Thursday, 26 April 2018

Estudo de caso de estratégia de diversificação de walt disney


BusinessEssays.
Uma Análise Estratégica na Walt Disney.
Introdução.
Neste artigo, será realizada uma análise abrangente sobre o Walt Disney. A área de análise abordará a forma como a Disney está competindo para ganhar quota de mercado globalmente. Nesta tarefa, são discutidas várias questões relativas a estratégias corporativas na Walt Disney. Nas discussões a seguir, três discussões principais são discutidas neste contexto. Em primeiro lugar, será discutida a análise macroambiental envolvendo PESTLE e SWOT. Em segundo lugar, é apresentada uma discussão concisa sobre análise da indústria da Walt Disney. Além disso, uma discussão aprofundada sobre a análise específica da empresa da Disney que envolve os tópicos sobre gestão de operações, gerenciamento de recursos humanos, gerenciamento de marketing, bem como a gestão estratégica (Calandro, 2018).
Contexto de Walt Disney.
Hoje, a Walt Disney Company (ou mais conhecida como 'Disney') é uma das maiores empresas de mídia multinacional e de entretenimento do mundo. Atualmente, a Walt Disney vem melhorando em várias áreas, como produção de filmes, programas de TV, animações de desenhos animados e fornecimento de destinos de entretenimento familiar. O valor oferecido pela Disney hoje é composto por estúdios de parques temáticos, cinema e televisão, uma rede de televisão, estações de rádio e cabo, gravadoras, departamentos de viagens, linha de cruzeiros, lojas de varejo, empresas de efeitos especiais e engenharia, empresas de mídia nova e muito Mais. A empresa foi encontrada por Walt e Roy Disney no ano de 1923. Começou desde o início humilde, a empresa possui atualmente um dos maiores estúdios de Hollywood, 11 parques temáticos, 2 parques aquáticos e algumas redes de televisão. A sede da empresa está situada em Burbank, Califórnia, EUA. Não se pode negar que a Walt Disney Corporation criou um império dificilmente compatível. A organização está constantemente lutando pelo desempenho de excelência e, no entanto, está mudando continuamente para se adaptar ao gosto dos consumidores e a empresa está empregando os melhores artistas, os criadores mais inovadores e utilizando a mais recente tecnologia para oferecer uma experiência notável aos clientes (Bunnell, 2004 ).
Declaração de Missão de Walt Disney.
De acordo com o portal web corporativo da Disney, a missão da empresa é ser um dos famosos produtores de entretenimento e serviços relacionados à informação. De acordo com a administração da empresa, eles estão avançando no uso do enorme portfólio de várias marcas da empresa para distinguir o conteúdo da empresa, serviços e produtos de consumo, ao mesmo tempo que se esforçam para oferecer as experiências de entretenimento mais criativas e inovadoras aos consumidores. Na verdade, muitas vezes é citado que tanto a Walt como a Roy Disney acreditavam que qualquer organização deveria abraçar a criatividade e a inovação para ficar um passo à frente da competição no ambiente comercial competitivo (Calandro, 2018).
Análise de ambiente macro.
PESTLE Analysis para Walt Disney.
Nesta seção, uma análise PESTLE para Walt Disney será feita. Esta análise básica é essencial para apoiar a empresa a reconhecer ainda mais as forças externas que influenciam a Walt Disney (Pearce e Robinson, 2005).
Político. Compreender o aspecto político nos países que Walt Disney desejava penetrar é crucial. A Disney deve avaliar as opiniões políticas e as decisões do governo nos países específicos devido aos diferentes requisitos legais que um investidor estrangeiro deve aderir. Isso inclui os requisitos fiscais que a Disney tem que seguir, além de outras tarifas que afetarão a Disney (Calandro, 2018).
Econômico . O estudo da tendência econômica mundial é outro fator importante que tem impactos na forma como as empresas operam e tomam decisões. Por exemplo, a crise econômica anterior que atingiu globalmente definitivamente mudaria as estratégias de marketing da Disney devido à menor demanda global, particularmente nos hotéis e viagens. Além disso, as taxas de câmbio também afetam os custos das exportações, bem como a oferta e o preço dos bens importados em uma determinada nação (Calandro, 2018).
