Что такое findslide.org?

FindSlide.org - это сайт презентаций, докладов, шаблонов в формате PowerPoint.


Для правообладателей

Обратная связь

Email: Нажмите что бы посмотреть 

Яндекс.Метрика

Презентация на тему Дисней

Содержание

AgendaCase IntroductionBackgroundProject DescriptionOur AnalysisRecommendationQuestions?
Shanghai DisneylandFebruary 24, 2003BA 456Tera FergusonJose Luis GuerreroKristy HarrisWenny TungScott Yancey AgendaCase IntroductionBackgroundProject DescriptionOur AnalysisRecommendationQuestions? The Walt Disney CompanyEntertainment Conglomerate consisting of Media, Studio Entertainment, Consumer Products Disney’s Interest in ChinaLong-term Consistently searching for areas of expansion where there AgendaCase IntroductionBackgroundProject DescriptionOur AnalysisRecommendationQuestions? Background: Disney ParksDisneyland, Anaheim: 1955Walt Disney World, Orlando: 1971Tokyo Disneyland:1983Owned and operated Hong Kong Disneyland$1.8 Billion USD Project60% Debt80% Government20% Commercial40% Equity43% Disney57% Government Background: ChinaLargest population in the world with relatively slow projected population growth1.26 Theme Parks in ChinaMost parks in China were American-themedFew have survived mainly Background: Why Shanghai?ChinaShanghaiShanghai leads in GDP and FDI in ChinaGDP US$4,512 (2001)9% AgendaCase IntroductionBackgroundProject DescriptionOur AnalysisRecommendationQuestions? Park Location is KeySignificant infrastructure development is occurring to support the 2010 Target Market* Based on 2008F Population numbers Project Structure1.27 Billion US$ total capital investment60% Debt80% Government20% Commercial40% Equity43% Disney57% Operating Cash FlowsAdmissions (50%)Food and beverage (24.5%)Merchandise (24.5%)Main entrance (1%)Park labor and Discussion AgendaCase IntroductionBackgroundProject DescriptionOur AnalysisRecommendationQuestions? Risk Analysis - SovereignCurrency risk is not mitigated by this project since Risk Analysis – Operating and FinancialThe technology for this project will be Cost of CapitalICCRC	16.10%U.S. Risk Free	4.00%U.S. Risk Premium	4.00%China’s Country Credit Rating	58.9Anchored to U.S. Cash Flow Analysis* Cash flows analyzed through 2029 (per Disney, typical 20-25 Real OptionsOption to wait until Universal Studios opensAlready losing any first mover AgendaCase IntroductionBackgroundProject DescriptionOur AnalysisRecommendationQuestions? RecommendationBegin negotiations with Chinese governmentGovernment equity stake and debt provisionsLand and infrastructure Questions? Ticket Price Projection Demand Projections Revenue Projections Operating Costs Capital Structure Depreciation
Слайды презентации

Слайд 2 Agenda
Case Introduction
Background
Project Description
Our Analysis
Recommendation
Questions?

AgendaCase IntroductionBackgroundProject DescriptionOur AnalysisRecommendationQuestions?

Слайд 3 The Walt Disney Company
Entertainment Conglomerate consisting of Media,

The Walt Disney CompanyEntertainment Conglomerate consisting of Media, Studio Entertainment, Consumer

Studio Entertainment, Consumer Products and Theme Parks & Resorts
Theme

Park & Resorts Division
Current Park Locations: Anaheim, Orlando, Tokyo, Paris, Hong Kong (2005)
Also includes: The Disney Cruise Line, Disney Regional Entertainment, The Disney Vacation Club, The Anaheim Angels, and the Mighty Ducks of Anaheim
Revenues of $7 Billion in 2001, or 28% of company-wide revenue

Слайд 4 Disney’s Interest in China
Long-term
Consistently searching for areas

Disney’s Interest in ChinaLong-term Consistently searching for areas of expansion where

of expansion where there are un-captured markets
Current
Government relations

established through the Hong Kong Disneyland project indicate easier entry into the mainland
Competitive
Universal-Vivendi’s land purchase in Shanghai and proposed expansion into Beijing

Слайд 5 Agenda
Case Introduction
Background
Project Description
Our Analysis
Recommendation
Questions?

