Read the following discussion:

Disney's competitors contrast in every business segment. In the Media Network division, it competes directly against News Corporation and Time Warner, Inc. (Neilson, 2014). Time Warner is a key competitor to Disney and is comprised of three divisions: Filmed Entertainment Networks, Publishing and Cable. It possesses Time Inc., TBS Networks and Warner Brothers (Strategic Management). Also, the company faces competition from Comcast owned NBC Universal, in television and with their Paramount Pictures, Universal studio entertainment, and theme parks & resorts segment (Neilson, 2014).

Theme Parks & Resorts

The organization's theme park division competes with Universal Studios, Six Flags Entertainment (SIX) and Cedar Fair (FUN). As indicated by industry specialists, theme park stocks have a tendency to perform greatly even in a slow economy as users favor heading to a nearby theme stop as opposed to paying for an extravagant get-away. Meanwhile, a recovering U.S. economy in addition to low gas costs is driving income to organizations in this division (Hang et al., 2012).

Studio Entertainment

In this division Disney Company compete with every king of entertainment. Countless create or broadcast TV films and theatricals, exploit home entertainment market products, support live theater, and offer pay TV programming services. Also, it competes to acquire performing and creative talents, broadcast rights, story properties, and advertiser support that are key for the Studio Entertainment business of the company (Hang et al., 2012). The company’s studio entertainment division greatest competitors include studios owned by Twenty-First Century Fox (FOXA), Sony (SNY), Time Warner (TWX), and Viacom (VIA) (Hang et al., 2012).

Consumer Products

Disney's product licensing, distribution, and retail entities compete with different licensors, retailers and distributers of character, celebrity names and brand. According to independent surveys, Disney is the leading global licensor of character-construct products as per retail sales. Operating outcome for the retail and licensing business are affected by seasonal users/customer buying behavior, levels of promotion and marketing, consumer preference, and cable programming broadcast and theatrical releases performance and timing. This companies division faces great competition from organizations such as Hasbro, Inc., News Corporation and Mattel, Inc., which offer similar line of products (Hang et al., 2012).

Interactive Media

Its online products and sites compete with various other products and online sites. The company’s video game business primarily competes with other video game software publishers and other forms of home entertainment. Its tops three competitors in this division include Warner Bros. Interactive Entertainment, which is Warner Bros subsidiary. Home Entertainment Group develops and licenses games as per DC Entertainment family and Warner Bros. properties including movies (Harry Potter, Batman Returns,) and TV shows (Justice League, Looney Toons).

Strategic Recommendations for Disney Park & Resort Division

Walt Disney must consider purchasing some of its competition and properties that would be potentially used for its future expansion. The company could employ this property to launch "Mini Disney Kingdoms" in the whole of United States. This will provide it with more regional presence in areas that are most populated while also pressurizing their rivals (Parekh, 2013).

The company should also continue to strengthen its operations by recognizing new prospects in the existing target markets. However, their undertakings into new markets should uphold the company’s values and be totally compatible with either its entertainment niche or be in line with the information division (Parekh, 2013).

Also evident is the fact that Disney’s target market is basically kids, yet with its immense assets its products reach the entire audience spectrum from toddlers to adults. Hence, to capture a wider market, as well as counter competition initiatives, the company should diversify its offerings and create high-quality content, making the content highly engaging and easily accessible via the innovative technological use (Peters, 2012).

Lastly, the organization should invest highly in technology and develop communication systems that would offer consumers a platform to enable them view them parks, such as Google Maps, whereby the long line are promos and seasonal notices. This should be coupled with creation of a targeted/customized media advertising strategy for its ‘Park and Resort’ division (Peters, 2012).

After reading, look at the feedback and give response:

Thanks for your post, Dunedrew. There have been some strategies to generate more revenue for Disney parks and reduce lines for some guests with a premium admission ticket. Do you believe that this strategy comes at a cost for customer loyalty for those guests who cannot afford these premium guest tickets?