Walt Disney Productions

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WALT DISNEYPRODUCTIONS

ISSUE

WHEN YOU WISH UPON A STAR,

MAKES NO DIFFERENCE WHO YOU ARE,

ANYTHING YOUR HEART DESIRES WILL COME TO YOU

-PINOCCHIO,1940

Walter Elias Disney created so much a dream that for him is just inches

apart but for others so far to be aspired. Uncle Walt started off with just a dream in

his mind and $40 in his pocket. He went into believing that someday his dreams

would come true for him. It was as if it was so much to be desired but could only

be held true by a few.

Uncle Walt then managed to make his dreams come true with friends at

his side and a mind full of imagination and stories. He entered a world so new,

that a few have trodden the path. He entered the world of animation with

immortal characters; from Alice to Oswald to Mickey. From when he started, it

was never an easy road, a lot of struggles came. Nothing comes to a man who fails

to continue.

The dream became bigger. He was becoming the face of America. He

didnt stop from series animation, he held a bigger dream. He went into

production of full-length feature animation. This led him to becoming world

famous and becoming an icon for animation.


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He built his studio where the dreams became bigger. And alongside the

dreams are the problems that go alongside with it. The market is demanding a

bigger pressure upon the company. The workers are revolting against Uncle Walt.

Uncle Walt still continued on dreaming but soon enough has lost his charm. The

dreams still do move on along the company. The dreams are still creating a world

for children and kids-at-heart.

And as all stories go, the smiles and the happily-ever-after shall soon come

to an end at the very last pages of the books. A big turn-around of the smiling faces

turned into the saddest faces. Cast members alongside the children that Disney

made happy with his dreams have cried at his death. THE COMPANY MUST

KEEP ON MOVING FORWARD.

The problem now arises from here. Many of the companies in the world

has already experienced the death of its founder which makes it hard for the

company to make sure that the operations shall still ran smoothly. Companies diedalready alongside the death of its founder. But Disney is quite different; it could

still handle the pressure as Uncle Walt has left its company with enough

knowledge to run the business.

Disney has left a mark of being CREATIVE, INNOVATIVE and being a

DREAMER. These are the qualities that every manager of Disney should embody.

The problem grows bigger as many of not all of the managers are quite CRITICAL,

TECHNICAL and ANALYTICAL; qualities outside of the realm of the culture of

Disney.

Materials for new production are already recycled. The movies that Disneyleft unproduced were produced. No more ideas were left to be seen as plausible for

what Uncle Walt would do.

The company was stuck with the following lines; Would Uncle Walt do

this? Would Uncle Walt produce such? The company was left thinking on what

to do next. A series of movies were released thinking that Uncle Walt would like

such, but almost every movie produced was a writeoff.

Managers of Disney should begin thinking outside of the box to be able to

produce the same quality of movies that Uncle Walt has created during his time.

Managers are not expected to go at the same path of Uncle Walt because it would

be too risky causing a redundancy of films being produced and soon market would

be bored. THE CHALLENGE IS; COULD THE COMPANY LEVEL UP ONCE

AGAIN WITH THE CULTURE AND EXCELLENCE THAT ONCE WAS DISNEY?


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INDUSTRYANALYSIS

The Entertainment industry started from a very long time ago where man

knew how to work. The entertainment industry is the industry for leisure, where

the common man rests and relaxes in his free time. This industry is composed of

two major segments:

Live Entertainment; and

Media-dependent Entertainment

Both segments work hand in hand to be able to reach its market. The Live

Entertainment Industry is subdivided to four industries of their own:

Gaming

Sports

Performing Arts

Amusement

One of the newest and highly patronized industries, the Media-dependent

Entertainment Industry is composed of industries in their own:

Film

Music

Broadcasting

Cable

Publishing

Walt Disney Productions is a part of the biggest industry in the world, the

Entertainment Industry1where the fun starts and the stress ends. Generally, we

cannot classify Disney among the segments of the industry because as a whole, it

took hold of all industry sectors.

1For the sake of discussion about Walt Disney Productions, we would consider the company as part ofthe Film Industry, one of the segments of the broader Entertainment Industry.


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DEMANDS FORPRODUCTS ORSERVICES OF THEINDUSTRY

LONG-RU N GROWTH ORDECLINE

The increase availability of time among workers and students alike gives a

precondition that the entertainment industry is needed among the different

individuals. This in turn says bluntly that the industry, though how old it may be,

would still continue to grow in the long-run and there would be no expectation of

any further decline. It, so goes, means that as long as there is time, the

entertainment industry will continue to exist.

