University of Mississippi University of Mississippi
eGrove eGrove
Honors Theses
Honors College (Sally McDonnell Barksdale
Honors College)
Spring 5-12-2023
A Marketing Analysis on Disney Cruise Line A Marketing Analysis on Disney Cruise Line
Erin Bradley
Follow this and additional works at: https://egrove.olemiss.edu/hon_thesis
Part of the Marketing Commons
Recommended Citation Recommended Citation
Bradley, Erin, "A Marketing Analysis on Disney Cruise Line" (2023).
Honors Theses
. 2890.
https://egrove.olemiss.edu/hon_thesis/2890
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ii
© 2023
Erin Bradley
ALL RIGHTS RESERVED
iii
Acknowledgments
I would like to thank Dr. Sam Cousley for guiding me through this experience and
working with me for the past year and a half. It has been such a long journey with many
ups and downs, but his support has allowed me to thrive and accomplish something I
never thought was possible.
I would also like to thank my mom for being my rock throughout this process.
She never fails to support me no matter what and I would not be where I am today
without her. No matter how far away I am from her I can constantly feel her in my corner
cheering me on and watching me succeed.
Additionally, I want to thank all of my friends who have pushed me to keep going
even when I thought I couldn’t. Especially, Anna Reese Couhig, who has spent countless
late nights working beside me.
Lastly, I would like to acknowledge Mitchell Bowie. He has shown up for me in
every possible way and has been the best personal cheerleader. He has taken away every
doubt in my head and replaced it with confidence time after time. I couldn’t have made it
this far without him.
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Abstract
ERIN BRADLEY: A Marketing Strategy Analysis on Disney Cruise Line
(Under the direction of Dr. Sam Cousley)
The objective of this thesis is to discuss the SWOT analysis and PEST analysis of
Disney Cruise Line and to provide recommendations. The SWOT analysis involves
identifying the company's strengths, weaknesses, opportunities, and threats, while the
PEST analysis focuses on analyzing external factors that could impact the company's
success such as political economic, sociocultural, and technological factors. The SWOT
analysis highlights the opportunities for the company to expand into new destinations,
form partnerships and acquisitions, and capitalize on industry growth, while also
identifying the threats of competition, changing consumer preferences, and economic
downturns. The strengths of the company include its brand recognition, cruise options,
and exceptional customer service, while its weaknesses are limited destinations, high
prices, and being reliant on the cruise industry. The thesis provides recommendations for
the company based on each of these factors, including expanding into new destinations,
developing lower-priced packages, and using exceptional customer service to combat
competition. The PEST analysis provides recommendations in four areas, including
prioritizing safety and environmental protection, complying with labor laws, addressing
geopolitical issues, and communicating effectively with guests for safety reasons. The
thesis concludes that the most effective strategy will depend on the company's specific
situation and goals.
v
Table of Contents
Chapter(1(Introduction(...............................................................................................................(1!
Chapter(2(The(History(of(the(Cruise(Line(Industry(in(America(.....................................(3!
The$First$Modern$Cruise$Line$........................................................................................................$3!
Cruise$Ship$Classes$............................................................................................................................$5!
Chapter(3(The(History(of(The(Walt(Disney(Company(.......................................................(8!
1920s$.....................................................................................................................................................$8!
1930s$.....................................................................................................................................................$9!
1940s$.....................................................................................................................................................$9!
1950s$...................................................................................................................................................$10!
1960s$...................................................................................................................................................$10!
1970s$...................................................................................................................................................$11!
1980s$...................................................................................................................................................$12!
1990s$...................................................................................................................................................$13!
Chapter(4(The(Walt(Disney(World(Corporate(Strategy(................................................(15!
Mission$Statement$...........................................................................................................................$15!
Executive$Leadership$.....................................................................................................................$16!
Parks$and$Destination$...................................................................................................................$18!
Walt%Disney%World%..........................................................................................................................................................%18!
Disneyland%Resort%...........................................................................................................................................................%19!
Adventures%by%Disney%...................................................................................................................................................%19!
Aulani%Hawai’i%Resort%....................................................................................................................................................%20!
Disney’s%Beach%Resort%...................................................................................................................................................%21!
Disney%Vacation%Club%.....................................................................................................................................................%22!
Disneyland%Paris%..............................................................................................................................................................%23!
Tokyo%Disney%Resort%......................................................................................................................................................%24!
Hong%Kong%Disneyland%..................................................................................................................................................%25!
Shanghai%Disney%Resort%................................................................................................................................................%26!
Media$and$Entertainment$Distribution$...................................................................................$27!
Chapter(5(Disney(Cruise(Line(.................................................................................................(29!
Marketing$Mix$..................................................................................................................................$29!
Product%................................................................................................................................................................................%30!
Price%......................................................................................................................................................................................%30!
Place%......................................................................................................................................................................................%31!
vi
Promotion%...........................................................................................................................................................................%31!
Disney$Magic$.....................................................................................................................................$32!
Disney$Wonder$.................................................................................................................................$33!
Disney$Dream$...................................................................................................................................$33!
Disney$Fantasy$.................................................................................................................................$33!
Disney$Wish$.......................................................................................................................................$34!
Key$to$the$World$Card$....................................................................................................................$34!
Castaway$Cay$....................................................................................................................................$35!
Chapter(6(Methodology(...........................................................................................................(36!
SWOT$Analysis$.................................................................................................................................$36!
PEST$Analysis$...................................................................................................................................$37!
Chapter(7(Results(.......................................................................................................................(39!
SWOT$Analysis$.................................................................................................................................$39!
Internal%Strengths%...........................................................................................................................................................%39!
Internal%Weaknesses%......................................................................................................................................................%40!
Opportunities%....................................................................................................................................................................%41!
Threats%.................................................................................................................................................................................%42!
PEST$Analysis$...................................................................................................................................$43!
Political%Environment%....................................................................................................................................................%43!
Economic%Environment%................................................................................................................................................%45!
Sociocultural%Environment%.........................................................................................................................................%45!
Technological%Environment%................................ .......................................................................................................%46!
Chapter(8(Discussion(and(Recommendations(.................................................................(48!
SWOT$Discussion$and$Recommendations$..............................................................................$48!
Strength-Opportunity%Strategy%.................................................................................................................................%49!
Strengths-Threats%Strategy%.........................................................................................................................................%49!
Weaknesses-Opportunities%Strategy%......................................................................................................................%50!
Weaknesses-Threats%Strategy%...................................................................................................................................%50!
PEST$Discussion$and$Recommendations$................................................................................$51!
Political%Recommendations%........................................................................................................................................%51!
Economic%Recommendations%.....................................................................................................................................%52!
Sociocultural%Recommendations%..............................................................................................................................%54!
Technological%Recommendations%............................................................................................................................%55!
Chapter(9(Conclusion(...............................................................................................................(57!
List(of(References(.......................................................................................................................(59!
1
Chapter 1 Introduction
The Walt Disney Company (TWDC) is a global media and entertainment
conglomerate with a diverse portfolio of properties and businesses, including the Disney
Cruise Line division. This thesis will analyze the marketing of Disney Cruise Line by
using a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis and a PEST
(Political, Economic, Social, and Technological) analysis.
The SWOT analysis will be used to evaluate the internal and external factors that
influence the marketing of Disney Cruise Line. By identifying the company's strengths
and weaknesses, as well as the opportunities and threats it faces, there will be a better
understanding of the challenges and opportunities facing the cruise line. The strengths of
the cruise line include its brand recognition, cruise options, and exceptional customer
service, while its weaknesses are limited destinations and high prices. Disney Cruise Line
is also faced with the opportunities for the company to expand into new destinations,
form partnerships and acquisitions, and capitalize on industry growth, and the threats of
competition, changing consumer preferences, and economic downturns. By combining
strengths and weaknesses with opportunities and threats the company can develop
strategies that are discussed further in this thesis.
The PEST analysis will provide a broader perspective on the external factors that
impact Disney Cruise Line's marketing efforts. By examining the political, economic,
social, and technological forces at play, the trends and forces that may influence the
2
company's marketing strategy will be identified. Disney Cruise Line can mitigate external
influences that might have an impact on the company's success by putting a priority on
safety and environmental protection, adhering to labor laws, addressing geopolitical
issues, effectively communicating with passengers for safety reasons, and investing in
new technology.
Together, the SWOT and PEST analyses will provide a comprehensive view of
the marketing landscape for Disney Cruise Line. This will bring to light the key factors
that are driving the company's marketing efforts and suggest potential strategies
for future success.
3
Chapter 2 The History of the Cruise Line Industry in America
This chapter explores the birth of the modern cruise line, the Peninsular and
Oriental Steam Navigations Company (P&O), and puts into perspective different cruise
ship classes, including how Disney Cruise Line fits into these categories.
The First Modern Cruise Line
The first modern cruise line can be traced back to P&O which was founded in
England in 1837. P&O started as a shipping company that primarily transported mail and
cargo, but it eventually expanded to include passenger services, and in 1844, the
company began offering regular cruises from England to the Mediterranean, which were
advertised as "pleasure voyages" and were aimed at the upper class (Coulter, 2020).
These cruises were the first to be marketed specifically as recreational travel, and they
laid the foundation for the modern cruise industry.
P&O's cruises were a major innovation in the travel industry, as they offered a
new type of vacation experience that was focused on leisure and luxury. Prior to the
introduction of these cruises, most travels were either for business or for the purpose of
visiting family and friends. P&O's cruises, on the other hand, were designed specifically
for the purpose of relaxation and enjoyment, and they allowed travelers to visit a variety
of destinations while still enjoying the comforts of a luxurious ship
In the late 19th and early 20th centuries, other shipping companies also began
offering passenger cruises, including the Hamburg America Line, the White Star Line,
4
and the Cunard Line (Jaques, 2019.). These companies operated a variety of ships,
including luxury liners and ocean liners, that offered cruises to a wide range of
destinations around the world.
