能夠像迪士尼那樣與觀眾建立密切聯系的公司并不多。自1923年成立以來，迪士尼品牌一直是全家人優質娛樂的代名詞。該公司最初由華特·迪士尼（Walt Disney）和羅伊·迪士尼（Roy Disney）兄弟創立，并在20世紀拓展了其業務范圍，開始將優質且令人難忘的家庭娛樂服務帶到世界各地。華特·迪士尼曾經說過，“我的興趣不在于‘表達’自己，不在于給人留下不知其然的創新性的印象。我感興趣的是娛樂大眾，給人們帶來快樂，尤其是笑聲”。該公司從簡單的黑白動畫片開始，發展成為當今世界范圍內的現象級商業帝國，包括主題公園、電影制作、電視網絡、戲劇制作、消費品和不斷增長的在線業務。

在創立之初的20年里，華特迪士尼制片廠（Walt Disney Productions）是一家生計維艱的卡通制片廠，它向全世界推出了其最著名的卡通形象一一米老鼠。那時，很少有人看好迪士尼的前景。但是該公司在1937年首次制作的有聲長片動畫電影一一《白雪公主和七個小矮人》取得了轟動性成功，并在接下來的30年里陸續推出了其他經典動畫片，如《木偶奇遇記》、《小鹿斑比》、《灰姑娘》和《小飛俠彼得·潘》，還有《歡樂滿人間》《萬能金龜車》等影片，以及《大衛·克羅傳》等電視連續劇。

1966年華特·迪士尼去世的時候，他已經舉世聞名。那時，公司已經將迪士尼的品牌延伸到了電影、電視和消費品行業，還有該公司的首家主題公園——南加州的迪士尼樂園，在這里全家人都可以在現實生活中領略迪士尼的魔力。在華特去世以后，羅伊·迪士尼成為CEO，并實現了華特的夢想——在佛羅里達州建立了24000英畝的迪士尼世界主題公園。1971年羅伊也去世了，但兩兄弟留下了一個代表信任、樂趣、娛樂并能引起兒童、家庭、成人共鳴的品牌，以及有史以來一些最感人至深且具有標志性的角色、故事和記憶。

失去兩位元老之后，該公司慘淡經營了幾年。直到20世紀80年代，華特·迪士尼公司重新站了起來，并以迪士尼品牌重新獲得消費者的信任與興趣。這一切都始于動畫電影《小美人魚》，它的上映使一個古老的童話故事變成一個神奇的百老匯風格電影。這部電影獲得了兩個奧斯卡獎。20世紀80年代末至21世紀初，迪士尼發布開創性的動畫電影如《美女與野獸》（1991）、《阿拉丁》（1992）、《獅子王》（1994）、《玩具總動員》（與皮克斯公司合作，1995）和《花木蘭》（1998），進入了一個所謂的“迪士尼復興時代”（Disney Renaissance）。此外，公司想到一個創新方式來將核心家庭作為目標市場，并將新的領域擴展到年齡更大的受眾。公司推出了迪士尼電視頻道（Disney Channel）、試金石影片公司（Touchstone Pictures)和試金石電視公司（Touchstone Television）。另外，迪士尼還為ABC（美國廣播公司）的《周日迪士尼影片之夜》（The Disney Sunday Night Movie）欄目制作經典電影，并以極低的價格銷售迪士尼經典電影的錄像帶，進軍新一代兒童市場。迪士尼品牌持續擴張，涉足了出版業、國際主題公園和戲劇制作等領域，打開了全世界各種受眾的市場。

現在，迪士尼公司共有4大業務部門：（1）媒體網絡部門（Media Networks），負責經營海量的廣播、有線電視、音頻、出版和數字業務，包括迪士尼/ABC電視頻道集團以及ESPN公司；（2）公園、體驗和消費品部門（Parks, Experience and Consumer Products），負責將迪士尼的故事、人物和特許經營權通過公園、度假村、玩具、應用程序、服裝、書籍和商店等方式帶到人們的現實生活中；（3）電影娛樂部門（Studio Entertainment），通過公司核心業務部門迪士尼電影公司，聯手漫威工作室、皮克斯動畫工作室和盧卡斯影業，負責為全世界的消費者帶來電影、音樂和舞臺劇；（4）直聯消費者和國際部門（The Direct-To-Consumer & International division），包括數字訂閱流媒體服務和國際控股業務。

