The Rise and Fall of Disney Animation: From The Jungle Book to Frozen, from Toy Story to Aladdin to The Little Mermaid to The Muppets, from The Princess and the Frog to Frozen to Aloha and beyond.

It’s been a rollercoaster ride for Disney animation.

It was the company’s first hit in almost a decade, a hit that helped propel it into the realm of blockbuster success and made it a major player in the international entertainment industry.

Then it all came crashing down.

The studio was sold to private equity firm Apollo Global Management, which in turn sold to Disney for a record $2.2 billion.

It’s not the only recent blockbuster Disney has sold, and it won’t be the last.

But it’s one of the biggest.

The Disney business model is to go out and make movies that generate enough money for the studio to pay its staff and pay for other costs, like marketing, production and distribution, according to Disney Chief Financial Officer Jay Rasulo.

That model is now being called into question by the financial crisis that began in 2008.

The financial crisis led to the closure of Walt Disney Animation Studios, and some analysts have suggested that Disney is looking to sell itself.

But the company still has Disney Animation as a major part of its business.

The company has long made the case that it has the financial strength to survive the financial challenges that come with being a major company.

Its share price has doubled since it was purchased by Apollo Global in 2000.

But in the past decade, its revenue has stagnated.

In fact, it’s been the only major movie studio to lose money since it acquired Pixar in 2015.

The biggest problem, of course, is the fact that the Disney model is unsustainable.

As a result, it has become a company that’s unable to sustain its core business.

The company’s profits have fallen by about 25 percent in the last five years, to $2 billion in 2016, according the latest report by the non-profit accounting firm PricewaterhouseCoopers.

That’s because Disney’s biggest revenue source, its theme parks, have been struggling to keep up with its growth in merchandise sales.

It lost $1.5 billion on theme park operations in the fiscal year ending March 2019, down from $3.3 billion a year earlier.

Disney’s revenue has been stagnant at $1 billion for the past four years, with no signs of growth.

Disney has also seen its profit margins shrink dramatically since 2007, when it started to increase profits in theme parks.

The last thing Disney needs right now is another major financial blow.

The stock is down nearly 13 percent over the past year, according on a two-day rolling average of 12 markets, from $41.40 on Dec. 8 to $42.96 on Monday.

Disney CEO Bob Iger said in November that Disney would have to cut back on spending or raise revenue in order to survive, and his company has made cuts and layoffs in recent years.

It’s a bad idea to keep adding to the Disney business that is unsustainable, according Jason Zimbalist, senior partner at the accounting firm KPMG.

“You’re going to have a lot of people in the business who don’t have a strong business case for investing in theme park growth,” he said.

The real problem, Zimblist said, is that Disney has become so focused on profitability that it’s focusing on revenue growth.

This is the problem that we’re all struggling with in the entertainment industry, Zobbart said.

“Disney is a very large company, and they have an enormous amount of money in the bank, but they are not focused on the core business.”

While Disney has lost $2-3 billion in the first quarter, it still makes $1-2 billion of profit from its theme park and film businesses each quarter.

That’s the business that’s being hurt by the Disney financial crisis.

“It’s not just a Disney problem,” said Iger.

“The financial industry is a big part of the problem, and the financial industry has an awful track record of delivering very little to the American consumer.

It has to be a companywide effort.”

The Disney model, Iger told CNBC’s Stephen Dubner on Friday, “has been the best model in history, but it’s also very difficult to do it with a large, mature company, a large amount of debt and a large business that does not have a high degree of leverage.”