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Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! - Page 13 Empty
MessageSujet: Re: Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! - Page 13 Horlog11Dim 3 Déc 2023 - 17:52

Alcmène a écrit:

L'année morose à Hollywood reste globale, elle impacte tous les studios et a des causes multiples : sur-production, lassitude relative des sequels, surcharge des studios qui a nui à la qualité (CGI notamment). La ligne politique a également une influence mais reste pour moi minoritaire sinon Barbie n'aurait pas eu son succès.

Je pense cependant que sous de multiple pressions (des artistes, des fans...) la ligne politique de TWDC a été trop brutale. Le but est d'accompagner le public vers des nouvelles idées et tendances normalement positive. La surenchère a multiplié les clivages. Cela dessert la cause recherchée d'ailleurs.

Le box office Disney 2023 :

4 Guardians of the Galaxy Vol 3 $845,468,744
9 The Little Mermaid $568,345,048
12 Elemental $486,747,653
14 Ant-Man and the Wasp: Quantumania $463,635,303
18 Indiana Jones and the Dial of Destiny $381,561,976
32 The Marvels $189,033,581
53 Haunted Mansion $114,797,989

Les Gardiens doivent leur réussite à l'indépendance qu'ils ont par rapport au MCU. Le public connaît la bande et n'a pas besoin d'avoir vu 3 séries pour comprendre.
Petite surprise, La Petite Sirène se débrouille pour finir 2ème du box office Disney. C'est pas un franc succès vu le budget de départ mais c'est finalement par vers elle qu'on doit se tourner pour constater les plus gros dégâts. Je vois bien ce que veut faire Bob Iger et qui il veut convaincre mais les échecs Disney du box office 2023 n'ont rien à voir avec de la "politique". Indiana Jones 4 est un four alors qu'il tente surtout de jouer la carte nostalgie. On a pas encore de chiffres internationaux mais Wish a pas l'air de mieux convaincre et lui aussi fait dans le classicisme.

Ant-Man 3, un film plutôt classique dont on a cru qu'un "grand méchant" suffirait alors que la saga Ant-Man n'a jamais dépassé les $650,000,000 quand le MCU était à son point culminant.

The Marvels, c'est que le public sature et qu'il n'a aucune idée de qui sont les 2 autres persos à côté de Captain Marvel. Impossible de mettre ça sur le dos de la "politique" alors que le premier film avait récolté +1 milliard. On pourrait lui mettre 50 polémiques sur le dos que ça n'est pas du tout rationnel de perdre 90% du public. Le film Marvel de trop dans une année où comme tu le soulignes c'est pas la joie pour les blockbusters.

Haunted Mansion, date de sortie : 28 Juillet 2023. Disney devait être ivre au moment de choisir cette date.

La majeure partie des productions Disney restent des divertissements qui ont fait un four parce que trop de MCU, trop de films désincarnés et public moins enclin à se déplacer. Le public veut se déplacer pour LE film du moment, le film à grand spectacle ou celui qui semble porté par quelque chose.

J'attends de Bob Iger qu'il se pose des questions sur le budget ahurissant des films et qu'il ait autre chose à m'annoncer que Toy Story 5, Frozen 3, 4, Zootopia 2. Et je dis ça en attendant quand même Frozen et Zootopia. Mais à un moment, va falloir montrer autre chose. Me dire que Disney ne fera pas de "politique", ça me dit rien sur la qualité et l'envie d'assurer le spectacle ou d'être pertinent artistiquement.

-Optimisation des budgets
-Inspiration créative, nouveau souffle à trouver
-Chercher à intéresser le public pas nécessairement en lui livrant ce qu'il veut mais en piquant sa curiosité
-Revoir sa façon de communiquer plutôt que d'être le énième studio de cinéma à faire des trailers sans âme

Et je comprends l'idée de "pas faire de politique" mais il y a rien de plus simple. Disney le fait. Universal/Illumination aussi. Il y aucune réorganisation à faire, aucun chamboulement à apporter. Contrairement à tout le reste qui mérite qu'on se penche bien plus dessus.

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Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! - Page 13 Empty
MessageSujet: Re: Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! - Page 13 Horlog11Dim 3 Déc 2023 - 18:20

L'article ni Bob Iger ne disent que les messages sont mauvais et qu'ils ne devraient pas exister. Ça a toujours existé. En revanche, il dit bien que les messages doivent passer après l'intention créative et que pour l'instant, on est totalement dans le schéma inverse. C'est divertissement d'abord et éventuellement message derrière et pas l'inverse. L'échec de The Marvels vient probablement en partie de ce phénomène : ils se sont dits qu'ils allaient faire un film girl power avant de savoir comment faire tout court. On voit bien le résultat au niveau des retours du public.

Moi, je n'ai pas de problème avec un message quand il est présenté honnêtement, proprement et avec intelligence. Sauf sur un ou deux sujets où ça m'énerve, mais ça après ce sont des divergences philosophiques et/ou politiques.


En cas de problème sur le forum n'hésitez pas à aller consulter le topic de modération : https://www.disneycentralplaza.com/t397p250-la-moderation-de-dcp  Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! - Page 13 904185
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MessageSujet: Re: Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! - Page 13 Horlog11Lun 4 Déc 2023 - 10:54

Ouaih enfin il y a beaucoup de films Disney qui se sont fait défoncer par une partie de l'opinion et de la critique pro avant même leur sortie, alors qu'en fin de compte, ils sont pas si mal, et n'ont pas de "message sous-jacent" et n'ont rien de "wokiste".

En fait le Disney le plus mauvais que j'ai vu cette année, c'est le Lucasfilm, Indiana Jones 5, qui était une vraie purge. Mais le reste, franchement, c'était juste de la polémique pour faire de la polémique de la part de certaines personnes.

Faudra me dire où est le message wokiste dans La Petite Sirène, The Marvels ou Wish? si c'est le fait d'avoir dans ces trois cas des héroïnes "noires"... dont en fait on se fout totalement de la couleur de peau dans l'intrigue même de chacun des films, alors faut un peu se poser la question de sa propre vision de la société si on est choqué par ça.


