SlideShare a Scribd company logo
1 of 15
Pixar, co-founded by Steve Jobs, left, and Disney, run by Robert A. Iger.
HISTORICAL BACKGROUND
The Walt Disney Company was founded on October 16th 1923 by brothers
Walt and Roy Disney.

It is one of the largest media and entertainment corporations in the world.

It’s the owner of 11 theme parks and several television networks, including
the American Broadcasting Company (ABC).

Disney started making films in the
1930’s.

Some of their first films were Snow
White, