Report: Your report should include: I. NSU Cover page (1 page in length). It will present the name of the case and the author(s) of the report. II. Executive Summary (1 page in length). The Executive Summary is a concise overview of the report. It notes the essential points of the report and should have the following sections: A. B. C. D. E. Problem Statement: State the main problem facing the firm (or industry) in one, succinct sentence. Analysis: Summarize the main findings of your analysis. You may use bullet points, bold, italics - any means to convey and highlight the key factors you have determined based on your analysis. Alternatives: State briefly (one sentence or a bullet point each) 2 or 3 alternative courses of action that could be implemented Recommendation: Choose one course of action and support your choice. Implementation: Briefly (2 or 3 sentences) present how the plan would be implemented. This tests the viability of the choice. For example, your plan would demonstrate that the company has the people, financial resources and time to implement your recommendation. FORMATTING for Executive Summary: Single-space One inch all margins Use bullet points, lists, or other means to convey information briefly. Further explanation can be found in the main body of the report. Use headings and subheadings to organize the material in an easy to read and understandable manner that highlights the essential points of your analysis. Do not include a summary or overview of the firm in your report. All parties are knowledgeable and need no background presented. III. Case Study Report (4-8 pages). Charts, Appendices, supplementary material are not part of the page count for the Case Study Report. The Case Study Report should be written from the perspective of an outside consultant, writing to the CEO of the firm. The format of the report should follow the guidelines of the Executive Summary: A. B. C. D. E. IV. Summary: Briefly summarize the situation presented in the case Do not repeat history, focus on the last two or three years and the future. Analysis: Present your analysis of the situation using tools of Strategic analysis. Include in your analysis the main problems facing the firm (or industry). Alternatives: State suggest alternative courses of action that could be implemented Recommendation: Recommend the best course of action and explain your choice. Implementation: Briefly (2 or 3 sentences) present how the plan would be implemented. This tests the viability of the choice. For example, your plan would demonstrate that the company has the people, financial resources and time to implement your recommendation. Bibliography. Report must be written according to APA style and be carefully referenced. You should have a minimum of 3 journal articles plus the Company's 10k in your references. FORMATTING for the body of the report: Double-space Page numbers One inch all margins All responses should be in full sentences and paragraph form. Bullets or lists should be explained in the text. Appendices should be explained in text, numbered and labeled No grammar or spelling mistakes V. Attach the Rubrics for the case study to the end of the report. It will be returned to you with your grade. Academic integrity is of the utmost importance in this case study. All work must to be your own; all sources must be cited and referenced properly. TITLE OF RUBRIC: Strategy Case Study Course: MGT 5090 LEARNING OUTCOME/S: CC 1 and 2 Date: PURPOSE: Applying theory to practice and Name of LP: Regina A. Greenwood consistently using Strategy VALIDITY: Strategy Best Practices Name of Student: COMPANION DOCUMENTS: Individual Cases Earning maximum points in each box in 'PROFICIENT' column and / or points in columns to the right of 'PROFICIENT' meets standard. <<<<<<<<<< less quality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . more quality >>>>>>>>>> Performance Criteria Analyzes the situation Generates Realistic alternative Solutions Evaluates Solutions/ Selects Optimal Generates an Implementatio n Plan Develo ping Proficient Accomplish ed Exemplary Does not identify the proble m (4pts) Does not present analysi s (4 pts) Provide s no realisti c solutio ns (4 pts) Selects withou t evaluat ion Identifi es a sympto m Identifies a significant problem (12 pts) Identifies a critical problem Effectively identifies the crucial problem (20pts) Vaguely analyze s materia l (8 pts) Provide s ambigu ous solutio ns (8 pts) Selects with little evaluati on Generally analyzes the situation (12 pts) Analyzes some key factors Provides Solutions (12pts) Provides realistic solutions (16 pts) Provides realistic solutions related to the problem (20 pts) Evaluates alternatives and selects one Evaluates alternatives and explains rationale for selection (4 pts) States Problem Effectively Basic (8 pts) Provide s no plan Provide s cursory plan Uses effective format and writes at the graduate level Evaluates alternatives, provides rationale, and selects optimal solution for the main problem (20 pts) Provides implementa tion plan considering major factors (10 pts) Uses effective format and writes at the publishable level (8 pts) (10 pts) (2 pt) Writes at the Graduate Level Does not use designa ted format or standar d (2 pt) (8 pts) (12 pts) Provides an implementa tion plan (6 pts) (4 pts) Does not write clearly or in an organiz ed format (4 pts) Uses effective format, style, grammar, punctuation , and references (6 pts) (16pts) (16 pts) (16pts) Provides realistic implementa tion plan (8pts) Score Insightfully analyzes key factors (20 pts) % Comments: _________________________________________________________________________________________________ ___________________________________________________________ CASE 22 The Walt Disney Company: Its Diversification Strategy in 2014 John E. Gamble David L. Turnipseed Texas A&M University-Corpus Christi University of South Alabama T he Walt Disney Company was a broadly diversified media and entertainment company with a business lineup that included theme parks and resorts, motion picture production and distribution, cable television networks, the ABC broadcast television network, eight local television stations, and a variety of other businesses that exploited the company's intellectual property. The company's revenues had increased from $35.5 billion in fiscal 2007 to $45 billion in fiscal 2013 and its share price had consistently outperformed the S&P 500 since 2003. While struggling somewhat in the mid-1980s, the company's performance had been commendable in almost every year since Walt Disney created Mickey Mouse in 1928. During an investor's conference in May 2012, current Disney CEO Robert Iger commented on the company's performance since he had become its chief manager in 2005 and on its situation in 2012:1 I inherited a great company seven years ago, obviously a strong brand in Disney and a strong business in ESPN. As I look back on the seven years, what I think I'm most proud of is that I made a strong company stronger with the acquisition of some very, very valuable and important brands for the company; notably, Pixar and Marvel. And the company today is extremely brand-focused. It's where we invest most of our capital. And those brands are not only stronger in the United States than they were before, but they are stronger globally. With that in mind, the company is also more diversified in terms of the territories that it does business in. So, while we are still predominantly a US-based company, meaning well more than 50% of our bottom line profits are generated from the US, we're far more global than we ever have been. And we've planted some pretty important seeds to make the international side of our business even bigger in the years ahead; notably, in some of the