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MessageSujet: Re: Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! - Page 13 Horlog11Lun 4 Déc 2023 - 11:29

Disney est victime du climat ambiant actuel remonté des conservatismes, ignorance des origines culturelles de la société par certains militants qui se pensent progressistes alors que d'autres y voient du laxisme...
Difficile de décortiquer tout cela!
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MessageSujet: Re: Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! - Page 13 Horlog11Lun 4 Déc 2023 - 14:08

On peut aussi évoquer blanche neige et, dans un autre registre (toujours plus ou moins lié au "wokisme"), "surveiller" le futur succès ou non de la réhabilitation de Splash Mountain (perso je sais que je vais regretter la musique)


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Rêvons… et le monde s’illumine ! ✨
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MessageSujet: Re: Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! - Page 13 Horlog11Mer 6 Mar 2024 - 19:21

Je ne suis pas un pro mais en regardant un peu le CV de N.Peltz ça ne m'inspire pas confiance, il tient un beau discours mais j'ai l'impression que son but est plus de "démanteler" TWDC plutôt que de satisfaire le client/fan Question

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La stratégie de Nelson Peltz est connue depuis des lustres.

Citation :
Nelson Peltz connaît bien les tenants et les aboutissants des entreprises alimentaires. Il sait comment redresser des sociétés à la stratégie mal engagée, et comment en tirer profit. A ce titre, il fait partie des grands noms de l'« activisme actionnarial », qui consiste à identifier avec soin une valeur décotée, négligée par son management comme par ses actionnaires. Puis à s'inviter à son capital, s'y trouver des alliés et faire pression sur la direction de la « belle endormie » pour qu'elle créé de la valeur pour l'actionnaire. Les activistes ont souvent pour habitude de demander des sièges au conseil d'administration.

Il n'a aucun intérêt pour Disney mais plutôt sa situation actuelle.
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The Walt Disney Company a écrit:


Disney Chief Executive Officer Bob Iger participated in a question-and-answer session at the Morgan Stanley Technology, Media and Telecom Conference on Tuesday.

The wide-ranging interview touched on multiple topics from across the enterprise, allowing Iger to reinforce that the significant fixing the company underwent following his return as CEO has set the stage for Disney to enter a new era of building to achieve strategic growth in its businesses.

Throughout the conversation, one theme was clear: Iger’s optimism and confidence regarding the company’s positioning for the future. “I feel the momentum,” Iger said.

Iger also used the forum to provide financial guidance, specifically concerning the performance of Disney’s domestic and international Parks & Experiences businesses in the second fiscal quarter, noting, “Trends for the quarter that we’re in right now look like our domestic and our international Parks & Experiences business will probably deliver in the neighborhood of low to mid-teens in terms of [operating income][1] growth [year over year], so great trajectory.”

In addition, with respect to free cash flow,[2] Iger stated “We gave guidance about cash flow generation in fiscal 2024 in our last earnings call.” “We’re actually right now trending to exceed that guidance.”

After Fixing, Building for Growth

Throughout the conversation, Iger touched on his four key building priorities for Disney: achieving significant and sustained profitability in streaming over the long term; building ESPN into the preeminent digital sports platform; improving the output and economics of Disney’s film studios; and turbocharging growth in Disney’s Experiences businesses.

“And when I talk about building, I’m not just talking about building things bigger. I’m talking about growing the company—turning building into real growth. What I mean by that is growth in our organic businesses, looking for growth outside of those businesses, other opportunities—and, of course, growing the capital that we return to shareholders in the form of dividends or stock buybacks.”

Iger also noted that Disney’s strong balance sheet and Disney’s “wherewithal to invest in our businesses to create growth” are all reasons to be optimistic about Disney’s future.

“When I talk about growth, it’s growing ESPN into a digital platform. It’s growing streaming as a business. It’s growing the studio again into great generation of IP and… growing Parks and Resorts beyond where it already is,” Iger continued.

Streaming as a Growth Business

In terms of the future of Disney’s streaming business, Iger spoke about the timeline for achieving profitability and the expectation that streaming will ultimately become a growth business for the company.

“We are on a path to profitability,” Iger said. “I think the results these last two quarters clearly demonstrate that. We’re extremely confident we’re going to get there by the fourth fiscal quarter of this year.”

But it’s “not just about profitability,” added Iger. “I believe that with all of the things that we’ve just discussed, all the steps that we’re taking, it will become a real growth business for us.”

Iger praised the leadership of Alan Bergman and Dana Walden, Co-Chairmen of Disney Entertainment, for their successful management of Disney’s entertainment streaming operations.

Disney expects that making Hulu content available on Disney+ for bundle subscribers will generate positive outcomes for the business, including higher engagement, lower churn, and greater opportunities for advertisers.

“In putting basically Hulu into a Disney+ app experience—which we launched in beta in December and comes out of beta at the end of the month—we are not only increasing the volume of content that we have on the platform, but with that comes significantly more engagement,” he said. “And in bundling Hulu with Disney+, we’re finding wherever we bundle, churn rates are down significantly, so that’s a path to profitability.”

Positioning ESPN for the Future

Turning to ESPN, Iger noted the benefits of being in the sports media business and the tremendous strength of ESPN—both as a trusted sports brand and in terms of its offerings.

“If you look at ESPN’s menu of sports today, it’s about right in terms of what we feel we need to continue to basically grow the business, but also to make the transition to a digital platform,” Iger said.

Even amidst a backdrop of overall declines in the linear television landscape, Iger highlighted that ESPN has shown continued strength as a network and said that Disney will continue to “take advantage of linear in terms of the revenue and the profits that it generates,” while at the same time making the transition to streaming.

“What we’re trying to do is be very, very pro-consumer… and that basically means making ESPN available in multiple ways so the consumer can enjoy the sports they want to watch,” he said. “The joint venture that we created with Fox and Warner Bros. Discovery is an example of that.”

Iger also touted the company’s plans to launch a stand-alone product that features ESPN’s flagship channels as a streaming offering alongside innovative digital integrations and functionality, including sports betting.

“Ultimately, way down the road, ESPN will be a full digital platform,” he said.

Energizing Creativity in Disney’s Film Studios

Foundational to Disney’s success are the company’s film studios, which create the stories and characters that are leveraged in numerous ways across the enterprise. Iger touted the company’s longstanding history of creative excellence, pointing to the fact that Disney led the worldwide box office for seven of the past eight years.

