Disney Blackboard Strategic Initiative Project

Brittany, Brook, Chelsea, Tranise, Mi’Kiera

TABLE OF CONTENTS

Company Overview SWOT Anaylisis Market Overview Collaborations promotionall Actiities Current Customer Omni-Channel Strategic Initiative Operational Plan Target Customer Communication Plan Financial Plan Conclusion

Mission Statement:

“To be “one of the world’s leading producers and providers of entertainment and information.

Using our portfolio of brands to differentiate our content, services and consumer products, we seek to develop the most creative, innovative and profitable entertainment experiences and related products in the world.”

Comany overview

Walt Disney was founded on Oct 16, 1923 by Walt Disney and Roy O. Disney as the Disney Brothers. Disney Consumer Products (DCP) is a branch and business segment of The Walt Disney Company that engages in merchandising of the Disney brand and Disney properties. DCP was incorporated in 1929, when Walt Disney licensed the image of Mickey Mouse for use on a children’s writing tablet. On December 16 of that year, Walt Disney Productions formed the Walt Disney Enterprises (WDE) division to handle merchandising. In 1932, Kay Kamen took charge of what then became Disney Licensing, setting the standard for character licensing within the entertainment industry. Today, Disney is the world’s largest licensor. . The business is aligned around five strategic brand priorities: Disney Media, Classics & Entertainment, Disney & Pixar Animation Studios, Disney Princess & Disney Fairies, Lucasfilm and Marvel. The first Disney Store opened in Glendale, California on March 28, 1987 which became their retail theme model for all their other stores later to come. Now Disney has over 200 Disney Store locations in North America; more than 40 Disney Store locations in Japan and China; and more than 80 Disney Store locations in Belgium, Denmark, France, Ireland, Italy, Portugal, Spain and the United Kingdom, plus online stores.

They have a operating income of $893 million and 4,200 licensees for mostly Winnie the Pooh and Mickey Mouse product.

Plus, some other top characters from Disney including Pixar, Lucasfilm and Marvel.

James Pitaro became the chairman of Disney consumer products and interactive media in February 2016, where he oversees the Company’s creation of physical and digital experiences across more than 100 categories.

Pitaro and his team bring to life the characters and stories of four iconic brands, which is Disney, Pixar, Star Wars, and Marvel, through Disney’s licensing business across toys, apparel and home goods; the world’s largest children’s book publisher; a robust digital game slate including mobile and console experiences; and approximately 350 Disney Store locations around the world.

Also under Pitaro’s leadership is the team at Maker Studios as well as cutting-edge technologists and creative content experts that manage Disney’s web and social media presence and create original content for next-generation audiences.

In addition, his team manages the company’s relationships with retailers globally.

Ownership Structure Disney has a team for each segment media networks, parks and resorts, studio entertainment, and last but not least consumer products and interactive media, which they combined together. Their whole senior management team consists of 25 people.

Robert A. Iger has been the Chairman and Chief Executive Officer of The Walt Disney Company since 1996. His strategic vision for The Walt Disney Company focuses on three fundamental pillars which is generating the best creative content possible, fostering innovation and utilizing the latest technology, and expanding into new markets around the world.

Mr. Iger has built on Disney’s rich history of unforgettable storytelling with the acquisition of Pixar (2006), Marvel (2009), and Lucasfilm (2012), three of the entertainment industry’s greatest storytelling companies. He has always embraced new technology and Mr. Iger has made Disney an industry leader through its creative content offerings across new and multiple platforms.In the fiscal year of 2015, Disney delivered record revenue, net income, and earnings per share for the fifth year in a row. During Mr. Iger’s tenure, The Walt Disney Company has been recognized as one of the “Most Reputable Companies” in both America and the world by Forbes magazine (20062015); one of “America’s Most Admired Companies” by Fortune magazine (20092015); one of the “World’s Most Respected Companies” by Barron’s (2009-2014); one of the “Best Places to Launch a Career” by BusinessWeek magazine (20062010); and as “Company of the Year” by Yahoo Finance (2013).

