Top Five Global Media and Entertainment Industry 2012-2017: Trend, Profit and Forecast Analysis, July 2012
According to this report, the global media and entertainment industry is forecasted to reach US $1,289 billion by 2017. The global commercial media system is transnational and works to promote the global market and promote commercial values. The industry consists of activities such as broadcast media, publishing, movies and entertainment, internet advertising, and other services. North America dominates the industry and represents 35% of the global industry share.
The global media and entertainment industry is forecasted to reach US $1,289 billion by 2017. The global commercial media system is transnational and works to promote the global market and promote commercial values. The industry consists of activities such as broadcast media, publishing, movies and entertainment, internet advertising, and other services. North America dominates the industry and represents 35% of the global industry share.
Lucintel, a leading global management consulting and market research firm, has conducted a competitive analysis on top global media and entertainment industry and presents its findings in 'Top Five Global Media And Entertainment Industry 2012-2017: Trend, Profit and Forecast Analysis.'This report briefly discusses the subject companies, their geographic footprints, financial metrics, market performance, marketing and corporate strategies, and SWOT analysis. During the last five years, APAC witnessed the highest growth due to strong economic development in most of the regions and increased purchasing power of the population.
The industry faced some decline during the past years due to the global economic crisis that led to reduced income level, which affected media spending. Another important factor restricting the growth of the global media and entertainment is the high risk associated with increasing rivalry and competition between the top players of the market. Threat is associated with the intellectual properties of the companies which can be challenged, invalidated, or infringed by competitors.
The industry witnessed good growth during the last decade due to the technological advancements in the broadcasting and publishing segments, caused by the rising importance of changing media consumption patterns. Strong economic development in most countries boosted the purchasing power of the middle class population and evolved their consumption habits, which accelerated the influence of new media touch points.
The report gives a concise overview of top five media and entertainment companies:
This report will save hundreds of hours of your own personal research time and will significantly benefit you in expanding your business opportunities in global media and entertainment companies industry.. In today’s chaotic economy, you need every advantage that you can find to keep ahead in your business.
In Lucintel's newest competitive research study on the world's media and entertainment companies, we thoroughly profile following five companies with detailed competitive assessments:
The global media and entertainment industry is forecasted to reach US $1,289 billion by 2017. The global commercial media system is transnational and works to promote the global market and promote commercial values. The industry consists of activities such as broadcast media, publishing, movies and entertainment, internet advertising, and other services. North America dominates the industry and represents 35% of the global industry share.
Lucintel, a leading global management consulting and market research firm, has conducted a competitive analysis on top global media and entertainment industry and presents its findings in 'Top Five Global Media And Entertainment Industry 2012-2017: Trend, Profit and Forecast Analysis.'This report briefly discusses the subject companies, their geographic footprints, financial metrics, market performance, marketing and corporate strategies, and SWOT analysis. During the last five years, APAC witnessed the highest growth due to strong economic development in most of the regions and increased purchasing power of the population.
The industry faced some decline during the past years due to the global economic crisis that led to reduced income level, which affected media spending. Another important factor restricting the growth of the global media and entertainment is the high risk associated with increasing rivalry and competition between the top players of the market. Threat is associated with the intellectual properties of the companies which can be challenged, invalidated, or infringed by competitors.
The industry witnessed good growth during the last decade due to the technological advancements in the broadcasting and publishing segments, caused by the rising importance of changing media consumption patterns. Strong economic development in most countries boosted the purchasing power of the middle class population and evolved their consumption habits, which accelerated the influence of new media touch points.
The report gives a concise overview of top five media and entertainment companies:
- Comcast
- News Corp
- Time Warner
- Walt Disney
This report will save hundreds of hours of your own personal research time and will significantly benefit you in expanding your business opportunities in global media and entertainment companies industry.. In today’s chaotic economy, you need every advantage that you can find to keep ahead in your business.
In Lucintel's newest competitive research study on the world's media and entertainment companies, we thoroughly profile following five companies with detailed competitive assessments:
- Comcast
- News Corp.