Today, the cruise industry is a multi-billion dollar industry that serves millions of
travelers every year. There are many different cruise lines that operate a variety of ships,
and cruises are available to virtually every corner of the globe.
Another important advancement of the modern-day cruise line industry took place
during the late 19
th
century. The Hamburg-Amerikanische Packetfahrt-Actien-
Gesellschaft (HAPAG), or Hamburg-America Line, was the world’s largest shipping
company. The line’s director, Albert Ballin, had a vision for the future of luxury sea
travel for upper-class citizens. He wanted to offset the low income of the winter months
when the ships couldn’t travel through the icy water to deliver cargo.
In January 1891, the Hamburg-America Line repurposed the Augusta Victoria
into a passenger-focused luxury cruise liner. This ship was only a temporary liner as its
accommodations could not live up to the expectations of the upper-class citizens Ballin
hoped it would serve.
In 1899, Ballin hired shipbuilder Blohm & Voss to build a ship suited for luxury
cruises. The Prinzessin Victoria Luise, named after Kaiser Wilhelm II’s daughter, left on
its maiden voyage on January 5
th
, 1901 from Hamburg Germany traveling to New York.
Its first passenger cruise voyaged to the West Indies (Austin, 2021).
5
Cruise Ship Classes
Cruise ships can be classified into three different classes or categories based on
various factors, such as their size, amenities, and intended audience. The three main
classes of cruise ships are small ships, mid-sized ships, and mega-ships.
Small ships are the smallest class of cruise ships, with capacities of around 100 to
500 passengers. These ships offer a more personalized and intimate experience, with a
focus on destinations and itineraries rather than amenities. They often visit more remote
and exotic destinations, and may have specialized activities or themes, such as adventure
cruises or luxury yacht experiences.
Mid-sized ships are larger than small ships, with capacities of around 1,000 to
2,000 passengers. These ships offer a more intimate and relaxed atmosphere than a mega-
ship, with a wider range of cabin options and a lower passenger-to-space ratio. They also
often have a more diverse range of itineraries, allowing passengers to visit a wider range
of destinations.
Mega-ships are the largest and most luxurious class of cruise ships, with
capacities of over 2,000 passengers. These ships offer a wide range of amenities, such as
multiple dining options, theaters, casinos, swimming pools, and spas. They also typically
have a higher staff-to-passenger ratio, providing a more personalized experience for
guests (Sarna, n.d.).
In addition to these main classes, cruise ships can also be classified by their
intended audience or market segment. For example, some cruise ships are designed for
families, with children's programs and activities, while others are designed for luxury
travelers, with high-end amenities and exclusive experiences. Still, others are designed
for specific interests or hobbies, such as art, music, or sports.
6
Overall, the different classes of cruise ships offer a wide range of experiences and
options for travelers, allowing them to choose the type of cruise that best suits their needs
and preferences. Whether they are looking for a luxurious and indulgent experience, a
more intimate and personalized adventure, or something in between, there is a cruise ship
class that can provide it.
Disney Cruise Lines fits into the class size of mega-ship. The Disney Magic and
Disney Wonder are both 2,700-passenger ships that were launched in 1998 and 1999
respectively. The Disney Dream and Disney Fantasy are both 4,000-passenger ships that
were launched in 2011 and 2012 respectively. The newest of the cruise line’s ships is the
Disney Wish with a capacity of 4,000 passengers which had its maiden voyage in 2022.
All of Disney's ships have a similar layout and design, with the main difference being the
larger size of the Disney Dream, Disney Fantasy, and Disney Wish.
The amenities also play a large part in a ship’s class. The more amenities the
bigger the ship, and TWDC’s ships have a lot to offer. These ships offer a wide range of
amenities for passengers, including multiple dining options, a variety of entertainment
options, and a wide range of activities for both children and adults. The ships also have a
wide variety of staterooms, from standard inside and outside cabins to suites. All of the
ships have a water park, a fitness center, and a spa. The Disney Dream, Disney Fantasy,
and Disney Wish also have an adult-only pool and a private sun deck (Disney Cruise
Line, n.d.).
Disney Cruise Lines is a major player in the mega-ship class, with five ships in its
fleet that all have a capacity of at least over 2,000 passengers. The company's ships are
designed to cater to families and offer a wide range of amenities and activities for both
7
children and adults. Disney's ships are known for their high-quality service and attention
to detail, which has helped to establish the company as a leader in the cruise industry.
8
Chapter 3 The History of The Walt Disney Company
1920s
After Walt Disney’s Laugh-O-Gram studio went bankrupt in 1923, he sold the
short film “Alice in Wonderland” produced by the studio and signed a contract to
produce six more films. To carry out the series, Walt Disney and his brother Roy Disney
founded The Walt Disney Company (TWDC) on October 16, 1923 (History.com Editors,
2019).
In the 1920s, Walt Disney began producing a series of short, animated films
featuring the character Oswald the Lucky Rabbit. These films were distributed by
Universal Pictures and were well-received by audiences. However, in a dispute over
contract negotiations, TWDC lost its rights to Oswald and was forced to come up with a
new character.
In addition to producing short, animated films, Disney also ventured into other
areas of entertainment in the 1920s. In 1928, he established the first-ever sound stage for
animated films, which allowed him to experiment with synchronized sound in his films
leading to the creation of “Steamboat Willie” (1928) (Finan, 2017). As a result, Mickey
Mouse became an instant sensation and helped to establish Disney as a leader in the
animation industry. Along with the presence of Mickey Mouse, the ability to produce
9
animated films with sound helped to further distinguish Disney's films from those of his
competitors.
1930s
In the early 1930s, the Walt Disney Company was primarily focused on
producing short, animated films. After the success of “Steamboat Willie,” the company
continued to produce successful short films throughout the decade.
In addition to producing animated shorts, the Walt Disney Company also began to branch
out into other forms of media in the 1930s. The company released its first feature-length
animated film, Snow White and the Seven Dwarfs (1937). The film was a massive
success, both critically and commercially, and marked a turning point for the company. It
was the first full-length animated film ever made and set the precedent for future
animated films.
The success of Snow White and the Seven Dwarfs also helped to establish TWDC
as a leader in the animation industry. This project went 400 percent over budget and
called for a crew of over 300. Despite the challenges TWDC faced, Snow White and the
Seven Dwarfs (1937) grossed $8 million in its first year (History.com Editors, 2009).
Walt Disney took a more simplistic approach to animation compared to his rivals at the
time as he framed Snow White and the Seven Dwarfs as one would frame a live-action
film and the success of this feature film is not in question.
1940s
The 1940s was a decade defined by works such as Pinocchio (1940), Fantasia
(1940), Dumbo (1941), and the classic Bambi (1942). The decade also came with the first
10
strike for the animation studio. In 1941, workers united under the Screen Cartoonist
Guild (SCG) and went on strike over promised profit-sharing from Snow White and
conditions in general (The Animation Guild, n.d.). A federal mediator found in favor of
SCG on every count and ever since TWDC has been amenable to workers and
collaborators. The strike caused a decline in moral and TWDC did not produce feature
films up to their previous standard and began to focus on short cartoons such as Three
Caballeros (1945) and Song of the South (1946) (Walt Disney Animation Studios, n.d.).
1950s
Other than producing classics like Cinderella (1950), Alice and Wonderland
(1951), Peter Pan (1953), and Lady and the Tramp (1955), TWDC opened its first theme
park in Anaheim, California in the 1950s. Disney’s vision was to create an educational
and amusement experience for children and adults. Special invitations were sent out for
the opening of the theme park on July 17, 1955 but TWDC faced many challenges when
the special passes were counterfeited and thousands of uninvited guests arrived at a
theme park that was not ready for the public (History.com Editors, 2020). Disneyland did
not have enough concessions to support the public and even the asphalt was still wet on
Main Street. Despite these setbacks, Disneyland still experienced success in the coming
years.
1960s
The1960s was a time of significant change and growth for the company. This
decade marked a shift away from the company's roots in animation and towards a focus
on live-action films, television programming, and theme parks. Some of the company's
11
most successful live-action films from this decade include "Mary Poppins" (1964) and
"The Love Bug" (1968). These films were not only successful at the box office but also
helped to establish the company as a major player in the live-action film industry.
Walt Disney was known to overspend on production to make quality features, and
when he died on December 15, 1966, TWDC was in financial turmoil, but the company
had planned to move forward, expanding into the theme park industry to ensure the
enterprise's future (Britannica, 2022). The year prior he purchased 43 acres of land in
Florida and Roy assumed supervision over the ‘Florida Project’ that would soon be
known as Walt Disney World Resort.
In addition to films and theme parks, the company also expanded into television
during the 1960s. The company's television programming, which included shows like
"The Mickey Mouse Club" and "Walt Disney's Wonderful World of Color," was very
popular and helped to further solidify the company's reputation as a leader in
entertainment.
1970s
One of the key challenges for Disney in the 1970s was the changing media
landscape. The rise of cable television and home video was disrupting traditional
business models, and Disney had to adapt to these changes in order to stay relevant. To
meet this challenge, the company focused on expanding its television operations,
including the launch of the Disney Channel in 1983 (Lakis, 2016).