He also spoke about the significant time and energy he has devoted to strengthening the output and the economics of the studios once again, pointing a renewed focus on quality over quantity.

“You have to look at everything you’re making that you do believe in and you have to take a position that good is not good enough,” he said. “You have to basically strive for perfection.” Iger went on to say, “You have to put into the pipeline things you really do believe in.”

Speaking of things in the pipeline, the company has an exciting slate of upcoming box office releases this year, including 20th Century Studios’ Kingdom of the Planet of the Apes, Disney and Pixar’s Inside Out 2, Marvel Studios’ Deadpool and Wolverine, Disney Animation Studios’ Moana 2, and Walt Disney Pictures’ Mufasa: The Lion King.

Meanwhile, Iger also spoke to the positive impact that the company’s recent transformation is having on the film studios overall. “We did make some management changes at the studio. I feel good about those. We’re also managing our costs more aggressively,” he said. “Most importantly in all of this discussion is focus. And that’s not just focus of management, it’s focus of your creative team.”

He added, “I feel that we will return the studio to not only excellence creatively but excellence in terms of the bottom line,” noting, “The impact of that on our streaming globally is also significant.”

Turbocharging Experiences

In terms of the big opportunities for expanding Disney’s Experiences business, Iger pointed to the company’s plan to turbocharge growth with a roughly $60 billion investment over the next decade in expanding its domestic and international parks and Disney Cruise Line.

Iger noted the businesses’ strong track record and said, “We have thousands of acres of land still to develop. We could actually build seven new full lands if we wanted to around the world, including the ability to increase the size of Disneyland in California—which everybody thinks is kind of landlocked—by 50%. So, you look at the returns and where you’re going to place your bets in terms of capital to deliver value to shareholders.”

On Disney’s vast library of stories and characters that have yet to be meaningfully brought to life in its Parks, Iger noted that Disney has “so much IP to mine that there’s opportunity there to create experiences that we know people would love to have in our parks.”

Iger referenced the excitement about plans to develop an Avatar experience at Disneyland in California and acknowledged the prospect of other properties where the franchise might also be successful, noting the popularity of Pandora – The World of Avatar at Walt Disney World in Florida. Iger said that if you “build it right, build it with excellence,” guests will come.

“We opened up the Zootopia land [in Shanghai], which… is one of the most successful animated films we’ve ever released in China, and it’s phenomenal there. And success in terms of visitation is tremendous,” he said.

There’s also Disney’s investment in digital experiences such as the newly announced collaboration with Epic Games to create an all-new games and entertainment universe within Fortnite that will further expand the reach of beloved Disney stories.

“We were really impressed with what Epic had been able to accomplish with Fortnite,” Iger said. “This will be a deep, rich, fully immersive, engaging experience for consumers… And I think not only does it speak to how young consumers are spending their time, but it speaks to basically how much more we can leverage our IP in a completely different medium.”

Confidence in Disney’s Future

Looking to the future, Iger voiced strong confidence grounded in the progress the company has made over the past year.

“It’s important when you lead any organization, you need to be an optimist,” Iger said. “But I also think it’s important that optimism is based on fact or reality. And I think I’ve cited a number of reasons why I should be optimistic. So, I am very optimistic.”

He went on to talk about the strength of the company’s leadership, noting, “We have great people running our four key businesses and we’ve strengthened our executive team significantly.”

When asked about activist investors, Iger said, “This discussion I think demonstrates or illustrates that this is a very complex company to run. There are many moving parts. There are different markets. There are different industries that we’re in—cruise ships and streaming and movies and TV and theme parks and you name it. There are different dynamics.”

He went on to say of the industry, “It’s one that takes not only a significant amount of knowledge, but a tremendous amount of time and focus. And I’m not talking about just me, I’m talking about me and the entire senior management team of the company. We’re at this hard every day. And when you go from fixing—which was significant and heavy lifting—to building, to really creating meaningful growth for our shareholders, the only way you achieve that is by focus.”

Iger also noted, “I am working really hard to not let [activist investors] distract me because when I get distracted, everybody who works for me is distracted, and that’s not a good thing.”

At the conclusion of the event, Iger reinforced his confidence and optimism in the state of the company, even amidst a period of significant industry disruption.

“We’re in a business that is serving a global population in a very important and a very valuable way,” he said. “I don’t get daunted by disruption. I believe the best way to contend with disruption is to embrace it [and] actually become a disruptor.”

[1] “Domestic and International Parks & Experiences operating income” is a non-GAAP financial measure. The most comparable GAAP measure is Experiences segment operating income. See the discussion below under “Non-GAAP Financial Measures” for additional information concerning these measures.

[2] “Free cash flow” is a non-GAAP financial measure. The most comparable GAAP measure is cash provided by operations. See the discussion below under “Non-GAAP Financial Measures” for additional information concerning these measures.

Non-GAAP Financial Measures

Free Cash Flow

“Free cash flow” is a non-GAAP measure and is calculated as cash provided by operations less investments in parks, resorts and other property. Cash provided by operations, which is the most directly comparable GAAP measure, for the full fiscal year is currently trending slightly higher than our expectations at the time Disney provided its free cash flow guide in its first quarter fiscal 2024 earnings release. Quantitative reconciliation of estimated measures of forward-looking free cash flow to cash provided by operations for the fiscal year 2024 is provided below.

The following table reconciles cash provided by operations to free cash flow:

($ in billions) FY2024E
Cash provided by operations ~$14
(-) Investments in parks, resorts and other property (~6)
Free cash flow ~$8

Domestic and International Parks & Experiences Operating Income

“Domestic and International Parks & Experiences operating income” is a non-GAAP financial measure and is calculated as Experiences segment operating income less Consumer Products operating income. Disney estimates year over year growth in Experiences segment operating income, which is the most directly comparable GAAP measure, in the second fiscal quarter fiscal 2024 to be approximately in the low teens. Disney is unable to provide without unreasonable efforts a quantitative reconciliation for forward-looking Domestic and International Parks & Experiences operating income to that most directly comparable GAAP measure because Disney is unable to predict information which is in certain cases out of Disney’s control and could have a potentially significant impact on future GAAP and non-GAAP financial results.

