Disneyland in Qatar (Global Marketing Plan) Case Study

Disneyland in Qatar (Global Marketing Plan) - Case Study Example The strategic fit of the market opportunity to the company’s capabilities has been highlighted. The report ends with the identification of a market opportunity in the Qatari market that is worth pursuing, which becomes the stated objective of the global marketing strategy plan. Introduction For organizations to maintain competitiveness, they need to adapt to the diverse needs of customers as well as the communities within which they operate. Foreign investment is a costly move that requires a large capital outlay. An organization has to set strong marketing strategies to enhance its survival. It is important to evaluate the important aspects of the internal environment that may influence success such as the organizational structure, the product line which is the theme park in this case, the status of the market, as well as the distribution and supply chain. Moreover, assessment of the external environment is significant in the planning process especially when the organization plans to venture in to the global market. The PESTEL analysis helps managers to set strategies to cope with challenges in the operating environment. The SWOT analysis helps managers to capitalize on their strengths to utilize available opportunities as well as to realize the weaknesses that need to be addressed. It is also an important planning tool for establishing potential threats in advance. These analyses will be significant in determining the strategic fit of Disney to establish a theme park in the emerging Qatari market. Internal Situation Company Structure Walt Disney Company operates in a functional structure with several affiliates and subsidiaries in different countries globally. The various sections include; theme parks, resorts, media networks, amusement studios, consumer goods and interactive media services. These sections provide different products under centralized management. Disney’s theme parks control a wide resource base with regards to materials that are significant in generating value for customers (Keller, 2001). Tangible assets are supplemented by intangible assets such as a strong brand name, brand equity, patent rights and customer loyalty. Each resource is uniquely positioned to serve a particular group of consumers and hence difficult to imitate. Disneyland was able to strategically develop capabilities that can be utilized in a competitive environment, for example, copyrights have helped in the retention of profits for every character in its studios (Capodagli & Jackson, 1999). Disney’s Theme Park The theme park comprises of mainly entertainment attractions and rides suitable for family leisure. The theme park entertainment is suitable for adults and children. Generally, creativity management has been significant in the success of Disney’s theme parks (Mulcaster, 2009). The theme park strategy was developed in 1952 and took advantage of the tremendous impact of television in awareness creation among consumers. Since then, the eleven theme parks have been established globally mainly in the US, Europe and Asia. Innovation and target oriented approach have significantly contributed to the growth of the Disney theme parks (Wasko, 2004). Current Market for the Theme Parks The current market for Disney’s products is based on people’s willingness and ability to spend on entertainment and leisure. The them