Walt Disney Strategic Position and Action Evaluation (space) MatrixEssay Preview: Walt Disney Strategic Position and Action Evaluation (space) MatrixReport this essaywalt disneyStep 1 Identify the firms existing vision, mission, objectives, and strategies.Step 2 Develop vision and mission statements for the organization.Step 3 Identify the organizations external opportunities and threats.Step 4 Construct a Competitive Profile Matrix (CPM).Step 5 Construct an External Factor Evaluation (EFE) Matrix.Step 6 Identify the organizations internal strengths and weaknesses.Step 7 Construct an Internal Factor Evaluation (IFE) Matrix.Step 8 Prepare a Threats-Opportunities-Weaknesses-Strengths (TOWS)Matrix, Strategic Position and Action Evaluation (SPACE) MatrixBoston Consulting Group (BCG) Internal-External (IE) Matrix, GrandStrategy Matrix, and Quantitative Strategic Planning Matrix (QSPM) asappropriate. Give advantages and disadvantages of alternative strategies.Step 9 Recommend specific strategies and long-term objectives. Show howmuch your recommendations will cost. Itemize these costs clearly foreach projected year. Compare your recommendations to actual strategies planned by the company.Step 10 Specify how your recommendations can be implemented and whatresults you can expect. Prepare forecasted ratios and pro forma financialstatements. Present a timetable or agenda for action.Step 11 Recommend specific annual objectives and policies.Step 12 Recommend procedures for strategy review and evaluation.Step 1 Identify the firms existing vision, mission, objectives, and strategies.Step 2 Develop vision and mission statements for the organization.Step 3 Identify the organizations external opportunities and threats.Step 4 Construct a Competitive Profile Matrix (CPM).Step 5 Construct an External Factor Evaluation (EFE) Matrix.Step 6 Identify the organizations internal strengths and weaknesses.Step 7 Construct an Internal Factor Evaluation (IFE) Matrix.Step 8 Prepare a Threats-Opportunities-Weaknesses-Strengths
This essay is the basis of a research into the use and performance of the Space Opera to forecast and motivate future investment decisions. The study also is the basis of the original study for the New York Academy of Management, conducted in 1972.
Space Opera as a Financial Stakeholder Strategic Planning and Strategic Management (Space Opera) was established in 1985 and was described in one of the early reports in 2008 by John L. R. Eaves and Mark L. Shropshire of Boston’s Technical Partnership Research Center. The study focused on the effects of Space Opera activities, policies, and procedures that would be used to provide better financial guidance for future capital investments in the Space Opera space.
Space Opera was first referenced on January 5, 2010 as a strategic plan for the Space Opera program. The first reports in 2004 of Space Opera’s strategy and management, which were developed specifically for the Space Opera program, included a call, a budget process, and budget forecasts, including a proposal for a long range planning, management, and strategic planning plan that identified the following: (A) Space Opera will likely achieve $3.6 trillion in future revenues through 2018; and (B) Space Opera will have a global impact of $100 billion by 2020.
NASA Research Director Paul Allen called Space Opera a potential “economic anchor” for future Space Opera operations. The space opera will, he noted, be a “significant player in the space age. [There] will continue to be strong synergies within the company, whether from the general public or individuals as well as the public. As a long and long-term economic asset, Space Opera is a significant economic asset in helping to maintain Earth as we know it. That’s why I think Space Opera is a key component of our future strategic plan and strategy.”
The concept of space opera was first conceptualized as part of the Space Opera plan’s initial planning in 1998 by Howard M. A. Weinberger, an engineer at Texas Instruments. It followed a plan, developed at the RAND Corporation in 1998, which calls for Space Opera to obtain a budget “comparable to current revenues at approximately comparable size and in the same scope as the business of the company.” The plan’s original outline was based on five principles, according to an April 3, 2003, press release from the RAND Corporation. The document states that “the primary rationale for the proposed Space Opera program is to encourage companies to invest in space. The Space Opera project can be described in terms of a ‘Plan for Space Opera’ or a ‘Plan for Space Opera Strategic Action Plan.'”
The goal was, at least in theory, “to build at least 50 space Opera operations by 2020 and generate $35 billion by 2020 in economic savings to the Government. The budget projection for the program follows the NASA’s Fiscal Year 2010 projection for future operations of about $1.35 trillion. This is $100 billion more than the estimated budget of NASA and