Social. Para ser uma empresa multinacional global, a Disney deve examinar cuidadosamente o aspecto cultural; taxa de crescimento da população e a distribuição de idade que a Disney desejava penetrar. Tendências nos fatores sociais afetam a demanda por produtos de uma empresa e como essa empresa opera. Por exemplo, se a distribuição de idade de um determinado país tiver mais para a idade média em comparação com as crianças, a Disney deve mudar seus clientes-alvo (Bunnell, 2004).
Tecnológico. A disponibilidade e tecnologia avançada podem ajudar na inovação da R & amp; D da Disney. Por exemplo, o aspecto tecnológico também é importante especialmente na área de parques temáticos. As características de alta tecnologia nos passeios de parque temático enfatizam as características de segurança de toda a viagem (Greco, 1999).
Legal. Cada país e, mesmo regionalmente, têm diferentes leis trabalhistas, leis antitruste e direito do consumidor. Para manter a posição como líder global, a Disney deve ter uma equipe jurídica sólida capaz de aconselhar o acima para evitar qualquer disputa legal que possa resultar na perda de direitos e conta (Greco, 1999).
De Meio Ambiente . Ter consciência do fator ambiental também é essencial, pois pode afetar a ala do turismo da Disney. Além disso, contribuir para a responsabilidade social corporativa no aspecto de salvar o meio ambiente também ajudará a criar uma marca forte como empresa responsável (Calandro, 2018).
Análise SWOT para Walt Disney.
Nesta seção, será realizada uma análise SWOT para a Walt Disney. Especificamente, será realizada uma análise dos pontos fortes, fracos, oportunidades e ameaças enfrentados pela Walt Disney.
Essa análise é útil para ajudar o gerenciamento a compreender as ameaças e oportunidades atuais e potenciais para a empresa, depois de avaliar os pontos fortes e fracos da empresa. Vale ressaltar que, sob a estrutura SWOT, o elemento de pontos fortes e fracos são fatores internos específicos da empresa, enquanto as oportunidades e ameaças são fatores externos relevantes para a empresa (Pearce & Robinson, 2005).
Pontos fortes de Walt Disney.
Na seção a seguir, serão discutidos os vários pontos fortes da Walt Disney, a saber: (a) Padronização Global; (b) Cliente alvo: crianças; (c) Processo criativo; (d) Nome da Marca Popular e (e) Diversificação.
Padronização Global. A Walt Disney é uma grande empresa com muitos ativos diversificados em todo o mundo. A era da era da informação, melhorar a vantagem competitiva operacional da empresa tornou-se uma prioridade para muitas empresas e a Walt Disney não tem exceção nisso. Como uma empresa multinacional, a Disney tem consistentemente recebido o seu mais alto padrão no negócio. Todas as dimensões da Disney promovem não só a si mesma, mas também a todas as outras áreas, em uma rotação de apoio mútuo e, como Roy Disney afirmou antes de "manter os clientes com Mickey Mouse conscientes". Para a realização desses objetivos, a Disney já possui um pé crítico e significativo na porta com empresas em entretenimento de estúdio e produções teatrais para crianças, adolescentes e adultos de todas as idades. Hoje, a Walt Disney é, de fato, uma organização global com operações nos EUA, Japão, Paris e Hong Kong, provando que a Disney está no alcance global (Calandro, 2018).
Cliente alvo: crianças. Crianças em todo o mundo são o cliente-alvo da Walt Disney, principalmente para a série animada e os parques temáticos. A maioria das crianças do mundo teria observado positivamente a série de desenhos animados de Mickey Mouse, Popeye the Sailorman, Alice in Wonderland e Snow White. Todos os produtos da série animada da Disney, conta uma história e essas histórias atraentes deleitam e inspiram a todos os clientes principalmente crianças. Além disso, desde a sua criação, a Disney tem atraído jovens jovens através da Disney Princesses Belle, Ariel, Bela adormecida, Branca de Neve, Cinderela e Jasmine. Agora, a Walt Disney está sob contínua pressão para continuar crescendo seu Disney Princess Sector. Consequentemente, a Disney é o alvo de meninas ainda mais jovens, mesmo aquelas que ainda estão no berço. No entanto, ao longo dos anos, a Disney também está voltada para adultos, pois são decisores para seus filhos (Bunnell, 2004).
