Disney’s (DIS) latest live-action remake, Snow White, is off to a disastrous start at the global box office — and it’s raising fresh questions about the company’s creative direction and audience connection under CEO Bob Iger’s leadership.
Despite a recognizable brand, a talented young lead in Rachel Zegler, and the powerful Disney marketing machine behind it, Snow White managed just $87 million globally in its opening weekend — with only $43 million coming from U.S. audiences. That places it well below nearly every other major live-action Disney remake in recent memory, trailing behind Dumbo ($46M), Cinderella ($67M), and even Snow White and the Huntsman ($56M), a non-Disney version of the tale.
Critics haven’t been kind, giving the film a dismal 44% on Rotten Tomatoes, while audience scores are slightly more forgiving at 74%. Still, the low turnout at the box office signals a deeper issue: The Disney brand may no longer guarantee success at the theaters — particularly when paired with what audiences perceive as underwhelming storytelling or forced thematic choices.
A Bright Spot in the Dark Forest
The one widely praised element in Snow White is Zegler’s performance, particularly her singing — a consistent highlight even in less favorable reviews. But critics have panned the film’s structure, directing, and visual choices, especially the controversial CGI dwarves, which became an early flashpoint during the film’s production.
Despite some hoping for a box office turnaround, as happened with Mufasa: The Lion King — which also opened poorly but eventually grossed over $700 million — industry analysts aren’t optimistic that Snow White will follow the same trajectory.
Iger: “We Need to Be Entertaining”
The film’s struggles come just as Disney CEO Bob Iger attempts to reorient the studio’s public image following a high-profile shareholder battle. This isn’t the first time Disney has faced scrutiny for its recent directorial decisions. Last year, amid billionaire activist investor Nelson Peltz’s attack on Disney’s leadership, Iger took to CNBC to defend himself and his company’s choices. “Infusing messaging is not what we’re up to,” Iger said. “We need to be entertaining.”
His comments were likely aimed at critics like Peltz, who accused Disney of leaning too far into “woke” storytelling at the expense of financial performance.
Though Iger prevailed in the shareholder vote, the conversation around Disney’s creative direction and political perception continues — especially when a high-profile release like Snow White stumbles this dramatically.
Content, Strategy, and Succession
As Disney tries to win back audiences and investors alike, Iger has laid out a strategy that includes making Disney+ profitable, reducing marketing costs, cracking down on password sharing, and expanding Disney’s content offerings beyond superheroes and Star Wars. He has also emphasized the importance of smarter international programming and tighter production oversight.
But perhaps the most urgent task: figuring out who will lead Disney next. After a failed experiment with Bob Chapek, Iger returned as CEO in 2022 and has since been pressed on succession plans. Industry watchers believe Dana Walden, co-chair of Disney Entertainment, is a leading contender — and possibly the first woman to take the top job in the company’s history.
Can Disney Regain Its Magic?
Despite owning some of the most iconic intellectual property in entertainment, Disney’s box office magic appears to be fading. The Snow White flop may serve as a wake-up call that nostalgia and branding alone can’t carry a movie — especially one seen as clumsy or out of step with what modern audiences want.
As Disney tries to strike a balance between creative risk, cultural sensitivity, and commercial appeal, Iger’s pledge to refocus on entertainment over messaging may be put to the test sooner than he hoped.
For now, Snow White is a mirror on the wall — and the reflection isn’t pretty.
On the date of publication, Caleb Naysmith did not have (either directly or indirectly) positions in any of the securities mentioned in this article. All information and data in this article is solely for informational purposes. For more information please view the Barchart Disclosure Policy here.
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