...Disney Financial Statement ACC/300 March 16, 2015 Prof Brandy Havens Disney Financial Statement Debt and Investments The Walt Disney Company reported debt in a number of ways on their financial statements. The first place debt securities are shown is under Current Liabilities on the Consolidated Balance Sheet. The Current Portion of Borrowings, at $2,342 billion, lists that portion of debt that is due to be paid within the next year. The second place that debt appears on the Consolidated Balance Sheet is under Borrowings. Disney shows over $12.676 billion in long-term debt. Therefore, Disney’s total borrowings are approximately $14.8 billion. Upon further analysis, nearly 92% of Disney’s debt includes the issuance of U.S. medium-term notes with a weighted-average coupon rate of 2.73% and maturities that occur from 2015 through 2023. Additionally, Disney indicates another $5.9 billion in other long-term liabilities. According to Disney’s 10k filing, “Other long-term borrowing instruments are omitted pursuant to Item 601(b)(4)(iii) of Regulation S-K. The Company undertakes to furnish copies of such instruments to the Commission upon request” (The Walt Disney Company. 2014). The balance sheet also shows Investments as part of the reporting of Assets. For the fiscal year ended 2014, Disney reported $2.696 billion in investments. Nearly 92% of the investments are shown as “Equity Basis” investments. More specifically, Disney reports that the equity investments...
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...describe strategic planning and financial planning for Disney. The first section will cover Disney’s strategic planning initiative and identify a strategic initiative discussed in the organization’s annual report. This will be followed up with a description on how this initiative affects Disney’s financial planning. The next section will address how Disney’s initiative will affect the costs. The third section will discuss how Disney’s initiative will impact sales. The fourth section will describe the risks associated with the initiative and the financial impact that these risks have. This will be followed up with a conclusion. Strategic Planning Initiative for Disney Within many elements of strategic planning, the scope of a corporation such as Disney must be broken down into numerous factors, and the initiatives derived from those business components looked upon a step-by-step process to glean advantages from the wide array of contingencies. Team A has looked at an initiative from the Disney Annual Report for 2009, which is the strategy for handling foreign currency exchange risks. As with numerous large multi-national corporations both their future growth and expansion lie in the ability to do business in foreign markets. The management at Disney is astutely aware of this factor and has made inroads into these markets. The major drawback is financing these operations with local currencies and the foreign exchange rates, and as such Disney has modeled a hedging system to address...
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... Analysis of The Walt Disney Company 1 An Analysis of The Walt Disney Company Kendall Forward TELE 3310 October 29, 2013 An Analysis of The Walt Disney Company Overview & History 2 The Walt Disney Company is a leading American diversified multinational entertainment and mass media conglomerate, headquartered in Burbank California. Founded on October 16, 1923 by Walt Disney and his brother Roy as a small cartoon animation studio, the company struggled through years of unsuccessful creations but turned around after the debut of Mickey Mouse, the official mascot of the company. Now headed by CEO Robert Iger, Disney is one of the largest entertainment corporations in the world with approximately 166,000 employees and annual revenues approaching the $45 billion mark (Walt Disney). For eight decades, Walt Disney has entertained people around the world with its theme parks, resorts, cruises, movies, TV shows, radio programming, and memorabilia. Before diversifying into live-action film production, television and travel, the company established itself as a leader in the American animation industry. The company went public in 1940 and was reincorporated under its current name in 1986 and expanded operations and also started divisions focused on theatre, radio, music, publishing and online media (Cohesion Case). Mission Statement The mission of The Walt Disney Company is to be one of the world's leading...
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...An#Analysis#of#The#Walt#Disney#Company# !1! An Analysis of The Walt Disney Company Kendall Forward TELE 3310 October 29, 2013 An#Analysis#of#The#Walt#Disney#Company# Overview & History !2! The Walt Disney Company is a leading American diversified multinational entertainment and mass media conglomerate, headquartered in Burbank California. Founded on October 16, 1923 by Walt Disney and his brother Roy as a small cartoon animation studio, the company struggled through years of unsuccessful creations but turned around after the debut of Mickey Mouse, the official mascot of the company. Now headed by CEO Robert Iger, Disney is one of the largest entertainment corporations in the world with approximately 166,000 employees and annual revenues approaching the $45 billion mark (Walt Disney). For eight decades, Walt Disney has entertained people around the world with its theme parks, resorts, cruises, movies, TV shows, radio programming, and memorabilia. Before diversifying into live-action film production, television and travel, the company established itself as a leader in the American animation industry. The company went public in 1940 and was reincorporated under its current name in 1986 and expanded operations and also started divisions focused on theatre, radio, music, publishing and online media (Cohesion Case). Mission Statement The mission of The Walt Disney Company is to be one of the world's leading producers and providers of entertainment and information. Using...