But this precondition only is applicable to the entertainment industry as a

whole. Its segments say different. The Film Industry in particular had a series of

downfall because of the introduction of new media. The film industry had no clearnotion of how to cope up with the newly introduced industry of cable and

broadcasting during the 1950s. The broadcasting media and cable had also initial

problems when they first introduced television as it was costly for its market. This

just goes to show that the more introductions for new media damage the clear

thinking of the existing media.

Most of the companies in the film industry took the new media as no

threat but as an opportunity for them to reach the public faster. This strategy was

not seen for a decade by some other companies. Disney in particular took the

opening of new media as an opportunity for him to advertise products,

merchandises and films more easily. He used the television as an instrument toopen new doors for his company.


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FIGURE 1 FILM INDUSTRY SOURCES OF REVENUE: WORLDWIDE STUDIO RECEIPTS IN US $BILLIONS (2004 DOLLARS)

Via the use of the new media introduced, a company could do a rerun of

its film in television for certain devaluation. This would enable the company to

increase profit and to reach a wider range of market.

The industry as a whole shall still continue to grow as the years would pass

as long as they would know how to cope up with their market and the introduction

of new technology.

STABILITY OF DEMAND FORPRODUCTS

The US market is becoming more saturated. Companies continually grow

and eat up the companies that are left in the bottom rank. The industry is

considered to be a dog-eat-dog world for many, as once you failed in the industry

that is becoming more saturated, the market will not buy you anymore. To further

prevent the saturation that is currently happening consolidations and buy-outs has

been occurring.

Disney has not escaped this scenario. Takeover in the company has beenreaching news. The demand for the films produced by Disney is slowly being lost.

A series of writeoffs, a precondition that dictates that the market is not buying the

films, has occurred in Disney. Movies like Something Wicked This Way Comes,

Night Crossing, The Watcher in the Woods, Midnight Madness, Condorman and the

like has caused Disney millions of dollars to be lost.

1950 1960 1970 1980

Theater 7.80 4.50 3.04 5.28

Video 0.00 0.20 2.40 6.02

TV, Pay 0.00 0.39 1.07 1.66

TV, Free 0.00 3.35 5.74 7.60

0.001.002.003.004.005.00

6.007.008.009.00

StudioRe

ceipts

Film Revenue Statistics


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Something Wicked This Way Comes 21.0 million

Night Crossing 10.5 million

The Watcher in the Woods 6.8 million

Midnight Madness 4.8 million

Condorman 20.5 million

________________________________________________________

The introduction of the television also threatened the cinema as a whole.

Moviegoers liked more to stay home and watch cable television than to watch at

the cinema. This endangered a series of film companies that hasnt infiltrated yet

the cable television.

Soon enough another introduction damaged more the cinema that is the

introduction of VCRs. These small gadgets made it easier for the viewing public to

watch movies at home and to avoid the long queues at the cinema.

Many of the film companies were challenged then to produce VCRs for

their movies to prevent further loss of profit. Many companies coped up with the

introduction of the new technology and managed to back to the stable demand for

their products.

Demographical changes soon also changed the demand for the products.

Like for Disney which was pasted with the name Magic and Kids alongside its

name has lost further effort to open up to a different genre in film production. The

number of kids ages 13 and below has been declining. The demand is slowly

deteriorating and the wants of the audience is also changing.

FIGURE 2 PERCENTAGE OFAUDIENCE BELOW14 YEARS OF AGE

1950 1960 1970 1980

Above 14 Audiences 85.3 81.8 85 86.4

Young (below 14)Audience

14.7 18.2 15 13.6

0%

20%

40%

60%

80%

100%

Numberof

Audiences

Percentage of Audience Population


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Companies who has accepted the different entrance of technology and has

able to cope up with its market would soon see bright stars ahead of them and the

demand would continue to be stable.

STAGE IN

PRODUCT

LIFE

CYCLE

The Film Industry is still a new industry for the market. But its

introduction gave a favorable response to the market. Many investors invested

already in the new industry as it has seen to grow more and more.