目前迪士尼面臨的最大挑戰是，如何保持這個擁有90年歷史的品牌和其核心觀眾，并同時堅守其傳統和品牌的核心價值。迪士尼CEO鮑勃· 伊格爾（Bob lger）解釋道：“作為一個備受追捧信任的品牌，應該嘗試新的平臺與市場，進而向新的消費者敞開大門。經營一家具有悠久歷史的公司，往往要面對公司傳統與創新和現實意義的沖突，為此你免不了要做出各種抉擇。我絕對尊重公司的傳統，但同時我也堅信公司需要創新，而且需要協調傳統與現實意義之間的關系。”

在內部，迪士尼專注于價值創造的動態活力，這使其與競爭對手區分開來。基于對質量和客戶認可的高標準要求，“迪士尼差異化”源于華特·迪士尼最知名的語錄之一：“無論你做什么，都要把它做得很好。如果你做得夠好，人們就想重新光顧，看你再做一次。他們會把其他人也叫來看你把事情做得有多棒。”

迪士尼努力在多個層面上、通過每一個細節與顧客保持聯系。例如，迪士尼世界（Disney World）培訓“演員”要“親切熱情”，要揮舞米老鼠的大手迎接游客，分發地圖給成人，分發貼紙給孩子，勤奮地清理公園使游客很難找到一塊有垃圾的地方。對迪士尼來說，每一個細節都很重要。迪士尼的動畫師甚至教會了保潔人員用掃帚和水桶在地上“畫”高飛和米老鼠的形象。對于游客來說，它們在烈日下蒸發之前的那一分鐘是一個魔法時刻。

擁有如此多的品牌、角色和企業，迪士尼利用科技來確保客戶的體驗在任何一個平臺上都是一致的。迪士尼通過電子郵件、博客及其網站等創新方式與消費者建立聯系，向他們提供對電影預告片、電視剪輯、百老匯表演和虛擬主題公園體驗的介紹和分析。迪士尼是第一批開始定期播放其電視播客、發布有關其產品和相關員工采訪的公司之一。“我的迪士尼體驗”（My Disney Experience）應用程序使得用戶能夠遠程從快餐店訂購食物并且付款，讓其在參觀迪士尼樂園和度假村時避免排隊。

迪士尼商業模式和文化的一個關鍵方面是堅持高標準的企業社會責任。迪士尼致力于始終以合乎道德的方式行事，負責任地創造內容和產品，維護互相尊重的工作環境，在社區中有所投資和貢獻，并成為環境的好管家。公司對做好事的承諾與堅持使其成為世界上最受尊敬的公司之一。[54]

問題：

1.迪士尼如何為客戶創造價值？

2.迪士尼品牌的核心優勢是什么？

3.通過新產品和服務來擴張迪士尼品牌的風險與好處分別是什么？

[1] Kate Clark,"Bird CEO on Scooter Startup Copycats, Unit Economics, Safety, and Seasonality,"Tech Crunch, February 3,2019.https://www. bird. co/press, accessed 11/23/2020.

[2] Dominique M. Hanssens and Koen H. Pauwels,"Demonstrating the Value of Marketing."Jourmal of Marketing 80, no.6(2016), pp.173-90.

[3] American Marketing Association,"Definition of Marketing,"https://www. ama. org/AboutAMA/Pages/Definition-of-Marketing. aspx, accessed 11/23/2020.

[4] Robert F. Lusch and Frederick E. Webster Jr.,"AStakeholder-Uniftying, Cocreation Philosophy for Marketing,"Joumal of Macromarketing 31, no.2(2011),129-34. See also Robert F. Lusch and Frederick E. Webster Jr.,"Elevating Marketing: Marketing Is Dead! Long Live Marketing!" Journal of Academy of Marketing Science 41(January 2013), pp.389-99.

[5] Peter Drucker, Management: Tasks, Responsibilities, Practices(New York: Harper and Row,1973), pp.64-65.

[6] Irving J. Rein, Philip Kotier, Michael Hamlin, andMartin Stoller, High Visibility,3rd ed.(New York: McGraw-Hill,2006).

[7] Philip Kotier, Christer Asplund, Irving Rein, and Donald H. Haider, Marketing Places in Europe: Attracting Investments, Industries, Residents, and Visitors to European Cities, Communities, Regions, and Nations(London: Financial Times Prentice Hall,1999); Philip Kotler, Irving J. Rein, and Donald Haider, Marketing Places: Attracting Investment, Industry, and Tourism to Cities, States, and Nations(New York: Free Press,1993).

