新兴的主题公园行业作为一个消费模式开始于1955，热情被后来的竞争对手效仿和复制加利福尼亚迪斯尼乐园开幕（梆子，2007）。主题公园作为一种文化创意，最初源于休闲消费需求的不断增长，而普通家庭收入的增加又进一步鼓励了主题公园的发展。事实上，主题公园的起源追溯到由世界展示工业革命和促进时代但直到，这个行业迎来了黄金时代的年代（De Groot，2007）。对于那些希望在这个行业拥有市场份额的公司和代理商，他们很大程度上依赖于他们能够提供的经验和产品，以及他们能够吸引的人来产生收入和增加利润。
作为迪斯尼公司的发源地，美国主题公园市场竞争激烈，面临饱和。多样化的主题公园可在美国，如迪斯尼乐园，海洋世界和岛屿的冒险公园。Bakhlina等人（2012）指出，12的25大娱乐主题公园位于美国。此外，经济复苏的影响下，表现出比其他休闲追求更快的上升趋势恢复的主题公园的需求（帕尔梅，2013）。
关于亚洲/ Pacific地区，主题公园发展势头强劲，吸引了国内外企业参与竞争。中国，作为最大的发达国家，在亚洲，具有增长潜力巨大。这是说，在过去的两年里，自2012以来，超过830的主题公园占了总人数的三分之一了还估计，它将超过美国的2020（中国日报，2012）。然而，由于片面追求利润的野心而忽视设计和管理，70%的主题公园都是赔钱的，取决于相邻的如房地产和酒店盈利项目（中国日报，2012）。
本部分将从战略管理的角度进行全面的分析。外部和内部分析的结合将提供一个SWOT框架，以确定机会，威胁，力量和弱点的迪斯尼公司。目前的战略将进一步说明，以更好地了解该公司。
澳洲case study 代写:迪斯尼公司的多样化业务组合
The Walt Disney Company is a multi-national entertainment corporation that extends its business in media network, interactive media, parks and resorts, studios entertainment and consumer products (The Walt Disney Company, 2011). Media network is focused on cable networks and broadcasting business such as ESPN, ABC and Disney Channels. Interactive media concentrates on on-line products such as games. Parks and resorts are operated on an international base as one of the largest size theme park operators in the world. Studio entertainment includes animation pictures, music recordings and live stage plays. Consumer precuts is centered on products related to the existing characters of the company.
With the variety business portfolio of the Walt Disney Company, it is exposed to fierce competitions in various industries such as the theme park industry, film industry, publishing business and retail market. In this essay, for the ease of clear and comprehensive understanding, the theme park industry will be mainly discussed due to its large proportion in the total revenues of the company annually.
The emerging of theme park industry as a consumption mode began with the opening of Disneyland in California in 1955 which was enthusiastically emulated and copied by later competitors (Clave, 2007). As a cultural creation, theme park was initially originated from the growing demands of leisure time spending and further encouraged by the increase in income for the ordinary family households. As a matter of fact, the origins of theme park dated back to the era of Industrial Revolution and facilitated by the world Exhibition but it is not until the 1950s that the this industry embraced its golden age (De Groot, 2007). For these corporations and agents who desired to have market shares in this industry, they depend heavily on the experience and products they can provide and the people they can attract to generate revenues and increase margins.
As birthplace of the Walt Disney Company, the USA market for theme parks is highly competitive and is confronted with saturation. A diversification of theme parks is available in USA such as Disneyland, Sea World and Islands of Adventures Park. Bakhlina et al (2012) pointed out that 12 out of the top 25 amusement theme parks lie in America. Moreover, under the influence of economy recovery, the demand for theme parks is soaring shown quicker tendency to recovery than other leisure pursuits (Palmeri, 2013).
Concerning the Asia/ Pacific area, strong dynamics in the development of theme parks have been discerned and attract both domestic and international corporations to compete. China, as the largest developed country in Asia, shows great potential in growth. It is said that over the past two years since 2012 mort than 830 theme parks accounted for one third of the total number were established and it is also estimated that it will outnumber USA by 2020 (China Daily, 2012). However, due to the lop-sided ambition in pursuing profits while neglecting design and management, 70% of the theme parks are losing money and depend on adjacent projects such as real estates and hotels to make profits (China Daily, 2012).
Strategic analysis
This section will conduct a comprehensive analysis in terms of strategic management. A combination of external and internal analysis will deliver a SWOT framework in order to identify the opportunity, threat, strength and weakness for the Walt Disney Company. Current strategy will further be illustrated for a better understanding of the company.