TABLE 1FILMED ENTERTAINMENT INDUSTRY OPERATING PERFORMANCE, MAJOR

THEATRICAL DISTRIBUTORS

Revenues($ millions)

Oper. Income($ millions)

Margin(%)

Film Inventory($ millions)

Invent./revenue($ millions)

1983 5324.00 590.00 11.10 2980.00 0.56

1982 4548.00 565.00 12.40 2729.00 0.60

1981 3749.00 301.00 8.00 2267.00 0.60

1980 3997.00 489.00 12.20 1423.00 0.36

1979 4009.00 661.00 16.50 1538.00 0.38

1978 3498.00 606.00 17.30 1212.00 0.35

1977 2739.00 406.00 14.80 973.00 0.36

1976 2336.00 336.00 14.40 936.00 0.40

1975 2078.00 353.00 17.00 822.00 0.40

The industry has a balanced return of investment during its golden era.The industry at this point is considered to be at the latter part of the growth stage.

People would still continue to see the fulfillment of the industry that has started

off well and good and is starting to meet the standards set by its market.

SUPPLY OF PRODUCTS ORSERVICES

C APACITY OF THE INDUSTRY

The industry offers a varied amount of movies it produces every year, from

horror flicks to animation features. Here we could already see that the industry is

able to handle the demand for the product in various forms for various

specifications per individual.

Though the industry is still at its growth stage, various entrants of the

industry are already able to supply the needs of its growing market. A lot of the

competitions are still working hand-in-hand to be able to appeal to the market via


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consolidation. The produce of the different companies already answers more than

enough of the demand of the public.

TABLE 2 ESTIMATED PROBABLE MINIMUM LIBRARYVALUES AS OF 1983

Film Company Approximate No. of Titles

Columbia Pictures 1,800 Features

Disney 25 animated, 125 live action, 500 shorts

MGM/UAEntertainment

4,600 features (2,200 MGM), 1,310 shorts, 1,080cartoons

Paramount 700 features

Twentieth CenturyFox

1,400 features

Universal 3,000 features, 12,500 TV episodes

Warner Bros. 1,600 features

AVAILABILITY OF NEEDED RESOURCES

Resources for the film industry are readily available for them. New

technologies every year is increasing and so goes is the production of the materials

needed for filmmaking.

Machine and equipments are readily available in the vast changing world

of the industry. Everything is already at a close grasp for the companies. New

technological improvements are already available for consumption by the differentcompanies inclined to producing film.

Manpower is overwhelming except for companies like Disney, who has a

specialized need for manpower who has the ability to imagine and create. Most of

the manpower provided by the different states is analytical and technical people

who would be very much helpful for companies inclined in technical filming and

period pieces.

The market is vast changing, and needs are growing. The industry could

answer the different needs in one blow. Companies should just stick to their status

quo and they are good to go. A varying media would also be applicable to the vastchanging needs of its market.

Raw materials for production are also readily available. Talents are just

roaming around the country and cost wouldnt be a problem for raw materials as

the materials necessary for filmmaking are available at budget prices. Advertising

could also lessen the cause of the different raw materials needed for production.


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SOCIAL CONSTRAINTS

The US and world market had a series of demographic changes that

threatens some companies inclined to only a limited number of market in a certain

demography. Disney for example is losing its market because of the changingneeds of their market. Most of the young adults that they are catering want more

sex and violence on the things they are watching. The same series of social

constraints is experienced by a lot of the different companies inclined to film

production.

The demographic changes soon shall change the different focus of the

industry. If such change would not be coped upon shall death knock on the doors

of the dreams of the companies trying to make a need upon their market.

The sales are not really that slow nor is it exponentially growing. The

stagnancy of the increase of revenue so goes mean that the industry needs to cope

up with their market to be able to stand firmly on ground to prevent any further

loss for the companies.

On the other hand, the increase time of leisure permits social freedom

among its target market thus improving the return of investments for companies

who looks into the needs of their market.

COMPETITIVE CONDITIONS IN THE INDUSTRY

STRUCTURE OF THE INDUSTRY

The entertainment industry is one of the largest sectors of the US

economy and is in fact becoming one of the most prominent globally as well. It is

composed of 12 major enterprises:

Movies

Music

Television ProgrammingAdvertising

Broadcasting

Cable

Casino

Publishing

Performing Arts

SportsTheme Parks; and

Toys and Games (otherwise

known as merchandising)


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The different major entertainment enterprise has only been touched by a few film

companies; to name a few:

Walt Disney Productions

Disneyland

Disney World

EPCOT

Animation

Live Action Films

NBC

The Disney Channel

Universal Studios

Universal Studios

NBC

CNBC

USA/ Sci-fi

Paramount PicturesNickelodeon

MTV

VH1

DreamWorks

The industry in its vast expanse created tight competitions between

networks. At the start of the 1980s the industry became a dog-eat-dog world.

