media Networks Market Segment..................................................................................12Figure 5. Parks and Resorts Market Segment................................................................................12Figure 6. Studio Entertainment Market Segment..........................................................................12Figure 7. Consumer Products Market Segment.............................................................................13Figure 8. Interactive Media Market Segment................................................................................13Figure 9. Media Networks Affiliate Fees Market Segment...........................................................13ReferencesCSIMarket. (2018). DIS's Competition by Segment and its Market Share. Retrieved from Spiceland, J. D., Nelson, M. W., & Thomas, W. B. (2018). Intermediate Accounting.New York: McGraw-Hill Education.The Walt Disney Company. (2017). Fiscal Year 2017 Annual Financial Report.Burbank: The Walt Disney Company. Retrieved from -us.storage.googleapis.com/2017-Annual-Report.pdfThe Walt Disney Company. (2018). Retrieved from D23 The Official Disney Fan Club: The Walt Disney Company. (2018, April 1). Theme Park Tickets. Retrieved from United States Bureau of Labor Statistics. (2018, April 8). CPI Inflation Calculator. Retrieved from United States Bureau of Labor Statistics: Universal Studios. (2018, April 1). Park Tickets. Retrieved from Universal Studios:

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