學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
The Walt Disney Company
內容大綱
The protagonist of the case is Bob Iger, who has been appointed CEO of Disney for a second term. During Bob Chapek's brief tenure as CEO (2020-22), Disney's streaming business lost $4 billion in 2022, and net income fell to $3 billion, down from $11 billion in 2019. Disney's stock has underperformed the S&P 500 index by 56 percentage points. Dubbed the streaming wars, Disney must contend with several competitors, some with deep pockets: Amazon Prime, Apple TV+, HBO Max, Netflix, Paramount+, Peacock, and YouTube TV. As employee morale reaches a low point, Iger must decide which organizational structure to put in place to allocate resources and distribute content, given the diversified nature of Disney as well as the ongoing industry transformation.