Yes, I believe Disney’s acquisition aided its expansion by making them more stable, predictable, and diverse. Disney’s acquisition strategy of partnerships increased revenue by raising competition because they were now chasing a shared goal. They said that making such judgments allowed them to develop and strengthen their brand by enhancing talent and ideas. Therefore, Disney was able to achieve what Sony could not. Before making acquisitions, Disney set integration and traceability-related terms, and it is unable to engage in duty integration, which is a risky operation.
In addition, Disney used its resources far more efficiently than Sony. Full integration was sought by Sony, but it backfired. Disney made the right decision when it came to purchasing and integration, but News Corp. made a mistake. Yes, customer expectations and demand for Disney and its media have demonstrated that it has become a global consumer commodity. Despite the fact that there are many different definitions of global consumer products, their relevance is visible across Disney’s media.
Disney is a global consumer brand with consequences that are distinct from those of other global consumer brands. People expect other items to be near the store’s shelves, and they expect Disney to do the same. Accepting that disruption is taking place is the most effective approach to welcome it since it is not merely a stumbling block. Subsequently, it is just not something you can bear for the time being and then see yourself through to the other side. Hence, it’s something one has to accept since it’s here to stay.