Difference between revisions of "M5-S5 - Case - Pixar"
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(Replaced content with "M5-S5 - Case - Pixar Category:marketing Category:Case Category:M5") Tag: Replaced |
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| − | + | Read the full | |
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| + | <html><a href="/static/files/MBI/Module%205/pixar.pdf">Pixar case</a></html> | ||
| + | |||
| + | |||
| + | |||
| + | Discussion questions | ||
| + | * What is Pixar particularly good at? | ||
| + | * How do the capabilities of Pixar and Disney differ? | ||
| + | |||
| + | {| class="wikitable" | ||
| + | !Attribute | ||
| + | !Pixar | ||
| + | !Disney | ||
| + | |- | ||
| + | |Competence | ||
| + | |3D animation software | ||
| + | |content creation and creativity | ||
| + | |- | ||
| + | |Competence | ||
| + | |Animation tools and technologies | ||
| + | |Marketing and distribution network | ||
| + | |- | ||
| + | |Competence | ||
| + | |Low cost production of animation | ||
| + | |Creative advice from Disney’s veterans | ||
| + | |- | ||
| + | |Brand | ||
| + | |Developing | ||
| + | |Established | ||
| + | |- | ||
| + | |Merchandising | ||
| + | |Locked out | ||
| + | |Fully owned | ||
| + | |- | ||
| + | |Size | ||
| + | |Small | ||
| + | |Huge | ||
| + | |- | ||
| + | |Founded | ||
| + | |In 1984 as spin off from Lukas Films | ||
| + | | | ||
| + | |- | ||
| + | |} | ||
| + | Revenue streams: | ||
| + | # Renderman licenses | ||
| + | # Computer Aided Animation Production System | ||
| + | |||
| + | 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: | ||
| + | |||
| + | 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 | ||
| + | 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. | ||
[[Category:marketing]] | [[Category:marketing]] | ||
Latest revision as of 19:49, 27 August 2020
Read the full
Discussion questions
- What is Pixar particularly good at?
- How do the capabilities of Pixar and Disney differ?
| Attribute | Pixar | Disney |
|---|---|---|
| Competence | 3D animation software | content creation and creativity |
| Competence | Animation tools and technologies | Marketing and distribution network |
| Competence | Low cost production of animation | Creative advice from Disney’s veterans |
| Brand | Developing | Established |
| Merchandising | Locked out | Fully owned |
| Size | Small | Huge |
| Founded | In 1984 as spin off from Lukas Films |
Revenue streams:
- Renderman licenses
- Computer Aided Animation Production System
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:
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 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.