Current Revenue Only 11% of the company The total revenue for Disney Consumer Products was ~$4.5 billion in 1H15. out of 49.78 billion overall revenue

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Future Plans Disney has a lot of future plans for their company in the next upcoming three years. Later in this year a third theater and new 4K projection system will be added to Soarin’ at Epcot in summer 2016. The new ride experience will take guests to some of the world’s most unique man-made and natural landmarks such as the Great Wall of China, the plains of Africa and Monument Valley. Another venture to open this summer, in Universal Orlando, Skull Island: Reign of Kong is headed to Universal’s Islands of Adventure.

It is multi-sensory with a multi-dimensional experience and will take you on a 1930s expedition into the jungle, where you’ll encounter prehistoric predators and a savage beast on a trackless all-terrain vehicle that is 40-feet-long, can accommodate up to 72 guests.

For 2017- James Cameron’s AVATAR-based land Pandora is set to open in Disney’s Animal Kingdom some time in 2017. The land will be the largest expansion in Animal Kingdom history with floating mountains and bioluminescent plants. The main attraction will be AVATAR Flight of Passage, which will let guests take flight over an alien world aboard a Banshee. A boat ride will take guests through the bioluminescent forest. Star Wars Land at 14 acres will be the largest land at Disney World scheduled to open but there is no timetables that have been revealed for the creation of the land. It will transport guests to a never-before-seen planet, with two new attractions based around a secret mission aboard the Millennium Flacon and an epic Star Wars battle. An 11-acre land will rise up around Toy Story Mania, offering a Buzz-sized perspective on Andy’s backyard. There will be oversized building blocks and game board pieces, plus a brand new family coaster aboard the Slinky Dog and an alien saucers spin based on the characters the little green man and the claw.

For 2018The two-story, 10,000 sq. ft. separating it into four roughly 2,500-square-foot spaces.

The building is owned by Thank You Walt Disney, a non-profit organization that saved the building from demolition and continues to stabilize and maintain the structure.Thank You Walt Disney, Inc. is dedicated to preserving and restoring the Laugh-O-gram Film Studio that Walt Disney created and operated in Kansas City, Missouri from 1922-1923.

The building is suppose to be an expansion that should contribute to the development of a Kansas City Campus of Innovation, an opportunity to advance digital inclusion initiatives for neighborhood with development and investment radiating from the successful programs founded within this facility. Right now only 80% of households in this neighborhood do not own computers or have internet and 70% of Kansas City Public School students have no internet. The building would feature four public areas: Museum of Animation for the recreation of Walt’s Laugh-O-Gram studio, Flex Studio for classrooms/ event space for training & public programs ,Welcome Center for soda/coffee shop and museum gift shop, and Co-working Space for new media start-up entrepreneurs.

Star wars Land

Market overview

Swot Analysis

Two-thirds of the United States GDP comes from retail consumption. In 2015, more than one-fifth of the world’s retail sales occurred in the United States. Disney retail stores carry a wide range of product categories. The main categories being apparel, toys, and childrenswear.

Strength Diversified product and service portfolio Brand recognition/ loyalty Largest worldwide licensor of character based merchandise Reaching customers by parks and resort operations Significant customer penetration of the distribution network operations Responsiveness to markets

Weaknesses Frequent change in top management Poor working conditions in factories that produce their merchandise Large investments with high risk involved Limited range of target audience mainly children and mothers.

Opportunities To create better customer service More Diversification Social Media

Threats Maintaining product differentiation Businesses that operate digitally and are Better adapted online and marketing More concern with content over quality Employee retention-retaining and recruiting innovative people Style preference has been the same

NPD reported that the U.S. toy market grew to $19.48 billion in 2015. NPD had estimated sales would grow 6.2%, but the toy market sales increased 6.7%. The sales performance of 2015 could be one of the best years the U.S. toy industry has seen in well over a decade. Success can be attributed to toys inspired by movies, as they outperformed the market, growing by 9.4%. Success of Disney’s Frozen and Star Wars have made an impact in the toy market. Star Wars products reached $700 million in sales making it the number one property of the year. Star Wars was worth more than Jurassic World, Minions, and Avengers combined. In January 2016, U.S. toy sales jumped nearly 7%, topping estimates.

