Some Fun Numbers on the Walt Disney Company:
(congratulations to anyone who understand what I'm talking about here, because I think I've lost myself... I just spend two hours reading over the what Disney summited to the SEC. I now remember why I left corporate compliance.)
The following information can be found within the Walt Disney Corporation 2007 10-K, 2008 10-Q (2nd Quarter ended March 29, 2008), and first 2008 Proxy Statement. Which can be located at: http://corporate.disney.go.com/inves...y_filings.html
I've seen quite a lot posts talking about having Roy E. Disney or some other group trying to buy the Walt Disney Company so that Disneyland could be run right (or "what Walt would have wanted it"). To say the least, it was Walt himself who sent this company in motion within the public domain.
Anywho, I just wanted to through out some numbers to try and show people that Disneyland is such a small part of the Walt Disney Company (YES! The Disney Company is more then just Disneyland), and is easy to not really think about (if your Robert Iger; who might be making up to $27,699,201 at the end of the Company's fiscal year. He's worth it though!) when you're trying to make money for your company; and he's doing well, just like (YES, I'm going to say it!) Michale Eisner did (also the reason Eisner left with 200 million - he took the stock up).
The Walt Disney Co. is comprised of four components:
Media Networks: $7,781
Parks and Resorts: $5,497 (WDW/Tokyo Disney are our two money makers)
Studio Entertainment: $4,463
Consumer Products: $1,421
(Revenues in Billions for six months ended 07)
Disneyland is only a small portion of the "Parks and Resorts" revenues. So keep this in mind while wondering why the Disney Co. wants to spend it's money on one of their 24 other divisions (Parks and Resorts makes 25, but Disneyland is only sub category of the whole DLR, which isn't even their big money maker in this division!).
Disneyland is to the Walt Disney Corporation as Earth is to the Milky way.
The Walt Disney Company:
(This next part is about the figures, and what one would need in order to take this company over
As of January 7, 2008 there were 1,889,060,192 shares of common stock outstanding. Shareholders owning Disney common stock at the close of business on January 7, 2008 (the record date), may vote at the 2008 Annual Meeting and any postponements or adjournments of the meeting. One share is one vote.
The exercise price of the options granted in fiscal 2007 is $34.01 (the average of the high and low prices reported on the New York Stock Exchange on the date of grant; the closing price on that date was $34.39).
Via the same date as above, the Walt Disney Company was worth $59,060,635,614.
Though it might sound easy, buying the Walt Disney Co. wouldn't be about simply having 60 Billion dollars. You would first need to get a majority of stock in the company, then proceed with a hostel takeover, while filing a Proxy Statement, to request for the stock holders to sell their shares (much more complicated then just that, but you get the gist). It would actually be easier so by the Disneyland Resort from the company. Then again, that would be as easy as California trying seceding the Union; which as we all know, wouldn't happen without a few words from the rest of the states...
As of May, the largest two stock holders in the Walt Disney Co. where:
Steve Jobs - 7.3%
FMR LLC1 - 5.5%
So, to say the least. The Walt Disney Company has become a unstopping entity, who's only obligation is to the majority of the stockholders (who, are in the business so they can make money). If that means cutting corners at a (Disneyland) theme park, then that's what they'll do (are doing)... It's a shame they don't take some notes from the Oriental Land Company and what they've done with Tokyo Disney Resort in Japan (who coincidently read the book Walt Disney wrote about the operation of theme park)...



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Point being, the Disney Company is bigger then simply Disneyland. There was a time when everything was about Disneyland, but that time has long since past.




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