Ethics and Compliance
Alvin Short, Monyetta Soco, Heidy Lavaire, Kim Ford, Joseph Monday
27 January 2014
Strategic planning or what is sometimes called “long range planning” determines where Disney would be headed business wise in the next few years or more and what initiatives Disney will use to get there. Strategic planning is just one of the different steps to be performed in achieving a solid plan. As Disney encounters different issues such as the current state of the economy or positive opportunities, planners must come to careful and smart conclusions. Planners for Disney should always include the current financial state of the company, during the planning ...view middle of the document...
By dissecting the basic elements of TVM, Disney can quantify the net value of a project or shift in strategy. To determine the opportunity cost for projects or strategies the company can adjust and look to measure its future value and alter for inflation. Looking back to Disneys past year’s statements, administering cost risen 2% from 2006 to 2007, and risen 6% from 2007 to 2008 (http://corporate.disney.go.com/media/investors/form_10k_fy2008.pdf). The shift in the initiatives, shown that financial costs have increased; but this increase can be given to a number of supporting factors. The fallen American economy; the war Aghan and Iraqi war, the outbreak of American foreclosures, all date back to the consumers ability to spend money on theme parks, movies and vacations. Disney remains the leading diversified international family entertainment and media corporation with four business segments: media networks, parks and resorts, studio entertainment and consumer products. Disney is a Dow 30 company with annual revenues of over $37.8 billion in its last fiscal year.
Disney stands firm in believing that success in creating shareholder value depends on their continued efforts to produce outstanding entertainment content, experiences, and other products that consumers enjoy and how well they broaden and benefit from the company’s exclusive set of resources and aggressive strengths. Disney pushes to achieve upcoming earnings growth to better the company’s long-term competitive position. Strategic initiative can sometimes alter upcoming returns; Disney assesses trends in financial metrics over time instead of looking only at short-term results. The initiatives influence investments in Disney and ESPN Television, Video Games, Mobile content, and the Internet, reach of distribution in international market, including Russia, China, and India and around the world. The compelling point of the Disney’s’ brand and its increasing portfolio of franchises support the accomplishment of Sales Product. The Sales Product gains substantially from the franchise building process, particularly in licensing, where revenues from earned royalties achieved double-digit growth rates in fiscal 2007. Disney has bolstered up product development potentials and plans to continue increasing the investment in video games over time.
Governor Arnold Schwarzenegger proposed a new sales tax rate of 9.25% on all taxable goods and services, effective March 1, 2009. Disney’s amusement park was effected by the sales and tax rate that was put I for amusement parks and sporting events.
Strategic initiative carries 10 risk factors businesses must keep in mind, they are: (1) Regulation and Compliance Risk; (2) Global Finance Shocks; (3) Aging Consumers and Workforce; (4) Emerging Markets; (5) Industry Consolidation/Transition; (6) Energy Shocks; (7) Execution of...