- Time Warner
- Walt Disney
- Company overview
- Benchmarking (financial & market)
- SWOT analysis
- Product positioning
- Marketing strategy and tactics
- Corporate strategy
- Market size estimates in terms of (US $) value by segments of the global media and entertainment companies
- Regional analysis: global media and entertainment companies breakdown by key regions (e.g., North America, Europe, APAC and ROW)
- Market trends, drivers and forecasts
- Competitive benchmarking of each players against their financial & market strength
- Global and regional market share estimates for the top players
- Product line overview and positioning of top players
- SWOT analysis of the leaders
- Marketing strategy and tactics
- Corporate strategy
- More than 113 valuable figures and charts and 45 tables are provided in this report
1. EXECUTIVE SUMMARY
2. MARKET DEFINITION AND SCOPE
3. MARKET OPPORTUNITY
4. COMPETITIVE BENCHMARKING (FINANCIAL AND MARKET)
Company Profile on Following Parameters
Company Overview
Benchmarking (Financial & Market)
SWOT Analysis
Product Positioning
Marketing Strategy and Tactics
Corporate Strategy
5. COMPANY PROFILE ON COMCAST CORPORATION
6. COMPANY PROFILE ON GOOGLE, INC.
7. COMPANY PROFILE ON NEWS CORPORATION
8. COMPANY PROFILE ON TIME WARNER, INC.
9. COMPANY PROFILE ON THE WALT DISNEY COMPANY
2. MARKET DEFINITION AND SCOPE
3. MARKET OPPORTUNITY
4. COMPETITIVE BENCHMARKING (FINANCIAL AND MARKET)
Company Profile on Following Parameters
Company Overview
Benchmarking (Financial & Market)
SWOT Analysis
Product Positioning
Marketing Strategy and Tactics
Corporate Strategy
5. COMPANY PROFILE ON COMCAST CORPORATION
6. COMPANY PROFILE ON GOOGLE, INC.
7. COMPANY PROFILE ON NEWS CORPORATION
8. COMPANY PROFILE ON TIME WARNER, INC.
9. COMPANY PROFILE ON THE WALT DISNEY COMPANY
LIST OF FIGURES
CHAPTER 3. MARKET OPPORTUNITY
Figure 3.1: Supply chain for media and entertainment market
Figure 3.2: Global media and entertainment industry annual trend 2006-2011 (US $B)
Figure 3.3: Global media and entertainment industry regional trend: 2006-2011 (US $B)
Figure 3.4: Global media and entertainment industry regional trend: 2006-2011 (%)
Figure 3.5: Global media and entertainment industry segment trend: 2006-2011 (US $B)
Figure 3.6: Global media and entertainment industry segment trend: 2006-2011 (%)
Figure 3.7: Global media and entertainment industry opportunity by region
Figure 3.8: Global media and entertainment industry opportunity by segment
CHAPTER 4.COMPETITIVE BENCHMARKING (FINANCIAL AND MARKET)
Figure 4.1: Top five media and entertainment companies - financial benchmarking
Figure 4.2: Global top five media and entertainment companies gross profit and net profit analysis - 2011
Figure 4.3: Financial analysis - growth leadership quadrant (2011)
Figure 4.4: Market share of top players 2006
Figure 4.5: Market share of top players 2011
Figure 4.6: 2006 Market share analysis
Figure 4.7: 2011 Market share analysis
Figure 4.8: Global market share analysis 2011
Figure 4.9: Global market fragmentation 2011
Figure 4.10: Market value North America: (US $B)
Figure 4.11: Market value Europe: (US $B)
Figure 4.12: Market value Asia Pacific: (US $B)
Figure 4.13: Market value Row: (US $B)
Figure 4.14: Regional revenue evaluation 2011(US $B)
Figure 4.15: Regional revenue evaluation 2011(%)
Figure 4.16: North American revenue trend for top players 2007-2011 (US $B)
Figure 4.17: Europe revenue trend for top players 2007-2011 (US $B)
Figure 4.18: Asia Pacific revenue trend for top players 2007-2011 (US $B)
Figure 4.19: Row revenue trend for top players 2007-2011 (US $B)
Figure 4.20: Lucintel triad - top five major players
CHAPTER 5. COMPANY PROFILE OF COMCAST CORPORATION
Figure 5.1: Comcast Corporation’s revenue by business structure 2011
Figure 5.2: Lucintel Triad -Comcast Corporation