Where competitions are eliminated and the so-called mimicry and mirroring

in the industry started.


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CONCLUSION

The entertainment industry is a vast industry that accommodates many

markets. The vastness of the industry is also a threat to most companies as new

technologies and introductions for new type of media could threaten a certaincompany without really meaning a threat.

Some took the threat as a challenge to be defeated but soon enough failed

and joined the new media instead. The prime threat for the industry is not the

introduction of new media but the changing demographics.

The change in demographics paralyzed many companies because of the

culture that was pasted to them. In this case, any companies who want to

penetrate the market well must be very versatile and only paste a name of quality

to their names not a trademark that would be limited to dying demographics.

The company should also establish a rapport with their market that they

exist as a company for prime leisure and for no other means.

IN ORDER TO SURVIVE A DOG-EAT-DOG WORLD, DONT

UNDERESTIMATE YOUR COMPETITION EVEN HOW SMALL IT IS, BECAUSE

TO BE ABLE TO PENETRATE TO YOUR INDUSTRY, ALL YOU NEED IS A

POCKET FULL OF DREAMS AND A MIND FULL OF STORIES.


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POSITION OF THE COMPANY IN THE INDUSTRY

One of the best examples of service through people is Walt Disney Productions

How Disney looks upon people, internally and externally, handles them,

communicates with them, rewards them, and is in my view, the basic foundationupon which its five decades of success stands.

- Peters and Waterman, In Search of ExcellenceMARKET POSITION OF THE COMPANY

RELATION OF COMPANYSALES TO TOTAL INDUSTRY ANDLEADING COMPETITORS

TABLE3 FIL M INDUSTRYMARKET SHARE

Year TwentiethCentury Fox

WarnerBrothers

Paramount Columbia Universal MGM/UA Disney Others

1983 21.00% 17.00% 14.00% 14.00% 13.00% 10.00% 3.00% 8.00%

1982 14.00% 10.00% 14.00% 10.00% 30.00% 11.00% 4.00% 7.00%

1981 13.00% 18.00% 15.00% 13.00% 14.00% 9.00% 4.00% 14.00%

1980 16.00% 14.00% 16.00% 14.00% 20.00% 7.00% 4.00% 9.00%

1979 9.00% 20.00% 15.00% 11.00% 15.00% 15.00% 4.00% 11.00%

1978 13.00% 13.00% 24.00% 11.00% 17.00% 11.00% 5.00% 6.00%

1977 20.00% 14.00% 10.00% 12.00% 12.00% 18.00% 6.00% 8.00%

1976 13.00% 18.00% 10.00% 8.00% 13.00% 16.00% 7.00% 15.00%

1975 14.00% 9.00% 11.00% 13.00% 25.00% 11.00% 6.00% 11.00%

1974 11.00% 23.00% 10.00% 7.00% 19.00% 9.00% 7.00% 14.00%

1973 19.00% 16.00% 9.00% 7.00% 10.00% 11.00% 7.00% 21.00%

1972 9.00% 18.00% 22.00% 9.00% 5.00% 15.00% 5.00% 17.00%

1971 12.00% 9.00% 17.00% 10.00% 5.00% 7.00% 8.00% 32.00%

1970 19.00% 5.00% 12.00% 8.00% 13.00% 9.00% 9.00% 25.00%

In contrast to the upbeat optimism of management, customers and

business pundits, securities analysts and some journalists were less enthusiastic.

The performance of Walt Disney is beyond par the industry standards. It is still

playing as a small player in the industry though its enough efforts to maintain a

number one spot. The reasons are because of high costs of production that would

only give back a small percentage for revenue. This occurred in a series of year

where the company spends more than what they can earn.


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TABLE 4 FIL M INDUSTRYMARKET SHARE, 1983

The industry share of Disney is only a mere 3% that signifies the high cost

of production and the low return of sales. A series of writeoffs for their films after

the death of Disney has cost a lot for Disney. Many hearsays of a takeover because

of the lack of independency in film production has been widespread ranging from

family members like Roy E. Disney, to business tycoons like Saul Steinberg.