Processo criativo. Um dos poderes do Walt Disney crescendo tremendamente na última década é ter um processo criativo nos negócios. A abordagem inovadora de experiências em animação humana realista, animação de personagens distintivos, efeitos especiais e o uso de processos e aparelhos especializados foram o fator de produção de séries animadas admiráveis. Desde o lançamento de Snow White e Seven Dwarfs como a primeira característica animada do canon de animação Disney no ano de 1937, a Walt Disney seguiu uma forte tradição de inovação (Greco, 1999). Os objetivos da seção Disney Imagineering são, na verdade, constantemente projetar e executar produtos novos, felizes e excitantes para a Disney que proporcionem felicidades aos seus clientes. Além disso, ao desenvolver os novos passeios excitantes nos parques da Disneyland que podem mover os consumidores mais rapidamente do que a gravidade, fornecendo novas tecnologias de filmes que oferecem efeitos visuais inovadores, ou mesmo combinando os dois em um único obstáculo, a Disney realizou suas missões. Em suma, continua a lutar pela excelência da invenção; tem atribuído receitas à Walt Disney, que vale cerca de US $ 36 bilhões hoje (Bunnell, 2004).
Marca popular. Walt Disney é um sinônimo de mundo mágico de séries animadas e excitante parque temático. A fundação bem construída que foi criada décadas atrás possui um forte portfólio de marcas. Quase todos os que têm interesse em séries animadas sabem que a produção da Disney de séries comemoradas, como a Cinderela, para nomear uma. Além disso, para adultos e crianças, o parque temático da Disneyland é um dos locais de visita obrigatória na Califórnia. O Disney Resort também geralmente está totalmente reservado quase todo o ano, especialmente durante as férias de verão e o Natal, pois há muitos eventos emocionantes durante a temporada de férias. O alcance da Disney é global, com parques temáticos na França, Japão, Hong Kong e, claro, nos EUA (Greco, 1999). Eles também têm lojas da Disney em todo o mundo vendendo produtos de usuários finais da Disney tanto dentro dos vários resorts da Disney e parques temáticos e em muitos dos varejistas em todo o mundo. De fato, atualmente, a marca registrada da Disney é popular em todo o mundo, mais uma vez mantendo consumidores "Mickey Mouse minded" (Calandro, 2018).
Diversificação. A Walt Disney é uma empresa de conglomerados que cresceu em várias empresas. A Disney, com suas subsidiárias, possui redes de mídia, parques e resorts, além de fazer filmes e comercializar produtos de consumo. A Disney teve muitas idéias que ajudaram a empresa a ter uma posição incrível nos vários mercados hoje. Walt Disney tem muitos campos nos quais eles participam para ganhar dinheiro. Televisão, produções de estúdio, parques temáticos, produtos de consumo e linhas de cruzeiro são para citar alguns dos bem sucedidos Disney (Bunnell, 2004).
Fraquezas de Walt Disney.
Na seção a seguir, serão debatidas as fraquezas variadas de Walt Disney, a saber: (a) Excessive Research & amp; Desenvolvimento; (b) Fator de alto risco e (c) alto custo de manutenção.
Pesquisa Excessiva & amp; Desenvolvimento. No esforço para a inovação contínua, especialmente nos produtos de consumo, bem como a série de animação para ter fãs leais para a produção da Disney, a Disney tem que gastar enormes recursos em pesquisa e desenvolvimento. O principal recurso que o Walt Disney deriva é a experiência profissional na área de pesquisa e desenvolvimento. Isso certamente envolve grande tempo e dinheiro para ter um excelente resultado (Greco, 1999).
Fator de alto risco. A Disney teve que fazer investimentos maciços em constante desenvolvimento do negócio que engrossava a área publicitária. À medida que a empresa cresce gigantesse em todo o mundo, há muitos riscos envolvidos em todos os aspectos do negócio. A gestão da Disney teve que planejar com antecedência para mitigar os vários fatores de risco envolvidos que podem tremer toda a empresa (Greco, 1999).
Alto custo de manutenção. A Walt Disney tem alto custo de manutenção para quase tudo o que eles desenvolveram, principalmente para os parques temáticos, resorts da Disney e também sobre a produção dos produtos de consumo. Esta manutenção é vital, pois envolve os requisitos de segurança e saúde para seus clientes (Calandro, 2018).
Oportunidades de Walt Disney.
Na seção a seguir, serão discutidas as múltiplas oportunidades de Walt Disney, a saber: (a) Mercadoria e (b) Personagens de Nacional.