Forward-Looking Statements

Certain statements in this communication may constitute “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995, including statements regarding our expectations, beliefs, plans, financial prospects, trends or outlook and guidance; financial or performance estimates and expectations (including estimated or expected revenues, earnings, operating income, free cash flow and margins) and expected drivers; business plans and opportunities; future programming and production costs, capital expenditures and investments, including opportunities for growth and expansion; organizational structure and leadership decisions; plans, expectations or drivers, as applicable, for direct-to-consumer profitability, advertising, revenue and subscriber growth, pricing, product acceptance and enhancements, expansion, changes to subscription offerings, churn, engagement and margins; anticipated demand, timing, availability, pricing, utilization or nature of our offerings (including experiences and business openings, content within our products and services and content releases and distribution channel); shareholder returns; consumer and advertiser sentiment, behavior or demand; cost reductions and available efficiencies; strategies and strategic priorities and opportunities; expected benefits of new initiatives, including for which definitive agreements have not been signed and may not be consummated or subject to regulatory approval or other conditions, and other strategic transactions; value of our intellectual property, content offerings, businesses and assets, including franchises and brands; and other statements that are not historical in nature. Any information that is not historical in nature is subject to change. These statements are made on the basis of management’s views and assumptions regarding future events and business performance as of the time the statements are made. The Company does not undertake any obligation to update these statements.

Actual results may differ materially from those expressed or implied. Such differences may result from actions taken by the Company, including restructuring or strategic initiatives (including capital investments, asset acquisitions or dispositions, new or expanded business lines or cessation of certain operations), our execution of our business plans (including the content we create and IP we invest in, our pricing decisions, our cost structure and our management and other personnel decisions), our ability to quickly execute on cost rationalization while preserving revenue, the discovery of additional information or other business decisions, as well as from developments beyond the Company’s control, including: the occurrence of subsequent events; deterioration in domestic and global economic conditions or a failure of conditions to improve as anticipated; deterioration in or pressures from competitive conditions, including competition to create or acquire content, competition for talent and competition for advertising revenue; consumer preferences and acceptance of our content, offerings, pricing model and price increases, and corresponding subscriber additions and churn, and the market for advertising sales on our DTC services and linear networks; health concerns and their impact on our businesses and productions; international, political or military developments; regulatory and legal developments; technological developments; labor markets and activities, including work stoppages; adverse weather conditions or natural disasters; and availability of content. Such developments may further affect entertainment, travel and leisure businesses generally and may, among other things, affect (or further affect, as applicable): our operations, business plans or profitability, including direct-to-consumer profitability; demand for our products and services; the performance of the Company’s content; our ability to create or obtain desirable content at or under the value we assign the content; the advertising market for programming; income tax expense; and performance of some or all Company businesses either directly or through their impact on those who distribute our products.

Additional factors are set forth in the Company’s Annual Report on Form 10-K for the year ended September 30, 2023, including under the captions “Risk Factors,” “Management’s Discussion and Analysis of Financial Condition and Results of Operations,” and “Business,” quarterly reports on Form 10-Q, including under the captions “Risk Factors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations,” and subsequent filings with the Securities and Exchange Commission.

The terms “Company,” “company,” “Disney,” “we,” and “our” are used above to refer collectively to the parent company and the subsidiaries through which our various businesses are actually conducted.


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Iger veut investir massivement dans les parcs : résultat Barbara Bouza présidente de WDI quitte le navire Rolling Eyes

https://wdwnt.com/2024/03/breaking-president-of-walt-disney-imagineering-barbara-bouza-announces-departure/
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J'espère que c'est bon signe au final


Mes photos d'Exploration Urbaine ici : http://www.flickr.com/photos/49673449@N08/
DLP : plus de 50 visites depuis juin 1992, PA Fantasia entre 2000 et 2015
WDW/USO/Sea World : 1989 (avec mes parents et mon frère) et 1998 (Voyage de Noces)
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Pré-TR USA 2015 : https://www.disneycentralplaza.com/t49562-pre-tr-disneyland-californie-universal-studio-hollywood-vip
TR USA 2015 : https://www.disneycentralplaza.com/t50717-30-days-in-the-usa-new-york-ush-disneyland-resort-parcs-nationaux-las-vegas-san-francisco-boston
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Probablement... ça laisse Bruce Vaughn seul aux commandes.


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A venir : Tokyo Disney Resort & Universal Japan ==> septembre/octobre 2024 Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! - Page 13 425715
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Fgth a écrit:
J'espère que c'est bon signe au final
C'est la question que je me pose, vu les investissements annoncés ça ne me semble pas être le moment pour partir.
Pour moi soit elle pense qu'elle ne peut plus évoluer et va voir ailleurs ou alors Iger n'est pas satisfait du boulot et ils s'arrangent à l'amiable Question
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Ou alors elle saisie juste une opportunité qu'elle trouve plus pertinente ailleurs. Smile


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The Hollywood Reporter a écrit:


Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! - Page 13 11rep_10


After a major Wall Street firm sides with activist Nelson Peltz ahead of an April 3 shareholders meeting, investors are questioning how the CEO plans to plot out growth — and his own succession.




If Bob Iger were a Marvel superhero, his power would be persuasion. The Disney CEO has long leaned on his ability to convince others of his plans. From film and TV writers, directors and stars, to Disney shareholders, to the company’s own board members, Iger’s track record has been impeccable.

Consider possibly the most important deal he ever led: Disney’s $4 billion acquisition of Marvel Entertainment in 2009. While Marvel’s success since then is not in dispute, at the time the idea of Disney chasing young men via the comic book brand was seen as a real risk. In his 2019 memoir The Ride of a Lifetime, Iger recalls how he pitched a skeptical Steve Jobs on the deal.

Jobs, who had sold Pixar to Disney just a couple of years earlier, was Disney’s largest shareholder and a member of the board. He also told Iger that he had never read a comic book in his life, “so I brought an encyclopedia of Marvel characters with me to explain the universe to him and show him what we would be buying,” Iger recalled. Jobs ultimately bought into the idea and called Marvel chairman Ike Perlmutter to vouch for Iger, helping to seal the deal.

Fifteen years later and Disney finds itself at a crossroads, facing a bitter proxy fight with Nelson Peltz and his Trian Partners, who are backed by billions of dollars in Disney stock owned by Perlmutter, all set to come to a head April 3 at Disney’s annual meeting.