Figure 5.3: Financial benchmarking Comcast Corporation against top three and top five industry players- average
Figure 5.4: Financial benchmarking of Comcast Corporation against Top Five best
Figure 5.5: Global industry revenue trend Vs Comcast Corporation (2007-2011) in US $B
Figure 5.6: Global market share trend for Comcast Corporation (2007-2011) in (%)
Figure 5.7: North American industry revenue trend Vs Comcast Corporation2007-2011 in (US $B)
Figure 5.8: European industry revenue trend Vs Comcast Corporation2007-2011 in (US $B)
Figure 5.9: APAC industry revenue trend Vs Comcast Corporation2007-2011 in (US $B)
Figure 5.10: ROW industry revenue trend Vs Comcast Corporation2007-2011 in (US $B)
Figure 5.11: North American market share trend Vs Comcast Corporation2007-2011 in (%)
Figure 5.12: European market share trend Vs Comcast Corporation2007-2011 in (%)
Figure 5.13: APAC market share trend Vs Comcast Corporation2007-2011 in (%)
Figure 5.14: ROW market share trend Vs Comcast Corporation2007-2011 in (%)
Figure 5.15: Comcast Corporation productivity: 2007-2011 in (US $B)
Figure 5.16: Comcast Corporation fixed asset value: 2007-2011 in (US $B)
Figure 5.17: Strategic execution
CHAPTER 6. COMPANY PROFILE OF GOOGLE INC.
Figure 6.1: Google Inc. revenue by business structure 2011
Figure 6.2: Lucintel triad - Google Inc.
Figure 6.3: Financial benchmarking of Google Inc. against top three and top five industry players- average
Figure 6.4: Financial benchmarking of Google Inc. against Top five best
Figure 6.5: Global industry revenue trend Vs Google Inc. (2007-2011) in (US $B)
Figure 6.6: Global market share trend for Google Inc. (2007-2011) in (%)
Figure 6.7: North American industry revenue trend Vs Google Inc. 2007-2011 in (US $B)
Figure 6.8: European industry revenue trend Vs Google Inc. 2007-2011 in (US $B)
Figure 6.9: APAC industry revenue trend Vs Google Inc. 2007-2011 in (US $B)
Figure 6.10: ROW industry revenue trend Vs Google Inc. 2007-2011 in (US $B)
Figure 6.11: North American market share trend Vs Google Inc. 2007-2011 in (%)
Figure 6.12: European market share trend Vs Google Inc. 2007-2011 in (%)
Figure 6.13: APAC market share trend Vs Google Inc. 2007-2011 in (%)
Figure 6.14: ROW market share trend Vs Google Inc. 2007-2011 in (%)
Figure 6.15: Google Inc. productivity: 2007-2011 in (US $B)
Figure 6.16: Google Inc. fixed asset value: 2007-2011 in (US $B)
Figure 6.17: Strategic execution
CHAPTER 7. COMPANY PROFILE OF NEWS CORPORATION
Figure 7.1: News Corporation revenue by business structure 2011
Figure 7.2: Lucintel triad -News Corporation
Figure 7.3: Financial benchmarking of News Corporation against top three and top five industry players- average
Figure 7.4: Financial benchmarking of News Corporation against Top five best
Figure 7.5: Global industry revenue trend Vs News Corporation (2007-2011) in (US $B)
Figure 7.6: Global market share trend for News Corporation (2007-2011) in (%)
Figure 7.7: North American industry revenue trend Vs News Corporation (2007-2011) in (US $B)
Figure 7.8: European industry revenue trend Vs News Corporation (2007-2011) in (US $B)
Figure 7.9: APAC industry revenue trend Vs News Corporation (2007-2011) in (US $B)
Figure 7.10: ROW industry revenue trend Vs News Corporation (2007-2011) in (US $B)
Figure 7.11: North American market share trend Vs News Corporation (2007-2011) in (%)
Figure 7.12: European market share trend Vs News Corporation (2007-2011) in (%)
Figure 7.13: APAC market share trend Vs News Corporation (2007-2011) in (%)
Figure 7.14: ROW market share trend Vs News Corporation (2007-2011) in (%)
Figure 7.15: News Corporation productivity: 2007-2011 in (US $B)
Figure 7.16: News Corporation fixed asset value: 2007-2011 in (US $B)
Figure 7.17: Strategic execution
CHAPTER 8. COMPANY PROFILE OF TIME WARNER, INC.