Another key challenge for Disney in the 1970s was the declining performance of
its theme park division. Disneyland, the company's flagship theme park, was facing
increased competition from other attractions and was struggling to attract visitors. In
12
response, the company began to focus on improving the guest experience and expanding
its theme park offerings.
Disney World Resort opened its doors on October 1, 1971. Walt Disney’s vision
before his death was to attract residents east of the Mississippi river and he did just that.
Walt Disney World Resort proved that the theme park business could transform into a
vacation destination through vertical integration, by adding hotels and creating a
community within a theme park resort creating a competitive advantage. (Allen, 2021)
Despite these challenges in the 1970s, TWDC was also able to capitalize on a
number of opportunities in the 1970s. One key opportunity was the growing demand for
animated films, which allowed the company to continue to produce successful movies
such as "The Aristocats" (1970) and "Robin Hood" (1973). In addition, the company was
able to expand its licensing and merchandising operations, which helped to generate
additional revenue streams.
1980s
Before his death in 1966, Disney had plans for a “Community of Tomorrow” and
Roy Disney headed the opening of Epcot on October 1, 1982 (Britannica, 2020). The
original attraction of Spaceship Earth still stands today which takes the rider through the
evolution of the human race.
Not only did TWDC expand in the theme park business. American animator, Ron
Miller, Founded Touchstone Productions, which was aimed at producing films for adult
audiences. Famous features by Touchstone Productions include Who Framed Roger
Rabbit (1988), Dead Poets Society (1989), and Pretty Woman (1990). In an effort to
13
maintain its brand as a family entertainment, TWDC chose not to attach its name to
Touchstone (Britannica, 2022).
In 1984, Michael Eisner came into power as the CEO of TWDC. The company
was on a downturn and Eisner made efforts to restore the success of TWDC (Bauer,
2021). He turned back to the roots of Disney’s animation and produced classics like
Beauty and the Beast (1991) and The Lion King (1994).
On May 1, 1989, Disney-MGM Studios opened its doors and became the third
theme park in Walt Disney World. The theme park was initially intended to function as
both a theme park and a fully operational film and television production facility. TWDC
later changed the name of the popular theme park in 2008 to Hollywood Studios to
position the theme park in the mind of consumer by attaching it to Hollywood
(History.com Editors, 2022)
1990s
The 1990s was a time of growth and expansion for the popular theme park Walt
Disney World which had been open since 1971 and quickly became a major tourist
destination for families from around the world.
TWDC continued to add new attractions and experiences to its three theme parks:
Magic Kingdom, Epcot, and Hollywood Studios. One of the most significant additions to
the resort during this time was the opening of Disney's Animal Kingdom in 1998. The
latest theme park was dedicated to showcasing the natural world and featured attractions
such as the Kilimanjaro Safaris and the Tree of Life (The Walt Disney Company, n.d.)
In addition to the new theme park, the 1990s also saw the addition of several new
attractions to the existing theme parks. In the Magic Kingdom, the "Haunted Mansion"
14
ride was updated with new special effects and a new character, the "Hatbox Ghost."
Epcot received a major expansion with the addition of the "Test Track" attraction, which
allowed guests to design and test their own virtual cars.
Disney's Hollywood Studios also saw several new attractions in the 1990s,
including the "Twilight Zone Tower of Terror" and the "Rock 'n' Roller Coaster Starring
Aerosmith." Both of these thrill rides were popular with guests and remain fan favorites
to this day.
In 1994 TWDC took a giant business venture and announced that the company
would create its own line of cruise ships. TWDC proudly unveiled the Disney Magic, the
first vessel in its fleet. The Disney Magic, a ship that was wildly popular and sailed on
three- and four-night voyages to the Bahamas from Port Canaveral, introduced what is
now known as "family cruising" to a cruising industry that primarily catered to adults
(Beall, 2018).
15
Chapter 4 The Walt Disney World Corporate Strategy
Mission Statement
TWDC’s mission statement is "to entertain, inform and inspire people around the
globe through the power of unparalleled storytelling, reflecting the iconic brands, creative
minds and innovative technologies that make ours the world's premier entertainment
company," (The Walt Disney Company, 2020). This statement reflects the company’s
commitment to using its storytelling abilities and wide range of popular brands to create
entertainment experiences that engage and inspire audiences around the world.
TWDC also places a large emphasis on its customer service which includes The
Four Keys, “Safety, Courtesy, Show, and Efficiency,” (D’Amaro, 2021). One of the first
lessons cast members get when joining Disney Parks, Experiences, and Products is a
review of the Four Keys, and this continues throughout their employment. Each cast
member is expected to use The Four Keys as their guide while making decisions
throughout the day and when interacting with others.
TWDC’s iconic brands, such as Mickey Mouse and its popular theme parks, are
known and loved by people of all ages. These brands, along with others such as Marvel,
Pixar, and Lucasfilm, give TWDC a unique ability to create diverse and engaging
entertainment experiences. The company's creative minds and innovative technologies,
such as their use of cutting-edge animation and special effects, help to bring these stories
to life and make them even more captivating.
16
In addition to entertaining audiences, the company’s mission statement also
emphasizes the company's commitment to informing and inspiring people. Through its
various media platforms, including television networks, movies, and theme parks, TWDC
is able to reach a wide audience and provide them with educational and uplifting content.
For example, television networks, such as the Disney Channel and ESPN, offer
programming that not only entertains but also informs and educates viewers on a variety
of topics (The Walt Disney Company, 2020).
Furthermore, TWDC’s theme parks, such as Disneyland and Walt Disney World,
provide visitors with immersive entertainment experiences that can inspire them to
imagine and dream. These parks offer a wide range of attractions, from thrilling rides and
shows to educational exhibits and interactive experiences, all of which are designed to
engage and inspire visitors of all ages. This storytelling is possible due to TWDC's use of
its intellectual property that is seen throughout all its products and experiences, which is a
key differentiator from its competitors.
Overall, TWDC's mission statement reflects the company's commitment to using
its iconic brands, creative minds, and innovative technologies to entertain, inform, and
inspire people around the globe. Through their diverse range of media platforms and
entertainment experiences, Disney has established itself as the world's premier
entertainment company.
Executive Leadership
A key figure in TWDC’s executive leadership history is Bob Iger, who served as
the CEO of the company from 2005 to 2020. Iger was seen as a strong leader with a
proven track record of success in the media industry. He had been with the company for
17
over 20 years and had held a number of key leadership positions within the company.
Prior to becoming CEO, he was the President and Chief Operating Officer, and was
responsible for overseeing the company's various divisions, including its theme parks,
film studios, and television networks. Iger is credited with leading the company through a
period of significant growth and expansion, including the acquisition of Pixar Animation
Studios, Marvel Entertainment, and Lucasfilm. He also oversaw the development and
launch of the streaming service Disney+, which has become a major player in the
streaming industry (The Walt Disney Company, 2020).
Another important leader at Disney is Bob Chapek, who took over as CEO in
2020. Chapek has a long history with the company, having previously served as the head
of Disney's theme park division and the CEO of consumer products. In his new role,
Chapek was responsible for overseeing the company's various divisions and
implementing strategic initiatives to drive growth (Leibacher, 2022).
Iger personally selected Chapek to succeed him when he left the position in 2020.
During Chapek's tenure at TWDC, the parks were successfully led through the pandemic
closures, and Disney+ saw millions of new subscribers, but then TWDC revealed a $1.5
billion fourth-quarter loss, and the board's opinion of Chapek altered. This, however, did
not serve as the catalyst for Chapek's failure. Instead, the board decided to seek his
replacement due to his ambiguous response to Florida's Parental Rights in Education bill
and his handling of Scarlett Johannson's salary for the movie "Black Widow." Employees
participated in walkouts in opposition to the Parental Rights in Education law, and
Chapek apologized in writing for failing to be a stronger ally. As a result, Chapek issued
a statement denouncing the legislation, and Florida Governor DeSantis publicly opposed
18
TWDC by filing legislation to cancel the Reedy Creek Improvement District (Forbes,
2022). On November 20
th
, 2022, Iger replaced Chapek as the CEO of TWDC.
In addition to Iger and Chapek, Disney's executive leadership team includes a
diverse group of experienced professionals from various industries. This includes
executives in charge of finance, legal affairs, human resources, and other areas of the
business.
Disney has a strong track record of effective leadership, with a focus on
innovation and diversification. The company's leadership team has consistently
demonstrated the ability to adapt to changing market conditions and pursue new
opportunities for growth. With a talented and experienced executive team in place,
TWDC is well-positioned to continue its success in the media and entertainment industry.
Parks and Destination
Walt Disney World
Walt Disney World, located in Florida, opened in 1971 and is the largest of the
Disney theme parks. The resort includes four theme parks: Magic Kingdom, Epcot,
Disney's Hollywood Studios, and Disney's Animal Kingdom. In addition to the theme
parks, the resort also includes two water parks, several golf courses, and a wide variety of
other entertainment options. Walt Disney World is one of the most popular tourist
destinations in the world and receives millions of visitors each year (The Walt Disney
Company, 2020).
19
Disneyland Resort
Disneyland, the first Disney theme park, opened in 1955 in Anaheim, California.
It was designed by Walt Disney himself and was based on his vision of a place where
families could come together and enjoy a variety of entertainment options. The park was
an instant success and helped to establish the Disney brand as a leader in the theme park
industry. Today, Disneyland is one of the most visited tourist destinations in the world
and continues to be a favorite among families and Disney fans.
Disneyland’s California Adventure is a theme park that opened in 2001 as part of
the Disneyland Resort in Anaheim, California. The park is designed to celebrate the
culture and history of California and features several popular attractions, including the
popular "Soarin' Over California" and "California Screamin'" roller coasters (The Walt
Disney Company, 2020)
Adventures by Disney
Adventures by Disney is a guided tour and vacation package offered by TWDC.
