Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Case study, six flags strategic management
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: Case study, six flags strategic management
Introduction
Six Flags Entertainment Corp is the world’s second largest amusement park operator in the world after Disneyworld (Hoover's Company Profiles, 2014). It is the world’s largest amusement park corporation in terms of the number of parks and assets owned as it operates 18 parks in the United States alone, with an additional 11 parks in Europe, Canada and Mexico (Hoover's Company Profiles, 2014). It was founded by Angus Wynne, an oil baron, in 1961, and endured and grown exponentially since (Six Flags Inc., 2011).
The Six Flags parks enjoy guest visits of up to 24 million a year who throng them for the theme parks, thrill and water parks as well as the family entertainment offered. The Corp also has licensing agreements with D.C Comics and Warner Bros. that affords them exclusive rights to world renowned cartoon characters and super heroes like Bugs Bunny, Yosemite Sam, Batman and Robin (Hoover's Company Profiles, 2014). They are great crowd pullers of families as children adore these cartoon characters and show up for the meet and greet sessions with the characters as well as purchase custom merchandise of them.
Strategy is the name of the ultimate game when it comes to business. Proper crafting and execution of strategy is what differentiates the bigwigs and small fish of any industry. As at 2006, Six Flags was a sinking ship. They were making losses every year and was neck-deep in debt; a situation that threatened to relegate the giant corporation to its knees. Daniel Snyder, the owner of Washington Redskins and Red Zone LLC and a major shareholder at the time, declared a proxy war on the board of directors as he and Bill Gates, yet another major shareholder, were not amused by the company’s frail situation (Hyman, 2006...
... middle of paper ...
...Six Flags: History. Retrieved March 3, 2014, from Six Flags Inc.: http://investors.sixflags.com/phoenix.zhtml?c=61629&p=irol-homeprofile
Six Flags. (2013). Six Flags. Retrieved March 8, 2014, from Six Flags Official Website: https://www.sixflags.com/
Theme Parks U.S.A. (2014). New Rides at Six Flags Parks in 2014. Retrieved March 7, 2014, from: http://www.themeparks-us.com/six-flags-news/352-new-rides-at-six-flags-parks-in-2014
Thomas, H. (2010). CEO of Six Flags leaves company after bankruptcy reorganization. Washington Post, The.
Thompson, A. A., Strickland III, A. J., & Gamble, J. E. (2010). Crafting and Executing Strategy: The Quest for Competitive Advantage: Concepts and Cases. Alabama: Alabama University Press.
Whekeen, T. L., & Hunger, J. D. (2012). Strategic Management and Business Policy: Towards Global Sustainability. Upper Saddle River, NJ: Prentice Hall.
Traveling to an amusement park is a family’s finest way to bond, but is it worth the time and drive to attend just any amusement park? This essay will compare and contrast Six Flags San Antonio, SeaWorld San Antonio, and Disney World Florida from price range, food, and the variety of rides.
Galley, Catherine C., and Briavel Holcomb. "Amusement Parks." St. James Encyclopedia of Popular Culture. Ed. Thomas Riggs. 2nd ed. Vol. 1. Detroit: St. James Press, 2013. 91-93. Gale Virtual Reference Library. Web. 27 Mar. 2014.
Arthur, A., Thompson, Margaret, A., Peteraf, John, E. Gamble, A., J., Strickland III. (2014). Crafting & Executing Strategy: The Quest for Competitive Advantage 19e: Concepts & Cases. C6-C25.
The entertainment industry holds the immense potential for growth and development. The industry is constantly evolving and Walt Disney emerge as a global leader and recognized as the world’s second largest media conglomerate in the terms of revenue after Comcast. The Walt Disney Company is a multinational entertainment conglomerate headquartered at California, United States. The company integrated its products into five target segments are as follows: (1) Media Networks (2) Parks and Resorts (3) Walt Disney Studios (4) Disney Consumer Products (5) Disney Interactive. The company has strong diversified product portfolios and generate high returns and revenues from all the target segments but the media networks contributes
Ever since I was a child, my family and I have been Disney fanatics. The Disney empire has created many amazing places, but my favorite location to visit is the Walt Disney World Resort. Every day 50,000 people from all over the world arrive at Walt Disney World in Orlando, Florida to experience the magic. When the park first opened its gates in 1971, 10,000 visitors made their way through. That number has multiplied five-fold and continues to multiply to this day. Since the 1971 opening, over 600 million people have experienced the magic of Disney. In my lifetime, I have visited the park with my family and friends six times. Each visit lasted four days in order to experience all the parks and their unique offerings. When I’m in Disney World, the experience each time is incredible.
