case study disney the happiest brand on earth

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Case Study—Disney: The Happiest Brand on Earth

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Branding Case Study: Disney

Even if your company isn’t as ambitious as a media conglomerate, there are still many good business ideas to learn from when looking at the success of companies like Disney. After all, a mega company like Disney is made, not born. You have to start somewhere, and those who rise to the top obviously had some good business ideas along the way. The history of Disney provides a number of valuable lessons about the ways in which good branding can push a company to the next level.

Base Your Branding in Personality

Though Walt Disney often liked to say that his company’s story began with a mouse, Disney himself was as much a part of his brand’s personality as Mickey. Disney was more than just a mysterious man behind a corporate front. During the early years of Disney, Walt made sure that his own personality was in the public eye. For example, he hosted a television show to become a familiar face — promoting Disneyland in American living rooms. His sense of storytelling and salesmanship was infused into everything the company did. That’s not to say, of course, that Mickey’s personality wasn’t a key part of Disney branding too–his image was a part of the brand from the very beginning.

Stand for Something Bigger

From the start, the Disney brand stood for a certain philosophy about American life, and it built that philosophy into all of its entertainment products. For instance, in creating the Disneyland amusement park, Walt wanted to make a park that stood for everything “good and true” about the American way of life in order to provide inspiration to the world. He wanted his park to provide nostalgia to adults and invite young people to embrace the challenge of the future. That’s an ambitious way to describe an amusement park, but there’s a huge lesson in it: you should always be able to describe the significance of your business in a way that exceeds the literal goods and services you provide.

Invite the Audience into Your World

One of Disney’s greatest successes as a company is the creation of an aspirational world that people want to step into. This world began in fictional media products, but Disney had the genius to realize it as a physical place that people could visit: Disneyland. With the iconic imagery of a magical castle where dreams come true and and an even more iconic slogan–”The Happiest Place On Earth”–Disneyland continues to embody the brand. While a custom theme park may be quite a bit more world-building than the average business is capable of doing, you can scale this idea down to a size that fits your company. What world does a relationship with your business open up for your customers?

Exploring the rationale behind these strategies can provide all kinds of inspiration. For more good business ideas and help branding your company, contact the top consultants at A Hundred Monkeys.

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This Is How Disney Became the Happiest Place on Earth (And How You Can Recreate That At Your Workplace)

The customer experience disney delivers did not happen by chance. neither should yours..

As a business leader, you are in the transformation business . You help transform your customers from where they are to where they aspire to be. You help transform your team into a high-performing team . You transform ideas into products, services, and experiences that solve your customers' problems like none other.

But to allow that transformation to happen, you first need to have a vision of what change you want to create.

For example, this week I'm at Disney World for a few days at a workshop. I've never considered myself a "Disney" person, but when my group got to The Magic Kingdom and I saw the train come through sounding its horn, the Christmas tree lit up with all the decorations, and got a glimpse of Cinderella Castle, I was transported to childhood.

A smile remained plastered on my face for what seemed like ages, and my senses were overloaded with the wonder and "magic" my environment produced. After posting photos on Instagram showing where I was, I received a slew of messages from others who'd been transformed by a Disney experience as well, exclaiming: "it's the happiest place on Earth."

Disney transforms every customer. They plan to do so. Meticulously. And that planning begins and ends with making sure that the work they do lives into their purpose statement:

"We create happiness by providing the finest in entertainment for people of all ages, everywhere."

Disney's transformation goal is to "create happiness." For me, they succeeded. For the people who sent me notes on Instagram, they succeeded. And for the millions of people who partake in their products and experiences on a regular basis, it's the same story.

You can do the same. You can succeed in transforming masses of your own customers on a consistent basis. Follow these three simple steps to get started:

1. Declare how you want to transform your customers.

Set your intention. Write out the impact you want to have on your customers. You can put it in your company's purpose statement like Disney did. Or you can create a separate customer experience mission.

Earlier this year, I worked with a team that was part of a larger company that already had a well-established mission statement. The division leaders weren't in a position to alter the company's mission, vision, or purpose statements, so we worked together to develop a customer experience mission specifically for their area of focus.

2. Communicate that purpose to your team.

Declaring the transformation you want to create in your customers is just the first step.  Your team will be the ones who bring that vision to life as they come to work every day.

That includes both your team who work on the front lines with customers, as well as anyone who has an impact on the experience you deliver to your customers. That's to say, everyone in your company has a role to play.

Make ongoing training a priority. Let your team know what you are collectively working towards regarding your customer experience. Then provide consistent examples of what good and bad looks like, and reinforce the behaviors you want to see regularly by rewarding those who practice it in their work.