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...Executive Summary Walt Disney Productions Inc. (Disney) is the target of a takeover attempt by Saul Steinberg. Over the course of several months, Disney management has resisted the takeover in several ways including the acquisition of Arvida Corporation in a "for stock" deal and the pending acquisition of Gibson Greeting Inc. (Gibson). Steinberg has countered these moves with a public tender offer of $67.50 per share if Disney acquires Gibson and $72.50 if Disney does not acquire Gibson.With a current price of approximately $50 per share, Steinberg's offer is 35% to 45% above market value. This paper addresses two questions. The first question is answered from the perspective of the shareholders while the second question is answered from the perspective of Disney management. From the shareholder perspective, the tender offer is advantageous from a financial perspective and should be accepted if profit is the sole motivation. The answer to the second question depends heavily on management's good faith in the current leadership and their ability to grow Disney, as the case clearly provides evidence of management inefficiencies that are consistently reflected in Disney’s declining profit margins and ROE since 1981 (Exhibit 6). Analysis: As a Shareholder Regular shareholders with limited financial education should look for three things in an investment: 1. Per-share growth and earnings history- As a shareholder, the incentive that comes from investing in a company...
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... Disney Corporation: It all started with a mouse Case taken from The International Business Environment, second edition (Palgrave, 2006), by Janet Morrison Walt Disney, the founder of the Walt Disney Company in 1923, is famously quoted as saying to his successors in the company: ‘I only hope that we never lose sight of one thing – that it all started with a mouse.’ The business was started by Walt Disney and his brother, who rented a small studio to produce animated films, introducing its most famous character, Mickey Mouse, in 1928. It was in animated films that the studio excelled, and on which its reputation and brand are based. The company has grown into a $28‐billion‐a‐year media and entertainment empire, consisting of film studios, theme parks and resorts, a television network and consumer products divisions. Much of this development has taken place under the leadership of Michael Eisner, who took over as chief executive in 1984. He is credited with the huge expansion of the theme parks and resorts. However, from the late 1990s, the company’s performance took a downturn (see figure). New competitors in the theme park business, combined with the downturn in tourism following the World Trade Center attacks of 11 September 2001, affected theme park attendance. Wavering consumer confidence has affected the consumer products division, which needs new characters beyond Mickey Mouse – now in his seventies – to reinvigorate the Disney brand. The loss‐making television network...
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...Pace University DigitalCommons@Pace Case Studies Lubin School of Business 3-1-2002 Disney in Asia, Again Raymond H. Lopez Pace University Recommended Citation Lopez, Raymond H., "Disney in Asia, Again" (2002). Case Studies. Paper 3. http://digitalcommons.pace.edu/business_cases/3 This Article is brought to you for free and open access by the Lubin School of Business at DigitalCommons@Pace. It has been accepted for inclusion in Case Studies by an authorized administrator of DigitalCommons@Pace. For more information, please contact rracelis@pace.edu. CASE STUDIES No. 26 March 2002 Disney in Asia, Again? by Raymond H. Lopez, Ph.D. Professor of Economics and Finance Lubin School of Business Pace University DISNEY IN ASIA, AGAIN? by Raymond H. Lopez, Ph.D. Raymond H. Lopez is Professor of Finance at the Lubin School of Business of Pace University. Introduction INTRODUCTION “We could be getting close to the time for a major Disney attraction in the world’s most populous nation.” 1 “I am completely confident that Chinese people love Mickey no less than they love a Big Mac.” 2 Early in 1999, Michael Eisner, CEO of The Walt Disney Company, voiced his opinions concerning potential markets for his firm’s entertainment products and services. A major thrust for the new millenium would be development in Asia. The firm had now achieved a certain level of experience with owning and/or managing assets and operations outside the United States...