[8] Philip Kotler,"Marketing: The Underappreciated Workhorse,"Market Leader, Quarter 2(2009), pp.8-10.

[9] V. Kumar,"Transformative Marketing: The Next20Years,"Jourmal of Marketing 82, no.4(2018), pp.1-12.

[10] Thomas Friedman, The World Is Flat:A Brief History of the Twenty-First Century(New York: Farrar, Straus & Giroux,2005).

[11] Homi Kharas, The Unprecedented Expansion of the Global Micddle Class,(Washington, DC: The Brookings Institution,2017).

[12] Vjay Govindarajan and Chris Trimble, ReverseInnovation: Create Far from Home, Win Everywhere(Boston: Harvard Business Schoo/Publishing,2012).

[13] Rajendra Sisodia, David Wolfe, and Jagdish Sheth, Firms of Endearment:How World-Class Companies Profit from Passion（Upper Saddle River, NJ:Wharton School Publishing, 2007）.

[14] Jeffrey Hollender and Stephen Fenichell, What Matters Most（New York:Basic Books, 2004），p.168；Alexander Chernev and Sean Blair, "Doing Well by Doing Good:The Benevolent Halo of Corporate Social Responsibility，" Joumal of Consumer Research 41，no.6（2015），pp.1412-25. But corporate social responsibility efforts may not work well for some types of brands, such as luxury brands；see Carlos J. Torelli, Alokpama Basu Monga, and Andrew M. Kaikati, "Doing Poorly by Doing Good:Corporate Social Responsibility and Brand Concepts，" Journal of Consumer Research 38（February 2012），pp.948-63.

[15] Karey Wutkowski, "Car Makers Try to Copy Green Halo of Prius，" Reuters, April 8，2008；https://www.prnewswire.com/news-releases/the- car-that-changed-an-industry-toyota-marks-20th-anniversary-of-prius-with-special-anniversary- edition-301055995.html, accessed 1/30/2021.

[16] For some thoughtful academic perspectives on marketing strategy and tactics, see Alice M. Tybout and Bobby J. Calder, eds.，Kellogg on Marketing, 2nd ed. （New York:Wiley, 2010）and Alice M. Tybout and Tim Calkins, eds.，Kellogg on Branding（New York:Wiley, 2005）.

[17] Tomio Geron, "The Share Economy，" Forbes,February 11，2013；Georgios Zervas, Davide Proserpio, and John W. Byers, "The Rise of the Sharing Economy:Estimating the Impact of Airbnb on the Hotel Industry，" Journal of Marketing Research 54，no.5（2017），pp.687-705.

[18] "New Directions:Consumer Goods Companies Hone a Cross-Channel Approach to Consumer Marketing，" The Economist Intelligence Unit Special Report, February 2012.

[19] Mark Schaefer, "The 10 Best Corporate Blogs in the World，" www.businessesgrow.com,January 5，2011；Roger Yu, "More Companies Quit Blogging, Go with Facebook Instead，" USA Today,April 20，2012.

[20] Natasha Singer, "Amazon Is Pushing Technology That a Study Says Could Be Biased，" New York Times, January 24，2019；Spencer Ante，"As Economy Cools, IBM Furthers Focus on Marketers，" Wall Street Journal, July 17，2012.

[21] "Case Study:Promote Iceland，" www.warc.com，2012； "How to Use a Volcanic Eruption to Your Advantage in Marketing,” ICCA Best Marketing Award Entry 2010; Marc Springate and George Bryant,“Promote Iceland: Inspired by Iceland,” www.warc.com, 2012; https://www.islandsstofa .is/en, accessed 11/23/2020.

[22] Diane Cardwell,“At Patagonia, the Bottom Line Includes the Earth,” New York Times, July.30,.2014.

[23] For a discussion of the conditions when consumers are most likely to prefer fair-trade products, see Katherine White, Rhiannon MacDonnell, and John H. Ellard,“Belief in a Just World: Consumer Intentions and Behaviors toward Ethical Products,” Journal of Marketing 76 (January.2012), pp. 103–18.

[24] https://www.warc.com/NewsAndOpinion/ News/30084, accessed 11/23/2020.

[25] Alexander Edeling and Marc Fischer,“Marketing’s Impact on Firm Value: Generalizations from a Meta-Analysis,” Journal of Marketing Research 53, no. 4 (2016), pp. 515–34.