The former Marvel chairman, who was let go last year in a round of corporate cost-cutting, plays a shadow role in Peltz’s push, with the Trian chief telling Financial Times in an interview, “Why do I have to have a Marvel that’s all women? Not that I have anything against women, but why do I have to do that? Why can’t I have Marvels that are both? Why do I need an all-Black cast?” — comments that mirror critiques of Iger’s strategy by Perlmutter. And Peltz said of Marvel chief Kevin Feige, “I question his record,” again mirroring comments from Perlmutter, and sparking a rebuke from Disney, which noted that with $30 billion at the box office, Feige is the top-grossing producer of all time.

Iger has been pulling out all the stops to convince Disney shareholders (given its long history and high profile, Disney has a higher percentage of retail shareholders than most companies) that the company is in the middle of a turnaround, and that Peltz is a “distraction” that will ultimately hurt the company rather than help it. “This campaign is, in a way, designed to distract us, to take our eye off all those balls,” Iger said at a Morgan Stanley conference March 5.

But the endgame (to lean on a Marvel reference) remains uncertain. Iger and the Disney board have lined up a murderers’ row of public supporters, securing letters of support from not only Laurene Powell Jobs, former Disney CEO Michael Eisner and JPMorgan CEO Jamie Dimon, but also Star Wars filmmaker George Lucas, who disagrees with Iger about the right approach for future films in the sci-fi universe. And Disney secured letters of support from the families of Walt Disney and Roy Disney, including Abigail Disney, who has long critiqued Iger over his pay packages and the company’s treatment of its employees.

But the surprise recommendation from Institutional Shareholder Services on March 21 to vote for Peltz over current Disney board member Maria Elena Lagomasino placed a level of uncertainty over the vote, giving Peltz’s campaign oxygen at a moment when it was on the verge of being snuffed out. And so, as the voting heads into the final stretch, Iger’s persuasion skills have been in full effect.

The company’s last earnings call saw Iger unleash a barrage of announcements: A surprise release of Moana 2, hitting theaters this year, an investment and partnership with Epic Games, Taylor Swift’s Era’s Tour movie hitting Disney+, etc.

Iger has frequently cited earnings calls as a time and place where he can set the stage for Wall Street, and make announcements to shore up the company’s stock price.

Bank of America’s Jessica Reif Ehrlich, for example, reacted to the report with a note titled “Bundles of Joy,” writing that “in a little over a year since returning to the company as CEO, Bob Iger’s actions are already having an impact. Moreover, the company has undertaken bold, decisive steps to address the evolving landscape…”

And on March 25, CFRA’s Kenneth Leon wrote that “we believe [Disney] has a rigorous plan to drive future growth and enterprise value leading to the April 3 shareholder meeting,” specifically calling out the company’s parks and sports business lines.

Other analysts have been more circumspect, noting the changes that still need to come: “We think mgmt attention remains on creative,” Wells Fargo’s Steven Cahall wrote Feb. 9. “The last thing investors want to see to solidify support is content hits.

And S&P Global’s Naveen Sarma wrote of Disney’s upcoming sports streaming service that while it could provide valuable data, it could also “put a cap on the potential price for Disney’s future ESPN flagship DTC service, limiting its profitability.”

But as powerful as Iger is, even he has recognized the risks of his own influence.

“Being atop a company that is so well known, the power of my voice is so much greater than it ever was and sometimes than I ever expect it to be,” Iger said in a 2019 interview at the University of Pennsylvania’s Wharton School. “I’m much more careful with how I use it, either when I say something or what I say or how I say it.”

It’s something Iger himself recalled in a dispute with David Lynch over when to reveal a key plot point in his series Twin Peaks, back when Iger was running ABC.

“Deep down, I felt David was frustrating the audience, but it may well be that my demands for an answer to the question of who killed Laura Palmer threw the show into another kind of narrative disarray,” Iger recalled. “David might have been right all along.”

Yet most significantly for Iger, his reputation for making the right call at the right time has been punctured in Disney’s ever-evolving succession process. Indeed, the question was at the heart of the ISS recommendation. The ill-fated decision to name Bob Chapek CEO of The Walt Disney Co. in early 2020 was, it seems, as abrupt as it appeared publicly. ISS wrote in its blistering report that “Chapek’s sudden appointment at the onset of the pandemic was not a result of a rigorous process, by the board’s own admission during engagement with ISS.

“It appears that there was no structured board-mandated interview process, and that the board primarily relied on Iger’s judgment in making this decision,” the report continues, adding that the board said it encouraged Chapek to build a relationship with Disney’s creative executives after naming him CEO: “Which begs the question of why somebody who was being considered as a contender to succeed Iger hadn’t been working on those relationships well before the transition.”

For all of Iger’s ability to persuade, the succession issue has been the Achilles’ heel, which is why Peltz has pushed it so aggressively. But it is also an issue that Disney’s board seems acutely aware of, and while Iger may have had little pushback in his previous succession calls, the board seems poised to make its own decision this time. (Iger’s CEO contract runs through 2026, but Disney is expected to unveil succession plans well before then.)

The Disney board’s succession committee, comprising Mark Parker, James Gorman, Mary Barra and Calvin McDonald, sent a letter to institutional shareholders March 22 seeking to address “inaccurate assertions” in the ISS report. The committee writes that they are meeting frequently and reviewing internal and external candidates with the help of a search firm. “Each internal candidate is going through a rigorous preparation process,” the letter continues. “This includes mentorship from Bob Iger and external coaching, engagement with all Board directors, and comprehensive reviews of each candidate.”

The letter doesn’t name the internal candidates, but ISS noted that the Disney board highlighted the work of some Disney leaders by name in their talks: Disney entertainment co-chiefs Dana Walden and Alan Bergman, parks chief Josh D’Amaro, ESPN chief Jimmy Pitaro, and Disney chief brand officer Asad Ayaz. And Iger himself told journalist Andrew Ross Sorkin last November that “I’ve tried hard to conduct my own postmortem just so that we as a company don’t do it again” when it comes to succession.

As the final votes roll in from retail investors, institutional investors and major stockholders like Jobs, Lucas and Perlmutter, that question — What will Disney look like post-Iger? — seems to be the one hanging in the balance. And the results on April 3 could be a pivot point in that process.