big, emerging markets but also in some of the more developed markets outside the US. We also adopted, I think, just at the right time, seven years ago, a technology-friendly approach, believing that nothing the company was going to do was going to stand in the way of technology and its developments. And, rather than watch technology throw threat after threat at us and disrupt our very valuable business models, we decided to embrace it and use it to not only enhance the quality of our product and the connection we have to our customers and make the company more efficient but, ultimately, to reach more people in more ways. And I'm pleased to say that that has definitely worked. The other thing that I think is very notable about the company is that, as many businesses as we are in, and as many territories as we operate in, the company is managed in a very cohesive fashion. The credit really belongs to a senior management team that knows where the value is created at the company, is invested in The Walt Disney Company and not in [their] individual business, and [strives for] coordination between the businesses. . . . [This mindset] is a real distinguishing factor or attribute of our company. And it sets us apart from many companies in the world, and it certainly sets us apart from all media companies. As the company entered its second quarter of 2014, it was coming off a record-setting first quarter but faced several strategic issues. The company had invested nearly $15 billion in capital in its businesses during the past five years, including a 43 percent investment in a $4.5 billion theme park in China, the construction of two new 340-meter ships Copyright 2014 by John E. Gamble. All rights reserved. C-320 PART 2 Cases in Crafting and Executing Strategy for its Disney Cruise Line, the acquisitions of Pixar and Marvel, and the acquisition of Maker Studios for $500 million with an additional $450 million performance-based payment. The company had also funded an aggressive share-buyback plan that had placed demands on its cash reserves. In addition, not all of the company's business units were providing sufficient returns on invested capital, and some business units competed in challenging industry environments. Going into 2015, Iger and Disney's management team would have to evaluate the corporation's diversification strategy under the growing cloud of layoffs at Maker Studios. COMPANY HISTORY Walt Disney's venture into animation began in 1919 when he returned to the United States from France, where he had volunteered to be an ambulance driver for the American Red Cross during World War I. Disney volunteered for the American Red Cross only after being told that he was too young to enlist in the United States Army. Upon returning after the war, Disney settled in Kansas City, Missouri, and found work as an animator for Pesman Art Studio. Disney, and fellow Pesman animator Ub Iwerks, soon left the company to found Iwerks-Disney Commercial Artists in 1920. The company lasted only briefly, but Iwerks and Disney were both able to find employment with a Kansas City company that produced short animated advertisements for local movie theaters. Disney left his job again in 1922 to found Laugh-O-Grams, where he employed Iwerks and three other animators to produce short animated cartoons. Laugh-O-Grams was able to sell its short cartoons to local Kansas City movie theaters, but its costs far exceeded its revenuesforcing Disney to declare bankruptcy in 1923. Having exhausted his savings, Disney had only enough cash to purchase a one-way train ticket to Hollywood, California, where his brother, Roy, had offered a temporary room. Once in California, Walt Disney began to look for buyers for a finished animated live-action film he retained from Laugh-O-Grams. The film was never distributed, but New York distributors Margaret Winkler and Charles Mintz were impressed enough with the short film that they granted Disney a contract in October 1923 to produce a series of short films that blended cartoon animation with live-action motion picture photography. Disney brought Ub Iwerks from Kansas City to Hollywood to work with Disney Brothers Studio (later to be named Walt Disney Productions) to produce the Alice Comedies series that would number 50-plus films by the series end in 1927. Disney followed the Alice Comedies series with a new animated cartoon for Universal Studios. After Disney's Oswald the Lucky Rabbit cartoons quickly became a hit, Universal terminated Disney Brothers Studio and hired most of Disney's animators to continue producing the cartoons. In 1928, Disney and Iwerks created Mickey Mouse to replace Oswald as the feature character in Walt Disney Studios cartoons. Unlike the case with Oswald, Disney retained all rights over Mickey Mouse and all subsequent Disney characters. Mickey Mouse and his girlfriend, Minnie Mouse, made their cartoon debuts later in 1928 in the cartoons Plane Crazy, The Gallopin' Gaucho, and Steamboat Willie. Steamboat Willie was the first cartoon with synchronized sound and became one of the most famous short films of all time. The animated film's historical importance was recognized in 1998 when it was added to the National Film Registry by the U.S. Library of Congress. Mickey Mouse's popularity exploded over the next few decades with a Mickey Mouse Club being created in 1929, new accompanying characters such as Pluto, Goofy, Donald Duck, and Daisy Duck being added to Mickey Mouse cartoon storylines, and Mickey Mouse appearing in Walt Disney's 1940 feature-length film, Fantasia. Mickey Mouse's universal appeal reversed Walt Disney's series of failures in the animated film industry, and the character became known as the mascot of Disney Studios, Walt Disney Productions, and The Walt Disney Company. The success of The Walt Disney Company was sparked by the Mickey Mouse cartoons, but Disney Studios also produced several highly successful animated feature films, including Snow White and the Seven Dwarfs in 1937, Pinocchio in 1940, Dumbo in 1941, Bambi in 1942, Song of the South in 1946, Cinderella in 1950, Treasure Island in 1950, Peter Pan in 1953, Sleeping Beauty in 1959, and One Hundred and One Dalmatians in 1961. What would prove to be Disney's greatest achievement began to emerge in 1954 when construction began on his Disneyland Park in Anaheim, California. Walt Disney's Disneyland resulted from an idea that Disney had many years earlier while sitting on an amusement park bench watching his young daughters play. CASE 22 The Walt Disney Company: Its Diversification Strategy in 2014 Walt Disney thought that there should be a clean and safe park that had attractions that both parents and children alike would find entertaining. Walt Disney spent years planning the park and announced the construction of the new park to America on his Disneyland television show, which had been launched to promote the new $17 million park. The park was an instant success when it opened in 1955, and it recorded revenues of more than $10 million during its first year of operation. After the success of Disneyland, Walt Disney began looking for a site in the eastern United States for a second Disney park. He settled on an area near Orlando, Florida, in 1963 and acquired more than 27,000 acres for the new park by 1965. Walt Disney died of lung cancer in 1966, but upon his death, Roy O. Disney postponed retirement to become president and CEO of Walt Disney Productions and oversee the development of the Walt Disney World Resort. The resort opened in October 1971only two months before Roy Disney's death in December 1971. The company was led by Donn Tatum from 1971 to 1976. Tatum had been with Walt Disney Productions since 1956, and he led the further development of the Walt Disney World