The U.S. apparel market in 2015 amounted to $225 billion. Sales of women’s apparel in the U.S. alone were $110,826 million. Clothing store sales attributed $183.01 billion.

Apparel and accessories retail e-commerce revenue was $63.5 billion and is steadily growing. New York and Los Angeles were the largest U.S. markets in terms of apparel sales. Smaller markets such as Orlando and Washington, D.C. were top markets driving both the growth rate and dollar volume increases for the industry.

The current value sales of childrenswear grew by 2%, to reach $29.7 billion in 2015.

Girls’ apparel was the largest category of the market, holding 38% value in sales. Boys’ apparel held 32% value. Baby and toddler clothing held the remaining 30% of the market sales.

Perpetual map

Channels of Distribution

We created the perceptual map based on price points and accessibility. Disney Stores are placed in various locations across the United States but they still are not the easiest the stores to find. Also, they tend to have higher price points but overall their prices are pretty standard considering the company. In comparison to Disney’s competitors, such as Toys R Us and Nordstrom, they stay in the middle with a higher, but overall, average price point and good accessibility.

Disney has Disney Stores, Disney Baby, and Disney Store Outlets across the United States, Europe, and in Japan.

High Accessibility

H i g h p r i c e

L o w p r i c e

Low Accessibility

Disney has almost 250 stores in the US, 80 stores in Europe, and 40 stores in Japan.

Collaborations

Promotional activities Communication

JCPenny

In February 2015, JCPenny introduced a special line of products to celebrate the release of the Disney movie, Cinderella. They also created a marketing campaign that included a commercial that premiered during the Academy Awards.The campaign was a way to showcase how the retailer can inspire today's modern woman and make her fairy tale dream a reality. In addition, design students from The Fashion School at Kent State University were invited to view the gown and showcase their creativity by submitting their design interpretation of a modern day fairytale look. The winner of the competition, was chosen by a panel of judges, including JCPenney style voice Nina Garcia and fashion designer Charlotte Ronson, and received a $5,000 scholarship and an opportunity to have their design displayed. To top it all off, JCPenney also provided young women with their own fairy tale experience by inviting them to a workshop that encouraged confidence, self-motivation, health and wellness. The teens selected enjoyed a private dining event with special guests, received a JCPenney shopping spree and makeover, and had the opportunity to attend the red carpet premiere of "Cinderella" on March 1, 2015 at the El Capitan Theatre.

Kohl’s Disney has been partners with Kohl’s for almost 2 years as a way for Disney to advertise their latest productions and to bring more business to Kohl’s. Some of the collaborations they’ve produced include a singing contest to be featured in a Kohl’s commercial during the American Music Awards and Kohl's Jumping Beans Disney Americana Collection. Their most successful collaboration is the Disney Inspired fashion collections by Lauren Conrad. Conrad released her fourth Disney collection at Kohl’s, which was inspired by Minnie Mouse. Her other collections were Cinderella and Frozen. The latest collaboration is the Disney Captain America: Civil War activewear collection at Kohl’s that launched in April. The “Be a hero” collection was created by Her Universe founder, Ashley Eckstein, which is includes tank tops, tees, and leggings.

Sephora Sephora released a limited- edition Minnie Mouse collection in April 2016. The line includes seven pieces that consists of liquid eyeliners, eyeshadow palettes, brushes, and a bright cherry lipstick. The six-piece brush set is decorated with gold polka dots, and a compact mirror in the shape of Minnie’s bow.

Last year Disney spent about $2.1 billion on advertising. They have noticed a steady decline in the success of television ads so they are focusing more on digital ads and social media. They have pop ups and banner ads, as well as ads in the e-commerce stores that they have lines in. most of the stores have that have Disney lines have separate Disney stores on their e-commerce sites. However, they do still use traditional advertising like television and print ads. Disney has also mastered the art of having something to do with every part of the customers life. They have cereals, credit cards, ads on the backs of grocery store receipts, really, anything you can imagine.