AgendaCase IntroductionBackgroundProject DescriptionOur AnalysisRecommendationQuestions?

Слайд 6 Background: Disney Parks
Disneyland, Anaheim: 1955
Walt Disney World, Orlando:

Background: Disney ParksDisneyland, Anaheim: 1955Walt Disney World, Orlando: 1971Tokyo Disneyland:1983Owned and

1971
Tokyo Disneyland:1983
Owned and operated by the Oriental Land Company
Deal

structure indicative of financial turmoil within the company in the early 1980s with a 0% Equity stake
Revenue from royalties and management fees
Disneyland Paris/Euro Disneyland: 1992
Disney retains 39% of Equity Interest and receives management fees as part of reported revenue

Слайд 7 Hong Kong Disneyland
$1.8 Billion USD Project
60% Debt
80% Government
20%

Hong Kong Disneyland$1.8 Billion USD Project60% Debt80% Government20% Commercial40% Equity43% Disney57%

Commercial
40% Equity
43% Disney
57% Government (will eventually sell down ownership

stake)
6 Million Visitors in its first full operating year, and 1.4 Million additional visitors to Hong Kong
$148 Billion value added boost to the Hong Kong economy over the next 40 years
35,800 jobs created in the next 20 years

Слайд 8 Background: China
Largest population in the world with relatively

Background: ChinaLargest population in the world with relatively slow projected population

slow projected population growth
1.26 B (2001) - 1.5 B

(2050F)
63 - 70% Rural
High growth rates in GDP and foreign direct investment (FDI)
Urban income growth of 17.2% in 2002,
Growth in FDI of 14.8% in 2002
2003F: US$58 B
2004F: US$62 B
Accession to the World Trade Organization in December 2001
Increased support for private and foreign investments
Theme parks still fall under Restricted Foreign Investment Industries

Слайд 9 Theme Parks in China
Most parks in China were

Theme Parks in ChinaMost parks in China were American-themedFew have survived

American-themed
Few have survived mainly because of transportation issues
Admission Prices:

56 – 100 yuan ($6 – $12)
Park Sizes: 70 – 150 acres
Universal-Vivendi December 2002 agreement to build a park in Shanghai
Projected park opening in 2006, with more than 8 million visitors in the first year
In discussions to build a similar park in Beijing

Слайд 10 Background: Why Shanghai?
China
Shanghai
Shanghai leads in GDP and FDI

Background: Why Shanghai?ChinaShanghaiShanghai leads in GDP and FDI in ChinaGDP US$4,512

in China
GDP US$4,512 (2001)
9% of total FDI in China
Shanghai

residents (2002)
18.4 M, including floating population
Average household size is 2.9
Tourist population (2000)
64.7 mainland domestic
1.5 million foreign overseas
0.5 million

* 2000 figures


Слайд 11 Agenda
Case Introduction
Background
Project Description
Our Analysis
Recommendation
Questions?

AgendaCase IntroductionBackgroundProject DescriptionOur AnalysisRecommendationQuestions?

Слайд 12 Park Location is Key
Significant infrastructure development is occurring

Park Location is KeySignificant infrastructure development is occurring to support the

to support the 2010 Expo

Expo Site and Universal Property


Слайд 13 Target Market
* Based on 2008F Population numbers

Target Market* Based on 2008F Population numbers

Слайд 14 Project Structure


1.27 Billion US$ total capital investment
60% Debt
80%

Project Structure1.27 Billion US$ total capital investment60% Debt80% Government20% Commercial40% Equity43%

Government
20% Commercial
40% Equity
43% Disney
57% Government
10.6 Million Visitors in its

first full operating year and average annual growth of 1.5%
Corporate tax rate of 30%, with tax loss carry-forwards permitted for five years

Слайд 15

Operating Cash Flows
Admissions (50%)
Food and beverage (24.5%)
Merchandise (24.5%)
Main

Operating Cash FlowsAdmissions (50%)Food and beverage (24.5%)Merchandise (24.5%)Main entrance (1%)Park labor

entrance (1%)
Park labor and overhead
Maintenance materials
Entertainment (costuming, labor, etc.)
Food

and beverage COGS
Merchandise COGS
Support labor
Miscellaneous

Revenues

Costs


Слайд 16 Discussion

Discussion

Слайд 17 Agenda
Case Introduction
Background
Project Description
Our Analysis
Recommendation
Questions?