Mercadoria. As lojas de produtos da Walt Disney devem considerar entrar em novos países, especialmente para os países emergentes da Ásia. As lojas da Disney não estão ao alcance dos clientes facilmente (Greco, 1999). É um desafio se os clientes gostariam de comprar livros, brinquedos e miniaturas diretamente da loja Walt Disney. Por isso, este aspecto da oportunidade pode ser explorado para maximizar a rentabilidade da empresa nas vendas de mercadorias (Wasko, 2001).
Personagens de recurso nacional ou regional. A Walt Disney pode incorporar um novo personagem da Disney em diferentes países operacionais que a Disney tem presença. Por exemplo, a Disney em países chineses, como Hong Kong e China, a Disney pode ter um caráter nacional localizado de um panda como ícone. Isso é semelhante a outros países que podem se assemelhar ao seu próprio personagem da Disney, mantendo o mais alto padrão e qualidade do personagem (Calandro, 2018).
Ameaças de Walt Disney.
Na seção a seguir, serão discutidas as ameaças de Walt Disney, a saber: (a) Concorrentes: Nacional, Regional e Global e (b) Requisitos legais no exterior.
Concorrentes: Nacional, Regional e Global. No caso da Disney e da indústria do parque temático, existem muitos concorrentes. Alguns dos concorrentes incluem, Paramount Parks, Universal Studios e Six Flags Theme Parks são alguns dos concorrentes proeminentes. No entanto, existem muitos outros desafiadores menos óbvios que os analistas podem não pensar facilmente ao analisar o mercado competitivo em que a Disney está operando. Por exemplo, existem centenas de parques aquáticos e muitos funplex que são muito acessíveis em comparação com a Walt Disney (Wasko , 2001).
Requisitos legais no exterior. As ameaças mais comuns na era da globalização são as leis e regulamentos de outros países. Existe uma necessidade de acompanhamento constante das diferenças nas leis de outros países e EUA, quando as organizações estão terceirizando. No caso da Walt Disney, seus parques temáticos devem cumprir os regulamentos de segurança dos países em que operam para se manter no negócio e manter seu status internacional (Calandro, 2018).
Análise da indústria.
Porter Five Forces Analysis para Walt Disney.
Nesta seção, uma análise de Porter Five Forces para Walt Disney será realizada. Essa análise é importante para ajudar a empresa a entender mais sobre as forças externas que a Walt Disney pode lidar.
A primeira força a ser discutida é a ameaça de novos participantes. Como a Disney conseguiu garantir um nicho muito especial na indústria, as barreiras de entrada podem ser consideradas como relativamente altas. A Walt Disney praticamente domina o mercado de entretenimento familiar e seria um feito muito difícil para uma nova organização desenvolver o reconhecimento da marca e penetrar no mercado existente da Disney (Pearce e Robinson, 2005).
Em segundo lugar, o poder de barganha dos clientes aumentou ao longo do tempo, especialmente no serviço e na indústria do entretenimento. Por exemplo, a taxa de entrada cobrada nos parques temáticos da Disney. Foi claramente afirmado que os clientes só estão dispostos a pagar o máximo de USD 33. Portanto, a Disney tem tido muito cuidado quando se lida com os clientes enquanto detêm o poder de barganha (Bunnell, 2004).
Por outro lado, a negociação para os fornecedores é um oposto em relação aos seus clientes. O poder retido dos fornecedores é devido à marca que a Disney criou nos produtos únicos de qualidade. A Disney tem seu próprio fornecedor preferido que poderá lidar com a demanda e os requisitos e padrões globais que a Disney integrou ao longo dos anos (Wasko, 2001).
Além disso, a ameaça de produtos e serviços alternativos também é muito baixa. A Disney já posicionou os preços do teto em muitas das suas mercadorias. O logotipo e a marca registrada da própria Disney explicam que seria um grande desafio para outra empresa criar produtos e serviços de substituição. Além disso, a Disney continua atualizando e revisando a linha de produtos e o serviço para manter seus clientes felizes e leais (Bunnell, 2004).
Finalmente, a luta entre os concorrentes existentes não desempenha um papel importante no ambiente de operação externa da Disney. Atualmente, não há empresas diretas próximas para as operações da Disney, pois os produtos que eles têm são diferenciados e únicos por conta própria (Wasko, 2001).
Análise específica da empresa.
Gerenciamento de operação.