The competition is still far ahead from Walt Disney Productions.

RELATIVE APPEAL OF THE COMPANY

Walt Disney Productions has appealed to a lot of audiences for its years of

existence; but a name was stuck for a certain market. The Walt Disney Company

describes itself as a diversified international company engaged in family

entertainment and community development. The business activities of the

company are divided into four segments: theme parks, films, consumer products,

and real estate development. In the different segments a series of market failure

has been seen.

The appeal of the different movies produced by Walt Disney Productions

has been a great writeoff for the company. The market supposed to watch themovies held the company as unable to satisfy the need and demand of the public.

The expectations of the supposed audience were not met by the company. Walt

Disney left behind an image that the company creates magic and makes dreams

come true.

The changing market demographics have also endangered the appeal of

the company towards its market. The broad audience expected by the company

21%

17%

14%14%

13%

10%

3%

8%

Film Industry Market Share, 1983

Twentieth Century Fox

Warner BrothersParamount

Columbia

Universal

MGM/UA

Disney

Others


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has been decreasing. The young adults dont want more child entertainment but

frankly speaking, more sex and violence with what they watch. If they would

implement such, the image of Disney in a greater market would be in burden. The

market is becoming more sophisticated and more demanding for quality films

brought to them. This was the main dilemma if the whole industry.

THEY NEED TO SURVIVE THE GAME WITHOUT ENDANGERING

THE NAME, ELSE, THEY NEED TO CHANGE THEIR IDENTITY TO REACH A

BROADER MARKET.

STRENGTH OF THE COMPANY IN MAJORMARKETS

Walt Disney Company has infiltrated different regions of the world in

order to sell their products. The first five feature films:

Snow White and the Seven Dwarves

Pinocchio

Fantasia

Dumbo; and

Bambi

These movies have touched the major markets of the world and have set the

standards for future feature-animation films.

Via the new inventions and innovations of Walt Disney Company, a lot of

audiences have been gathered across the different cinemas around the globe and

gave a name for Disney as the image and icon of America.

A series of rip-offs soon came after the death of its founder. These movies

soon dirtied the name of Disney. The dreams became duller and duller as they

produce more films for the succeeding years:

Something Wicked This Way Comes

Night Crossing

The Watcher in the Woods

Midnight Madness

Condorman

The Black Hole

After a series of writeoffs and rip-offs, Walt Disney Productions has been

back in track but so slow that it only produced two classics since the death of their

founder:

The Rescuers


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The Fox and the HoundThe biggest sale of the two films was at Western Germany, where The Rescuers

held the biggest hit of all times.

Another manifestation of the strength of Disney was the series of wins at

the Oscars for the different feature film of Disney. The prestigious award sends amessage to the public that the company is able to play alongside the big

companies of the industry, namely:

1. Twentieth Century Fox2. Warner Brothers Picture; and3. Paramount Pictures

SUPPLYPOSITION OF THE COMPANY

COMPARATIVE ACCESS TO RESOURCES

Resources needed for film production is readily available for Walt Disney

Productions, having its own studio, it accomplished to retain all its technology and

is able to innovate and invent new technologies needed for the maintenance of

production.

People are also readily available for Walt Disney Productions as they are

located at the United States where talents are readily available for them. An

assurance came to Walt Disney Productions when they affiliated the company tothe different universities around the states.

Raw materials are screaming around the company studio. Many of the

needed resources are already available at the company.

For the theme parks of the company, the resources are very hard to find as

the demand of the owner is very exact. Resources came around the world for to

exemplify what Uncle Walt wanted for his park.

UNIQUE PRODUCTIVITYADVANTAGE

Walt Disney Productions produced the firsts in the industry. They have

created the very first sound cartoon via Steamboat Willie with the help of Silly

Symphonies. This became the start of the sounds for cartoon. The next firsts for

Disney was the first Technicolor Cartoon via Flowers and Trees. This has also set

the standard for the next cartoons that Walt Disney would be producing and this


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was also been the barrier for all cartoon producing companies. Another firsts was

the multi-plane camera used for the first animated feature film, in the name of

Snow White and the Seven Dwarves.

