Disney

The Customer

Disney’s mission statement is “to entertain, inform and inspire people around the globe through the power of unparalleled storytelling, reflecting the iconic brands, creative minds and innovative technologies that make ours the world’s premier entertainment company.”

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The Commitment The ‘Navigating the Financial Maze’ initiative is designed to help employees alleviate the ‘fear factor’ in dealing with financial concepts and ‘jargon’. It enables individuals to be proactive in determining the appropriate financial data that is the priority focus. It helps participants to understand and interpret financial reports as a basis for decision taking.
The Context The course covers the following aspects :  
  • Understanding Annual Reports and other financial data that provides a ‘snapshot’ of an organisation’s performance.
  • Budgeting, Forecasting and Financial Planning.
  • The role of the Balance Sheet.
  • What is Capital and whose is it?
  • The role of the Profit and Loss Account.
  • The Financial Levers of operating a successful business.
  • Unravelling the mysteries of Financial Terminology.
  • Identifying the Key Financial Figures that a manager needs and how to present that Information for optimum effect.
  • How to Measure Success in a business.
  • Financial Models i.e. the CAP approach and Return on Assets.
  • The concept of Added Value.
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    The Commitment Managing Director Programme for Dealer Principals / Brand Managers / Franchise Managers. Core objective - To develop the entrepreneurial skills, business management acumen and inspirational leadership capabilities of dealer Managing Directors
    The Context By the end of the programme each Managing Director will have:
  • Clarified their personal vision for the direction of the dealership
  • Considered the clarity of their communication of business expectations and achievements throughout the dealership
  • Evaluated the focus / effectiveness of their dealership on the primary business success drivers, and identified improvement actions
  • Challenged their definition of their own role and personal
    • effectiveness in ‘taking the team and the business forward’
  • Clearly understood the dealer ‘levers of power’ - the fundamental drivers of dealer financial performance
  • Have evaluated the effectiveness of their relationships and working processes with their management team, and considered improvement strategies
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    Dave Hawkins