These guided tours are designed to provide families and individuals with a unique and
immersive travel experience. Adventures by Disney offers a wide range of destinations,
including Europe, Asia, Africa, North and South America, and Australia.
One of the main advantages of the vacation package is the high level of service
and attention to detail provided by the tour guides. These guides are experts in the
destinations they lead tours to and provide valuable insights and information to enhance
the overall experience. They also handle all of the logistics and planning, allowing
travelers to relax and enjoy their trip.
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Adventures by Disney also offers a wide range of activities and experiences, from
cultural and historical tours to outdoor adventures. These activities are designed to
provide a well-rounded experience and give travelers a deeper understanding of the
destination. For example, in Europe, travelers can visit historic landmarks such as the
Roman Colosseum, or in Africa, they can go on a safari.
Another advantage of Adventures by Disney is that they are tailored to families
and people of all ages. They offer age-specific activities and experiences, such as kid-
friendly tours and adult-only options, to make sure that everyone has a great time. The
program also ensures that the accommodations and meals are of high quality, so travelers
don't have to worry about the details of their trip. The tours are all-inclusive, with meals,
transportation, and activities included in the package.
However, Adventures by Disney is not for everyone and it does come with a
premium price tag, which can be a deterrent for some travelers. It is also a more
structured and less independent type of travel than other options available (Adventures
By Disney, n.d.).
Aulani Hawai’i Resort
The Walt Disney Company's Aulani Hawai'i Resort is a luxury resort and spa
located on the island of Oahu in Hawaii. The resort, which opened in 2011, was designed
to provide guests with a unique and immersive Hawaiian experience, while also
incorporating elements of Disney's storytelling and entertainment.
One of the main pull factors of Aulani is its location, which is situated on the
beautiful beaches of Ko Olina on the island of Oahu. The resort features several outdoor
pools, a lazy river, and water slides, as well as private cabanas, a white-sand beach, and a
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full-service spa. The resort also offers a variety of dining options, including local
Hawaiian cuisine. There are also a wide range of activities and experiences that are
designed to provide guests with a deeper understanding of Hawaiian culture. For
example, the resort offers traditional Hawaiian activities such as lei-making, hula lessons,
and outrigger canoe rides, as well as cultural tours led by Hawaiian experts.
Another unique aspect of Aulani is the incorporation of Disney storytelling and
entertainment into the resort. The resort features Disney characters and storytelling in the
form of parades, shows, and activities. Additionally, Disney storytelling is also
incorporated into the design of the resort, with elements such as Disney-inspired murals
and sculptures throughout the property.
Aulani has received positive reviews from guests and travel experts, who praise
the resort for its beautiful location, high-quality service, and unique blend of Hawaiian
culture and Disney storytelling. However, like many luxury resorts, Aulani is not the
most affordable option and the cost of vacationing there is quite high, which could be a
deterrent for some travelers (Disney Aulani, n.d.).
Disney’s Beach Resort
Disney's Beach Resorts are a collection of luxury resorts and hotels that are
owned and operated by TWDC. These resorts are located in Hilton Head Island, South
Carolina and Vero Beach, Florida and they offer guests a unique blend of Disney
storytelling and entertainment, as well as luxurious amenities and services.
Disney's Beach Resorts also offer a wide range of amenities and services,
including full-service spas, fitness centers, and multiple dining options. These resorts also
feature Disney-inspired design, with elements such as Disney-inspired murals and
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sculptures throughout the property. Much like the Aulani Resort, Disney's Beach Resorts
incorporates Disney storytelling and entertainment into its resorts. These resorts feature
Disney characters and storytelling in the form shows and activities. Many of the resorts
also offer children's clubs and activities, making them a great option for families
(Disney’s Beach Resorts, n.d.).
Disney Vacation Club
The Walt Disney Company's Disney Vacation Club (DVC) is a vacation
ownership program that allows members to purchase an interest in a Disney resort, and in
return, they can use that interest to vacation at any of the Disney Vacation Club Resorts.
DVC was created in 1991 and since then it has grown to become one of the largest and
most popular vacation ownership programs in the world.
One of the main advantages of DVC is the flexibility it offers to its members.
DVC members can choose from a wide range of Disney resort properties, including
deluxe resorts, villas, and even Disney cruise ships. They also have the ability to vacation
at any of the Disney Vacation Club Resorts, regardless of the time of year, as long as
there is availability. DVC also offers a wide range of accommodation options, from
studios to three-bedroom grand villas. These accommodations are equipped with full
kitchens, living rooms, and laundry facilities, making them a great option for families and
groups.
Another advantage of DVC is the ability to bank, borrow, or transfer points,
which allows members to plan their vacations in advance and make reservations at any of
the Disney Vacation Club Resorts. This feature also gives members the flexibility to plan
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last-minute vacations or to use their points to stay at other non-Disney properties that are
part of the network.
DVC also offers a wide range of activities and experiences, such as theme parks, water
parks, and golf courses, which are designed to provide guests with a well-rounded
vacation experience (Disney Vacation Club, n.d.).
Disneyland Paris
Disneyland Paris, also known as Euro Disney, is a theme park resort located in
Marne-la-Vallée, France, about 20 miles east of the center of Paris. The resort includes
two theme parks, Disneyland Park and Walt Disney Studios Park, as well as Disney
Village, a shopping and entertainment complex. The resort opened in 1992 and is the
most visited tourist destination in Europe, with over 15 million visitors annually (The
Walt Disney Company, n.d.).
Disneyland Paris has been a success in terms of tourism, but it has faced financial
challenges in the past. One of the main reasons for this is the high cost of building and
maintaining the resort, as well as competition from other tourist destinations in the area.
The resort offers a wide range of attractions, including rides, parades, and shows
based on Disney characters and stories. Some of the most popular attractions include
Space Mountain, It's a Small World, and Big Thunder Mountain Railroad. The resort also
offers a variety of dining and shopping options, as well as entertainment and nightlife in
Disney Village.
Theme park has also been involved in various controversies, one of the most
notable being the cultural differences between the American and European markets. The
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resort faced criticism for its initial lack of attention to European cultural references and
for its American-style management practices (Land, 2020).
Tokyo Disney Resort
Tokyo Disney Resort, also known as Tokyo Disneyland, is located in Urayasu,
Chiba, Japan. The resort, which opened in 1983, is a joint venture between The Walt
Disney Company and the Oriental Land Company, and it was the first Disney park to be
built outside of the United States (The Walt Disney Company, 2019).
Tokyo Disney Resort consists of two theme parks, Tokyo Disneyland and Tokyo
DisneySea. Both parks offer a wide range of attractions, shows, and parades based on
Disney characters and stories, as well as unique attractions that are exclusive to the resort.
For example, Tokyo DisneySea features an Arabian Coast area that is inspired by the
tales of Aladdin, and a Mermaid Lagoon area that is based on the Little Mermaid. The
resort also offers a wide range of dining and shopping options, as well as entertainment
and nightlife in the Disney Ambassador Hotel. The several on-site hotels, such as the
Disney's Hotel Miracosta, offer guests the opportunity to stay in the heart of the resort.
Another unique aspect of Tokyo Disney Resort is its incorporation of Japanese
culture into the resort. For example, the resort features a unique version of the popular
Disney attraction "It's a Small World", which is called "It's a Small World - Japan" and
features scenes that highlight Japanese culture and landmarks.
Tokyo Disney Resort has been a major success since its opening, becoming one of
the most visited tourist destinations in Japan and one of the most visited Disney parks in
the world. It is praised for its unique attractions and the incorporation of Japanese culture
into the park (Tokyo Disney Resort, n.d.).
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Hong Kong Disneyland
Hong Kong Disneyland, also known as Hong Kong Disneyland Resort, is a theme
park located on Lantau Island in Hong Kong. The park opened in 2005 and is the first
Disney theme park to be built in China. It is also the smallest theme park that TWDC has
built in the world, but it has been consistently expanding and adding new attractions over
the years (Leung, 2023)
One of the main reasons for building Hong Kong Disneyland was to boost
tourism in Hong Kong. The park has been successful in attracting visitors from around
the world and has become one of the top tourist destinations in Hong Kong. In addition to
the main theme park, the resort also includes two hotels, a shopping and dining area, and
a lake (Hong Kong Disneyland, n.d.).
Hong Kong Disneyland offers a wide range of attractions and shows based on
Disney characters and stories, such as It's a Small World, Space Mountain, and the
Festival of the Lion King. The park also features several themed lands, including
Adventureland, Fantasyland, and Tomorrowland (Hong Kong Disneyland, n.d.).
One of the unique features of Hong Kong Disneyland is its incorporation of
Chinese culture into the park. For example, there is a specific area of the park called
Mystic Point, which is inspired by Chinese folklore and legends. This has helped to
attract local visitors and make the park more appealing to the Chinese market.
Despite its success, Hong Kong Disneyland has faced some challenges. One of
the main issues has been its small size compared to other Disney parks around the world.
This has led to crowding and long wait times for popular attractions.
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In recent years, Hong Kong Disneyland has been working to address these issues
by expanding the park and adding new attractions. For example, the park has added a
new area called Toy Story Land and is planning to open a new Marvel-themed area in the
future. These developments are expected to help the park continue to grow and attract
more visitors.
Shanghai Disney Resort
Shanghai Disney Resort is a themed resort that opened in 2016 in Shanghai,
China. It is the first Disney resort in mainland China and features a theme park, two
hotels, and a shopping and entertainment district. The resort is a joint venture between
The Walt Disney Company and the Shanghai Shendi Group (Smith, 2016).
