Feedback November 2002 (Vol 43 No 4)

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analysis. SWOT is an acronym for Strengths, Weaknesses, Opportunities and Threatsanalysis, and provides an audit of a business organization and its competitiveenvironment for the purpose of indicating potential action. Organizations oftenperform a SWOT analysis prior to the establishment of a business, or a substantialexpenditure (such as expanding into a new market, increasing the product line, etc.).SWOT allows businesses to assess internal factors (strengths and weaknesses), as wellas external factors (opportunities and threats). Assessing internal strengths providespractitioners the opportunity to take account of what their business is currently doingwell, why their customers buy from them, and what differentiates their business in themarket. Looking at internal weaknesses, businesses can examine what areas of theiroperation cause concern and need improvement. Evaluating external opportunitiesallows business to explore the possibility of new markets for existing products andservices, as well as new products and services that can be developed. Appraising externalthreats, businesses can anticipate significant changes in the industry, what market orpolicy issues may endanger their business, and foresee potential competitors in theirmarket.This is only a brief summary of SWOT analysis. For a more detailed discussionregarding its use and application see Zack (1999); Johnson, Scholes and Sexty (1989);and Porter (1980).ADDITIONAL RESOURCES PROVIDEDAfter discussing SWOT, students are directed as to how to obtain a copy of Disney’sannual report on-line (at http://www.disney.com) and how to access SEC 10-K reportsthrough the library, as well as other industry trade resources (see Appendix B). Inaddition, students are issued a listing of Disney’s corporate holdings, broken down byeach of the categories described in the assignment.BIBLIOGRAPHYGraser, M. (2001, September 2). Disney dancing with Yahoo! – again. Variety, (p. 6).Johnson, G., Scholes, K., & Sexty, R. W. (1989). Exploring strategic management.Scarborough, Ontario: Prentice Hall.Kerschbaumer, K. (2001, February 5). Disney’s no Go; Move allows Disney InternetGroup to focus on core assets. Broadcasting & Cable, (p. 40).McClellan, S. (2001, September 10). Mouse, Fox on VOD: Disney and News Corp.team up to launch Movies.com. Broadcasting & Cable, (p. 20).Porter, M. E. (1980). Competitive Strategy: Techniques for Analyzing Industries andCompetitors. New York, NY: Free Press.Reshma, K. (2001, September 4). Talk swirls on who will woo Yahoo. Toronto Star, (p.D8).Schiesel, S. (2001, July 2). For Disney’s Eisner, the Business is Content, Not Conduits.The New York Times on the Web. Retrieved, September 8, 2000, fromhttp://www.nytimes.com/2001/07/02/business/02GIAN.html50Feedback November 2002 (Vol. 43, No. 4)
Zack, M. H. (1999). Developing a knowledge strategy. California ManagementReview, Vol. 41, No. 3, (pp. 125-145).APPENDIX AWalt Disney Company PropertiesThe following is a partial list of Disney’s corporate holdings, broken down by division,as provided by the Columbia Journalism Review in its “Media Owners Index”(available on-line at http://www.cjr.org/owners/disney.asp):Broadcasting & Cable:ABC Television NetworkRadio DisneyESPN Radio (syndicated programming)10 “O & O” Television Stations and 27“O & O” Radio StationsCable Television:The Disney ChannelToon DisneySoapNetESPN Inc. (includes ESPN, ESPN2,ESPNews, ESPN Now, and ESPNExtreme)Classic Sports Network (with AT&T)A&E Television (37.5% with Hearst & GE)The History Channel (with Hearst & GE)Lifetime Television (50% with Hearst)Lifetime Movie Network (50% withHearst)E! Entertainment (with Comcast andLiberty Media)International Broadcast:The Disney Channel UKThe Disney Channel TaiwanThe Disney Channel AustraliaThe Disney Channel MalaysiaThe Disney Channel FranceThe Disney Channel Middle EastThe Disney Channel ItalyThe Disney Channel SpainESPN Inc. International VenturesSportsvision of Australia (25%)ESPN Brazil (50%)ESPN STAR (50%) – AsiaNet STAR (335) owners of The SportsNetwork of CanadaTelevision Production and Distribution:Buena Vista TelevisionTouchstone TelevisionWalt Disney TelevisionWalt Disney AnimationFilm:Walt Disney PicturesTouchstone PicturesHollywood PicturesCaravan PicturesMiramax FilmsBuena Vista Home VideoBuena Vista InternationalMusic:Buena Vista Music GroupHollywood Records (popular music andsoundtracks for motion pictures)Lyric Street Records (Nashville basedcountry music labelMammoth Records (popular andalternative music label)Walt Disney RecordsTheme Parks:Disneyland—Anaheim, CADisney MGM StudiosDisneyland ParisDisney Regional Entertainment(entertainment and theme dining inmetro areas)BEA—Educating tomorrow’s electronic media professionals 51
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Page 4 and 5: CommentSWOT Analysis: Disney Consid
Page 6 and 7: without adding enough people to do
Page 8 and 9: his favorite questions for prospect
Page 10 and 11: The intellectual satisfaction you
Page 12 and 13: Finding qualitative evidence via te
Page 14 and 15: 2 Using a two-tailed Pearson Correl
Page 16 and 17: • We need to expand digital editi
Page 18 and 19: Two final points: While this paper
Page 20 and 21: 1. As elsewhere in the profession,
Page 22 and 23: EvaluationThere will be approximate
Page 24 and 25: CLASSROOMEMPHASIZING ETHICS: PROMOT
Page 26 and 27: “Avoiding Plagiarism” ( http://
Page 28 and 29: CLASSROOMMULTIMEDIA FOR MORTALS: RE
Page 30 and 31: Video files come in a variety of di
Page 32 and 33: CURRICULUMDISMANTLING THE SILOS: MO
Page 34 and 35: the Web on deadline and conceptuali
Page 36 and 37: CLASSROOMADAPTING DIGITAL LEARNING
Page 38 and 39: strategies. Unfortunately, most tex
Page 40 and 41: Figure 2. Good Practice and the Enr
Page 42 and 43: CLASSROOMSTUDENTS TACKLE SUPER BOWL
Page 44 and 45: Usually, I urge students to use the
Page 46 and 47: aggression with intelligence, when
Page 48 and 49: e lost in sole reporting of undiffe
Page 50 and 51: COMMENT“SCHOOL DAYS, SCHOOL DAYS,
Page 52 and 53: CLASSROOMSWOT ANALYSIS: DISNEY CONS
Page 56 and 57: Disneyland ResortDisney Vacation Cl
Page 58 and 59: CURRICULUMDON’T ISOLATE E-BUSINES
Page 60 and 61: mention implications from legal and
Page 62 and 63: viable media alternative to televis
Page 64 and 65: management are needed to deliver th
Page 66 and 67: Humboldt, Chris (2000). How E-comme
Page 68 and 69: editing is a place of influence. St
Page 70 and 71: COMMENTYO, YO, YO! THIS IS THE HIP-
Page 72 and 73: REVIEWSchroeder, Sheila E. (2002).
Page 74 and 75: ANNOUNCEMENTS2003-2004 Scholarship
Page 76 and 77: ANNOUNCEMENTSBroadcast Education As
Page 78: NEWSJohn Mark DempseyUniversity of
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