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| − | Read the full
| + | M5-S5 - Case - Pixar |
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| − | <html><a href="/static/files/MBI/Module%205/pixar.pdf">Pixar case</a></html>
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| − | Discussion questions
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| − | * What is Pixar particularly good at?
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| − | * How do the capabilities of Pixar and Disney differ?
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| − | {| class="wikitable"
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| − | !Attribute
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| − | !Pixar
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| − | !Disney
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| − | |Competence
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| − | |3D animation software
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| − | |content creation and creativity
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| − | |Competence
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| − | |Animation tools and technologies
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| − | |Marketing and distribution network
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| − | |Competence
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| − | |Low cost production of animation
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| − | |Creative advice from Disney’s veterans
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| − | |Brand
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| − | |Developing
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| − | |Established
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| − | |Merchandising
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| − | |Locked out
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| − | |Fully owned
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| − | |Size
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| − | |Small
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| − | |Huge
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| − | |Founded
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| − | |In 1984 as spin off from Lukas Films
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| − | |}
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| − | Revenue streams:
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| − | # Renderman licenses
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| − | # Computer Aided Animation Production System
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| − | Steve Jobs realized that software licensing alone would not be sufficient and decided to move towards content creation for 3rd parties. The next step after a small animation and commercials was the first full film:
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| − | In July 1991, Pixar signed a three film deal. The deal stipulated that Disney would fund the production and promotion costs and Pixar would earn a modest percentage of box-office and
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| − | video sales gross revenues. Pixar’s share in the deal was estimated to amount to approximately10 – 15% of the film profits, depending on the sales levels achieved. The strangling contracts with Disney limitted Pixar's profitability.
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| | [[Category:marketing]] | | [[Category:marketing]] |
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