Resort and began the planning of Epcot in Orlando and Tokyo Disneyland. Those two parks were opened during the tenure of Esmond Cardon Walker, who had been an executive at the company since 1956 and chief operating officer since Walt Disney's death in 1966. Walker also launched The Disney Channel before his retirement in 1983. Walt Disney Productions was briefly led by Ronald Miller, who was the son-in-law of Walt Disney. Miller was ineffective as Disney's CEO and was replaced by Michael Eisner in 1984. Eisner formulated and oversaw the implementation of a bold strategy for Walt Disney Studios, including the acquisitions of ABC, ESPN, Miramax Films, the Anaheim Angels, and the Fox Family Channel; the development of Disneyland Paris, Disney-MGM Studios in Orlando, Disney California Adventure Park, Walt Disney Studios theme park in France, and Hong Kong Disneyland; and the launch of the Disney Cruise Line, the Disney Interactive game division, and the Disney Store retail chain. Eisner also restored the company's reputation for blockbuster animated feature films with the creation of The Little Mermaid in 1989 and Beauty and the Beast and The Lion King in 1994. Despite Eisner's C-321 successes, his tendencies toward micromanaging and skirting board approval for many of his initiatives and his involvement in a long-running derivatives suit led to his removal as chairman in 2004 and his resignation in 2005. The Walt Disney Company's CEO in 2012, Robert (Bob) Iger, became a Disney employee in 1996 when the company acquired ABC. Iger was president and CEO of ABC at the time of the acquisition and remained in that position until he was made president of Walt Disney International by Eisner in 1999. Iger was promoted to president and chief operating officer of The Walt Disney Company in 2000 and was named as Eisner's replacement as CEO in 2005. Iger's first strategic moves in 2006 included the $7.4 billion acquisition of Pixar animation studios and the purchase of the rights to Disney's first cartoon character, Oswald the Lucky Rabbit, from NBCUniversal. In 2007, Iger commissioned two new 340-meter ships for the Disney Cruise Line that would double its fleet size from two ships to four. The new ships were 40 percent larger than Disney's two older vessels and entered service in 2011 and 2012. Iger also engineered the acquisition of Marvel Entertainment in 2009, which would enable the Disney production of motion pictures featuring Marvel comic book characters such as Iron Man, Incredible Hulk, Thor, Spider-Man, and Captain America. All of the movies produced by Disney's Marvel unit performed exceptionally well at the box office, with The Avengers, which was released in May 2012, recording worldwide box office receipts of more than $1 billion. Disney's Miramax film production company and Dimension film assets were divested by Iger in 2010 for $663 million. A financial summary for The Walt Disney Company for 2007 through 2013 is provided in Exhibit 1. Exhibit 2 tracks the performance of The Walt Disney Company's common shares between June 2004 and June 2014. THE WALT DISNEY COMPANY'S CORPORATE STRATEGY AND BUSINESS OPERATIONS IN 2014 In 2014, The Walt Disney Company was broadly diversified into theme parks, hotels and resorts, cruise ships, cable networks, broadcast television C-322 EXHIBIT 1 PART 2 Cases in Crafting and Executing Strategy Financial Summary for The Walt Disney Company, Fiscal 2007-Fiscal 2013 (in millions, except per share data) 2013 Revenues Income from continuing operations Income from continuing operations attributable to Disney Per common share Earnings from continuing operations attributable to Disney: Diluted Basic Dividends Balance sheets Total assets Long-term obligations Disney shareholders' equity Statements of cash flows Cash provided by operations Investing activities: Investments in parks, resorts, and other property Proceeds from dispositions Acquisitions Financing activities: Dividends Repurchases of common stock Supplemental cash flow information: Interest paid Income taxes paid 2012 20111 20102 20093 20084 20075 $45,041 $42,278 $40,893 $38,063 $36,149 $37,843 $35,510 6,636 6,173 5,258 4,313 3,609 4,729 4,851 6,136 5,682 4,807 3,963 3,307 4,427 4,674 $3.38 3.42 0.75 $3.13 3.17 0.60 $2.52 2.56 0.40 $2.03 2.07 0.35 $1.76 1.78 0.35 $2.28 2.34 0.35 $2.24 2.33 0.31 $81,241 17,337 45,429 $74,898 17,876 39,759 $72,124 17,717 37,385 $69,206 16,234 37,519 $ 63,117 16,939 33,734 $62,497 14,889 32,323 $60,928 14,916 30,753 $9,452 $7,966 $6,994 $6,578 $5,319 $5,685 $5,519 (2,796) 397 (2,443) (3,784) 15 (1,088) (3,559) 564 (184) (2,110) 170 (2,493) (1,753) 185 (176) (1,578) 14 (660) (1,566) 1,530 (608) (1,324) (4,087) (1,076) (3,015) (756) (4,993) (653) (2,669) (648) (138) (664) (4,453) (637) (6,923) 235 (2,531) 369 (2,630) 377 2,341 393 2,170 555 2,768 551 2,796 1 485 1,609 The fiscal 2011 results include restructuring and impairment charges that rounded to $0.00 per diluted share and gains on the sales of Miramax and BASS ($0.02 per diluted share), which collectively resulted in a net adverse impact of $0.02 per diluted share. 2 During fiscal 2010, the company completed a cash and stock acquisition for the outstanding capital stock of Marvel for $4.2 billion. In addition, results include restructuring and impairment charges ($0.09 per diluted share), gains on the sales of investments in two television services in Europe ($0.02 per diluted share), a gain on the sale of the Power Rangers property ($0.01 per diluted share), and an accounting gain related to the acquisition of The Disney Store Japan ($0.01 per diluted share). Including the impact of rounding, these items collectively resulted in a net adverse impact of $0.04 per diluted share. 3 The fiscal 2009 results include restructuring and impairment charges ($0.17 per diluted share), a noncash gain in connection with the AETN-Lifetime merger ($0.08 per diluted share), and a gain on the sale of the company's investment in two pay-television services in Latin America ($0.04 per diluted share). Including the impact of rounding, these items collectively resulted in a net adverse impact of $0.06 per diluted share. 4 The fiscal 2008 results include an accounting gain related to the acquisition of Disney Stores North America and a gain on the sale of movies.com (together, $0.01 per diluted share), the favorable resolution of certain income tax matters ($0.03 per diluted share), a bad-debt charge for a receivable from Lehman Brothers ($0.03 per diluted share), and an impairment charge ($0.01 per diluted share). These items collectively had no net impact on earnings per share. 