Disney CRM: Disney is unique in the way that most people, young or old, have some kind of an emotional connection with the brand. That pretty much manages customer relations on its own. Another strategy that Disney uses is that they are places everywhere to customers constantly see something from Disney and they have disney in every part of their lives. Disney prides itself on being the happiest place on earth, and in order to do that in the parks, they train the staff to have impeccable customer service and they are constantly trying to improve the customer experience in the parks, however that attention to detail doesn’t always carry through to the other disney platforms.

Demographics

Current Customer

Gender: Males and Females Age: Children 4-12 yrs. and Parents 3555 yrs.

Income: $56,500+ Education: Grade School and up

Name: Alex Reading Age: 5 Location: Orlando, Fl Education: Kindergarten Income: Mommy and Daddy’s Hobbies/Interests: Taking ballet classes, playing games with friends, and just being so cute

Pychographics

Cartoon lovers Music/Entertainment Travelers Innovators/Experiencers

Name: Michelle Lawson Age: 35 Location: San Francisco, CA Education: Doctorate Occupation: Physical Therapist Income: $95,000 Hobbies/Interests: Yoga, Running marathons, and enjoys being a mom and wife to her husband and 2 daughters.

OmniChannel The Disney website had a total of 21.70 visits in April. Website visitors spend around 3:16 on the site. They visit nearly four pages during their stay. The bounce rate for the site is 59.78%, which could be attributed to the graphics heavy landing page. Disney. com is the U.S. site, so it receives 61.79% traffic from the U.S. Of that traffic, 30.41% of it is direct. A total of 20.91% of that traffic stems from social media. The site serves to give a brand experience and awareness. On their site you are updated with their promotions and activities. As Captain America: Civil War was their most current movie approaching theaters, the landing page featured Captain America graphics to bring attention to the movie. From the site, you can find links at the top to the store, the parks, then games, video, fun, blogs, TV, and more. Anything Disney and Disney inspired crafts or recipes can be found.

INstore Experience Each Disney Store location offers a magical shopping experience, that can only be delivered by Disney, one of the world’s largest and most successful entertainment companies.The new store design, created by “Office”, launched in 2010 with the goal of it becoming “the best 30 minutes of a child’s day.” Their focus is to engage kids and their parents in creative and unexpected ways. Disney has a store identity and visual vocabulary that sets a tone of voice that’s rooted in Disney storytelling.

All of their in-store signage adds to the overall Disney experience. They even have marketing campaigns such as “Tink’s Treasure of the Week” and the “Twice Upon a Year Sale” that creates a design magic into the “sale” messaging.

strategic initiative strategic initiative

Market Overview By Location: When choosing locations to place the boards, we decided to look at the newer stores that Disney is investing the most money in as far as technology and other differentiators. We also looked at location and where we would get the most foot traffic.

Harajuku, Tokyo: We chose this store in tokyo because of it’s unique merchandise and the fact that it targets a little different of an audience than the average Disney store. The Harajuku store is located directly across from the exit of JR East’s Harajuku Station (railway station) which on average has 70,866 passengers daily.

Takeshita Street has been open since the 1990’s is very popular with young teenagers, particularly those visiting Tokyo on school trips, or local young people shopping for small “cute” goods at weekends. It is the first Disney store in Harajuku and we expect great things. The biggest difference in this store is that it is totally Harajuku Girl themed and targets an older customer. The exterior is made to look like a castle and the interior is nothing less than elegant. The biggest selling point is for us was the investment on magic mirrors that cater to mature customers and have information about styling products and other merchandise that they might also like.

Times Square: All together there is 10 Disney stores in NYC. Times square was the most obvious choice when choosing a location. It is the largest standalone store in the US and features the most technology. On estimate there is 26 million people who visit Times Square each year, which is about 50,0000 people who go through Times Square every day, which consists of 25,0000 employees, residents and tourists. It also has three floor of merchandise and provides events which includes trivia, art of drawing, storytime and more every day all summer long. Disney in Times Square provides New York exclusive products for the tourists who come on average. They also have the advertising board outside that will be useful for promoting the boards.

Shanghai: Shanghai is the newest of all the locations and the most technologically advanced. The store also gets so much attention that it had to close an hour after it opened last year.

