Casa3 Draft Problem Statement Report Preliminary Scholarly Sources List Casa3 2 Parts Subm Q28525930

CASA3: Draft Problem Statement for Report with PreliminaryScholarly Sources List

CASA3 has 2 parts but is to be submitted as onedocument.

Part A: Draft problem statement for report

Part B: Preliminary scholarly sources list

here are some points to consider:

Part A:. Management Problem Statement:

Revisit, improve and enhance your CASA1- Management Problem Statement Link to the Functions of Management (planning, leading, organising and controlling)Clearly indicate a management problem or potential problemBalance of facts from the case study and the management problem Well written (grammar, spelling, one paragraph etc)Remember this is not about finding or implying a solutionApprox 200 words incorporate feedback from CASA1should not include a solution or imply a solutionwell written (grammar, structure, flow)

Same case study: (SEE BELOW)

Part B. Reference List

find and present at least 5 scholarly (peerreviewed)

these should have the potential to create the criticalevaluation for your report/Ass2.

these references will not necessarily be used but are tobe presented as a referencelist  

these references must clearly relate to the management problemstatement

references need to be scholarly, appropriate and relevant egbased on management literature (see tips, Collaborate session,Library resources re possible journal articles etc)

CASE STUDY:

Walt Disney Company Headquarters, Burbank, California

Over two decades, your predecessor and boss, CEO Michael Eisner,accomplished much, starting the Disney Channel, the Disney Storesand Disneyland Paris, and acquiring ABC television, Starwave Webservices (from Microsoft cofounder Paul Allan) and Infoseek (anearly Web search engine). But his strong personality and criticalmanagement style created conflict with shareholders, creativepartners and board members, including Roy Disney, nephew of founderWalt Disney.

One of your first moves as Disney’s new CEO was to repairrelationships with Pixar Studios and its then CEO Steve Jobs. Pixarproduced computer-animated movies for Disney to distribute andmarket. Disney also had the right to produce sequels to PixarFilms, such as Toy Story, without Pixar’s involvement. Jobs argued,however, that Pixar should have total financial and creativecontrol over its films. When Disney CEO Michael Eisner disagreed,relations broke down, with Pixar seeking other partners. Onbecoming CEO, you approached Jobs about Disney buying Pixar for $7billion. More important than the price, however, was promising Jobsand Pixar’s leadership, President Ed Catmull and creative guru JohnLasseter, total creative control of Pixar’s films and Disney’sstoried but struggling animation unit. Said Jobs, ‘I wasn’t sure Icould get Ed and John to come to Disney unless they had thatcontrol.’

Although Pixar and Disney animation thrived under the newarrangement, Disney still had a number of critical strategicproblems to address. Disney was ‘too old’ and suffering from brandfatigue as its classic but ageing characters, Mickey Mouse (createdin 1928) and Winnie-the-Pooh (licensed by Disney in 1961),accounted for 80 per cent of consumer sales. On the other hand,Disney was also ‘too young’ and suffering from ‘age compression’,meaning it appealed only to young children and not preteens, whogravitated to Nickelodeon, and certainly not to teens at all.Finally, despite its legendary animated films, over time Disneyproducts had developed a reputation for low-quality production,poor acting and weak scripts. Movies High School Musical 3: SeniorYear, Beverly Hills Chihuahua, Bolt, Confessions of a Shopaholic,Race to Witch Mountain and Bedtime Stories disappointed audiencesand failed to meet financial goals. As you told your board ofdirectors, ‘It’s not the marketplace: it’s our slate [of TV showsand movies].’

With many of Disney’s brands and products clearly suffering, youface a basic decision: Should Disney grow, stabilise or retrench?Disney is an entertainment conglomerate with Walt Disney Studios(films), parks and resorts (including Disney Cruise lines andvacations), consumer products (i.e. toys, clothing, books,magazines and merchandise) and media networks such as TV (ABC,ESPN, Disney Channels and ABC Family), radio and the DisneyInteractive Media Group (online, mobile, and video games andproducts). Further, in 2009 Disney acquired Marvel Entertainment(including the Avengers franchises) and in 2012 it acquiredLucasfilm (Star Wars and Indiana Jones franchises).