Figure 8.1: Time Warner, Inc. revenue by business structure 2011
Figure 8.2: Lucintel triad -Time Warner, Inc.
Figure 8.3: Financial benchmarking of Time Warner, Inc. against top three and top five industry players- average
Figure 8.4: Financial benchmarking of Time Warner, Inc. against Top five best
Figure 8.5: Global industry revenue trend Vs Time Warner, Inc. (2007-2011) in (US $B)
Figure 8.6: Global market share trend for Time Warner, Inc. (2007-2011) in (%)
Figure 8.7: North American industry revenue trend Vs Time Warner, Inc. (2007-2011) in (US $B)
Figure 8.8: European industry revenue trend Vs Time Warner, Inc.(2007-2011) in (US $B)
Figure 8.9: APAC industry revenue trend Vs Time Warner, Inc. (2007-2011) in (US $B)
Figure 8.10: ROW industry revenue trend Vs Time Warner, Inc. (2007-2011) in (US $B)
Figure 8.11: North American market share trend Vs Time Warner, Inc. (2007-2011) in (%)
Figure 8.12: European market share trend Vs Time Warner, Inc. (2007-2011) in (%)
Figure 8.13: APAC market share trend Vs The Time Warner, Inc. (2007-2011) in (%)
Figure 8.14: ROW market share trend Vs The Walt Disney Company (2007-2011) in (%)
Figure 8.15: Time Warner, Inc. productivity: 2007-2011 in (US $B)
Figure 8.16: Time Warner, Inc. fixed asset value: 2007-2011 in (US $B)
Figure 8.17: Strategic execution
CHAPTER 9. COMPANY PROFILE OF THE WALT DISNEY COMPANY
Figure 9.1: The Walt Disney Company revenue by business structure 2011
Figure 9.2: Lucintel triad -The Walt Disney Company
Figure 9.3: Financial benchmarking of The Walt Disney Company against top three and top five industry players- average
Figure 9.4: Financial benchmarking of The Walt Disney Company against Top five best
Figure 9.5: Global industry revenue trend Vs The Walt Disney Company (2007-2011) in (US $B)
Figure 9.6: Global market share trend for The Walt Disney Company (2007-2011) in (%)
Figure 9.7: North American industry revenue trend Vs The Walt Disney Company (2007-2011) in (US $B)
Figure 9.8: European industry revenue trend Vs The Walt Disney Company (2007-2011) in (US $B)
Figure 9.9: APAC industry revenue trend Vs The Walt Disney Company (2007-2011) in (US $B)
Figure 9.10: ROW industry revenue trend Vs The Walt Disney Company (2007-2011) in (US $B)
Figure 9.11: North American market share trend Vs The Walt Disney Company (2007-2011) in (%)
Figure 9.12: European market share trend Vs The Walt Disney Company (2007-2011) in (%)
Figure 9.13: APAC market share trend Vs The Walt Disney Company (2007-2011) in (%)
Figure 9.14: ROW market share trend Vs The Walt Disney Company (2007-2011) in (%)
Figure 9.15: The Walt Disney Company productivity: 2007-2011 in (US $B)
Figure 9.16: The Walt Disney Company fixed asset value: 2006-2010 in (US $B)
Figure 9.17: Strategic execution
CHAPTER 3. MARKET OPPORTUNITY
Figure 3.1: Supply chain for media and entertainment market
Figure 3.2: Global media and entertainment industry annual trend 2006-2011 (US $B)
Figure 3.3: Global media and entertainment industry regional trend: 2006-2011 (US $B)