AgendaCase IntroductionBackgroundProject DescriptionOur AnalysisRecommendationQuestions?

Слайд 18 Risk Analysis - Sovereign
Currency risk is not mitigated

Risk Analysis - SovereignCurrency risk is not mitigated by this project

by this project since the majority of cash inflows

and outflows are in local currency
Expropriation risk is mitigated some with the government taking a controlling equity stake
No other commercial or multi-lateral agency partners are involved in the project
Because the project is in the tourism industry and involves an American cultural icon, the susceptibility to strikes or terrorism is slightly higher than average
The project’s location in Shanghai reduces the overall risk of natural disasters when compared to country averages

Слайд 19 Risk Analysis – Operating and Financial
The technology for this

Risk Analysis – Operating and FinancialThe technology for this project will

project will be provided by Disney and is proven

in other locations
Potentially lengthy negotiations with the Chinese government increases start-up risks slightly
Given the project is very service oriented, there is some risk associated with the level of control assumed by the government, but this is difficult to quantify
There are no financial mitigating factors ― rather, this project is closely tied to the government
Real option: A minor amount of cannibalization from the Hong Kong property may be expected

Слайд 20 Cost of Capital
ICCRC 16.10%
U.S. Risk Free 4.00%
U.S. Risk Premium 4.00%
China’s Country

Cost of CapitalICCRC	16.10%U.S. Risk Free	4.00%U.S. Risk Premium	4.00%China’s Country Credit Rating	58.9Anchored to

Credit Rating 58.9
Anchored to U.S. cost of equity
Adjustments
Industry beta adjustment -0.80%
Expropriation -0.97%
Start-up

risks assoc. with Gov’t negotiations +0.12%
Sensitivity to strikes, terrorism +0.08%
Sensitivity to natural disasters -0.12%
Real option: Cannibalization from HK Disney +0.08%
Project Cost of Capital 16.09%

Слайд 21 Cash Flow Analysis
* Cash flows analyzed through 2029

Cash Flow Analysis* Cash flows analyzed through 2029 (per Disney, typical

(per Disney, typical 20-25 year financial analysis time horizon)


Слайд 22
Real Options
Option to wait until Universal Studios opens
Already

Real OptionsOption to wait until Universal Studios opensAlready losing any first

losing any first mover advantage
Universal’s track record at opening

resorts is not on par with Disney’s ― lessons learned from Universal may be minimal
Build a resort hotel in conjunction with the park
Build a “Downtown Disney” entertainment center adjacent to park
Build another gate after several years of operation (double park size)

Слайд 23 Agenda
Case Introduction
Background
Project Description
Our Analysis
Recommendation
Questions?

AgendaCase IntroductionBackgroundProject DescriptionOur AnalysisRecommendationQuestions?

Слайд 24 Recommendation
Begin negotiations with Chinese government
Government equity stake and

RecommendationBegin negotiations with Chinese governmentGovernment equity stake and debt provisionsLand and

debt provisions
Land and infrastructure provisions

Disney must make the argument

that a Shanghai Park would not substantially damage Hong Kong

Escalating political tensions on the Korean peninsula could change the risk assessment

Слайд 25 Questions?

Questions?

Слайд 26 Ticket Price Projection

Ticket Price Projection

Слайд 27 Demand Projections

Demand Projections

Слайд 28 Revenue Projections

Revenue Projections

Слайд 29 Operating Costs

Operating Costs

Слайд 30 Capital Structure

Capital Structure

  • Имя файла: disney.pptx
  • Количество просмотров: 155
  • Количество скачиваний: 0