5 During fiscal 2007, the company concluded the spin-off of the ABC Radio business and thus reported ABC Radio as discontinued operations for all periods presented. The fiscal 2007 results include gains from the sales of E! Entertainment and Us Weekly (together $0.31 per diluted share), the favorable resolution of certain income tax matters ($0.03 per diluted share), an equity-based compensation plan modification charge ($0.01 per diluted share), and an impairment charge ($0.01 per diluted share). These items collectively resulted in a net benefit of $0.32 per diluted share. Source: The Walt Disney Company 10-K reports, 2008 and 2013. CASE 22 EXHIBIT 2 The Walt Disney Company: Its Diversification Strategy in 2014 C-323 Performance of The Walt Disney Company's Stock Price, June 2004-June 2014 (a) Trend in The Walt Disney Company's Common Stock Price 90 80 60 50 40 Stock Price ($) 70 30 20 10 06 07 08 09 10 Year 11 12 13 14 (b) Performance of The Walt Disney Company's Stock Price versus the S&P 500 Index 1250 1225 1200 1175 1150 The Walt Disney Company's Stock Price 1125 1100 175 150 125 10 S&P 500 05 06 07 08 09 10 Year networks, television production, television station operations, live-action and animated motion picture production and distribution, music publishing, live theatrical productions, children's book publishing, interactive media, and consumer products retailing. The company's corporate strategy was centered on (1) creating high-quality family content, (2) exploiting technological innovations to make entertainment experiences more memorable, and (3) expanding internationally. The company's 2006 acquisition of Pixar and 2009 acquisition of Marvel were executed 11 12 225 250 13 Percent Change (June 2004 = 0) 05 14 to enhance the resources and capabilities of its core animation business with the addition of new animation skills and characters. The company's 2010 acquisition of Playdom gave it new online gaming capabilities, and its 2011 acquisition of UTV was engineered to facilitate its international expansion efforts. When asked about the company's recent acquisitions during a media, cable, and telecommunications conference in May 2012, Disney chief financial officer Jay Rasulo made the following comments:2 C-324 PART 2 Cases in Crafting and Executing Strategy Our acquisition strategy is pretty clear. Either we are buying IP that is under-exploited, underused by the owners . . . or we're buying capabilities to reach consumers in new places or in new ways. Marvel, like Pixar, was primarily an IP acquisition. We knew there was buried treasure there. The company was doing well to exploit it, but it was doing it largely through third parties. We decided to make our big play on Avengers. . . . It's done $1.3 billion as of today in the worldwide box office. Hasn't even opened in Japan yet. So it's definitely still got some running room. And in addition to the box office, it's hitting in consumer products. There's a social game. It's just exactly what we envisioned when we purchased [Marvel]. If you look at the other end of the spectrum . . . Playdom did not own a lot of IP but had a capability in social gaming that we simply did not have. Certainly we could have built it, but it would have taken a long time. Social gaming, as you all know, was taking off and continues to rise like a rocket. And we wanted to jumpstart ourselves into that space, so we bought that company with the idea of using both IP we had and the creation of new IP to get into the social space. UTV . . . is sort of a geographic. We want to grow in India. We want to grow in China. We want to grow in Russia and in Turkey, the big four and the ten after. But you need an entry strategy. And with UTV, we became the largest studio, an owner of nine television networks, and a bigger and more grounded distribution network for the Disney IP than we have in that market. Our ambition in India is clear. We want to be the family brand of India. Disney's corporate strategy called for sufficient capital to be allocated to its core theme parks and resorts business to sustain its advantage in the industry. The company expanded the range of attractions at its Disney California Adventure park with the addition of the $75 million World of Color water and light show in 2010 and the $200 million Radiator Springs outdoor race track in Cars Land in 2012. During an investors' conference in May 2012, Iger, Disney's chairman and CEO, discussed the company's approach to allocating financial resources:3 Well, first of all, it begins with an overall evaluation of how we deploy capital across the company. So, if the theme park group comes to us with a proposal to renovate Fantasyland in Florida, we obviously look at it in a very discrete fashion, meaning what are the likely returns on that specific capital investment. But we look at it against the whole capital expenditure needs of the company over a given year, or over a given period of time. So, if you look back in the seven years since I've been CEO, we've actually deployed capital in multiple ways. We've just increased our dividend. We've purchased a fair amount of our stock. We have now 103 Disney Channels worldwide, which took capital to do that. And, of course, we've invested more in our parks and resorts, which includes our theme parks. Once we decide what kind of capital we believe we might be willing to invest over a period of time as a company, we take a very, very hard look at the specific opportunity or the specific request. The Walt Disney Company's corporate strategy attempted to capture synergies existing among its business units. Two of the company's highestgrossing films, Pirates of the Caribbean: On Stranger Tides and Cars 2, were featured at the company's Florida and California theme parks. Disney had also made much of its content available digitally, including its WatchESPN services for Internet, smartphone, and tablet computer users; its growing list of Disney Publishing e-book offerings; and family content available through its Disney.com/YouTube partnership. Disney's international expansion efforts were largely directed at exploiting opportunities in emerging markets. In 2012, the Disney Channel reached 75 percent of viewers in China and Russia and was available in more than 100 countries, compared to 19 countries in 2002. Disney opened a Toy Story Land attraction at Hong Kong Disneyland in 2011 and had two more lands planned for the Hong Kong resort. The company was also developing the Shanghai Disney Resort, which would include two themed hotels, attractions, and the largest interactive Magic Kingdom-style castle built at any Disney park. During the May 2012 investors' conference, Iger made the following comments about the company's international strategy:4 When we talk about growing internationally for instance, we know that we've had opportunities to invest in that business to, essentially, increase our footprint internationally. So the opening of Hong Kong Disneyland in 2005 and the expansion of Hong Kong Disneyland that's already underwayin fact, we're opening three new lands. One's already open, one is opening this summer, and then there's a third to come later in the year. And then, of course, Shanghai Disneyland and that's one where I think is probably the best opportunity the company's had since Walt Disney bought land in central Florida in the 1960s. This is a CASE 22 The Walt Disney Company: Its Diversification Strategy in 2014 7.5-square-kilometer piece of land sitting in Pudong, right in the heart of Shanghai. 330 million live within three hours commuting distance to this park. We stood on a tower overlooking a cleared piece of property recently. I couldn't believe its size. But I'm certain that it will fulfill its potential in what is the world's most populous country in the world. In 2014, the company's business units were organized into five divisions: media networks, parks and resorts, studio entertainment, consumer products, and interactive media. Media Networks The Walt Disney Company's media networks business unit included its domestic and international cable networks, the ABC television network, television production, and U.S. domestic television stations. The company's television production was limited to television programming for ABC, and its eight local television stations were all ABC affiliates. Six of Disney's eight domestic television stations were located in the 10 largest U.S. television markets. In all, ABC had 238 affiliates in the United States. When asked about Disney's ABC-related businesses, Iger suggested that the businesses made positive contributions to the company's overall performance:5 The television studio, ABC, the network, and the eight stations that we own are a nicely profitable business for us and should continue to be nicely profitable. One of the reasons they're profitable is that, by using the studio and the network to support the creation of