Figure 3.4: Global media and entertainment industry regional trend: 2006-2011 (%)
Figure 3.5: Global media and entertainment industry segment trend: 2006-2011 (US $B)
Figure 3.6: Global media and entertainment industry segment trend: 2006-2011 (%)
Figure 3.7: Global media and entertainment industry opportunity by region
Figure 3.8: Global media and entertainment industry opportunity by segment
CHAPTER 4.COMPETITIVE BENCHMARKING (FINANCIAL AND MARKET)
Figure 4.1: Top five media and entertainment companies - financial benchmarking
Figure 4.2: Global top five media and entertainment companies gross profit and net profit analysis - 2011
Figure 4.3: Financial analysis - growth leadership quadrant (2011)
Figure 4.4: Market share of top players 2006
Figure 4.5: Market share of top players 2011
Figure 4.6: 2006 Market share analysis
Figure 4.7: 2011 Market share analysis
Figure 4.8: Global market share analysis 2011
Figure 4.9: Global market fragmentation 2011
Figure 4.10: Market value North America: (US $B)
Figure 4.11: Market value Europe: (US $B)
Figure 4.12: Market value Asia Pacific: (US $B)
Figure 4.13: Market value Row: (US $B)
Figure 4.14: Regional revenue evaluation 2011(US $B)
Figure 4.15: Regional revenue evaluation 2011(%)
Figure 4.16: North American revenue trend for top players 2007-2011 (US $B)
Figure 4.17: Europe revenue trend for top players 2007-2011 (US $B)
Figure 4.18: Asia Pacific revenue trend for top players 2007-2011 (US $B)
Figure 4.19: Row revenue trend for top players 2007-2011 (US $B)
Figure 4.20: Lucintel triad - top five major players
CHAPTER 5. COMPANY PROFILE OF COMCAST CORPORATION
Figure 5.1: Comcast Corporation’s revenue by business structure 2011
Figure 5.2: Lucintel Triad -Comcast Corporation
Figure 5.3: Financial benchmarking Comcast Corporation against top three and top five industry players- average
Figure 5.4: Financial benchmarking of Comcast Corporation against Top Five best
Figure 5.5: Global industry revenue trend Vs Comcast Corporation (2007-2011) in US $B
Figure 5.6: Global market share trend for Comcast Corporation (2007-2011) in (%)
Figure 5.7: North American industry revenue trend Vs Comcast Corporation2007-2011 in (US $B)
Figure 5.8: European industry revenue trend Vs Comcast Corporation2007-2011 in (US $B)
Figure 5.9: APAC industry revenue trend Vs Comcast Corporation2007-2011 in (US $B)
Figure 5.10: ROW industry revenue trend Vs Comcast Corporation2007-2011 in (US $B)
Figure 5.11: North American market share trend Vs Comcast Corporation2007-2011 in (%)
Figure 5.12: European market share trend Vs Comcast Corporation2007-2011 in (%)
Figure 5.13: APAC market share trend Vs Comcast Corporation2007-2011 in (%)
Figure 5.14: ROW market share trend Vs Comcast Corporation2007-2011 in (%)
Figure 5.15: Comcast Corporation productivity: 2007-2011 in (US $B)
Figure 5.16: Comcast Corporation fixed asset value: 2007-2011 in (US $B)
Figure 5.17: Strategic execution
CHAPTER 6. COMPANY PROFILE OF GOOGLE INC.
Figure 6.1: Google Inc. revenue by business structure 2011
Figure 6.2: Lucintel triad - Google Inc.