“Our initiative is to implement Microsoft’s Digital Blackboards into Disney stores to improve customer engagement and omni-channel experience. The boards will improve the customer journey by integrating the park and in-store experiences.”

Disneyworld / Disneyland: In order to bring the park experience to the stores and online, we have to put boards in the parks. Disneyworld was the obvious choice because it is the largest of the parks and has the most visitors. Since there isn’t a popular store in the west coast, we decided that the store in downtown Disneyland would be the perfect place to have a board. Last year, Disneyland had about 4.5 million visitors, 46,000 per day. Disney World gets 53,000 visitors per day and over 18 million visitors per year.

Specifications

The Technology

The Digital Blackboard is a product from Microsoft’s perception of what the future of productivity will be. In their vision, productivity will rely heavily on mobile and holographic technology. This product is not set to come out until 2020. The Digital Blackboard is designed to create a smart multi-user space that allows people to communicate as if they are in the same room.

The digital blackboard creates a smart multi-user space that allows team members to work on challenges together. A person can appear on the blackboard and is able to interact with their team members and manipulate the same content as if they are in the same room. Users can share live experiences with their peers.The blackboard uses real-time data and translation to communicate, and annotate views. It also offers 3D holograms augment views of your environment and tools creating a mixed reality. Users can see, move around and interact naturally with information and virtual objects placed in their world. It has adaptive environments able to recognize users faces as they enter the space.

They can quickly 'rehydrate' the room with their project or whatever they were doing on the blackboard and resume where they left off.

Suppliers

The only suppliers for the digital Blackboard is Microsoft Enterprise. Microsoft Enterprise has a specific section called productivity that pays attention to simplifying the way you communicate with people, share expertise, gain business insight, and find information. It amplifies the impact of your experience by delivering powerful experiences across all technologies changing the way people work today and the way they expect to work in the future. No other company is knowingly creating this kind of technology and they are planning to fund this themselves, seeing as they already spend 9.8 billion on research and development for their own products. Based on their assessment of key technology trends and their broad focus on long-term research and development, they see significant opportunities to drive future growth in smart connected devices, cloud computing, entertainment, search, communications and productivity.

operational plan For the strategic initiative, since it does not come out until 2020, we at disney will start our process a year before in 2019. In this year for 11 months Disney will do a self assessment where we will define our business vision for The Digital Blackboard. For the self-assessment we will research the market and competition, identify needed resources, hire the necessary employees, operating cost elements, markets size and stability, Evaluating potential risk and benefits and figuring out different ways to incorporate the technology. In September of 2019, Disney will meet with microsoft to go over things for them to prepare for the installation of the Digital Blackboard, such as space arrangements and all the specifications needed. In October, we will begin the hiring process and by November, the hired creators will start the design process of where each Digital blackboard is going to go. Once December begins, we will start the installation process so when the boards arrive, we can place them in their spaces by the beginning of January. This process takes 3 months to ensure that each board is carefully and correctly placed. By February, mid-March, the IT team can come in and ensure that everything is placed correctly for the boards to work. The animators will begin their creation process in November and be finished in March. This process would take 4 months so the animators can be sure that their characters will be able to successfully interact with customers. Last but not least, from March until May, we will be training the retail staff. This is a highly important part of the process to ensure they are more than prepared for this new type of technology in the stores. In order for this technology to be popular and successful with consumers, they must see that the retail staff can show them the ease of use to keep them interested. On June 12th, this innovative technology will finally will be revealed.

Target customers Demographic

The Disney consumer comes from various backgrounds and age ranges. The first group of consumers, also known as Generation Z, would be children ranging from ages 4 to 12. They are early in their education years and are fully financially dependent on their parents. The millennial group of consumers would be young adults from ages 16 to 22. They are finishing high school and beginning their college years and are, also, still financially dependent on their parents. Generation X, the final group of consumers, are adults from ages 28 to 55 years old. They have acquired an education of a bachelor’s degree, or higher, and have an income starting at $55,000.