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...The Walt Disney Company (Disney) conducted a series of financial operations in developing its Euro Disneyland project in the spring of 1989. The whole process is a typical example of using project financing to aid the success of the investment in face of significant risk. The project financing approach: Is it the right way to do this? Project financing creates a separate legal entity organized around a specific business or risk. Despite its relative expensiveness and operational complexity, project financing significantly reduces the risk of the parent company while capturing a reasonable return. Moreover, the key to these financial operations lies in more efficient risk distribution among different communities. From Disney’s perspective, Euro Disney project involved many uncertainties in aspects like foreign currency exchange risk, market risk, political risk, and so on. Among these risks, some of them were even without control of the parent company. In this way, conducting project financial is an appropriate solution for Disney In order to complete the project financing operation, the deal was structured in such a way that it catered to mainly four different parties: Disney, French government, Europe investors and Creditors. Disney significantly reduced the financing risk by cooperating with French government. At the same time, they still locked in an attractive return by stake in the new project, management fee, licensing and other incentives. The French Government...
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...and compliance in your organization’s financial environment. JIMMY w INTRO No matter what your age when you pass through the turnstiles entering the “Magic Kingdom” in Orlando, California, or any of the other now international theme parks people become entranced and reborn from the magic and spectacle that has been a trademark of Disney for many years and generations. Reality is that customers seeking audience with “Mickey Mouse” have no interest in the financial aspects that make Disney a major company and probably never review the company’s financials or examine their ethics and compliance functions. Team C in this paper will examine, asses, and conclude in its review of Disney and how they utilize ethics and compliance in their daily operations. “Large corporations are managed by a team separate from the firm’s owners. Though management is expected to make ethical decisions that reflect the best interest of the firms owners, this is not always the case. Indeed managers often face situations where their own personal interests differ from the interest of the shareholders. Some of these situations can be viewed as a straightforward test of the financial manager’s ethics.” (Titman, Keown, Martin 2011) In all businesses whether they be large companies as we are examining here are of course all different in structure as well as corporate beliefs. In the case of Disney as in any large company it is invaluable...
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...Analyzing the Walt Disney Company Damian Diaz MGMT 5120 Managing Organizational Design and Change Section 001 10/11/14 Overview and History The Walt Disney Company (WDC), headquartered in Burbank, California, was founded on October 16, 1923 by Walt Disney and his brother Roy Disney. WDC has five business segments which include studio entertainment, parks and resorts, media networks, consumer products and interactive media (Company Overview). With approximately 175,000 employees and an annual revenue of 45 billion dollars, the Walt Disney Company is one of the biggest entertainment corporations in the world (Fiscal Year 2013 Annual Financial Report And Shareholder Letter). Mission Statement The Walt Disney Company is a leading international entertainment and media enterprise founded in U.S. It operates five separate Disney segments: Media Networks, Parks and Resorts, The Walt Disney Studios, Disney Consumer Products and Disney Interactive. Disney Media Networks is the most significant Walt Disney business segment. Disney products include television programs, books, magazines, musical recordings and movies (Mission statement of Walt Disney). Studio Entertainment From the early beginnings, the company established themselves as a leader in the American animation industry. The iconic Mickey Mouse cartoon debuted on November 18, 1928 titled Steamboat Willie, which also marked the first appearance of Minnie Mouse. In 1932, Disney signed an exclusive contract with Technicolor...
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...Walt Disney Co.: The Entertainment King (Harvard Business School Case No. 701035-PDF-ENG) Team F: Erin Webster, Garvey Young and Jennifer Zammataro 1. Disney’s long-term success can be linked to their well-instilled corporate values and their commitment to maximizing synergy throughout the corporation. Page four of the case lists their corporate values as “quality, creativity, entrepreneurship, and teamwork.” Throughout Disney’s history, these four values have propelled the company forward to the leader it is today. In order to maintain the level of quality associated with the Disney brand, Eisner believed that a high level of toughness was needed. The first page of the case has a quotation from Michael Eisner stating, “If you aren’t tough, you just don’t get quality.” This quote exemplifies Eisner’s management style and the value he placed on strong decision-making throughout the firm. Even before Eisner’s time, however, Disney had built a corporation around tough decisions and detail oriented management in order to maintain quality. Throughout each expansion of the Disney brand, Walt maintained control of the “complete entertainment experience.” One example of this strict quality management can be seen in how Disney opened their first theme park, Disneyland. In order to cut back on the investment capital in the beginning stages of the park’s opening, they licensed the food and merchandising operations. As soon as the park had generated enough...