Figure 6.3: Financial benchmarking of Google Inc. against top three and top five industry players- average
Figure 6.4: Financial benchmarking of Google Inc. against Top five best
Figure 6.5: Global industry revenue trend Vs Google Inc. (2007-2011) in (US $B)
Figure 6.6: Global market share trend for Google Inc. (2007-2011) in (%)
Figure 6.7: North American industry revenue trend Vs Google Inc. 2007-2011 in (US $B)
Figure 6.8: European industry revenue trend Vs Google Inc. 2007-2011 in (US $B)
Figure 6.9: APAC industry revenue trend Vs Google Inc. 2007-2011 in (US $B)
Figure 6.10: ROW industry revenue trend Vs Google Inc. 2007-2011 in (US $B)
Figure 6.11: North American market share trend Vs Google Inc. 2007-2011 in (%)
Figure 6.12: European market share trend Vs Google Inc. 2007-2011 in (%)
Figure 6.13: APAC market share trend Vs Google Inc. 2007-2011 in (%)
Figure 6.14: ROW market share trend Vs Google Inc. 2007-2011 in (%)
Figure 6.15: Google Inc. productivity: 2007-2011 in (US $B)
Figure 6.16: Google Inc. fixed asset value: 2007-2011 in (US $B)
Figure 6.17: Strategic execution
CHAPTER 7. COMPANY PROFILE OF NEWS CORPORATION
Figure 7.1: News Corporation revenue by business structure 2011
Figure 7.2: Lucintel triad -News Corporation
Figure 7.3: Financial benchmarking of News Corporation against top three and top five industry players- average
Figure 7.4: Financial benchmarking of News Corporation against Top five best
Figure 7.5: Global industry revenue trend Vs News Corporation (2007-2011) in (US $B)
Figure 7.6: Global market share trend for News Corporation (2007-2011) in (%)
Figure 7.7: North American industry revenue trend Vs News Corporation (2007-2011) in (US $B)
Figure 7.8: European industry revenue trend Vs News Corporation (2007-2011) in (US $B)
Figure 7.9: APAC industry revenue trend Vs News Corporation (2007-2011) in (US $B)
Figure 7.10: ROW industry revenue trend Vs News Corporation (2007-2011) in (US $B)
Figure 7.11: North American market share trend Vs News Corporation (2007-2011) in (%)
Figure 7.12: European market share trend Vs News Corporation (2007-2011) in (%)
Figure 7.13: APAC market share trend Vs News Corporation (2007-2011) in (%)
Figure 7.14: ROW market share trend Vs News Corporation (2007-2011) in (%)
Figure 7.15: News Corporation productivity: 2007-2011 in (US $B)
Figure 7.16: News Corporation fixed asset value: 2007-2011 in (US $B)
Figure 7.17: Strategic execution
CHAPTER 8. COMPANY PROFILE OF TIME WARNER, INC.
Figure 8.1: Time Warner, Inc. revenue by business structure 2011
Figure 8.2: Lucintel triad -Time Warner, Inc.
Figure 8.3: Financial benchmarking of Time Warner, Inc. against top three and top five industry players- average
Figure 8.4: Financial benchmarking of Time Warner, Inc. against Top five best
Figure 8.5: Global industry revenue trend Vs Time Warner, Inc. (2007-2011) in (US $B)
Figure 8.6: Global market share trend for Time Warner, Inc. (2007-2011) in (%)
Figure 8.7: North American industry revenue trend Vs Time Warner, Inc. (2007-2011) in (US $B)
Figure 8.8: European industry revenue trend Vs Time Warner, Inc.(2007-2011) in (US $B)
Figure 8.9: APAC industry revenue trend Vs Time Warner, Inc. (2007-2011) in (US $B)
Figure 8.10: ROW industry revenue trend Vs Time Warner, Inc. (2007-2011) in (US $B)
Figure 8.11: North American market share trend Vs Time Warner, Inc. (2007-2011) in (%)
Figure 8.12: European market share trend Vs Time Warner, Inc. (2007-2011) in (%)
Figure 8.13: APAC market share trend Vs The Time Warner, Inc. (2007-2011) in (%)
Figure 8.14: ROW market share trend Vs The Walt Disney Company (2007-2011) in (%)
Figure 8.15: Time Warner, Inc. productivity: 2007-2011 in (US $B)
Figure 8.16: Time Warner, Inc. fixed asset value: 2007-2011 in (US $B)
Figure 8.17: Strategic execution