TQM na Disney. Sem hesitação, a Walt Disney tem o mais alto padrão de qualidade na produção de séries animadas, produtos de consumo e também particularmente no parque temático e no resort Disney. O rigoroso padrão de qualidade foi um dos principais fatores que contribuíram para o sucesso da Disney (Pearce & Robinson, 2005). Por exemplo, as operações dos parques temáticos da Disney em Paris e Tóquio devem cumprir o padrão global do parque temático Disney original na Califórnia. Sem o alto padrão, não pode ser um dos parques temáticos favoritos de todos os tempos. Quanto ao Disney Resort, é bem conhecido pelo serviço superior que é incomparável na indústria hoteleira. Isso explica as razões por trás da sempre bem-sucedida Walt Disney em ter clientes retornados em seu resort. A série animada produzida pela Walt Disney tem um impacto para os telespectadores e principalmente pelo motivo da excelência na história. A série mais conhecida que de fato deixa uma grande emoção para os espectadores até hoje são a princesa da Disney, que são de Cinderela, Branca de Neve e Aladino (Wasko, 2001). A qualidade da produção foi provada dos inúmeros prêmios que a Disney ganhou ao longo dos anos.
Gerenciamento de recursos humanos.
Treinamento de funcionário . A Walt Disney Company iniciou sua própria Universidade que a força de trabalho da empresa deve comparecer e se formar antes de poder trabalhar em um parque temático da Disney. Como tal, não é surpreendente que o serviço ao cliente da Walt Disney seja conhecido como sendo um dos melhores do mundo, e a Disney University enfatiza duas idéias-chave: "A linha de frente é a linha de fundo" e "é 10% produto e serviço de 90 por cento. "Esta quebra indica o compromisso da Disney com seus consumidores e as experiências de seus clientes enquanto abraça a tradição da Disney. Isso se aplica a outros funcionários da Disney em todo o mundo, especialmente na linha de hospitalidade do mundo do resort (Bunnell, 2004).
Estratégias da Disney em HRM. A Walt Disney é uma empresa multinacional que tem enorme quantidade de funcionários. No entanto, há uma mudança freqüente na alta direção que tem diferentes modos de direção e também administração que torna mais difícil sustentar os valiosos funcionários. Como resultado disso, as estratégias de GRH na Disney são para dar uma direção mais clara da empresa e também para dar atenção extra ao bem-estar de seus funcionários. O objetivo de oferecer um excelente serviço para tornar os clientes felizes é ter funcionários felizes. Assim, a Disney melhorou ainda mais seu pacote de remuneração para seus funcionários para fazê-los sentir-se apreciados pela empresa (Wasko, 2001).
Gestão de Marketing.
Segmento de Mercado - STP. Sem um lucro, a Walt Disney, ou qualquer outra empresa para o assunto, não estaria no negócio por muito tempo. Walt Disney, use seus lucros para fazer muitas coisas, por exemplo, para expandir sua participação de mercado, pesquisa e desenvolvimento para a inovação de novas linhas de produtos que ajudem a atrair mais clientes. A Disney tem muitos outros campos nos quais eles participam para ganhar dinheiro.
Os produtos e os parques temáticos dos clientes da Disney são muito críticos para o objetivo final da Disney de ganhar dinheiro. Por exemplo, a colocação de produtos da Disney em suprimentos escolares, caixas de almoço e até mesmo nos back-packs, em lojas departamentais em todo o país e dentro dos muros de seus próprios parques temáticos de marketing são um anúncio constante para a Walt Disney. A Disney é uma potência no campo de entretenimento e amplamente conhecida em todo o mundo. Eles podem facilmente atrair as crianças mais novas que se identificam com os personagens da Disney e gostam de vê-las em plena vida. Além disso, a Disney também pode atrair os filhos mais velhos que ainda se identificam com os personagens na forma de conhecê-los e curtir os filmes produzidos pela empresa, mas também aproveitar os passeios temáticos que apresentam seus filmes e personagens favoritos (Wasko, 2001 ).
Além disso, a Walt Disney está na indústria para produzir produções teatrais divertidas que não são apenas orientadas para a família, mas também familiares. A Disney está no mercado para entregar produtos e brinquedos suaves que promoverão suas produções teatrais que são divertidas e benéficas para as crianças. Além disso, ele também inspira o suficiente para atrair novos consumidores. Walt Disney está no negócio para entreter famílias com crianças que amam um local de férias divertido, interativo e seguro, como os resorts e parques da Disney (Molella, 2008).