The different firsts for Disney came into rushing soon after the

establishment of the Walt Disney Studios at Burbank. The company changed in

exponential ways, employing more people and creating more quality cartoons.

The first theme park in Florida was given credit to Walt Disney

Productions in the existence of the new Disneyworld. A series of theme parks soon

followed, from Walt Disney World to EPCOT. The company kept on giving great

firsts.

RESEARCH AND DESIGN STRENGTH

The greatest strength of Walt Disney Productions before the death of

Uncle Walt is their amazing research and design strength. New technologies are

always given credit to Walt Disney Productions, they have created a new

dimension in film making and animation; from sounds to feature-length animation

to theme parks.

Soon after the death of Uncle Walt, everything came crumbling down.

Marketing researches were very insufficient. The question, what would Uncle

Walt do? and will Uncle Walt accept this? rounded the whole company. They

didnt have any direction to go to. They were stuck with the old ideas of their

founder. Films did not sell, the marketing research lacked. Though the image

remained intact, the quality of the pictures produced are exponentially

deteriorating, films of quality are very scarce and very seasonal. Movies produced

are not anymore at par with the standards left by Uncle Walt.

THE MANAGEMENT IS AFRAID TO TAKE RISK AND SO GOES

AFRAID TO PUT MORE TIME INTO RESEARCH.


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SPECIAL COMPETITIVE CONSIDERATIONS

ABILITY AND VALUES OF COMPANYMANAGERS

Walt Disney has left so much to be desired. He has created a company

where dreams come true and where imagination runs wild. He didnt have any

room left for anything more inferior than what he expects. He wants perfection

and every reality to be as close as what he has imagined.

He never really draws any of his character nor created any of the sounds or

music for any of his cartoons, but he created stories and room for imagination in

every production that he did. This in turn gave his company a name among the

brightest stars in Hollywood.

Soon after his death, managers came in crawling upon the rubles finding a

way to continue what Disney started. They had a problem. What Uncle Walt left

was creativity, imagination and freedom. The new managers didn t have that, what

they have are the critical, technical and analytical concepts for film production.

Theydont have the ability to create great stories. Everything they are producing is

already leftovers, and some, redundancies. They dont have the right direction to

go to.

The company now is under rumors of takeover. The company was deemed

unable to handle independency. They hang too much to the death of their

founder.


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CONCLUSION

Walt Disney Company is experiencing a common sickness for many

companies, the death of the founder. Disney has no direction since the founder

died but Walt Disney trained all his personnel well on how to operate the businesshe would soon be leaving. The company is at the tip of the iceberg, one wrong

action and it would explode into a very big problem, a TAKEOVER, where in the

long run, would kill the company as a film producer.

Strengths

Innovative

Creative

Production Quality Brand Recognition

Stable Market

Weaknesses

Management

Costly Productions

Lack of Independency Poor Production Value

Writeoffs

Opportunities

New Technology

New Media

International Market

ChangingDemographics

Threats

New Media

ChangingDemographics

Cost of Production

Communism

Demand


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ALTERNATIVE COURSES OF ACTION

CHANGE THE IMAGE OF THE COMPANY AND TOUCH MORE ON

WHAT IS CURRENTLY ON DEMAND WHILE STILL PRODUCING

FEATURE ANIMATION FOR CHILDREN. This action would help themanagers to think freely and outside of the box and create a more revenue

based market.

GO FOR A TAKEOVER. Thiswould help the management to be handled

by another person just like when they were being handled by Uncle Walt.

Another advantage of a takeover is that they would be able to produce

movies without the burden of thinking of what to produce.

SELL DISNEY CHANNEL. For one to be able to sell a part that is highly

susceptible to loss would gain the company more revenue without the

danger of too much expense.

SELL THE REAL ESTATE BUSINESS. The real estate business is too

stagnant to be able to give back revenue. The company should sell the

segment of the company that would burden any revenues.

RECOMMENDATIONS

After all has been said and done, the company should change the image

left by Disney or change the name a little to create a new identity for Walt

Disney Productions to be able to produce freely movies outside of the

realm of the culture of the old Disney. The market demographic has

changed drastically after the death of Disney. To be able to cope up with

the change in demographics and with what Disney has left his company.A

CHANGE OF IDENTITY MUST BE DONE. The managers are too much

of a square for what Disney has left. They must adapt to what they are

capable of doing and not what Disney would say, as Disney is already

dead.

Walt Disney Productions

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