3. Map out your customer touch points.

Your customer's journey has various elements. And each one of those elements have their own subset of touch points that influence your customers' overall experience with your company.

The goal is to design all the places your business "touches" your customer to be in line with your customer experience vision. To achieve this, you'll need to map out every opportunity for an interaction.

You don't have to address everything at one time. When you're able to see the full view of all the areas that impact how you make your customers feel, it is easier to identify areas that you could improve to achieve quick wins. It also gives you an idea of how to prioritize which areas you'll work to align to your vision until every aspect of your customer journey delivers your desired experience.

You don't have to be Disney to consistently transform and delight your customers. Follow the steps above to get started on your own journey to make a big impact on every customer you connect with.

A refreshed look at leadership from the desk of CEO and chief content officer Stephanie Mehta

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This chapter presents findings from focus groups and a pilot study examining employment issues with UNITE HERE Local 362, the largest union representing Disney employees. This union represents theme park and hotel employees working within the theme park. The experience of the worker is explored relative to the HR practices employed by Disney. The brand, culture, and other organizational variables are examined as ways of understanding the experience of the worker. Through the focus groups and interviews with theme park employees and union representatives, a number of themes have emerged including working conditions, immigration, diversity, wage equality, emotional labour and careers. While many employees are motivated by the desire to create magical experiences for the customer, the day to day experience of the worker is sometimes discrepant.

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Disney The Happiest Brand On Earth Case Study Example

Type of paper: Case Study

Topic: Business , Market , Products , Disney , Brand , Strategy , Sports , Marketing

Words: 1200

Published: 12/16/2019

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Situational Analysis

Undeniably, Disney is, by far, the largest conglomerate in the world entertainment industry. Disney has four operational divisions comprising of Disney parks and resorts, Disney studios, Media Networks, and Disney consumer products. Branding to Disney entails the promise consumers place on Disney products. Arguing that people go to Disney because their slogan says, “the Happiest Place on Earth,” will be misinformation but rather people go to Disney because of their feelings and priori regarding Disney. Therefore, the brand drives Disney’s business. Due to its reputation, any item sold under the Disney brand is sure to become a hit and generate sales. This is evidenced from the case study with the release of the hit movie Cars. Other than generating $500 million in sales world, other Cars merchandise generated upwards of $2 billion in sales in addition to opening up avenues for other franchising opportunities such as TV series, Games, and Cars land among others.

Other than the Cars, Disney is also associated with other award winning movies such as the Pirates of the Caribbean, Toy Story, Happy Montana, and High School Musicals. From the case study, it is evident that the business model for Disney is franchising. For instance, the television broadcast platform comprises of ESPN, Playhouse Disney, Disney Channel, and Disney XD while the consumer division has Hollywood Records music label, theme Parks, and Disney Publishing arm. The CEO, Bob Iger, has used the franchising strategy to open up more opportunities for Disney provided they fit into Disney’s brand and more opportunities are still to be exploited.

SWOT Analysis

The internal strengths and external opportunities are important aspects that guide Disney into achieving sustainable competitive advantage. Particularly, the use of the cross-franchising platform ensures that Disney capitalizes on the strengths and opportunities while minimizing on the weaknesses and threats. This can be represented below.

A strong brand image.

The franchising model and well established Disney studios. The cross-franchising model enables Disney to venture into different operating divisions and markets thereby generating huge sales and minimizing risks due to diversification.

Expansive product portfolio and product differentiation enables Disney to stay ahead of its competitors in different operating segments.

Strong product performance from different operating divisions.

Exceptional and excellent leadership from Bob Iger.

Large investments could mean high risks.

The nature of business operations translates to high operating costs.

Few attractions in theme parks despite the high investment costs.

Focusing on only family friendly programs makes Disney less willing to venture into other broad markets.

Opportunities

Expansion into emerging market economies and developing markets in untapped countries.

The ability to move into different market segments.

Capitalize on the franchising model and develop more attraction sites.

The Disney music channel is yet to reach its full potential.

Intense competition in the media industry.

Dependency on the franchising strategy might fail to deliver in future.

Lack of willingness to venture into broader markets that satisfy the Disney brand.

Monotony in sticking to only family friendly focused programs.

Problem Statement

Although Disney continues to provide exciting programs and products using the franchising model, its product portfolio largely is focused on the family-friendly markets thereby limiting its growth opportunities. The Disney brand is still open for a broad range of opportunities, and it is subject to face challenges if it fails to capitalize on the opportunities. Based on the situation analysis of Disney, coupled with the analysis of the strengths and weaknesses, the following alternatives can enhance the competitive advantage of Disney.

