SIM337: Contemporary Developments in Business and Management Report
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Description
Prepare a management report of 3,500 to 4,000 words* on an organization within one of the following industry-sectors**:
1. Online /Ecommerce/ Digital Marketing sector
2. Telecommunications
3. Oil / Gas production companies
4. Manufacture of motor vehicles, trailers and semi-trailers
5. Airline / Sea Transport (Any airline, Sea Transport and Freights etc.)
1. Note: [An organization profile must be included in your submission as “Appendix 1”.]
2. Note that the use of retail organisations is not allowed. E.g. Tesco, McDonalds, Sainsbury’s, Waitrose, ASDA, LIDL and other retail organisations are not. The use of any of the retail organisation above will lead to 20 % loss of the final marks on the module.
This report should assess the impact of external business environmental factors on the organization and evaluate the organization’s position and responses. In the case of a large organization it is permissible to confine your report to part of the organization. An organization’s activities may range beyond the designated industrialsector in which case the focus of your report must be on the organization’s activities within the designated sector.
Task 1
Give a brief overview of the primary external influences to which the organization is subject and briefly explain the particular importance of each to the organization.
This first task should contribute no more than one-third of your overall report.
Task 2
Choose one of the following themes:
1. Management Information Systems
2. Marketing Communications Mix
3. Corporate Social Responsibility and Sustainability
4. Knowledge management
5. Customer Relationship Management
In relation to your chosen theme:
i. Analyze its relevance to your chosen organization and how it influences policies and decision-making within your chosen organization or industry-sector.
ii. Critically evaluate the effectiveness of the organization’s response.
iii. (If possible and appropriate) demonstrate some areas for improvement in the response of the organization.
Solution
Assessment of Disneyland External operating environment and the company’s strategies
Executive summary
This report has sought to analyse the impact of external environmental factors to Disneyland and the organisational CRS approach and its strengths and shortcomings. Disneyland is a subsidiary of Walt Disney Company whose main objective is to bring joy and happiness to its customers worldwide through entertainment. Disneyland operates the Walt Disney World Resort in Florida; the Disneyland Resort in California; Aulani, a Disney Resort & Spa in Hawaii; the Disney Vacation Club; the Disney Cruise Line; and Adventures by Disney.
From the analysis, it is evident that the company faces a wide range of external forces that impact on its performance. These mainly include economic, technological, and social forces. However, with Disney’s market potential these factors do not present a serious threat to its business. As a way of giving back to the community, the company engages in various CSR initiatives that focus on the environment, communities and the labour market. Through the various initiatives that the company engages in, the company is able to generate significant publicity and acceptance among target customers. In executing CSR initiatives, the report recommends that Disney should do more civic education, promote project sustainability and empower volunteers with more skills that can enable them have a stronger impact to their communities.
Table of content
2.0 Task 1: External business environment 4
2.3 Technological influences. 8
3.0 Task 2: Ethics and Corporate Social Responsibility. 9
3.1 The relevant of ethics and corporate social responsibility to theme park industry. 9
3.1.1 How ethics and CSR influences Disney’s policies and decision making. 11
3.2 Effectiveness and ineffectiveness of Disney’s approach to CSR.. 14
3.3 Areas of improvement for Disney’s CSR initiatives. 17
Appendix: Disneyland company profile. 23
The report seeks to analyse the external business environment for Disneyland and the company’s position and responses on the same. Disneyland, also known as a Disneyland park is an amusement park which offers visitors adventures, shows, rides, dining and restaurants experiences. Disneyland Park was designed and built under the direct supervision of Walt Disney. The concept of the park came after Walt Disney visited a number of amusement parks in the early 1930s. Currently, it is owned by Walt Disney Company as part of its Disney Parks, experience and products (Bloomberg, 2020). In 2018, there were more than 18 million visitors making it the world second most visited theme park in that year. Disney land park amusement park competes for visitors with other parks such as the Magic Kingdom, Universal Orlando, Sentosa and Imagineering Parks among others. Disney land employs over 80,000 employees in its resorts and themed park. In 2019, it recorded a profit of 785 million dollars and a net income of 10.44 billion US dollars (Bloomberg, 2020).
The report is structured into two tasks. Task 1 examines the company’s external environment using the PESTLE strategic analysis model while Task 2 examines various issues related to the company’s ethics and corporate social responsibility.
2.0 Task 1: External business environment
The operations of any business are largely influenced by the environment they operate in. External environment of a business refers to a combination of factors outside a company that have the potential of influencing its operations. These factors can be micro in nature, such as those relating to customers, competitors, suppliers, the public, talent and marketing media. In addition, they can also be macro, such as those relating to the political, economic, social, technological, environmental and legal landscapes (Gupta, 2013).
Analysis of the external environment of a company helps in understanding the external market conditions, thus ensuring better planning. The analysis of the external environment of a business helps in identifying the threats and opportunities that the external factors present, thus informing the decision making process. This also helps in ensuring business strategies are aligned to the operating environment and the industry standards (Wang et al., 2012). There is various strategic analysis tools that enable companies get a bird’s eye view of their external environment and help in predicting the future path for the organisation. The PESTEL is one of the commonly used tools and have been adopted for the compilation of this report.
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