pretty high-quality, intellectual property or filmed entertainment, we've taken advantage of what has been a real growth market globally in the consumption of American-based filmed entertainment. We think we have distinctive, local news brands. Our stations tend to bemost of them are number one in the market. If they're not number one, they're number two. And they tend to rely on a very strong local news brand. Exhibit 3 provides the market ranking for Disney's local stations and its number of subscribers and ownership percentage of its cable networks. The exhibit also provides a brief description of its ABC broadcasting and television production operations. The media networks division also included Radio Disney, which aired family-oriented radio programming on 34 terrestrial radio stations (31 of which were owned by Disney) in the United States. Radio Disney was also available on SiriusXM satellite C-325 radio, iTunes Radio Tuner and Music Store, XM/ DirecTV, and mobile phones. In addition, Radio Disney was broadcast throughout most of South America on Spanish-language terrestrial radio stations. The company's 2011 acquisition of UTV would expand the division's television broadcasting and production capabilities to India. Among the most significant challenges to Disney's media networks division was the competition for viewers, which impacted advertising rates and revenues. Not only did the company compete against other broadcasters and cable networks for viewers, but it also competed against other types of entertainment that consumers might enjoy. For example, consumers might prefer to watch DVD, play video games, or browse the Internet rather than watch television. The effect of the Internet on broadcast news had been significant, and the growth of streaming services had the potential to affect the advertising revenue potential of all of Disney's media businesses. However, Iger believed that technology provided great opportunities for Disney:6 It's no longer just a television market . . . it's a media world. And it's rich. And it's no longer just in the home; it's everywhere. It's in school, in your car, walking down the street. You name it, you can consume media. And it's not just filmed entertainment, it's casual games and surfing websites and social networking. We're launching a TV everywhere app for the Disney Channel. This is like the WatchESPN app that we launched a while back, an app that will enable kids or anyone, for that matter, to watch the Disney Channel and its programs on a mobile device using our app, provided they are subscribers of a multi-channel service. . . . And I know that the adoption rate for the ESPN app has been great. It's a fantastic product. And, we're going to launch . . . ABC, ABC Family, and so on. In summarizing his thoughts about the opportunities for Disney's media programming, Iger concluded:7 We believe that high-quality, branded entertainment is going to continue to deliver real value to our shareholders, not just the value that we've delivered in the past but growth in a world that enables more and more distribution of that product and more consumption of it. Every one of our brands is in high demand by any new platform. You can't launch a platform today without some good content on it, and we're very wellpositioned, probably better than anybody in the business, in that regard. PART 2 C-326 EXHIBIT 3 Cases in Crafting and Executing Strategy The Walt Disney Company's Media Networks, 2013 Cable Networks Estimated Subscribers (millions)1 ESPN2 ESPN ESPN2 ESPNEWS ESPN Classic ESPNU Ownership (%) 99 99 73 33 72 99 141 58 78 91 100.0 100.0 99 99 99 82 65 64 18 ABC Family SOAPnet A&E/Lifetime A&E2 Lifetime Television HISTORY Lifetime Movie Network The Biography Channel History International Lifetime Real Women3 100.0 100.0 100.0 100.0 100.0 98 74 Disney Channels Worldwide Disney Channel, domestic Disney Channels, international3 Disney Junior3 Disney XD, domestic Disney XD, international3 80.0 80.0 80.0 80.0 80.0 42.1 42.1 42.1 42.1 42.1 42.1 42.1 Broadcasting ABC Television Network (238 local affiliates reaching 99% of U.S. television households) Television Production ABC Studios and ABC Media Productions (daytime, prime-time, late-night, and news television programming) Domestic Television Stations Market TV Station Television Market Ranking4 New York, NY Los Angeles, CA Chicago, IL Philadelphia, PA San Francisco, CA Houston, TX Raleigh-Durham, NC Fresno, CA WABC-TV KABC-TV WLS-TV WPVI-TV KGO-TV KTRK-TV WTVD-TV KFSN-TV 1 2 3 4 6 10 24 55 1 Estimated U.S. subscriber counts according to Nielsen Media Research as of September 2011. ESPN and A&E programming is distributed internationally through other networks. Subscriber counts are not rated by Nielsen and are based on an internal management report. 4 Based on Nielsen Media Research, \"U.S. Television Household Estimates,\" January 1, 2011. 2 3 Source: The Walt Disney Company 10-K report, 2013. CASE 22 The Walt Disney Company: Its Diversification Strategy in 2014 Operating results for Disney's media networks division for fiscal 2009 through fiscal 2013 are presented in Exhibit 4. Parks and Resorts The Walt Disney Company's parks and resorts division included the Walt Disney World Resort in Orlando, the Disneyland Resort in California, the Aulani Disney Resort and Spa in Hawaii, the Disney Vacation Club, and the Disney Cruise Line. The company also owned a 51 percent interest in Disneyland Paris, a 47 percent interest in the Hong Kong Disneyland Resort, and a 43 percent interest in the Shanghai Disney Resort. Disney also licensed the operation of the Tokyo Disney Resort in Japan. Revenue for the division was primarily generated through park admission fees, hotel room charges, merchandise sales, food and beverage sales, sales and rentals of vacation club properties, and fees charged for cruise vacations. Revenues from hotel lodgings and food and beverage sales were a sizable portion of the division's revenues. For example, at the 25,000-acre Walt Disney World Resort alone, the company operated 17 resort hotels with approximately 22,000 rooms. An 18th hotel with 2,000 rooms was added in 2012. The resort also included the 120-acre Downtown Disney retail, dining, and entertainment complex, where visitors could dine and shop during or after park hours. In addition, the Walt Disney World Resort in Orlando included four championship golf EXHIBIT 4 C-327 courses, full-service spas, tennis, sailing, water skiing, two water parks, and a 220-acre sports complex that was host to over 200 amateur and professional events each year. Walt Disney's 461-acre resort in California included two theme parksDisneyland and Disney California Adventurealong with three hotels and its Downtown Disney retail, dining, and entertainment complex. Disney California Adventure was opened in 2001 adjacent to the Disneyland property and included four landsGolden State, Hollywood Pictures Backlot, Paradise Pier, and Bug's Land. The park was initially built to alleviate overcrowding at Disneyland and was expanded with the addition of World of Color in 2010 and Cars Land in 2012 to strengthen its appeal with guests. Rasulo discussed the history and shortcomings of Disney California Adventure in 2012:8 We were starting to see rejection from Disneyland because it was simply too crowded every day. And we built [Disney California Adventure] both to expand the resort in terms of its offering, but also to pull people away from Disneyland. Well, the concept wasn't strong enough. It didn't have a great nighttime appeal, so the stays over there were very short, and the people would come back to Disneyland in the evening and accentuate the problem. Now you will see a totally renewed park with a real strong concept called Cars Land, built