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C’est officiel : les actionnaires de Disney ont rejeté les efforts de l’investisseur activiste Nelson Peltz pour remporter des sièges au conseil d’administration de Mouse House. Les investisseurs ont voté pour réélire les 12 membres du conseil d'administration soutenus par l'entreprise, dont le PDG Bob Iger, mettant ainsi fin à la lutte par procuration la plus coûteuse de l'histoire.

https://variety.com/2024/biz/news/disney-shareholder-meeting-vote-official-reject-peltz-1235958254/

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The Walt Disney Company a écrit:



The Walt Disney Company held its 2024 Annual Meeting of Shareholders on Wednesday and CEO Bob Iger thanked shareholders for their “trust and confidence” in Disney.

Iger’s comments came after the announcement that, based on the tabulation of Disney’s proxy solicitor, it appears that Disney’s full slate of 12 directors had been elected by a substantial margin over the nominees of Trian and Blackwells. Final voting tallies are subject to certification by the company’s independent inspector of elections and preliminary and final results will be included in the company’s report to be filed with the Securities and Exchange Commission in the coming days.

“I just want to take a moment to thank our shareholders for your trust and confidence in the Disney Board and management and the ambitious strategy we are implementing across our businesses to build for the future,” Iger told shareholders. “Now that this distracting proxy contest is behind us, we’re eager to focus 100% of our attention on our most important priorities: growth and value creation for our shareholders and creative excellence for our consumers.”


Building for Growth

Iger also told shareholders during the virtual meeting Wednesday about the ongoing positive impact of Disney’s strategic transformation and the company’s forward momentum building its businesses for growth.

“Our plans are ambitious, our strategy is working, and our future is bright,” Iger said in a video message from Disneyland in Anaheim, California.

Noting the company’s significant progress since the previous Annual Meeting, Iger noted, “As we gather today, we stand on a far more solid foundation, which has been fortified by our ambitious course of action over the past year. We are once again building our businesses for growth. And as we demonstrated during our most recent earnings report, we have turned the corner and entered a new, positive era for The Walt Disney Company.”

Iger highlighted the four key building priorities anchoring the company’s growth strategy:

  • Reinvigorating creativity at Disney’s film studios;
  • Achieving sustained profitability in streaming;
  • Positioning ESPN for the future and turning it into the preeminent digital sports platform;
  • Turbocharging growth in the company’s Experiences business, including domestic and international Parks and the Disney Cruise Line.


“We are executing at a rapid pace, and we are doing so from a position of renewed strength with tremendous optimism,” Iger noted.


Studios: An Incredibly Robust Slate

Iger pointed to the fact that Disney’s film and TV studios are both coming off a stellar awards season, with Disney leading the industry with 20 Oscar nominations, including five wins. Disney also received 27 Golden Globe nominations and won top prizes for Poor Things and FX’s The Bear. And at this year’s Primetime Emmy Awards, Disney took home 37 wins, which was more than any other entertainment company.

Meanwhile, as part of the company’s ongoing effort to deliver creative excellence from its film studios, Iger reminded shareholders about the company’s “incredibly robust slate of upcoming theatrical releases,” which includes Kingdom of the Planet of the Apes in May, Deadpool & Wolverine in July, Alien: Romulus in August, and Mufasa: The Lion King in December.

There’s also Inside Out 2, the sequel to the 2015 Oscar winner for Best Animated Feature, which hits theaters in June.

Iger also gave an exclusive look at artwork from Moana 2, which debuts in theaters in November, offering a few hints about this highly anticipated animated feature: “Three years since her first voyage, Moana is heading out on an epic journey to find and reconnect the people of the ocean. We can’t wait to take audiences on another amazing journey with Moana and Maui, and we are excited to confirm that both Auli‘i Cravalho and Dwayne Johnson are back reprising their roles.”

Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! - Page 13 Moana-10

“Moana remains an incredibly popular franchise,” Iger added. “The original film from 2016 recently crossed 1 billion hours streamed on Disney+ and was the most streamed movie of 2023 on any platform in the U.S.”


Streaming: A Clear Differentiator

Iger noted that Moana is just “one of the many successful titles in our rich library of movies and shows on Disney+, a library that just got a lot bigger with the official launch of Hulu on Disney+ last week.”

“With our expansive collection of enduring classics and new hits available together in one place, Disney+ truly has something for everyone,” he said.

Iger pointed out that the company’s streaming strategy extends into the world of sports and that ESPN “continues to deliver meaningfully for the company.”

“We believe in the power of sports and their unique ability to convene and engage audiences,” Iger said. “And we are hard at work building ESPN into the preeminent digital sports destination to reach even more fans in innovative new ways.”

One way that the company will reach more sports fans, Iger stated, is through the joint venture announced earlier this year in conjunction with Fox and Warner Brothers Discovery to create a new streaming service that brings together the companies’ collective portfolios of sports channels.

“This new service will provide consumers more of the sports they want in a single place, including content from all the major professional sports leagues and college sports.”

Additionally, Iger talked about the company’s plans to offer ESPN as a unique direct-to-consumer service, which will launch in fall of 2025.

“We will make the full suite of ESPN’s channels available as a stand-alone and highly interactive digital destination,” he said. “This will give consumers the ability to stream their favorite live games and studio programming, and take advantage of an immersive, customizable sports experience that includes betting, fantasy sports, e-commerce, and more.”

Overall, Iger noted, Disney’s current and future direct-to-consumer offerings are “a clear differentiator for the company in a very competitive landscape.”

“We remain poised to reach profitability in our combined streaming business by the end of this fiscal year, and deliver significant, sustained growth in the future,” he added. “We have the most valuable brands and franchises, a deep library of popular titles built over the past 100 years, powerful content engines, multiple consumer touchpoints, and the best advertiser technology in the streaming business globally. No one has the breadth of what Disney has when it comes to streaming.”


Disney Experiences: Turbocharging Growth

Iger also pointed out that another clear differentiator for the company is Disney’s Experiences business.

“We’re constantly seeking creative new ways to turn our IP into top quality experiences,” he said. That includes the company’s recently announced relationship with Epic Games.

“Younger audiences in particular are huge consumers of video games, and this new universe will give players the opportunity to forge even greater connections with Disney,” Iger said.

