個案資料
了解個案內容與學習目標，選擇授課教師及使用課程。
UTV and Disney: A Strategic Alliance (A)
內容大綱
In 2006, the senior vice-president of business development and strategy has to decide whether UTV Software Communications Ltd. (UTV) should go ahead with a joint venture with Walt Disney Company (Disney) even if it means selling Hungama TV, the leading children's channel in India, to Disney. UTV was a large media company in India and had diversified interests, including TV content, movies, animation and new media content. Although UTV had opened operations in the United States, the United Kingdom and other countries two years before, its international presence was limited. The CEO of UTV wanted UTV's business to increase from Rs2 billion to Rs5 billion by 2008 and to Rs10 billion by 2010. This seemed possible if UTV went ahead with a strategic alliance with Disney. UTV anticipated that an alliance with Disney in India would help it increase its business in all other verticals globally. On the other hand, Disney had a track record of acquisitions. The vice-president of UTV was concerned that Disney's interest in a strategic alliance could be part of a long-term plan to acquire the company. Since UTV had established itself in the Indian media industry over the last 15 years, it could collaborate with different companies through its various verticals, thereby reducing the threat of losing its identity.<br><br>
學習目標
The case has been developed for use in business strategy as well as strategic brand management courses and is appropriate for MBA and executive development programs as well as advanced undergraduate courses in international business. The case is appropriate for all courses that deal with joint ventures, alliances and strategic financial management and is also suitable in specialized modules focusing on brand valuation. The case provides an apt simulation of entertainment and media companies that are making plans for massive expansions. If used in executive programs, the discussion on this case might also lead to business strategy, change management and building synergies while dealing in mergers and acquisitions.<br><br>The case has the following learning objectives:<ul><li>to explore various possibilities of strategic alliances with multinationals in order to expand business even when it means selling off one part of the business</li><li>to assess the costs and benefits associated with cross-border acquisitions of one part of the business and alliances in another part</li><li>to identify business opportunities while integrating with a foreign entity</li><li>to come up with win-win strategies that encompass multiple stakeholders</li><ul>