around the movie Cars. It's 12 acres. It's compelling. It's one of the biggest attractions we've ever done with a land around it. And we've already seen World of Color increase attendance at the resort. Operating Results for Walt Disney's Media Networks Business Unit, Fiscal 2009-Fiscal 2013 (in millions) 2013 Revenues: Affiliate fees Advertising Other Total revenues Operating expenses Selling, general, administrative, and other Depreciation and amortization Equity in the income of investees Operating Income 2012 2011 2010 2009 $ 10,018 7,923 2,415 20,356 11,261 2,768 251 (742) $ 6,818 $ 9,360 7,699 2,377 19,436 10,535 2,651 258 (627) $ 6,619 $ 8,790 7,598 2,326 18,714 10,376 2,539 237 (584) $ 6,146 $ 8,082 7,028 2,052 17,162 9,888 2,358 222 (438) $ 5,132 $ 7,407 6,566 2,236 16,209 9,464 2,341 206 (567) $ 4,765 Source: The Walt Disney Company 10-K report, 2013 and 2011. C-328 PART 2 Cases in Crafting and Executing Strategy Disney held a 51 percent ownership stake in Disneyland Paris and its seven hotels; convention center; shopping, dining, and entertainment complex; and 27-hole golf facility. The company had a 47 percent ownership interest in the Hong Kong Disneyland Resort, which included two hotels. A staged expansion of Hong Kong Disneyland that included three new landsToy Story Land, Grizzly Gulch, and Mystic Pointwas expected to be completed by 2013. Disney received royalties from the operation of the Tokyo Disney Resort, which was owned and operated by the Oriental Land Company, a Japanese corporation in which Disney had no ownership interest. Disney would later have a 43 percent ownership interest in the Shanghai Disney Resort, a $4.5 billion project that would include Shanghai Disneyland; two theme hotels; a retail, dining, and entertainment complex; and an outdoor recreation area. The resort in China was expected to open in 2016. The company also offered timeshare sales and rentals in 11 resort facilities through its Disney Vacation Club. The Disney Cruise Line operated ships out of Port Canaveral, Florida, and Los Angeles. Disney's cruise activities were developed to appeal to the interests of children and families. Its Port Canaveral cruises included a visit to Disney's Castaway Cay, a 1,000-acre private island in the Bahamas. The popularity of Disney's cruise vacations allowed its original two-ship fleet to be booked to full capacity year-round. While addressing investors in May 2012, Iger commented on the business's strong performance:9 EXHIBIT 5 The cruise ships [were] a solid business in that we had mid-teen returns on invested capital in two legacy ships that had been built in the 1990s. We believe that we had a quality product, that there was definitely room for us to add capacity, and that the market was there for us to expand in it. And we built two ships, the Dream, which launched in early 2011, and the Fantasy, which launched a couple of months ago. Again, a very specific look at return on invested capital for the two new ships. Interestingly enough, our four ships are about 90% booked for the year. The Dream, which we sailed, as I mentioned, in early 2011, was accretive, bottom line, the first full quarter of operation. The same thing will be true for the Fantasy. And it's just an incredible, high-quality product. The division's operating results for fiscal 2009 through fiscal 2013 are presented in Exhibit 5. Studio Entertainment The Walt Disney Company's studio entertainment division produced live-action and animated motion pictures, pay-per-view and DVD home entertainment, musical recordings, and Disney on Ice and Disney Live! live performances. The division's motion pictures were produced and distributed under the Walt Disney Pictures, Pixar, and Marvel banners. The division also distributed motion pictures under the Touchstone Pictures banner. Iger summarized the division's strategy in the following comments:10 The strategy for our motion picture group, or our studio, is very clear. We are likely to make two animated films a year, a Pixar and a Disney. There will be some times over the next five years that you could see two Pixar Operating Results for Walt Disney's Parks and Resorts Business Unit, Fiscal 2009-Fiscal 2013 (in millions) 2013 Revenues Domestic International Total revenues Operating expenses Selling, general, administrative, and other Depreciation and amortization Operating Income 2012 2011 2010 2009 $11,394 2,693 14,087 8,537 1,960 1,370 $2,220 $10,339 2,581 12,920 7,928 1,849 1,241 $ 1,902 $9,302 2,495 11,797 7,383 1,696 1,165 $1,553 $8,404 2,357 10,761 6,787 1,517 1,139 $1,318 $8,442 2,225 10,667 6,634 1,467 1,148 $1,418 Source: The Walt Disney Company 10-K report, 2013 and 2011. CASE 22 The Walt Disney Company: Its Diversification Strategy in 2014 films in one year and a Disney. But, basically, you're looking at two a year. We intend to make, probably, two Marvel films a year going forward, and that slate is pretty defined over the next three to four years. And then, somewhere in the neighborhood of six to eight, probably closer to six, Disney-branded live action films. . . . We're not in the business of making 20 films a year or more than that. We are only in the business of making those branded filmsDisney, Pixar, and Marvel. We believe that our returns on investment in those branded movies are likely to be better than the overall industry. And, when we have success with a Disney, Pixar, or a Marvel film, we can leverage it much more broadly and deeply and for a longer period of time than we can in any other film that we might make. Most motion pictures typically incurred losses during the theatrical distribution of a film because of production costs and the cost of extensive advertising campaigns accompanying the launch of the film. Profits for many films did not occur until the movie became available on DVD or Blu-ray discs for home entertainment, which usually began three to six months after the film's theatrical release. Revenue was also generated when a movie moved to payper-view (PPV) or video-on-demand (VOD) two months after the release of the DVD and when the motion picture became available on subscription premium cable channels, such as HBO, about 16 months after PPV or VOD availability. Broadcast networks such as ABC could purchase telecast rights to movies later, as could basic cable channels such as Lifetime, Hallmark Channel, and ABC Family. EXHIBIT 6 C-329 Premium cable channels such as Showtime and Starz might also purchase telecast rights to movies long after their theatrical release. Telecast-right fees decreased as the length of time from initial release increased. Also, the decline in DVD sales and rentals had affected industry revenues as motion pictures moved to lower-revenue-generating telecasts more quickly. Operating results for The Walt Disney Company's studio entertainment division for fiscal 2009 through fiscal 2013 are shown in Exhibit 6. Consumer Products The company's consumer products division included the company's Disney Store retail chain and businesses specializing in merchandise licensing and children's book and magazine publishing. In 2011, the company owned and operated 208 Disney Stores in North America, 103 stores in Europe, and 46 stores in Japan. Its publishing business included comic books, various children's book and magazine titles available in print and e-book format, and smartphone and tablet computer apps designed for children. The company's best-selling apps in 2011 were Disney Princess Dress-Up and Cars 2. Licensing revenues were generated from the use of Disney's portfolio of characters by manufacturers of toys, apparel, home decor, stationery, footwear, and consumer electronics. In 2011, Disney was the largest licensor of character-based merchandise in the world. The division's