CHAPTER 9. COMPANY PROFILE OF THE WALT DISNEY COMPANY
Figure 9.1: The Walt Disney Company revenue by business structure 2011
Figure 9.2: Lucintel triad -The Walt Disney Company
Figure 9.3: Financial benchmarking of The Walt Disney Company against top three and top five industry players- average
Figure 9.4: Financial benchmarking of The Walt Disney Company against Top five best
Figure 9.5: Global industry revenue trend Vs The Walt Disney Company (2007-2011) in (US $B)
Figure 9.6: Global market share trend for The Walt Disney Company (2007-2011) in (%)
Figure 9.7: North American industry revenue trend Vs The Walt Disney Company (2007-2011) in (US $B)
Figure 9.8: European industry revenue trend Vs The Walt Disney Company (2007-2011) in (US $B)
Figure 9.9: APAC industry revenue trend Vs The Walt Disney Company (2007-2011) in (US $B)
Figure 9.10: ROW industry revenue trend Vs The Walt Disney Company (2007-2011) in (US $B)
Figure 9.11: North American market share trend Vs The Walt Disney Company (2007-2011) in (%)
Figure 9.12: European market share trend Vs The Walt Disney Company (2007-2011) in (%)
Figure 9.13: APAC market share trend Vs The Walt Disney Company (2007-2011) in (%)
Figure 9.14: ROW market share trend Vs The Walt Disney Company (2007-2011) in (%)
Figure 9.15: The Walt Disney Company productivity: 2007-2011 in (US $B)
Figure 9.16: The Walt Disney Company fixed asset value: 2006-2010 in (US $B)
Figure 9.17: Strategic execution
LIST OF TABLES
CHAPTER 3. MARKET OPPORTUNITY
Table 3.1: Industry parameters of global media and entertainment industry
Table 3.2: Relative market attractiveness by region
Table 3.3: Regional revenue growth rate
Table 3.4: Segment revenue growth rate
CHAPTER 4. COMPETITIVE BENCHMARKING (FINANCIAL AND MARKET)
Table 4.1: Financial benchmarking of top five global media and entertainment companies
Table 4.2: Key financial parameters for top five media and entertainment companies
Table 4.3: Regional Revenue (US $B)
Table 4.4: Regional Revenue (%)
Table 4.5: Competitors based on markets served
Table 4.6: Lucintel triad - Top Five major players
CHAPTER 5. COMPANY PROFILE OF COMCAST CORPORATION
Table 5.1: Market served: Comcast Corporation
Table 5.2: Lucintel triad -Comcast Corporation
Table 5.3: Financial Benchmarking of Comcast Corporation against best and against Top three and Top five industry players- average
Table 5.4: Strategic execution - product positioning by segment
Table 5.5: Strategic execution - perceived customer value / quality
Table 5.6: Strategic execution - promotion / communications
Table 5.7: Strategic execution - product distribution by region
CHAPTER 6. COMPANY PROFILE OF GOOGLE INC.
Table 6.1: Market served - Google Inc.
Table 6.2: Lucintel triad -Google Inc.
Table 6.3: Financial benchmarking of Google Inc. against best and against Top three and Top five industry players- average
Table 6.4: Strategic execution - product positioning by segment
Table 6.5: Strategic execution - perceived customer value / quality
Table 6.6: Strategic execution - promotion / communications
Table 6.7: Strategic execution - product distribution by region
CHAPTER 7. COMPANY PROFILE OF NEWS CORPORATION
Table 7.1: Market served - News Corporation
Table 7.2: Lucintel triad -News Corporation
Table 7.3: Financial benchmarking of News Corporation against best and against Top three and Top five industry players- average
Table 7.4: Strategic execution - product positioning by segment
Table 7.5: Strategic execution - perceived customer value / quality
Table 7.6: Strategic execution - promotion / communications
Table 7.7: Strategic execution - product distribution by region
CHAPTER 8. COMPANY PROFILE OF TIME WARNER, INC.
Table 8.1: Market served - Time Warner, Inc.
Table 8.2: Lucintel triad -Time Warner, Inc.