One of the main attractions of Shanghai Disney Resort is its theme park, Shanghai
Disneyland, which offers a wide range of attractions, shows, and parades based on
Disney characters and stories, as well as several unique attractions that are exclusive to
the resort. For example, the resort features a version of the popular Disney attraction
"Pirates of the Caribbean" that is set in China, and a version of the "TRON Lightcycle
Power Run" attraction that is currently being duplicated in Florida at Walt Disney World
(Shanghai Disney Resort, n.d.).
Shanghai Disney Resort also offers a wide range of dining and shopping options,
as well as entertainment and nightlife in Disneytown, an entertainment district located
adjacent to the theme park. The resort also features several on-site hotels, such as the
Shanghai Disney Hotel and the Toy Story Hotel, which offer guests the opportunity to
stay in the heart of the resort.
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Another unique aspect of Shanghai Disney Resort is its incorporation of Chinese
culture into the resort. For example, the resort features a Chinese zodiac-themed garden, a
Chinese-inspired version of the popular Disney attraction "It's a Small World", and a
Chinese-inspired version of the "Enchanted Storybook Castle" attraction.
Media and Entertainment Distribution
With a diverse portfolio of properties and businesses, the company has a number
of channels through which it distributes its media and entertainment products to
audiences around the world.
One of the key channels for Disney's media and entertainment distribution is
television. The company owns a number of popular television networks, including ABC,
ESPN, and Freeform, as well as a number of cable channels and international networks.
These channels air a variety of programming, including news, sports, dramas, comedies,
and reality shows (The Walt Disney Company, n.d.). Disney also produces and
distributes content for streaming platforms, such as Hulu and Disney+, which allow
subscribers to watch shows and movies on demand.
In addition to television, Disney also distributes its media and entertainment
products through other channels, such as film, home video, and digital media. The
company's film studio, Walt Disney Studios, produces and releases a wide range of
movies, including animated features, live-action films, and franchises such as Marvel and
Star Wars. These films are released in theaters and on home video formats, such as DVD
and Blu-ray. Disney also distributes its content through digital platforms, such as online
streaming and digital downloads, which allow audiences to access movies and TV shows
on their devices (The Walt Disney Company, 2020).
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Disney's media and entertainment distribution is supported by a number of other
businesses and divisions, including licensing and merchandising, music, and publishing.
These divisions create additional revenue streams for the company and help to promote
its media and entertainment products to a wider audience.
Overall, Disney's media and entertainment distribution is a key part of the
company's success. With a strong presence across a range of channels and platforms, the
company is able to reach a wide audience and generate significant revenue. As the media
landscape continues to evolve, Disney is well-positioned to adapt and continue to thrive
in this business.
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Chapter 5 Disney Cruise Line
The Walt Disney Company entered the cruise line industry in 1985 when the
company created a partnership with Premier Cruise Lines. This allowed Disney
characters to be aboard the ships for entertainment and the ability for Premier Cruise
Lines to bundle cruise, hotel, and theme park tickets. After eight years and failed
negotiations, TWDC left Premier Cruise Lines in 1993 (Beall, 2018). On May 3, 1994,
TWDC announced their intentions to create their own cruise line along with the hiring of
former Princess Cruise Line executive, Arthur Rodney, and a launch year of 1998. Its
first ship, Disney Magic, featured Disney characters and entertainment as part of a one-
week vacation package that includes a stay at the Walt Disney World Resorts
(Bloomberg News, 1994).
Marketing Mix
A company is able to make lucrative marketing decisions at every level by
identifying and organizing the components of its marketing mix. These components
include product, price, place, and promotion and they support a company's efforts to
strengthen its assets and mitigate its shortcomings, increase its marketability and
competitiveness, and foster more productive cross-departmental and partner engagement.
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Product
The Disney Cruise Line's product is a unique, family-oriented cruise experience that
combines the magic of Disney with the luxury of a cruise vacation. Each of the
company's five ships, Disney Magic, Disney Wonder, Disney Dream, Disney Fantasy,
and Disney Wish, offer a variety of activities, entertainment, and dining options that are
designed to appeal to guests of all ages. From Broadway-style shows and live music to
water parks, spas, and interactive play areas, the Disney Cruise Line provides a complete
vacation experience that is both fun and relaxing.
Additionally, the company's staterooms are spacious and well-appointed,
providing guests with the comfort and amenities they need to feel at home on the high
seas. Lastly, the main appeal for many consumers opting for a Disney Cruise is the
excellent childcare they provide free of charge and the family-friendly environment that
is suitable for all ages.
Price
The Disney Cruise Line's pricing strategy is designed to provide its customers
with a high-quality vacation experience at different price points. The company offers a
range of pricing options to accommodate different budgets, from more affordable interior
staterooms to luxurious suites with private balconies. The Disney Cruise Line also offers
special promotions and discounts throughout the year, including early booking discounts,
military discounts, and seasonal promotions, which allow customers to enjoy their
vacation experience at lower than full price.
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Place
The Disney Cruise Line operates five ships that sail to destinations around the
world, including the Caribbean, Europe, Alaska, and the Mexican Riviera. The company
has established a strong distribution network that allows it to reach its target market, both
domestically and internationally. In addition to its website, Disney Cruise Line uses a
variety of travel agents and tour operators to sell its products and reach customers who
are looking for a unique and family-oriented vacation experience.
Promotion
The Disney Cruise Line uses a variety of marketing strategies to promote its
product and reach its target market. The company's website is a primary source of
information for customers, providing detailed information on its ships, destinations,
activities, and pricing. Additionally, Disney Cruise Line uses social media, email
marketing, and print advertisements to reach its target market. The company also
participates in trade shows and events, which allows it to interact with potential
customers and build brand awareness. Additionally, the Disney Cruise Line has
established partnerships with leading travel agencies and tour operators, which allow it to
reach a wider audience and increase its visibility in the market.
After indicating the four P’s of the marketing mix and applying them to Disney
Cruise Lines, one can see how the cruise line has established itself as a leader in the
cruise industry. The company's product, a unique and family-oriented cruise experience,
is designed to meet the needs and desires of its target market. The cruise line’s pricing
strategy is designed to provide customers with a high-quality vacation experience at
different price points that can accommodate different types of families looking to take a
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cruise vacation. Its distribution network allows it to reach its target market both
domestically and internationally through different mediums such as its website, social
media, and print advertisements, along with its partnerships with travel agencies and tour
operators, which help to increase its visibility and reach its target market. Through its
marketing mix, the Disney Cruise Line has established itself as a top choice for especially
families, looking for a unique and magical vacation experience.
Disney Magic
The Disney Magic set sail on its maiden voyage on July 30th, 1998, from Port
Canaveral. It is equipped with 11 decks, a capacity of 2,700 passengers in 875
staterooms, and is serviced by a crew of around 950 (Saunders, 2013). The entertainment
aboard the Disney Magic includes live shows with Disney characters at the Walt Disney
Theater, movies screened at the Buena Vista Movie Theater, nightclubs, lounges, pools,
and many themed celebrations throughout the cruise.
Along with entertainment opportunities, Disney Cruise Line introduced rotational
dining as a centerpiece to its cruise experience and a testimony to its superior service.
Rotational dining guarantees that all passengers get to experience all three themed dining
experiences while on board. Diners, their tablemates, and the servers rotate through the
different restaurants each night (Disney Cruise Line, n.d.).
The ship’s first cruises were three- and four-night trips to Nassau, Bahamas, and
Castaway Cay, an exclusive port for all Disney cruises in the Bahamas. (Beall, 2018) The
birth of Disney Magic introduced a new aspect to the once adult-targeted industry, a
family-oriented cruise experience. Depending on the season, Disney Magic now departs
from a variety of ports. Its itineraries include departures from Miami, New York,
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London, and Barcelona, among other ports, a marked improvement from its beginnings
(Disney Cruise Line, n.d.).
Disney Wonder
Like Disney Magic, the Disney Wonder had its designs drawn up in 1994 and then
set sail on August 15, 1999. It shares many of the same amenities as its sister ship. The
ship originally sailed three-to-four-night cruises to the Bahamas, but since 2011 it has
sailed from stateside ports and even travels Alaska-based itineraries.
Disney Dream
Disney did not follow up with another ship until 2011 with the birth of the Disney
Dream. In 2007 Disney Cruise Line announced its plans to build two new cruise ships,
one being the Disney Dream (The Walt Disney Company, n.d.). Its maiden voyage took
place on January 26, 2011, sailing out of Port Canaveral to Nassau, The Bahamas, and
Disney's private island, Castaway Cay, taking over the route of the Disney Wonder. To
this day, the ship stays true to its original itinerary.
Aboard the Disney Dream are 14 decks, 1,200 staterooms, and the first waterpark
at sea in the cruise line industry, the AquaDuck. Entertainment includes the Beauty and
the Beast Stage Show, Bibbidi Bobbidi Boutique, and dining experiences such as
Animators Palate, Remy and more (Disney Cruise Line, n.d.).
Disney Fantasy
Disney Fantasy is the fourth cruise ship owned and operated by Disney Cruise
Line, which entered service in 2012. It is known as the sister ship to the Disney Dream
and is almost identical in appearance and build and features most of the same
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entertainment and dining experiences. Its home port remains in Port Canaveral, but this
ship features a seven-night cruise to the Caribbean and Castaway Cay (Disney Cruise
Line, n.d.).