Name: Noah Lewis Age: 6-years-old Location: Miami, Florida Education: First Grade Student Income: Weekly Allowance Interests/Hobbies: Doing arts & crafts, watching cartoons, and playing soccer

Name: Olivia Edwards Age: 19-years-old Location: San Francisco, California Income: Part-Time Barista Interests/Hobbies: Going shopping, doing yoga, and visiting art museums

Psychographics

Each group of consumers leads a different lifestyle. Generation Z enjoys being active by playing on the playground or at a park. They also enjoy leisure activities like watching Disney Jr. and finger-painting. This group is pretty new to the world of technology but they are always eager to use their parent’s phones or tablets to play games. Their shopping habits is based on their parent’s income and will to buy them new clothing and toys. The millennials work part-time jobs, more than likely in retail or the food industry, and they enjoy hanging out with friends and staying active. Millennials are constantly connected through technology and they are always wanted to learn about new technology being released. The generation X consumers are career driven individuals that enjoy activities such as yoga and brunch in their free time. They are not as tech savvy as the millennials but they always try to keep with new technology being released.

Name: Madeline Parker Age: 32-years old Location: New York City, New York Income: Joint-Income Interests/Hobbies: Brunch with friends, Mommy & Me Stroller Strides, and Spending time with her family

Name: Jacob Parker Age: 4-years-old Location: New York City, New York Income: Mommy and Daddy Interests/Hobbies: Mommy & Me Stroller Strides, fingerpainting, and swinging at the park

Promotional Plan

Social Media

When making a promotional plan for the initiative, we decided to mimic Disney Parks promotional strategy, so we will do signage, social media campaigns, and store events. For the launch of the boards, we plan on having park and store parties the day before the boards actually launch. We will have the Disney cast members attend while guests try the boards. There will be signs in the parks and stores, as well as on the Times Square LED billboard to let customers know about the events and the boards a month prior to launch. A month before the launch, we will run social media campaigns to give a preview of what the boards can do. We will have a permanent ad on the website that will direct customers to the part of the website that will begin two months before the launch and will let people know how to use the feature from the website. Lastly, there will be permanent signs throughout the parks to direct guests to the Disney Stores that have the boards.

On social media, we will focus mainly on promoting through Instagram.

Using this platform, Disney will post about the Digital Blackboard pre-launch, during the launch, and post-launch. This target consumer for the Blackboard will be tech-savvy with a media mindset that is satisfied by their Instagram feed. Instagram will be successful in keeping the consumer informed about what the store will have to offer once the Blackboards are implemented.

Financial Plan conclusion The financial plan covers all of the costs associated with the installation, programming, and training of the Microsoft Digital Blackboards. Each board will cost $20,999. We will put a digital blackboard in 5 different Disney locations so that will add up to $104,995. Microsoft also charges a $9,000 installation fee per board. It is important for Microsoft crew members to install the boards to ensure that everything is done correctly. One of the most important costs in the financial plan is the $1,850 cost for training the retail staff on how to properly use the digital blackboard. This is extremely important in the process because it is crucial in ensuring that consumers can rely on the Disney retail staff to show them how the digital blackboard fully works. All of the costs covered in the financial plan are essential to the success of the digital blackboard.

Introducing the digital blackboards into Disney stores is a great way to not only implement new technology into the Disney company but it is also a great way to engage consumers while shopping in Disney retail locations. This new technology will give Disney an advantage over its competitors and will increase customer retention rates. By connecting the parks and Disney stores, through the digital blackboard, consumers will have the opportunity to experience the magic of the Disney parks in-store.

Appendix

Ownership Structure

Disney’s collaboration with Kohl’s was popular amongst young women and girls, but failed to show increase in revenue at the end of 2015. From July the revenue went from $1.80 per share to $.70 a share by the end of the 2015 fiscal year.

Disney’s collaboration with JCPenny and Sephora were a large part of J.C. Penney’s improved income for the quarter, Ellison said. Sephora entered 23 J.C.Penny locations this quarter, and expanded in six stores. The offerings helps create an “emotional connection” with customers, Ellison added.

Consumer product revenue of The Walt Disney Company in fiscal years 2009 to 2015, by segment (in billion U.S. dollars)

Collaborations: JC.Penny

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