Table 8.3: Financial Benchmarking of Time Warner, Inc. against best and against Top three and top five industry players- average
Table 8.4: Strategic execution - product positioning by segment
Table 8.5: Strategic execution - perceived customer value / quality
Table 8.6: Strategic execution - promotion / communications
Table 8.7: Strategic execution - product distribution by region
CHAPTER 9. COMPANY PROFILE OF THE WALT DISNEY COMPANY
Table 9.1: Markets Served - The Walt Disney Company
Table 9.2: Lucintel triad -The Walt Disney Company
Table 9.3: Financial Benchmarking of The Walt Disney Company against best and against Top three and top five industry players- average
Table 9.4: Strategic execution - product positioning by segment
Table 9.5: Strategic execution - perceived customer value / quality
Table 9.6: Strategic execution - promotion / communications
Table 9.7: Strategic execution - product distribution by region
CHAPTER 3. MARKET OPPORTUNITY
Table 3.1: Industry parameters of global media and entertainment industry
Table 3.2: Relative market attractiveness by region
Table 3.3: Regional revenue growth rate
Table 3.4: Segment revenue growth rate
CHAPTER 4. COMPETITIVE BENCHMARKING (FINANCIAL AND MARKET)
Table 4.1: Financial benchmarking of top five global media and entertainment companies
Table 4.2: Key financial parameters for top five media and entertainment companies
Table 4.3: Regional Revenue (US $B)
Table 4.4: Regional Revenue (%)
Table 4.5: Competitors based on markets served
Table 4.6: Lucintel triad - Top Five major players
CHAPTER 5. COMPANY PROFILE OF COMCAST CORPORATION
Table 5.1: Market served: Comcast Corporation
Table 5.2: Lucintel triad -Comcast Corporation
Table 5.3: Financial Benchmarking of Comcast Corporation against best and against Top three and Top five industry players- average
Table 5.4: Strategic execution - product positioning by segment
Table 5.5: Strategic execution - perceived customer value / quality
Table 5.6: Strategic execution - promotion / communications
Table 5.7: Strategic execution - product distribution by region
CHAPTER 6. COMPANY PROFILE OF GOOGLE INC.
Table 6.1: Market served - Google Inc.
Table 6.2: Lucintel triad -Google Inc.
Table 6.3: Financial benchmarking of Google Inc. against best and against Top three and Top five industry players- average
Table 6.4: Strategic execution - product positioning by segment
Table 6.5: Strategic execution - perceived customer value / quality
Table 6.6: Strategic execution - promotion / communications
Table 6.7: Strategic execution - product distribution by region
CHAPTER 7. COMPANY PROFILE OF NEWS CORPORATION
Table 7.1: Market served - News Corporation
Table 7.2: Lucintel triad -News Corporation
Table 7.3: Financial benchmarking of News Corporation against best and against Top three and Top five industry players- average
Table 7.4: Strategic execution - product positioning by segment
Table 7.5: Strategic execution - perceived customer value / quality
Table 7.6: Strategic execution - promotion / communications
Table 7.7: Strategic execution - product distribution by region
CHAPTER 8. COMPANY PROFILE OF TIME WARNER, INC.
Table 8.1: Market served - Time Warner, Inc.
Table 8.2: Lucintel triad -Time Warner, Inc.
Table 8.3: Financial Benchmarking of Time Warner, Inc. against best and against Top three and top five industry players- average
Table 8.4: Strategic execution - product positioning by segment
Table 8.5: Strategic execution - perceived customer value / quality
Table 8.6: Strategic execution - promotion / communications
Table 8.7: Strategic execution - product distribution by region
CHAPTER 9. COMPANY PROFILE OF THE WALT DISNEY COMPANY
Table 9.1: Markets Served - The Walt Disney Company
Table 9.2: Lucintel triad -The Walt Disney Company
Table 9.3: Financial Benchmarking of The Walt Disney Company against best and against Top three and top five industry players- average
Table 9.4: Strategic execution - product positioning by segment
Table 9.5: Strategic execution - perceived customer value / quality
Table 9.6: Strategic execution - promotion / communications
Table 9.7: Strategic execution - product distribution by region