sales were primarily affected by seasonal shopping trends and changes Operating Results for Walt Disney's Studio Entertainment Business Unit, Fiscal 2009-Fiscal 2013 (in millions) 2013 Revenues: Theatrical distribution Home entertainment Television distribution and other Total revenues Operating expenses Selling, general, administrative, and other Depreciation and amortization Equity in the income of investees Operating Income 2012 2011 2010 2009 $1,870 1,750 2,359 5,979 3,012 2,145 161 $ 661 $1,470 2,221 2,134 5,825 2,908 2,053 142 $ 722 $1,733 2,435 2,183 6,351 3,136 2,465 132 $ 618 $2,050 2,666 1,985 6,701 3,469 2,450 89 $ 693 $1,325 2,762 2,049 6,136 3,210 2,687 60 (4) $ 175 Source: The Walt Disney Company 10-K report, 2013 and 2011. C-330 PART 2 Cases in Crafting and Executing Strategy in consumer disposable income. An overview of the division's operating results for fiscal 2009 through fiscal 2013 is presented in Exhibit 7. Interactive Media Disney's interactive media business unit produced video games for handheld game devices, game consoles, and smartphone platforms. The division also developed games and other content for Disney.com and Disney's websites for its parks and resorts and studio entertainment divisions. The interactive media division had found it difficult to compete in the highly seasonal video game industry and had suffered losses each year between fiscal 2009 and fiscal 2013. In addition, the division's sales were affected dramatically by the timing of new console releases and the popularity of its game titles. In 2010, the company acquired Playdom, Inc., a company that developed online games for social networking sites, to help speed the company's product development capabilities in that area. In summing up the division's performance and future prospects, CEO Iger stated:11 We have an interactive division that includes games and a number of our Disney-branded websites. We've lost money in that space. The division overall is small when you compare it with the other big divisions of the company and it will continue to be relatively small. We've said that we're targeting 2013 as a year of profitability. It's about time, because we've invested a fair amount. . . . Our goal now and our strategy is to diversify our gaming efforts. Some modest investment on the console front, very Disney-branded and EXHIBIT 7 Marvel-branded, some investment on the mobile front, and investment on the social games front. In March 2014, Disney laid off about 700 employees from its media units, the majority coming from Playdom. Operating results for Disney's interactive media division for fiscal 2009 through fiscal 2013 are presented in Exhibit 8. The company's consolidated statements of income for fiscal 2009 through fiscal 2013 are presented in Exhibit 9. The Walt Disney Company's consolidated balance sheets for fiscal 2010 through fiscal 2013 are presented in Exhibit 10. THE WALT DISNEY COMPANY'S SECOND QUARTER 2014 PERFORMANCE AND ITS FUTURE PROSPECTS The Walt Disney Company recorded record earnings per share during its first six months of fiscal 2014, with its media networks division achieving a 17 percent period-over-period increase in operating profit, its parks and resorts division seeing an 18 percent increase in operating profits, its studio entertainment division operating profit increasing by 250 percent, and its consumer electronics operating profit increasing by 29 percent between the first Operating Results for Walt Disney's Consumer Products Business Unit, Fiscal 2009-Fiscal 2013 (in millions) 2013 Revenues: Licensing and publishing Retail and other Total revenues Operating expenses Selling, general, administrative, and other Depreciation and amortization Equity in the income of investees Operating Income 2012 2011 2010 2009 $2,254 1,301 3,555 1,566 731 146 $ 1,112 $2,056 1,196 3,252 1,514 686 115 $ 937 $1,933 1,116 3,049 1,334 794 105 $ 816 $1,725 953 2,678 1,236 687 78 $ 677 $1,584 841 2,425 1,182 597 39 2 $ 609 Source: The Walt Disney Company 10-K report, 2012 and 2011. CASE 22 EXHIBIT 8 The Walt Disney Company: Its Diversification Strategy in 2014 C-331 Operating Results for Walt Disney's Interactive Media Business Unit, Fiscal 2009-Fiscal 2013 (in millions) 2013 Revenues: Game sales and subscriptions Advertising and other Total revenues Operating expenses Selling, general, administrative, and other Depreciation and amortization Equity in the income of investees Operating loss $ 798 266 1,064 658 449 44 $ (87) 2012 2011 2010 2009 $ 613 232 845 583 429 49 $(216) $ 768 214 982 732 504 54 $(308) $ 563 198 761 581 371 43 $(234) $ 565 147 712 623 336 50 2 $(295) Source: The Walt Disney Company 10-K report, 2011, and company report, 2014. six months of 2013 and the same period in 2014. Disney's interactive division earned a $69 million profit for the six months ending March 29, 2014, compared to a $45 million loss during the same period in 2013. EXHIBIT 9 Chairman Iger summarized Disney's strong second-quarter performance and the company's position at mid-2014: We're extremely pleased with our performance in Q2, with revenues up 10%, net income up 27%, and adjusted Consolidated Statements of Income for The Walt Disney Company, Fiscal 2009-Fiscal 2013 (in millions, except per share data) 2013 Revenues Costs and expenses Restructuring and impairment charges Add: Other income Net interest expense Add: Equity in the income of investees Income before income taxes Income taxes Net income Less: Net income attributable to noncontrolling interests Net income attributable to The Walt Disney Company (Disney) Earnings per share attributable to Disney: Diluted Basic Weighted-average number of common and common equivalent shares outstanding: Diluted Basic 2012 2011 2010 2009 $45,041 35,591 214 69 235 688 9,620 2,984 6,636 $42,278 33,415 100 239 369 627 9,260 3,087 6,173 $40,893 33,112 55 75 343 585 8,043 2,785 5,258 $ 38,063 31,337 270 140 409 440 6,627 2,314 4,313 $36,149 30,452 492 342 466 577 5,658 2,049 3,609 500 491 451 350 302 $ 6,136 $ 5,682 $ 4,807 3,963 $ 3,307 $3.38 $3.42 $3.13 $3.17 $2.52 $2.56 $2.03 $2.07 $1.76 $1.78 1,813 1,792 1,818 1,794 1,909 1,878 1,948 1,915 1,875 1,856 Source: The Walt Disney Company 10-K report, 2011, and company report, 2014. $ PART 2 C-332 EXHIBIT 10 Cases in Crafting and Executing Strategy Consolidated Balance Sheets for The Walt Disney Company, Fiscal 2010-Fiscal 2013 (in millions, except per share data) Fiscal Year Ended September 28, 2013 Assets Current assets Cash and cash equivalents Receivables Inventories Television costs Deferred income taxes Other current assets Total current assets Film and television costs Investments Parks, resorts and other property, at cost: Attractions, buildings and equipment Accumulated depreciation Projects in progress Land Intangible assets, net Goodwill Other assets Total assets Liabilities and equity Current liabilities Accounts payable and other accrued liabilities Current portion of borrowings Unearned royalties and other advances Total current liabilities Borrowings Deferred income taxes Other long-term liabilities Authorized100 million shares; Issuednone Authorized4.6 billion shares; Issued2.7 billion shares Retained earnings Accumulated other comprehensive loss Treasury stock, at cost, 937.8 million shares at October 1, 2011, and 803.1 million shares at October 2, 2010 Total Disney shareholders' equity Noncontrolling interests Total equity Total liabilities and equity Source: The Walt Disney Company 10-K report, 2013 and 2011. September 29, 2012 October 1, 2011 October 2, 2010 $ 3,931 6,967 1,487 634 485 605 14,109 4,783 2,849 $ 3,387 6,540 1,537 676 765 804 13,709 4,541 2,723 $ 3,185 6,182 1,595 674 1,487 634 13,757 4,357 2,435 $ 2,722 5,784 1,442 678 1,018 581 12,225 4,773 2,513 41,192 (22,459) 18,733 2,476 1,171 22,380 7,370 27,324 2,426 $81,241 38,582 (20,687) 17,895 2,453 1,164 21,512 5,015 25,110 2,288 $ 74,898 35,515 (19,572) 15,943 2,625 1,127 19,695 5,121 24,145 2,614 $ 72,124 32,875 (18,373) 14,502 2,180 1,124 17,806 5,081 24,100 2,708 $69,206 $ 6,803 1,512 3,389 11,704 12,776 4,050 4,561 33,440 47,758 (1,187) 80,011 $ 6,393 3,614 2,806 12,813 10,697 2,251 7,179 31,731 42,965 (3,266) 71,430 $ 6,362 3,055 2,671 12,088 10,922 2,866 6,795 30,296 38,375 (2,630) 66,041 $ 6,109 2,350 2,541 11,000 10,130 2,630 6,104 28,736 34,327 (1,881) 61,182 (34,582) 45,429 2,721 48,150 $81,241 (31,671) 39,759 2,199 41,958 $74,898 (28,656) 37,385 2,068 39,453 $72,214 (23,663) 37,519 1,823 39,342 $69,206 CASE 22 The Walt Disney Company: Its Diversification Strategy in 2014 EPS up 41% to $1.11the highest in the history of our company. And, once again, all of our business segments achieved double-digit increases, or more, in operating income. Our continued strong performance reflects the strength of our brands and the quality of our content, the extraordinary creative success we're having, and our unique ability to leverage it across the entire company. The unprecedented global success of Disney Animation's phenomenal Frozen continuesand it's now the world's highest-grossing animated film of all time and the best-selling title ever released on BluRay and digital. The demand for Frozen merchandise remains extremely high, and the soundtrack was the #1 album in the U.S. again last week. And, as previously announced, Frozen is headed to Broadway. The Winter Soldier has far surpassed the first Captain America in total global box office, which obviously bodes well for our Avengers franchise. We've had enormous success releasing Marvel movies on the first weekend of Mayincluding the two biggest domestic openings of all timeand we'll continue this tradition with The Avengers: Age of Ultron next year and Captain America 3 in 2016. Avengers: Age of Ultron is currently shooting, and early footage looks great. This August 1st, we're looking forward to introducing the world to more fantastic Marvel storytelling with a great cast of new characters in Guardians of the Galaxy, which we screened last weekand we believe it has strong franchise potential. Also on the Marvel front, we just announced that Disney Interactive's Infinity 2 will feature The Avengers, as well as their Marvel and Disney characters, when it's released in the fall. Since the first version of the game launched last August, more than three million Disney Infinity starter packs have been sold, and it was the best-selling interactive gaming toy of 2013 in the U.S. And we made some other news last week, when we announced the cast for Star Wars: Episode VII, which includes some very familiar faces as well as some exciting new talent, and the reaction has been tremendous. I was at Pinewood Studios with J.J. Abrams a couple of weeks ago and left more confident than ever that Episode VII will be the extraordinary movie Star Wars fans have been waiting for. Our Parks and Resorts had another record quarter and we've completed the roll out of MyMagic1 to all guests, which Jay will get into in a few minutes. Guest reaction has been very positive and we believe the new program is delivering nicely on its promise of improving guest experience. Internationally, Hong Kong Disneyland set new attendance and occupancy records in Q2, and construction on Shanghai Disney Resort continues to go well. There are an estimated 330 million potential guests within a three-hour travel radius of our C-333 Shanghai resort, and by the time we open the gates in late 2015, China's travel market is expected to be 34% bigger than it was in 2012. And the number of upper middle-class and affluent households is expected to grow by 18% a year for most of the next decade. These trends factored into our recent decision with our partners in Shanghai to accelerate expansion with an additional $800 million investment. Turning to Media Networks, both our Cable and Broadcast businesses had a solid quarter. We showcased the strength and long-term potential of ESPN at our investor day last month. It's an incredible brand that continues to drive tremendous value for us, and we've got a lot of reasons to be excited about what's coming up, including: a great NBA post-season, culminating with the finals on ABC; the World Cup from Brazil; a very promising Monday Night Football schedule; and ESPN's first foray into the NFL post-season. Finally, I'd like to share a few thoughts about our acquisition of the top online video network, Maker Studios. We're excited about entering the short-form video space in a much more assertive manner, to boost the presence of our brands and franchises in this increasingly valuable and fast-growing arena. Maker's production talent and leadership will create exciting new opportunities to drive value from our content and create new content as well. By any measure, we had great success in Q2creatively, financially, and strategically. In addition to our unique ability to leverage content across the entire company to create maximum value, our unparalleled portfolio of incredibly strong brands is a clear strategic advantage that we expect will be evident in our results for years to come. A new acquisition. In April 2014, Disney purchased Maker Studios, a producer of online videos, for nearly $1 billion. The purchase price was paid by $500 million in cash and stock and a performance bonus of $450 million. Maker had a staff that was dedicated to creating and producing videos that were distributed via the Internet or mobile platforms. Disney was attracted by Maker Studios' distribution segment, which helped create and promote thousands of videos from users around the world. In announcing the deal, Disney chairman and CEO Iger said:12 Short-form online video is growing at an astonishing pace and with Maker Studios, Disney will now be at the center of this dynamic industry with an unmatched combination of advanced technology and programming expertise and capabilities. Some of Maker's channels, such as Epic Rap Battles of History, received tens of millions of hits each, as well as tens of thousands of dollars in C-334 PART 2 Cases in Crafting and Executing Strategy advertising money. Maker received a percentage of the advertising dollars. Maker had 50,000 channels and about 5.5 million page views per month, and it was one of YouTube's largest multichannel networks. Disney's ownership of Maker provided access to thousands of popular YouTube videos and helped the company strike deals with hot creators. Google owned YouTube and received 45 percent of the ad revenue; the remainder was distributed to the content creators and Maker, which received 30 percent. Maker's videos had been earning between $1 and $3 in advertising revenue for every thousand views, and views often numbered in eight figures. ENDNOTES 1 Bob Iger, chairman and chief executive officer of The Walt Disney Company, during the Sanford C. Bernstein Strategic Decisions Conference, May 30, 2012. 2 Jay Rasulo, senior executive vice president and chief financial officer of The Walt Disney Company, during the Nomura U.S. Media, Cable, and Telecom Summit, May 30, 2012. 3 Iger, Sanford C. Bernstein Strategic Decisions Conference. 4 Ibid. Ibid. 6 Ibid. 7 Ibid. 8 Rasulo, Nomura. U.S. Media, Cable, and Telecom Summit. 9 Iger, Sanford C. Bernstein Strategic Decisions Conference. 10 Ibid. 11 Ibid. 5 12 As quoted in Eddie Makuch, \"Disney Pays $500M for YouTube Network That Distributes Gaming Content Like PewDiePie, TotalBiscuit,\" Gamespot.com, March 25, 2014, http://www.gamespot.com/articles/ disney-pays-500m-for-youtube-network-thatdistributes-gaming-content-like-pewdiepietotalbiscuit/1100-6418525/