Disney’s long-run success is mainly due to creating value through diversification. Their corporate strategies (primarily under CEO Eisner) include three dimensions: horizontal and geographic expansion as well as vertical integration. Disney is a prime example of how to achieve long-run success through the choices of business, the choice of how many activities to undertake, the choice of how many businesses to be in, the choice of how to manage a portfolio of businesses and the choice of how to create synergies between those businesses (3, p.191-221). All these choices and decisions are made through Disney’s corporate strategies and enabled them to reach long-term success. One will discuss Disney’s long-run success through a general approach. Eisner’s turnaround of the company and his specific implications/strategies will be examined in detail in part II. Disney could reach long-run success mainly through the creation of value due to diversification and the management and fostering of creativity, brand image and synergies between businesses (1, p.11-14).
Fast Company,(139), 69-70,73,16. Retrieved from Research Library. Document ID: 1870795761. Wheelen, Thomas L. & Hunger, J. David, (2010). Strategic management and business policy.
Six Flags built two other parks in the late sixties and early seventies. These three parks would be the only theme parks opened and constructed under the Six Flags name. When deciding on a strategy, the organization chose a strategy of growth. The plan was to purchase smaller, existing amusement parks across the globe. At one time, Six Flags acquired and operated 46 parks, with the majority of the acquisitions occurring in the late 1990s. The new parks carried the Six Flags name, but the theme of the original park was not carried over. Each new park was individualized, including one that operated an attached Sea World, and another an aquarium. The organization did, however, add waterparks to most of the facilities that did not already have one available.
Strategic management is the set of managerial decision and action that determines the long-run performance of a corporation. It includes environmental scanning (both external and internal), strategy formulation (strategic or long range planning), strategy implementation, and evaluation and control (Hunger & Wheelen, 2011). In this report I will do research about the strategy of Marriott International, Inc. I will give advise on how Marriott can improve their strategy and I will come up with an advisory strategy.
Wheelen, T.L., & Hunger J.D. (2008) Strategic management and business policy. Upper Saddle River, NJ: Pearson-Prentice Hall.
Pearce, J. A., & Robinson, R. B. (2013). Strategic management: planning for domestic & global competition (13th ed.). New York: McGraw-Hill/Irwin.
One of the key factors of the successful diversification is the very strong branding of the name Disney. That the name was famous after the success in the early years made it among other things possible to go into the theme park industry. Evaluated isolated, the theme parks was a success. But when also accounting for the synergies created, the decision to go into this industry was a huge success. It has created a spiral of synergies, where the characters in the movies get more popular due to the parks, as well as the fact that when people are visiting the parks they get stimulated to buy the merchandise. This is just one example of the synergies that exist in Disney. When Michael Eisner took over control in Disney, he kept focusing on same corporate values as earlier, which are quality, creativity, entrepreneurialism and teamwork. These values have been preserved despite of the size of Disney, and are an important factor in sustaining and building the Disney brand.
The market segmentation of Walt Disney is divided into five main segments as follows: media networks, theme parks and resorts, Walt Disney studios, Disney consumer products and Disney interactive (Carillo, Crumley, Thieringer, & Harrison, 2012). As Carillo et al. (2012) continues to explain, media networks encompasses cable, broadcast television and radio networks, aside from digital operations. ABC, ESPN, and the Disney channel are some of the constituents of media networks. Theme parks and resorts, as Russell (N.d) states, include the operation of the Disney World Resort, the Disneyland hotel, the Disneyland Park, the Hong Kong Disney resort, and the Disneyland Pacific
Valdani, E., and Arbore, A., 2013. Competitive Strategies: Managing the Present, Imagining the Future. Palgrave Macmillan.
The Walt Disney Company, or more commonly known as Disney, is an American corporation headquartered in the Walt Disney Studios, Burbank, California. Disney (DIS) is the largest operator of theme parks and resorts and largest media conglomerate, reported total revenue of $11.58 billion, a 4% raise from the previous year in its third-quarter results. Most of its revenue is generated from the media network segment and the park and resort segment. Disney's strategies mainly focus on generating the best creative content possible along with innovation and utilizing the latest technology. (Seekingalpha.com, 2014)