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迪斯尼并欧漫威后通过经营策略和协同效应创造价值分析

An In-depth Analysis of Walt Disney‘s value creation of Marvel Studios through using business synergies and strategies

作者:魏晓雨
  • 学号
    2018******
  • 学位
    硕士
  • 答辩日期
    2020.05.20
  • 导师
    高旭东
  • 学科名
    工商管理
  • 页码
    54
  • 保密级别
    公开
  • 培养单位
    051 经管学院
  • 中文关键词
    迪斯尼,漫威,策略,创造价值,协同效应
  • 英文关键词
    Disney, Marvel, Synergy, Strategy, Value Creation

摘要

本研究仔细分析了华特迪士尼公司在收购漫威娱乐后所采用的商业战略,以实现业务协同效应和其所有业务部门的最大价值。本文首先简要介绍了娱乐产业的整体格局,然后深入介绍了漫威和迪士尼的背景信息。该文还讨论了迪士尼的主要动机,包括收购背后的财务和战略原因,证明漫威最近的成功和它的知识产权是完全符合迪士尼的生态系统。漫威可以利用迪士尼拥有的丰富资源,包括资本和分销网络,而迪士尼则可以通过漫威来吸引更多的男性观众。之后,本文简要介绍了收购过程,迪斯尼最终通过现金和股票交易,以40亿美元收购了漫威。论文详细讨论了迪士尼收购后的策略,包括漫威电影宇宙计划交织的情节线,以及迪士尼通过其电影和电视剧构建的跨媒体生态系统。本论文对迪士尼的五个业务部门(电影娱乐、媒体网络、公园和度假村、消费产品、互动媒体) 都进行了研究,每个部分都探讨了漫威的知识产权对现有业务的影响。此外,在整个分析过程中,麦肯锡的价值创造框架被用来作为一个基准来衡量迪士尼采取的哪些战略和行动是有效和成功的。最后,通过深度研究和分析以及对康卡斯特收购梦工厂的比较,我们可以得出结论,迪士尼收购漫威是一个非常好的决定。

This study carefully analyzes the business strategy that The Walt Disney Company employed after the acquisition of Marvel Entertainment in order to achieve business synergies and maximum value for all of its business segments. The paper first gives a brief introduction of the overall entertainment industry landscape before giving in depth background information of Marvel and Disney. The main motives of Disney, including the financial and strategic reasons behind the acquisition, were presented, proving that not only are Marvel’s recent successes promising, but its intellectual properties also fit in perfectly to the ecosystem of Disney. Marvel can gain access to the abundant amount of resources that Disney possesses, including capital and distribution network, while Disney can tap into the male demographics. Then, the acquisition process was briefly explained, where Disney finally purchased Marvel for $4 billion through a cash and stock transaction. The thesis then went into details to discuss Disney’s strategy post-acquisition, including the Marvel Cinematic Universe plan of interweaving plotlines as well as the transmedia universe that Disney built with its films and television series. All five of business segments of Disney (studio entertainment, media networks, parks and resorts, consumer products, interactive media) were all studied and each section explored the effects that Marvel’s intellectual properties had on the existing businesses. After these analyses and comparisons to Comcast’s acquisition of DreamWorks, the conclusion can be made that it was an excellent decision for Disney to acquire Marvel.