Disney Wish
The Disney Wish was revealed as the fifth ship of the Disney Cruise Line fleet on
August 25, 2019, at the D23 Expo, and construction began in March of 2020. The Disney
Wish officially began operations on July 14, 2022, and set sail on its inaugural journey, a
five-night cruise through the Bahamas that included stops in Nassau and Castaway Cay.
It is the biggest of the five-ship fleet with 15 decks and 1,250 staterooms. On
board one can find Arendelle, the world’s first Frozen-themed theatrical dining
experience, Worlds of Marvel, the world's first Marvel dining adventure, and the
AquaMouse, the first Disney Attraction at sea (Disney Cruise Line, n.d.).
Key to the World Card
The Key to the World Card is a crucial aspect of the cruising experience on
Disney Cruise Lines. It is a multifunctional card that serves as a stateroom key, form of
payment, identification, and ticket for various activities and services on the ship.
One of the most important functions of the Key to the World Card is its use as the
key to one's stateroom. Similar to a key card in a hotel, the Key to the World Card is
required to enter one's room, providing added security and convenience. With the card,
there is no need to carry around a physical key or remember room numbers, making it
easier to access one's stateroom throughout the cruise. Your key card contains
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information on your stateroom making it easier to locate as Disney cruise ships fit into
the class size of mega-ship.
Another key function of the Key to the World Card is its use as a form of
payment. Guests can use the card to make purchases on board the ship, including items
such as specialty food and beverages, photos, and services at the spa. This eliminates the
need to carry cash or credit cards and provides a central location for tracking expenses.
The Key to the World Card also serves as a ticket for various activities and events
on the ship. It is used for admission to shows and live performances, access to the pools
and hot tubs, and even for the muster drill, which is a mandatory safety briefing that must
be attended by all guests.
In addition to its many functions, the Key to the World Card provides a sense of
added security for guests. It is required to be presented every time a guest boards or
leaves the ship, ensuring that only authorized individuals are allowed on board
(planDisney, 2021)
Castaway Cay
The Disney Cruise Line ships dock exclusively at Disney's Castaway Cay, a
private island in the Bahamas. It was once known as Gorda Cay and is near Great Abaco
Island. The Bahamian government sold TWDC a 99-year land lease (until 2096) for the
cay, giving the company significant influence over the island. Castaway Cay is the first
private island that the ship can physically dock to in the cruise industry meaning that the
guest will not have to be carried by smaller boats to the island (Beall, 2018). The cay has
12 restaurants/bars, 18 recreational opportunities, three stores, and even its own airport.
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Chapter 6 Methodology
By using both the SWOT analysis and the PEST analysis, the internal and
external environments are considered giving a more holistic viewing of TWDC's internal
and external environment for strategic analysts to investigate and decide the future of the
company moving forward within an industry such as the cruise line industry.
The SWOT analysis identifies strengths, weaknesses, opportunities, and threats
for a company. Strengths and weaknesses being the internal environment and
opportunities and threats being the external environment. This strategic analysis tool
helps a company identify competitive opportunities for improvement. Adversely, the
PEST analysis investigates more of the external environment by examining the political,
economic, socio-cultural, and technological environment that could shape a company’s
operation and its mission to become more competitive in the industry.
SWOT Analysis
The SWOT analysis is a great tool to explore the internal and external
environment of a company to understand where they are and how to get where they want
to be strategically. Examining the strengths and weaknesses of a company can provide
insight into what they are doing right and how to implement that strategy into their
weaknesses. Strengths in an organization represent past success while weaknesses can
represent a gap between where an organization stands and where they wish to be within a
specific category. While participating in the strategic management of an organization,
37
gap analysis can help a firm identify the distance of that gap. Closing the gap is important
in keeping out external threats due to the vulnerability of a weakness (Parnell, 2014).
Examples of strengths of TWDC include strong brand recognition, diverse cruise options,
and exceptional customer service. Examples of weaknesses of TWDC include limited
destinations and high prices.
A look into opportunities and threats provides an external approach to strategic
analysis. A company’s opportunities and threats tend to stem from its strengths and
weaknesses. Opportunities can range from market gaps to a company’s specific goals
(Parnell, 2014). Examples of opportunities of TWDC include expansion into new
destinations, partnerships and acquisitions, and growth in the cruise industry. Threats
within the SWOT analysis are external areas of concern that are not typically in the
control of the company. Examples of threats of TWDC include competition in the cruise
line industry, changes in consumer preferences, economic downturns, and health crisis’
such as the SARS CoV-2 (COVID-19) pandemic.
PEST Analysis
While the SWOT analysis takes into consideration the internal environment and
how it applies to the external environment, the PEST analysis gives insight on the
external factors that affect the strategic decisions that a company should make. It's a
strategic instrument for determining market growth or decrease, as well as the company's
position, potential, and operational direction.
The political aspects of the PEST analysis are political factors that affect the
economy such as tax policy, trade restrictions, tariffs, labor law, environmental law and
political stability. The overall political environment greatly impacts the cruise line
38
industry due to the travel and relations with other countries. The economic element of the
PEST analysis looks at external economic factors that can influence a company's success.
Examples of economic factors that affect TWDC in the cruise line industry include the
impact of the COVID-19 pandemic that caused restrictions on travel and capacity
limitations.
A business can use the socio-culture factor to examine the socioeconomic
environment of a certain industry's market to better understand how consumer
requirements are formed and what drives them to make a purchase. Examples of
sociocultural factors for the TWDC include lifestyle trends, how people chose to use their
money and demographics.
Lastly, technology impacts any industry. A business’s ability to respond to new
products, technologies, and services might be difficult, therefore it's critical to evaluate
technology within the PEST analysis. These factors can influence a company’s decisions
by determining barriers to entry, minimum efficient production levels, and more.
Furthermore, technological changes would have an impact on pricing, quality, and
innovation.
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Chapter 7 Results
SWOT Analysis
A thorough examination of the internal strengths and weaknesses as well as the
external opportunities and threats was done in order to address and emphasize the
findings of the SWOT analysis. Areas, where the corporation can act strategically can be
exposed through the results, as detailed in the next section.
Internal Strengths
One of the primary strengths of Disney Cruise Line is its strong brand recognition
and reputation. TWDC has established a brand that is associated with high-quality,
family-friendly experiences. This is due in part to the company's successful theme parks
and movies, which have created a loyal customer base that is likely to consider a Disney
cruise. The cruise line uses this intellectual property aboard all of its ships and gains a
competitive advantage in doing so. Furthermore, the company's attention to detail and
commitment to creating a memorable experience for passengers reinforces the brand's
reputation. This strong brand recognition and reputation help to establish trust with
customers and can lead to increased bookings and customer loyalty.
Disney Cruise Line also offers a diverse range of cruise options, which allows the
company to appeal to a wide range of customers. The company offers cruises to popular
destinations, such as the Caribbean and Bahamas, as well as less common destinations,
such as Alaska and Europe. This variety of cruise options means that customers can
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choose the cruise that best fits their preferences and travel goals. Additionally, the
company's commitment to providing onboard entertainment, such as Disney-themed
shows and character meet-and-greets adds to the overall experience and helps to
differentiate the company from other cruise lines.
Lastly, Disney Cruise Line is known for its exceptional customer service, which is a
key strength of the company. From the moment passengers board the ship, they are
greeted by friendly staff and provided with personalized attention throughout the duration
of the cruise. The company's commitment to providing exceptional customer service by
implementing The Four Keys: Safety, Courtesy, Show, and Efficiency, helps to create a
positive experience for passengers and promotes customer loyalty. Additionally, the
company offers a range of amenities, such as childcare services and onshore excursions,
to ensure that passengers have a comfortable and enjoyable experience.
Internal Weaknesses
While mentioned above that Disney Cruise Line has a wide range of cruise offers,
they have a limited number of destinations. The company primarily operates in the
Caribbean, Bahamas, and Alaska, with limited offerings in other parts of the world. This
limited range of destinations may limit the company's appeal to some potential customers
who are looking for more variety in their cruise experience. Additionally, the company's
limited itineraries may limit repeat business from customers who are looking for new and
different cruise experiences.
Another weakness of Disney Cruise Line is its high prices. The company's cruises
are generally more expensive than those offered by some of its competitors, which may
limit its appeal to price-sensitive customers. While the company's commitment to
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exceptional customer service and unique onboard experiences may justify the higher
prices for some customers, it may be a barrier for others who are looking for a more
affordable cruise option. This especially affects its target market of families with young
children. A family at this stage of life may not be able to afford a cruise at this high of a
ticket price but inversely, some families may opt to pay the premium price to get
excellent childcare and a family-friendly environment.
Opportunities
The first opportunity that Disney Cruise Line can take advantage of is expansion
into new destinations. The company primarily operates in the Caribbean, Bahamas, and
Alaska, with limited offerings in other parts of the world. Expanding into new
destinations, such as Asia or South America, could help the company increase its
customer base and appeal to a wider range of customers. Additionally, offering more
varied itineraries may increase repeat business from customers who are looking for new
and different cruise experiences.
Another opportunity for Disney Cruise Line is to pursue partnerships and
acquisitions to expand its range of offerings and diversify its revenue streams. For
example, the company could partner with other entertainment brands to offer themed
cruises or acquire other cruise lines to expand its operations. Pursuing partnerships and
acquisitions could help the company increase its market share and attract new customers
who are looking for unique and innovative cruise experiences that could be offered at
different price points and target new markets. An example of this could be partnering
with or acquiring a river cruise line. This will allow Disney Cruise Line to expand into
new locations and a new target market.