Turning to Disney’s Parks and Resorts, Iger added that Disney continues to deliver experiences like no other for guests around the world, while generating “enormous growth for the company.”

Recent expansions and additions have been incredibly popular with guests, including World of Frozen at Hong Kong Disneyland, which opened in November (a Frozen themed land is coming to Disneyland Paris, Iger announced), and Zootopia at Shanghai Disney Resort, which opened in December. Fantasy Springs will open at Tokyo DisneySea in June.

“With such a deep well of untapped IP and buildable land, there are so many experiences that have yet to be brought to our Parks around the world, and we plan to turbocharge growth in this sector with a robust amount of strategic investment,” he said.

Meanwhile, the company’s growth strategy also includes significant opportunities for expansion at its domestic theme parks as well, including at Disneyland. Iger said that the company was pleased to have reached an “exciting milestone” as the company’s ambitious DisneylandForward initiative goes before the Anaheim City Council for final approval later this month.

“We’re thrilled about many potential new stories that our guests could experience at Walt’s original theme park, including the opportunity to embark on all-new Avatar adventures with a visit to the world of Pandora,” Iger said. “Our Imagineers have been hard at work dreaming up what guests might expect.”

Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! - Page 13 24040310


Being A Responsible Citizen of the World

After speaking about Disneyland, Iger brought up the man who started it all, Walt Disney, saying that Walt “understood the power storytelling has to connect us all to one another.”

“And our company, like our storytelling, has always been a force for good in the world,” Iger said. “That’s why Disney is dedicated to conducting our businesses with clarity of purpose and a deep sense of integrity, as we strive to have a positive impact in the communities in which we operate.”

Iger then mentioned the company’s “efforts to bring joy and comfort” to children’s hospitals around the world; Disney’s Heroes Work Here initiative, which has resulted in the hiring of more than 13,000 veterans since 2012; and Disney Aspire, which covers tuition for eligible hourly and part-time Disney employees looking to pursue higher education.

There’s also the company’s longstanding relationship with Make-A-Wish in which Disney remains the No. 1 wish-granter in the world, granting more than 150,000 wishes to children facing critical illness.

“All of this ongoing work is part of our overarching commitment to being a responsible citizen of the world,” Iger noted.


A True Privilege

Iger wrapped up his remarks by thanking the company’s employees and Cast Members around the world, saying that “it is a true privilege to lead this remarkable company at this pivotal moment.”

“I’ve often said that one of the greatest attributes of Disney is the mere fact that people expect so much from us. ‘What will they think of next,’ you might hear someone say, or ‘Only Disney can do that,’” he said.

Iger continued, “we welcome that challenge, because it motivates us and energizes us to always be bold in everything that we do, and to exceed your highest expectations.”

Forward-Looking Statements

Certain statements in this communication may constitute “forward-looking statements” within the meaning of the Private Securities Litigation Reform Act of 1995, including statements regarding the Company’s expectations; beliefs; plans; strategies; priorities and opportunities; future performance; business or financial prospects or outlook; future shareholder value; expected growth and value creation; profitability; investments; financial performance; expected drivers and guidance; expected benefits of new initiatives;  content, products, experiences or service offerings (including timing and nature); priorities or performance; businesses and assets; future investments and creative output; collaborations; expected benefits; and other statements that are not historical in nature. These statements are made on the basis of the Company’s views and assumptions regarding future events and business performance and plans as of the time the statements are made. The Company does not undertake any obligation to update these statements unless required by applicable laws or regulations, and you should not place undue reliance on forward-looking statements.

Actual results may differ materially from those expressed or implied. Such differences may result from actions taken by the Company, including restructuring or strategic initiatives (including capital investments, asset acquisitions or dispositions, new or expanded business lines or cessation of certain operations), our execution of our business plans (including the content we create and intellectual property we invest in, our pricing decisions, our cost structure and our management and other personnel decisions), our ability to quickly execute on cost rationalization while preserving revenue, the discovery of additional information or other business decisions, as well as from developments beyond the Company’s control, including: the occurrence of subsequent events; deterioration in domestic or global economic conditions or failure of conditions to improve as anticipated, including heightened inflation, capital market volatility, interest rate and currency rate fluctuations and economic slowdown or recession; deterioration in or pressures from competitive conditions, including competition to create or acquire content, competition for talent and competition for advertising revenue, consumer preferences and acceptance of our content and offerings, pricing model and price increases, and corresponding subscriber additions and churn, and the market for advertising and sales on our direct-to-consumer services and linear networks; health concerns and their impact on our businesses and productions; international, political or military developments; regulatory or legal developments; technological developments; labor markets and activities, including work stoppages; adverse weather conditions or natural disasters; and availability of content. Such developments may further affect entertainment, travel and leisure businesses generally and may, among other things, affect (or further affect, as applicable): our operations, business plans or profitability, including direct-to-consumer profitability; our expected benefits of the composition of the Board; demand for our products and services; the performance of the Company’s content; our ability to create or obtain desirable content at or under the value we assign the content; the advertising market for programming; income tax expense; and performance of some or all Company businesses either directly or through their impact on those who distribute our products.

Additional factors are set forth in the Company’s Annual Report on Form 10-K for the year ended September 30, 2023, including under the captions “Risk Factors”, “Management’s Discussion and Analysis of Financial Condition and Results of Operations” and “Business”, and subsequent filings with the Securities and Exchange Commission (the “SEC”), including, among others, quarterly reports on Form 10-Q.


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Trop content du résultat du vote.

Waouw c'est quoi ce concept art de Pandora ?? C'est moi où on voit une attraction aquatique au milieu avec de nombreux visiteurs dans un bateau ?
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Le discours de Bob Iger se veut rassurant mais cela reste...un discours. Il faudra voir les actes. L'analyse de GoldoClack, que l'on apprecie ou pas, me paraît assez pertinante :

https://youtu.be/fjr8j5fHnRU?si=mYCnD41FwT2MgLvH


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Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! - Page 13 Empty
MessageSujet: Re: Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! - Page 13 Horlog11Ven 5 Avr 2024 - 8:51

Désolé j’ai pas pu regarder plus de 30 secondes de ce ramassis de connerie. Dès le début de la vidéo le ton est annoncé : c’est une vidéo anti-woke qui soutenait Pelz et les fans seraient perdants dans l’histoire. Je doute d’avance que l’analyse qui en résulte soit objective.