[26] Constantine S. Katsikeas, Neil A. Morgan, Leonidas C. Leonidou, and G. Tomas M. Hult,“Assessing Performance Outcomes in Marketing.” Journal of Marketing 80, no. 2 (2016), pp. 1–20.

[27] V. Kumar,“Integrating Theory and Practice in Marketing.” Journal of Marketing 81, no. 2 (2017), pp. 1–7.

[28] Theodore Levitt,“Marketing Myopia,” Harvard Business Review, July–August 1960, p. 50.

[29] For a broad historical treatment of marketing thought, see D. G. Brian Jones and Eric H. Shaw,“A History of Marketing Thought,” in Barton A. Weitz and Robin Wensley, eds., Handbook of Marketing (London: Sage, 2002), pp. 39–65. For more specific issues related to the interface between marketing and sales, see Christian Homburg, Ove Jensen, and Harley Krohmer,“Configurations of Marketing and Sales: A Taxonomy,” Journal of Marketing 72 (March 2008), pp. 133–54.

[30] For some further historical reading on the origins of brand and category management, see George S. Low and Ronald A. Fullerton,“Brands, Brand Management, and the Brand Manager System: A Critical Historical Evaluation,” Journal of Marketing Research 31.(May.1994), pp. 173–90.

[31] D. Gail Fleenor,“The Next Space Optimizer,” Progressive Grocer, March 2009.

[32] Larry Selden and Geoffrey Colvin, Angel Customers & Demon Customers (New York: Portfolio [Penguin], 2003).

[33] For an in-depth discussion of issues around implementing a customer-based organization on which much of this paragraph is based, see George S. Day,“Aligning the Organization with the.Market,” MIT Sloan Management Review 48 (Fall.2006), pp. 41–49.

[34] Frederick E. Webster Jr.,“The Role of Marketing and the Firm,” in Barton A. Weitz and Robin Wensley, eds., Handbook of Marketing (London: Sage, 2002), pp. 39–65; Colleen M. Harmeling, Robert.W..Palmatier, Eric Fang, and Dianwen Wang,“Group Marketing: Theory, Mechanisms, and Dynamics,” Journal of Marketing 81, no. 4 (2017), pp. 1–24.

[35] Ibid.; Jon R. Katzenbach and Douglas K. Smith, The Wisdom of Teams: Creating the High-Performance Organization (Boston: Harvard Business School Press, 1993); Matias G. Enz and Douglas M. Lambert,“Using Cross-Functional, Cross-Firm Teams to Co-Create Value: The Role of Financial Measures,” Industrial Marketing Management, 41 (April 2012), pp. 495–507.

[36] Agneta Larsson, Mats Johansson, Fredrik B..th, and Sanna Neselius,“Reducing Throughput Time in a Service Organization by Introducing Cross-Functional Teams,” Production Planning & Control 23 (July 2012), pp. 571–80.

[37] Peter C. Verhoef and Peter S. H. Leeflang,“Understanding the Marketing Department’s Influence within the Firm,” Journal of Marketing 73 (March 2009), pp. 14–37; Pravin Nath and Vijay Mahajan,“Marketing in the C-Suite: A Study of Chief Marketing Officer Power in Firm’s Top Management Teams,” Journal of Marketing, 75 (January 2012), pp. 60–77; Christian Schulze, Bernd Skiera, and Thorsten Weisel,“Linking Customer and Financial Metrics to Shareholder Value: The Leverage Effect in Customer-Based Valuation,” Journal of Marketing, 76 (March 2012), pp. 17–32.

[38] Nirmalya Kumar, Marketing as Strategy: Understanding the CEO’s Agenda for Driving Growth and Innovation (Boston: Harvard Business School Press, 2004).

[39] George S. Day and Robert Malcolm,“The CMO and the Future of Marketing,” Marketing Management, Spring 2012, pp. 34–43.

[40] Natalie Zmuda,“Global Experience Rises as Prerequisite to Getting Ahead,” Advertising Age, June 10, 2012.

[41] For research on the prevalence of CMOs, see Pravin Nath and Vijay Mahajan,“Chief Marketing Officers: A Study of Their Presence in Firms’ Top Management Teams,” Journal of Marketing 72 (January.2008), pp. 65–81. For more discussion on the importance of CMOs, see David A. Aaker, Spanning Silos: The New CMO Imperative (Boston: Harvard Business School Press, 2008).