42
Lastly, the cruise industry has experienced steady growth in recent years before the
COVID-19 pandemic, and there is potential for continued growth in the future. As more
people around the world become interested in cruise vacations, Disney Cruise Line has
the opportunity to capitalize on this growth by expanding its offerings and attracting new
customers. Additionally, the company can leverage technological advancements and
innovations that TWDC is known for, such as the interactive mobile app and rotational
dining, to improve its operations and enhance the customer experience.
Threats
One of the primary threats facing Disney Cruise Line is competition from other
cruise lines. The cruise industry is highly competitive, with many players offering a wide
range of cruise options and itineraries. Disney Cruise Line primarily competes with other
family-friendly cruise lines, such as Royal Caribbean and Norwegian Cruise Line, as well
as luxury cruise lines like Seabourn and Crystal Cruises. To address this threat, Disney
Cruise Line must continue to differentiate itself by offering unique and innovative
experiences, such as its themed cruises and exclusive onboard entertainment.
Another threat facing Disney Cruise Line are changes in consumer preferences.
As the travel industry evolves, consumers may shift their preferences towards land-based
vacations, alternative forms of travel, or other types of experiences. To address this
threat, Disney Cruise Line must remain attuned to the changing needs and preferences of
its target market and continue to innovate its offerings. This could include expanding its
shore excursion options, introducing new onboard amenities, or exploring alternative
forms of travel, such as river cruising or expedition cruising.
43
Finally, Disney Cruise Line faces a threat from economic downturns. The demand for
travel is closely linked to the overall state of the economy, and a recession or economic
downturn can impact the demand for cruises and travel in general. Again, we see an
example of this in the COVID-19 pandemic. To address this threat, Disney Cruise Line
must remain financially stable and agile, with a robust risk management strategy in place.
The company can also explore cost-cutting measures during downturns, such as reducing
fuel consumption or negotiating with suppliers to lower costs.
PEST Analysis
Disney Cruise Line is a major player in the cruise industry, offering a variety of
cruises to destinations around the world. In order to analyze the business environment of
Disney Cruise Line, a PEST analysis can be performed. This analysis will look at the
political, economic, sociocultural, and technological factors that impact the operations of
Disney Cruise Line.
Political Environment
Disney Cruise Line, as a major player in the cruise industry, is subject to a wide
range of political factors that can have a significant impact on its operations including
safety and environmental regulations, labor laws, and geopolitical issues.
As a heavily regulated industry, the cruise industry is subject to numerous safety
and environmental regulations that are enforced by various governmental agencies. For
example, the International Maritime Organization (IMO) has developed numerous
regulations and guidelines related to safety and environmental protection that must be
followed by all cruise lines.
44
Disney Cruise Line has taken a proactive approach to safety and environmental
protection, investing in state-of-the-art technology and equipment to ensure that its ships
are safe and environmentally friendly. For example, the company has installed advanced
wastewater treatment systems and has adopted energy-efficient technologies to reduce its
carbon footprint.
Cruise lines are also subject to a range of labor laws that regulate working
conditions, wages, and other employment-related issues. For example, the United States
has established a number of laws and regulations that protect the rights of maritime
workers.
Disney Cruise Line has been recognized for its commitment to providing a safe
and fair work environment for its crew members. The company offers a range of benefits
and support services to its crew members, such as medical care, counseling services, and
training programs.
Geopolitical issues, such as political instability, terrorism, and travel restrictions,
can also have a significant impact on the cruise industry. For example, the COVID-19
pandemic has led to a significant decline in travel and has forced cruise lines to cancel or
postpone numerous sailings. The pandemic caused a mandatory vaccine status for all
guests that travel on cruise ships. This inhibits many travelers from choosing to book
vacations on cruise lines. This causes the guests to choose other means of travel and book
vacations inside of the United States if they choose not to get vaccinated.
Disney Cruise Line has responded to these geopolitical issues by implementing
stringent health and safety protocols to protect its guests and crew members. The
45
company has also introduced flexible booking and cancellation policies to provide its
guests with more peace of mind when making travel plans.
Economic Environment
The cruise industry has been significantly impacted by the COVID-19 pandemic,
and Disney Cruise Line is no exception. Travel restrictions and capacity limitations have
significantly impacted the bottom line of the cruise line. Due to the pandemic, cruise lines
experienced a decline in revenue (including ship tickets, passenger spending aboard and
ashore, terminal charging, etc.), which has had an impact on the stock price of the cruise
industries (Yazir et al., 2020).
With many countries imposing travel restrictions and cruise ports closing down
due to the pandemic, the cruise industry has suffered a major blow. In addition,
fluctuations in fuel prices can affect the operational costs of the cruise line.
Sociocultural Environment
Disney Cruise Line is a leading provider of family-oriented cruise vacations. As a
result, it must cater to a wide range of age groups and cultural backgrounds to ensure that
its offerings are inclusive and appealing to a diverse customer base in three areas: cultural
diversity, family-friendly environment, and accessibility and inclusion.
Disney Cruise Line is committed to offering a diverse range of experiences and
activities that appeal to guests of all ages and cultural backgrounds. The company offers a
wide range of onboard entertainment options, such as live performances, movies, and
character meet and greets, that are designed to appeal to guests from different cultures.
46
One example of how Disney Cruise Line has adapted to cultural diversity is
through its dining options. The company offers a range of dining experiences that cater to
different dietary requirements that might be affected by their religion or culture.
Disney Cruise Line is known for its family-friendly environment and its
commitment to providing a safe and enjoyable experience for guests of all ages. The
company offers a range of activities and amenities that are designed to appeal to families,
such as youth clubs, family-friendly entertainment, and adult-only areas.
The cruise line has also introduced a range of family-friendly shore excursions
that allow guests to experience the local culture and attractions in a safe and enjoyable
way. For example, the company offers guided tours of local museums and historical sites
that are tailored to families with children in contrast to the adventure shore excursions
that other cruise lines offer.
Finally, Disney Cruise Line is committed to making its cruises accessible and
inclusive for guests with disabilities and special needs. The company offers a range of
services and amenities that are designed to cater to guests with different needs, such as
accessible staterooms, special dietary requirements, and mobility aids. In addition, the
company has introduced a range of activities and experiences that are designed to cater to
guests with special needs.
Technological Environment
The rapid development and widespread adoption of new technologies have had a
big impact on the cruise industry, including Disney Cruise Line. This includes the use of
key technology, mobile apps, and other innovations that enhance the guest experience.
47
One of the main technological innovations that Disney Cruise Line has
implemented is the use of key technology, also known as the key to the world card. This
technology allows guests to access their staterooms, dining options, excursions and more
just using one key.
Disney Cruise Line has also developed a range of mobile apps that allow guests to
access a wide range of services and information, including booking dining reservations,
scheduling shore excursions, and accessing real-time information about their cruise
itinerary.
These apps have become an integral part of the guest experience, allowing guests
to easily plan and manage their cruise experience all in one space. By providing guests
with access to these digital tools, Disney Cruise Line is able to offer a more seamless and
personalized guest experience.
In addition to key technology and mobile apps, Disney Cruise Line has
implemented a range of other technological innovations to enhance the guest experience.
For example, the company has installed high-speed Wi-Fi on its ships, allowing guests to
stay connected and access online content from anywhere on board.
The company has also invested in state-of-the-art entertainment technology, such
as the Walt Disney Theatre and the Buena Vista Theatre, which offer guests an
immersive and unforgettable entertainment experience.
48
Chapter 8 Discussion and Recommendations
SWOT Discussion and Recommendations
By building a SWOT matrix, a company can develop strategies across four
different dimensions: strength-opportunity strategy, strength-threat strategy, weaknesses-
opportunity strategy, and weaknesses-threats strategy.
Table 8-1: SWOT Matrix
Opportunities
1. Expand into new destinations
2. Partnerships and acquisitions
3. Industry growth
Threats
1. Competition
2. Changing Consumer
preferences
3. Economic downturns
Strengths
1. Brand recognition
2. Cruise Options
3. Customer Service
- S1xO2= Using strong brand
recognition to easily
conduct partnerships and
acquisitions
- S2xO1= Use the variety of
cruise options to expand
into new destinations
- S3xO3= Use exceptional
customer service to
capitalize on the industry
growth and require new
customers
- S3xT1= Use exceptional
customer service to
combat competition
- S2xT2= Use the variety
of cruise options to cater
to changing consumer
preferences
Weaknesses
1. Limited
destinations
2. High prices
- W1xO1= Overcome the
weakness of limited
destinations by capitalizing
on the opportunity to
expand into new
destinations
- W1xT2= Expand into
new cruise destinations
to combat changing
consumer preferences
49
Strength-Opportunity Strategy
By combining strength one and opportunity two, Disney Cruise Line can use its
strong brand recognition to capitalize on the opportunity to seek partnerships and
acquisitions. Disney Cruise Line, as a subsidiary of TWDC, is a very well-known brand
name and is known for their exceptional service while targeting families with young
children. The cruise line has a great opportunity to expand by exploring partnerships and
acquisitions to diversify and attract new customers and many brands would be open to
partnering with a big-name brand with the reputation of TWDC, especially if the brand is
looking to appeal to the target market that Disney Cruise Line operates in.
By combining strength two and opportunity one, Disney Cruise Line can use its
variety of cruise options to expand into new cruise destinations. Disney Cruise Line
offers cruises to the Caribbean, Bahamas, Europe, and Alaska. Customers can select the
trip that best suits their preferences and vacation objectives thanks to the range of cruise
alternatives. If the cruise line could use its different cruise options and formats to expand
to more locations, it could attract a new market of customers.