Ps: Je me suis forcé à regarder un peu plus de la vidéo mais cela confirme l’absence totale d’objectivité. On a là une personne qui réécrit l’histoire à sa sauce, qui interprète tout avec un biais cognitif réactionnaire très marqué (qui sert parfois même limite dans le complotisme), incapable de comprendre ce qui n’allait pas chez Pelz (en dépit de toute logique dit-il, comme si la logique était de son côté et qu’il ne pouvait en être autrement), incapable de voir une autre opinion que la sienne comme pouvant se tenir sans qu’il y ait forcément une justification mystérieuse.

Qu’on m’aime ou pas, jvais donner aussi mon analyse pertinente (après tout, le mec est pas plus expert que moi sur la question 😂).
Pelz était engagé dans une guerre culturelle comme l’est Elon Musk et toute cette histoire de Disney se retirant de X. Pelz en a fait une affaire personnelle. Iger est certes un démocrate mais c’est surtout quelqu’un d’intelligent. Il est certain que s’il s’était engagé dans la course à la présidentielle, l’inclusion aurait fait partie des valeurs défendues par lui et son partie mais Iger sait très bien que si une élection se gagne avec une majorité de voix sur la base d’opinions politiques, une entreprise ne se mène pas de cette façon. Il le sait car il a dirigé cette compagnie depuis des dizaines d’années, a connu 7 présidents différents je crois, d’un parti ou de l’autre, en ayant à faire à des gouverneurs des deux bords en Californie et en Floride sans jamais créer de scandale politique comme a pu le faire Chapek. Il sait que pour l’intérêt de la compagnie, il ne s’agit pas de convaincre plus de 50% des personnes comme en politique, mais toucher un large public et que Disney n’a aucun intérêt à se retrouver au milieu de cette guerre culturelle, quelque soit sa propre opinion sur la question. Il a concédé que récemment, les créatifs de Disney ont un peu perdu de vue l’objectif de divertir au profit d’un objectif de passer le message et qu’il souhaitait se désengager de cette guerre culturelle. Et on voit bien clairement avec l’accord qu’il a passé avec le gouverneur de Floride qu’il n’a pas l’intention d’épuiser les ressources de l’entreprise pour défendre une opinion woke ou une vision du monde là où des gens comme Elon Musk a engagé toute la pérennité de son entreprise pour faire entendre son opinion. Ce sont pour moi ce qui différencie un vrai leader d’un leader en carton pâte égocentrique. Nelz avait quelque chose de personnel contre Iger et etait engagé dans une guerre culturelle contre le wokisme. Iger était au-dessus de tout ça et a juste essayé de recentrer l’entreprise sur son coeur d’activité, de sortir de cette guerre culturelle et n’était pas vraiment intéressé par ce combat personnel. Économiquement, Iger sait très bien quoi faire pour redresser l’entreprise et Pelz n’a fait que coûter du temps à la société qu’il prétend défendre.

SphinX et IndoRanger aiment ce message



Dernière édition par Parkatm le Ven 5 Avr 2024 - 9:23, édité 1 fois
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Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! - Page 13 Empty
MessageSujet: Re: Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! - Page 13 Horlog11Ven 5 Avr 2024 - 9:23

Effectivement, ce qu'il exprime dans sa vidéo reste uniquement son point de vue, vu à travers son prisme réac. J'en retiens tout de même qu'au delà du duel Disney/Peltz, c'est BlackRock qui finalement semble tout diriger. Et, sauf mauvaise interprétation de ma part, je ne trouve jamais cela très rassurant lorsque ce nom là apparaît quelque part.


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Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! - Page 13 Empty
MessageSujet: Re: Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! - Page 13 Horlog11Ven 5 Avr 2024 - 9:31

Comme je n’ai pas tout vu de la vidéo mais ne peut qu’imaginer ce qui se passe dans la tête d’un complotiste : en général quand on arrive pas a comprendre que les gens puissent penser différemment on a toujours besoin que cela soit dû à une puissance maligne, c’est un classique du conspirationnisme de designer un grand méchant. Je ne sais pas à quel point il s’enfonce dans cette hypothèse mais de toute évidence il ne paraît pas surprenant que l’actionnaire majoritaire d’une entreprise ait un pouvoir de persuasion plus important que les autres et il est certain qu’ils aient pu l’exercer. C’est d’ailleurs ce qu’il s’est passé de chaque côté : chaque parti a essayé de convaincre que sa proposition était la meilleure pour la compagnie. Là où il faut faire la différence avec du complotisme c’est de s’imaginer que cet actionnaire majoritaire l’a fait en dépit du bon sens pour faire le mal plutôt simplement par conviction pour ce qu’ils pensaient être la meilleure proposition pour l’avenir de la compagnie.
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Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! - Page 13 Empty
MessageSujet: Re: Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! - Page 13 Horlog11Ven 5 Avr 2024 - 11:38

Ton point de vue est intéressant et je le comprends. Mais commencer ton texte en "imaginant" ce qui ce passe dans sa tête le décrédibilise, et laisse penser que toi aussi tu portes un jugement au travers de ton propre prisme 😉 Ceci dit, je pense que nous fonctionnons tous comme cela lorsque nous voulons défendre un point de vue, c'est humain 🙂


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Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! - Page 13 Empty
MessageSujet: Re: Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! Bob Iger reprend la tête de la compagnie - prolongement jusqu'au 31.12.2026 ! - Page 13 Horlog11Ven 5 Avr 2024 - 15:33

"Les fans de Disney souhaitaient ardemment que Nelson Peltz gagne" c'est son point de vue ça, rien de plus.
Vu comment ce ... youtubeur -dont l'accroche est mensongère, ce type fait surtout de la politique de caniveau- passe son temps à dégommer la boîte sur tous les sujets possibles et notamment le sociétal, je ne vois pas en quoi il sert les fans Disney.

Et vous avez vu le reste de ses vidéos ? Rien que les titres donne une idée, c'est un névrosé total, ou alors il a parfaitement compris comment faire du clic en attirant les gogos.

Edit: et avez-vous lu les commentaires sous la vidéo ? A part répéter les pires slogans à la noix et souhaiter que cette entreprise se casse la figure, je ne vois pas de passionné de cet univers moi ^^



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