Case Discussion: Disney

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1 Case Discussion: Disney 1 Disney Inc. #2 media conglomerate in the world Movie studios Networks: ABC, ESPN, Family Channel, Disney Channel, etc. Theme parks Internet sites Retail stores and products 2 More than 144,000 employees Disney s primary business is to organize and commercialize the output of creative people 3 Long-time CEO Michael Eisner referred to all Disney employees as cast members. 4 In Business Week List of Best Places to Launch a Career, Disney was #1 5 Business Week 2006 List of Best Places to Launch a Career 1. Walt Disney 2. Lockheed Martin 3. Deloitte & Touche 4. Goldman Sachs 5. Enterprise Rent-A-Car 6. State Department 7. Raytheon 8. General Electric 9. JPMorgan 10. Abbott Labs Business Week. Best Places to Launch a Career, September 18, Newswire Association LLC 11. Verizon 12. Ernst & Young 13. Google 14. National Instruments 15. KPMG 16. L Oreal 17. Bain & Co. 18. Merck 19. Ameriprise Financial 20. Accenture 21. AT&T 6 1

2 Business Week List 2006 #1: Disney Communications Disney's place at the pinnacle is also a testament to its popularity with students, but its desirability goes well beyond the company's instant name recognition. Disney rose to No. 1 on its reputation with students. Cynics need not apply: culture stresses creativity, optimism and decency. And yet: Disney management was under fire for poor earnings, unsuccessful investments, and high management compensation 7 8 Business Week. Best Places to Launch a Career, September 18, Newswire Association LLC Challenged by dissident directors, including Roy Disney, Jr., in the annual shareholder meeting, 45% of shareholders voted against management in April 2004 Most remarkably, ¾ of Disney 401(k) participants (i.e., employees) voted against management 9 Why did Disney management lose the confidence of ¾ of its own employees? 10 Questions for Discussion: How can a management like Disney s keep creative people happy? While also maintaining profitability?

3 Q: How can Disney calculate its ROI in HR, when it decides whether: To retain older employees or new ones To hire risky employees or safe ones? 13 Q: Is Disney promoting employees optimally? 14 Disney Employees by Grade and Division Unit 1 Unit 2 Unit 3 Radio Stations Theme Parks Film and TV Production Q: Is Disney s compensation structure efficient? Is this compensation profile excessively accelerating at the top? Is the career risk at Disney so high to make it necessary to incent through high incentives at the top? Disney s Compensation Profile (Wages in thousand $) Q: Is CEO Eisner s compensation package well-designed (1) Unskilled, min wage (2) Entry Lvl Blue Collar crft (3) Crafts Blue Collar & Staff (4) White Collar Staff (5) Managers (junior) (6) Managers (senior) (7) Junior Exec (8) Executive (9) Senior Executive 17 (10) CEO (Iger and Eisner) 3

4 -1.Eisner s contract was $1 million base salary + (up to) $19 million bonus -2. Bonuses based on growth in earnings beyond 7.5% -3. Stock options CEO Michael Eisner s Compensation 1998: $570 mil. (mostly options from increased share price since 1989) But in 1999 and 2001, when Disney stock performed poorly, Eisner got no bonus, received only his base salary of $1 mil. In 2000, $9.3 mil plus stock options. In 2001, Disney suffered and Eisner s options had a paper loss of $266 mil Eisner received $1 million salary + $7.3 million bonus Eisner s last year at Disney = $1 million salary + $9.1 million bonus Marr, Merissa. Disney CEO Iger s Bonus, Salary Total $17 Million. Wall Street 22 Journal, January 13, 2007, pg. A.6. Could the Disney board have purchased the same performance from its chief executive and president for less incentive? Disney s Labor Relations

5 SCG got recognition, wage increases, reinstatement of fired workers Walt called the strike a catastrophe, destroying the studio s spirit Gabler, Neal. Walt Disney: The Triumph of the American Imagination. New York: Alfred A. Knope, Disney Union History In 1941, Disney animators went on strike for 6 weeks till a Federal mediator ruled in union favor This event, though a long time ago, has shaped labormanagement relations at Disney ever since Earnings Median annual earnings of audio and video equipment technicians in 2004 were $32, The Disney strike, 1941 Source: Strike from the Unite Here Local 681 against Disney Management Q: How should Disney deal with the heavily unionized crafts units of its film and television divisions? Source:

6 Q: How can Disney evaluate the performance of creative talent, such as artists or designers? How can Disney motivate its creative employees? What are the approaches? What do they aim to accomplish? How can Disney regain positive employee relations? How should Disney s HR policies proceed into the next generation of media? 6

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