By combining strength three with opportunity three, Disney Cruise Line can use
its exceptional customer service to capitalize on the projected growth of the cruising
industry. This strategy leverages the company's strength in customer service to take
advantage of the opportunity presented by industry growth. This could help the company
attract new customers and increase its market share.
Strengths-Threats Strategy
By combining strength three and threat 1, Disney Cruise Line can use its exceptional
customer service to combat competition. This strategy leverages the company's strength
50
in customer service to address the threat of competition from other cruise lines and
vacation options. Disney Cruise Line is known for its customer service, and if the cruise
line can tap more into it and add packages that can emphasize its customer service, it can
attract new customers from the competition. This could help the company differentiate
itself from competitors and retain customers.
By combining strength two and threat two, Disney Cruise Line can use a variety of
cruise options to cater to changing consumer preferences. This strategy leverages the
company's strength in offering a variety of cruise options to address the threat of
changing consumer preferences by constantly changing and updating its cruise options
with themed cruises and using the plethora of TWDC intellectual property to customize
cruise experience, Disney Cruise Line will be able to keep up with the changing
preferences of consumers. This could help the company stay relevant and attract new
customers.
Weaknesses-Opportunities Strategy
By combining weakness one with opportunity one, Disney Cruise Line can overcome
the weakness of limited destinations by capitalizing on the opportunity to expand into
new destinations. This could help the company attract new customers and increase its
market share.
Weaknesses-Threats Strategy
By combining weakness one and threat two Disney Cruise Line can expand into new
cruise destinations to combat changing consumer preferences. Since the cruise line has
limited destinations, it can improve this weakness and expand to new destinations while
also addressing the threat of changing consumer preferences by giving its consumers a
51
larger variety of destinations to cruise to. This could help the company stay relevant and
attract new customers.
In conclusion, each strategy has its own strengths and weaknesses in terms of
addressing the company's SWOT. The most effective strategy will depend on the
company's specific situation and goals.
PEST Discussion and Recommendations
When assessing the success of a company it is important to consider external
factors such as political, economic, sociocultural, and technological that are outlined in
the PEST analysis. In the following sections, each force will be discussed, and
recommendations will be given to Disney Cruise Line.
Political Recommendations
To protect Disney Cruise Line from external political factors, it has to consider
recommendations in four areas by prioritizing safety and environmental protection,
complying with labor laws, addressing geopolitical issues, and communicating
effectively with guests for safety reasons.
As a major player in the cruise industry, Disney Cruise Line should continue to
prioritize safety and environmental protection by investing in state-of-the-art technology
and equipment. The company should also ensure that it complies with all safety and
environmental regulations enforced by various governmental agencies. This is not only
important legally but also has an effect on the way consumers view Disney Cruise Line.
As a cruise line that caters specifically to families with young children, their target
market will be concerned with the future of the environment as well as their family’s
well-being while they are aboard the ship.
52
Disney Cruise Line should continue to provide a safe and fair work environment
for its crew members by complying with all labor laws that regulate working conditions,
wages, and other employment-related issues. Not only should the cruise line comply with
labor laws, it should also offer a range of benefits and support services to its crew
members, such as medical care, counseling services, and training programs while being
transparent with these benefits.
Disney Cruise Line should be proactive in addressing geopolitical issues that can
have a significant impact on the cruise industry, such as political instability, terrorism,
and travel restrictions. Since the cruise industry relies on the geopolitical landscape, the
company should implement stringent health and safety protocols to protect its guests and
crew members and introduce flexible booking and cancellation policies to provide its
guests with more peace of mind when making travel plans. This will future the success of
the cruise line.
Lastly, Disney Cruise Line should communicate effectively with its guests about
the measures it is taking to ensure their safety and address any concerns they may have
about traveling during geopolitical crises or pandemics. The company should also
provide guests with accurate and up-to-date information about any changes to its policies
or procedures that may affect their travel plans.
Economic Recommendations
One of the major economic factors that have impacted the cruise industry is the
decline in revenue. Due to the pandemic, cruise lines have experienced a significant
decline in revenue, which has had an impact on their bottom line. Disney Cruise Line
should focus on ways to increase its revenue by exploring new markets or offering new
53
services. For example, the company could consider offering shorter cruises or themed
cruises that appeal to different segments of the market.
Another economic factor that has impacted the cruise industry is the imposition of
travel restrictions and the closure of cruise ports. To address this, Disney Cruise Line
should explore ways to increase its flexibility and adaptability. The company could
consider operating in different regions or ports to reduce its dependence on a few number
of port locations.
Fluctuations in fuel prices can also affect the operational costs of the cruise line.
Disney Cruise Line should focus on ways to reduce its operational costs and increase its
efficiency. For example, the company could explore ways to reduce fuel consumption by
adopting more energy-efficient technologies or by optimizing its routes and itineraries. In
addition, Disney Cruise Line could explore partnerships with other companies to reduce
costs and increase its purchasing power.
Finally, Disney Cruise Line should focus on building resilience and agility into its
business model. The pandemic has highlighted the importance of being able to adapt
quickly to changing circumstances. The company should consider investing in
technology and infrastructure that enables it to respond quickly to changing market
conditions or unexpected events. Additionally, Disney Cruise Line should focus on
building a strong and diverse workforce that is capable of adapting to changing
circumstances and embracing new opportunities.
54
Sociocultural Recommendations
Disney Cruise Line is subject to various sociocultural factors that impact its
operations, including cultural diversity, family-friendly environment, and accessibility
and inclusion.
As a provider of family-oriented cruise vacations, Disney Cruise Line must cater
to guests from different cultural backgrounds. The company has recognized this and has
taken measures to ensure inclusivity. One example is the dining options the company
provides, which cater to different dietary requirements affected by religion or culture.
This move shows the company's commitment to cultural diversity, and it is recommended
that the cruise line continues to introduce more options that cater to guests from different
cultural backgrounds. This can be achieved by partnering with local chefs and restaurants
to provide local cuisines.
Disney Cruise Line is known for its family-friendly environment and commitment
to providing a safe and enjoyable experience for guests of all ages. The cruise line has
introduced a range of activities and amenities that cater to families, such as youth clubs,
family-friendly entertainment, and adult-only areas. The cruise line’s introduction of
family-friendly shore excursions is also a good move, and it is recommended that Disney
Cruise Line expands this further to include more destinations and attractions. This
expansion will appeal to a diverse group of families, providing an opportunity for guests
to experience local culture and attractions safely and enjoyably.
Finally, Disney Cruise Line has taken measures to make its cruises accessible and
inclusive for guests with disabilities and special needs. The company provides accessible
staterooms, special dietary requirements, and mobility aids. Additionally, the company
55
has introduced activities and experiences that cater to guests with special needs. To
further improve accessibility and inclusion, it is recommended that the company invests
in training its staff to handle guests with disabilities and special needs. This investment
will improve the level of service offered to guests with disabilities and special needs,
providing a comfortable and enjoyable experience. This will be beneficial to a cruise line
that caters to a diverse target market of families with young children.
Technological Recommendations
While Disney Cruise Line enhanced its cruising experience by updating its key
technology, mobile apps, high-speed Wi-Fi, and state-of-the-art entertainment
technology, there are still further technological advances it can implement.
A major advancement Disney Cruise Line can make is implementing the magic
band technology that TWDC utilizes in its parks. They are extremely popular, and
waterproof, and TWDC consumers are already familiar with the technology (The Walt
Disney Company, n.d.).
Disney Cruise Line has also developed a range of mobile apps that allow guests to
access a wide range of services and information. These apps have become an integral part
of the guest experience, allowing guests to easily plan and manage their cruise experience
all in one space. However, further development is needed to ensure that these apps are
user-friendly and accessible to all guests. Technology that could be utilized through these
apps are virtual reality and augmented reality so that guests can have more personalized
experiences while on the boat in between ports. This would enhance the guest experience
and make the cruises more popular among its target market.
56
Lastly, Disney Cruise Line has also invested in state-of-the-art entertainment
technology, such as the Walt Disney Theatre and the Buena Vista Theatre. These theaters
offer guests an immersive and unforgettable entertainment experience. However, further
development is recommended as entertainment technology is constantly changing.
57
Chapter 9 Conclusion
In conclusion, this thesis has examined the strengths, weaknesses, opportunities,
and threats of Disney Cruise Line through a SWOT analysis and provided various
strategies that the company can use to leverage its strengths and overcome its weaknesses
and mitigate threats. The thesis has also discussed the external factors that may impact
the success of Disney Cruise Line through a PEST analysis and recommended actions
that the company can take to address these factors.
Disney Cruise Line has strong brand recognition and exceptional customer service
that can be leveraged to attract new customers and expand into new markets. The
company can use its strength in partnerships and acquisitions to diversify and attract new
customers. It can also use its variety of cruise options to expand into new cruise
destinations and appeal to changing consumer preferences. By prioritizing safety and
environmental protection, complying with labor laws, addressing geopolitical issues,
communicating effectively with guests for safety reasons, and expanding into new
technology, Disney Cruise Line can mitigate external factors that may impact the success
of the company.
The strategies discussed in this paper are not a one-size-fits-all solution for
Disney Cruise Line, as the most effective strategy will depend on the company's specific
situation and goals. However, by considering these strategies and external factors, Disney
58
Cruise Line can take a proactive approach towards improving its operations and
remaining competitive in the cruise industry.
Overall, Disney Cruise Line has a strong foundation to build upon and has the
potential to continue to grow and succeed in the industry. By continually assessing and
addressing its strengths, weaknesses, opportunities, and threats, as well as external factors
such as political, economic, sociocultural, and technological, the company can continue
to provide exceptional experiences for its guests and maintain its position as a leading
player in the cruise industry.
59
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