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...The Walt Disney Company is an American institution closely identified with Mickey Mouse and world-famous theme parks. Hong Kong Disneyland was the Walt Disney Company's third international theme park outside America, after Tokyo and Paris. Interesting enough, both the Hong Kong and Paris theme parks had its chief replaced in less than a few months after the park's opening, if these corporate moves were anything but indicative. In September 2006, the Hong Kong theme park announced it had missed its first year attendance target of 5.6 million. Often criticized as the smallest Disneyland in the world, the Hong Kong theme park had been tipped as a "stepping stone" for the American company's entry into mainland China. If it was indeed to serve as a prototype for another Disneyland in China, it would be critical for the management of Hong Kong Disneyland to come up with a recovery plan and realign its strategy to improve its image, boost attendance and deliver its revenue target. This case can be used to explore what could be done to enhance the smooth delivery of the American fantasy in the alien culture of the Middle Kingdom. (Bennett Yim Josephine Lau). Moreover, Hong Kong Disneyland is one of the world largest entrainment businesses of the world. During the 1920s and 1930s Disney just had studio and theme park but at the end of the 20th century it had several TV networks, several theme park a cruise lines, malls, airports, hotel resorts and so many other entrainment units which...
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...Introduction This essay shall discuss what the Disney difference is and how it affects the company’s corporate, competitive and functional strategies. As Disney have plans on doing business in Russia, the discussion turns to the challenges they are likely to face and how the management team can best prepare themselves for such challenges by planning early. We will then be turning our attention to Hong Kong where Disney has announced its expansions plans of Hong Kong Disney Land. Lastly, the discussion takes to the how strategic management process is to be used to “keep the magic coming” in a given economic climate. 1a: Disney Difference Disney difference, to sum up, is the “experience”. Disney tries to achieve this experience by bringing happiness to its consumers. Vice President & General Manager of Disney Institute, Jeff James (2012) stated, "We create happiness by providing the finest in entertainment for people of all ages, everywhere." Disney implementation of this happiness factor can be seen in many ways. For example, Cinderella Castle, in Disney Theme Park allows the visitors to dine with Disney Princesses, immersing a storybook setting for breakfast, lunch and dinner. Thus instead of just having to watch/read the cartoon/story book, which could only allow one to be only exposed visually to the character, Cinderella, the Disney fan is now able to dine with her as well. This “imagination-comes-to-life” offering of Disney translates into happiness for the customers,...
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...Case 20: The Walt Disney Company Introduction The Walt Disney Co. is an enigma in these rough economic times for the sole purpose that they show minimal signs of slowing down. Mickey Mouse has his hands dipped into everything and from an investor’s standpoint that’s a good thing because that equals diversification, and in turn, diversification lowers risk. The Disney Company operates in several areas of the media and entertainment industry. They have recently acquired Pixar, which consistently provides box office record sales with their animated films. Along media entertainment lines, Disney also operates dominant media channels ABC and ESPN. These are two channels that carry with them a strong loyal following. Sports have always been America’s past time and it’s unlikely to see them ever declining or the viewership that goes along with it. People have always poured capital into sports and will continue to for many centuries to come. Aside from Disney’s ventures, investors focus and confidence should be in the trademark of Disney. Characters such as Mickey Mouse and Buzz Light-year are icons that will never be lost in the pages of time. Kids and adults alike will always want to participate in the next big thing the company has to offer and these kinds of expectations will always lead to Disney having a stable stock price and even unstable in the positive manner because the growth potential is limitless for this company. You can see that limitless with the many franchises...
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...Legislative Council Secretariat FS30/08-09 FACT SHEET Financial arrangements relating to Tokyo Disneyland, Disneyland Paris and Hong Kong Disneyland 1. Background 1.1 At the special meeting held on 4 July 2009, the Panel on Economic Development discussed the financial arrangements relating to the proposed expansion of Hong Kong Disneyland. During the discussion, a member requested the Research and Library Services Division to provide information on the financial arrangements relating to Tokyo Disneyland, Disneyland Paris and Hong Kong Disneyland. As such, the purpose of this fact sheet is to provide the Panel with information on these three theme parks in terms of their ownership and the financial arrangements for the construction project. 1.2 This fact sheet originally intended to study the operational statistics of the three theme parks. According to the Tourism Commission of Hong Kong1, both the Government and the Walt Disney Company (Walt Disney) are bound by the confidentiality provision under the current agreement not to disclose any commercially sensitive information of Hong Kong Disneyland, including the gain or loss from the operation of the theme park. Against this, this fact sheet only lists the key operational statistics of Tokyo Disneyland and Disneyland Paris for comparison. 1 See Tourism Commission (2009). page 1 Research and Library Services Division Legislative Council Secretariat FS30/08-09 2. Tokyo Disneyland Overview 2.1...
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