[42] Rui Wang, Aditya Gupta, and Rajdeep Grewal，"Mobility of Top Marketing and Sales Executives in Business-to-Business Markets:A Social Network Perspective，" Joumal of Marketing Research 54.no.4（2017），pp.650-70.

[43] V. Kumarand Werner Reinartz. "Creating Enduring Customer Value." Joumal of Marketing 80，no.6（2016）. pp.36-68.

[44] Johanna Fr?sén, Jukka Luoma, Matti Jaakkola,Henrikki Tikkanen, and Jaakko Aspara. "What Counts versus What Can Be Counted:The Complex Interplay of Market Orientation and Marketing Performance Measurement，" Jourmal of Marketing 80，no.3（2016），pp.60-78.

[45] For discussion of some of the issues involved, see Glen Urban, Don't Just Relate-Advocate（Upper Saddie River, NJ:Pearson Education, Wharton School Publishing, 2005）.

[46] For a broad historical treatment of marketing thought, see D. G. Brian Jones and Eric H. Shaw，"A History of Marketing Thought，" Barton A. Weitz and Robin Wensley, eds.，Handbook of Marketing（London:Sage, 2002），pp.39-65. For more specific issues related to the interface between marketing and sales, see Christian Homburg, Ove Jensen, and Harley Krohmer, "Configurations of Marketing and Sales:A Taxonomy，" Journal of Marketing 72（March 2008），pp.133-54.

[47] Frederick E. Webster Jr.， "Expanding Your Network，" Marketing Management（Fall 2010），pp.16-23；Frederick E. Webster Jr.，Alan J. Malter,and Shankar Ganesan, "Can Marketing Regain Its Seat at the Table？" Marketing Science Institute Report No.03-113（Cambridge, MA:Marketing Science Institute, 2003）；Frederick E. Webster Jr.，"The Role of Marketing and the Firm，" in Barton A. Weitz and Robin Wensley, eds.，Handbook of Marketing（London:Sage, 2002），pp.39-65.

[48] Jeff S. Johnson and Joseph M. Matthes. "Sales-to-Marketing Job Transitions，" Joumal of Marketing82， πo.4（2018），pp.32-48.

[49] For more on creativity, see Pat Fallon and Fred Senn, Juicing the Orange:How to Turm Creativity into a Powerful Business Advantage（Boston:Harvard Business School Press, 2006）；Bob Schmetterer, Leap:A Revolution in Creative Business Strategy（Hoboken, NJ:Wiley, 2003）；Jean-Marie Dru, Beyond Disruption:Changing the Rules in the Marketplace（Hoboken, NJ:Wiley，2002）；and all the books by Edward DeBono.

[50] Gary Hamel, Leading the Revolution（Boston:Harvard Business School Press, 2000）.

[51] Jagdish N. Sheth, The Self-Destructive Habits of Good Companies .... and How to Break Them（Upper Saddle River, NJ:Wharton School Publishing, 2007）.

[52] This section is largely derived from Philip Kotler,Ten Deadly Marketing Sins:Signs and Solutions（Hoboken, NJ:Wiley, 2004）. Philip Kotler.

[53] Marketing Spotlight sources:Barbara Lippert，"Game Changers:Inside the Three Greatest Ad Campaigns of the Past Three Decades." Adweek,November 17，2008；Chris Zook and James Allen，"Growth outside the Core，" Harvard Business Review, December 2003，pp.66-75；Adam Lashinsky, "Nike's Master Craftsman，" Fortune,November 12，2015；Laura Stevens and Sara Germano, "Retail Shift Pushed Nike to Amazon-Sneaker Giant Resisted for Years but Got Outflanked by e-Commerce，" Wall Street Journal,June 29，2017；https://about.nike.com, accessed11/22/2020.

[54] Marketing Spotlight sources:Richard Siklosc，"The Iger Difference，" Fortune, April 11，2008；Dorothy Pomerantz, "Five Lessons in Success from Disney's $40 Million CEO." Forbes, January23，2013；Carmine Gallo, "Customer Service the Disney Way." Forbes, April 14，2011：Hugo Martin, "Disney's 2011 Marketing Campaign Centers on Family Memories，" LA Times,September 23，2010；Erich Schwartzel, "Disney Lays Out Its Plan to Fight Back against Streaming Giants，" Wall Street Joumal, August 8，2018；Brooks Barnes, "Mickey Turns 90，and the Disney Marketing Machine Celebrates，" New York Times, November 2，2018；https://www thewaltdisneycompany.com/about；accessed11/22/2020.