Marketing Mix. A Walt Disney é superior no produto e coloca os aspectos do mix de marketing resultantes de mais de décadas de experiência no negócio e ainda estão se expandindo. O passado deu-lhes uma liderança de instinto e habilidade quando se trata de anunciar seus produtos. Por mais novo que sejam lançadas as produções sensacionais, permite que novas linhas de produtos sejam baseadas nos personagens da característica e sejam vendidas em lojas estrategicamente colocadas em todo o país e também países que têm presença nos parques temáticos da Disney (Pearce e Robinson, 2005). As lojas estão localizadas em shoppings e super-centros, em locais urbanos, para que sejam visíveis, e estão localizados em seus parques temáticos, onde serão muito procurados por famílias de férias ansiosas (Bunnell, 2004).
Com relação à sua estratégia de promoção, ultrapassou o nível de expectativas estabelecido pelo departamento de marketing. Está enredado todo o caminho através do Walt Disney, aparecendo em produções teatrais, histórias, produtos de consumo, como brinquedos fofos e parques temáticos. Cada aspecto da Disney promove não só a si mesmo, mas também a todos os outros aspectos, em uma rotação circular e, novamente, isso é manter os consumidores "Mickey Mouse conscientes".
No entanto, dado que a Disney é uma empresa orientada para a família, eles não serão capazes de atrair famílias de renda média. Relativamente, a Walt Disney criou uma imagem do luxuoso e divertido lugar especificamente nos resorts da Disney são de fato para a classe alta. Como resultado, a estratégia de preços da Disney é essencial para mudar de tempos em tempos. Sabe-se também que os preços de admissão para o parque temático estão sujeitos a alterações nas estações de férias. Normalmente, durante as férias de verão e durante o Natal, o preço do resort Disney é um dos mais caros de todos os tempos. No entanto, os comerciais da Disney na televisão são muitas vezes vistos oferecendo pacotes para "passagem aérea de ida e volta para barato", "crianças voam livre" e "pacotes de hotéis" para atrair consumidores para seus parques e resorts (Molella, 2008).
Gestão Estratégica.
Principais fatores de sucesso da Walt Disney. A Walt Disney Company tem uma história estabelecida e uma marca amplamente conhecida, não apenas nos EUA, mas em todo o mundo. A Disney utiliza múltiplas estratégias de posicionamento para suas vantagens e, eventualmente, produz seu histórico longo e bem-sucedido. Na verdade, pode-se comentar que a posição estratégica empregada na Disney é oferecer o benefício do cliente, que é um ambiente familiar, seguro e divertido aberto para negócios o ano todo (Molella, 2008). Não só isso, para se preocupar verdadeiramente com os clientes, a Disney oferece especiais para famílias, como descontos em voos, aluguel de carros e quartos de hotel. Alguns também são sazonais, que é atrair mais pessoas para seus parques, e essa tática já é considerada na base de preço e qualidade, indicando uma barganha de valor para seus potenciais clientes. No entanto, a base de posicionamento mais importante empregada pela Disney é aquela que distintamente os distingue de seus concorrentes. A singularidade da Walt Disney separa-os claramente com seus concorrentes.
Conclusão.
Após uma análise aprofundada, não há dúvida de que a Walt Disney é líder mundial na indústria do entretenimento. É um negócio que cresce infinitamente com um forte controle sobre inúmeros aspectos dos negócios em todo o mundo. A partir da gama afluente, permite que a Disney tenha muitas opções e oportunidades para expandir suas linhas de produtos e com seu alcance em vários países diferentes e, inegavelmente, sua expansão global também está entre as partes superiores da indústria (Molella, 2008).
O objetivo mais básico da Walt Disney é "garantir que os clientes estejam felizes". Sua capacidade de atrair emocionalmente o sentimento de uma infância eterna; apenas mencionando "The Magical World of Disney"; Parece que eles fizeram um trabalho brilhante no cumprimento dessa missão mágica.
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Van Maanen, J. (1993). Organizações, ocupações e mercados & # 8212; Folhas de vinil: Walt Disney World e América por Stephen M. Fjellman [revisão da cultura organizacional]. Sociologia contemporânea, 22 (4), 583.
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2017-11-23 · Describes the history and diversification strategy of the Japanese manufacturer Asahi Glass Co. The company has diversified through internal growth.
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