Masters of Scale Disney’s Bob Iger: How acquisitions become an ecosystem, part 2
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Nov 26, 2022 
Bob Iger, Executive Chairman and former CEO of Disney, shares insights from his remarkable journey in transforming Disney into a powerhouse through strategic acquisitions like Pixar and Marvel. He discusses the intricate balance required to build a sustainable global brand, emphasizing cultural integration, especially in ventures like Shanghai Disneyland. Iger explores the lessons learned from the massive acquisition of 20th Century Fox and the importance of mentorship during times of crisis, illustrating how Disney navigated challenges while maintaining its iconic identity.
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Shanghai Disneyland's Long Development
- Bob Iger worked on Shanghai Disneyland for 18 years, from surveying the property in 1998 to its opening in 2016.
- He emphasizes his patience throughout the process.
Strategic Priorities
- Bob Iger's strategic priorities included high-quality branded content, embracing technology, and global expansion.
- He prioritized high-quality content as the foundation for the other areas, especially in China, where access to traditional media is limited.
Halo Effect of Theme Parks
- Building a theme park in China created an immersive brand experience with a halo effect, boosting Disney's overall brand perception.
- This, in turn, helped increase their movie presence in the growing Chinese market.