Capitalize on the franchising strategy

Largely, Disney’s turn around and successes can be attributed to the franchising strategy adopted by the CEO, Bob Iger. The major component of this strategy is the identification of a successful product within the product portfolio and using its successes to market other products. Adoption of this strategy in new venture activities can enable the company to capitalize on existing and emerging opportunities in diverse markets.

the strategy has worked in several products from different operating divisions availability of room for expansion assists in brand refocus

might fail to work in international markets and other expansion initiatives high dependency on successful products Expand the Sports-based program (ESPN Sports programing)

Expending on the current sports broadcasting through the creation of an independent sports program under ESPN can enable Disney to access greater market opportunities. This is in part due to the expanding sports market across the globe and as well, the massive advertisement deals that can be generated from advertising sports activities.

Disney will be able to leverage on the growing sports market Enables Disney to diversify from the family based style Enable Disney to have an independent sports-based program Expand the client base due to increased covered of different sports across the globe

High costs of airing live sports High competition from already established sports channels Strict restrictions from different leagues Develop more attraction sites

The Disney world is known to be the happiest place to live on earth but despite investment millions of dollars, most theme parks have few attraction sites. This shortcoming can be solved by investing in more attraction sites

It will attract more visitors who will in turn get value for their money Increase income generating streams for the company

More funds will be needed High cost of maintenance and more workers Expand into Emerging Markets

Most emerging markets particularly those in Asia and Southern Africa hold huge untapped opportunities for Disney.

Increased growth opportunities and access to wider markets Compatible with the franchising strategy Enhances sustainable advantage

Volatile international markets Failure of other international operations of Disney in Europe High operation costs Inconsistent cultures and economic activities in international markets

Recommendation

Capitalization of the franchising strategy is the most important and efficient alternative for the company. It is has worked for the company and is applicable to the options presented in other alternatives. Therefore, it is recommended that Disney use this alternative in enhancing its competitive advantage and in realizing diversification of its goals and objectives. Undeniably, expansion into emerging markets, development of a full-sports program and developing more attraction sites do fit in the franchising strategy. Finally yet indispensable, Disney should consider customizing the model to fit each investment initiative to avoid failure and hence, making Disney to be the happiest brand on earth.

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• Previous Chapter
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This chapter presents findings from focus groups and a pilot study examining employment issues with UNITE HERE Local 362, the largest union representing Disney employees. This union represents theme park and hotel employees working within the theme park. The experience of the worker is explored relative to the HR practices employed by Disney. The brand, culture, and other organizational variables are examined as ways of understanding the experience of the worker. Through the focus groups and interviews with theme park employees and union representatives, a number of themes have emerged including working conditions, immigration, diversity, wage equality, emotional labour and careers. While many employees are motivated by the desire to create magical experiences for the customer, the day to day experience of the worker is sometimes discrepant.

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Disney® case study: “The Happiest Brand on Earth, marketing homework help

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Assignment: Read the Disney® case study: “The Happiest Brand on Earth”

In this Assignment, you will engage in the development of the following professional competencies:

Obtain and Process Information

Written Communication

These competencies also are critical to your success in most jobs. By knowing how to obtain and process information, you do not have to know everything, but you need to know where to find the most reliable information and then be able to process it — analyze and summarize the pertinent information for the task at hand, and then be able to communicate it in writing. These competencies are critical to your educational and professional success. In this Assignment, you will have the opportunity to practice obtaining vital marketing information and then summarizing it.

In this Assignment you will be doing some research on the Disney Company as the new marketing associate.

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Dear Client,I have sent you the completed paper. Kindly go through it and in case of anything, do not hesitate to contact me right away. Other than that, it was a great pleasure working with you and I look forward to many more projects together in future. Additionally, kindly do not forget to leave behind a review of my work as this affects the amount of work I get on a daily basis. Thank you once moreKind Regards Running head: BUSINESS MEMO 1 Competitive Advantage Author’s Name Institutional Affiliation BUSINESS MEMO 2 Competitive Advantage MEMO Walt Disney World Co. P.O. Box 10,000, Lake Buena Vista, FL32830. 1st September 2016 To: From: Subject: COMPETITIVE ADVANTAGE The marketing strategy used by Disney is known as cross-promotion or crossplatform franchising technique. Cross-promotion refers to presenting media programs mainly to stimulate other holdings within the corporation. Instead of paying for commercia...

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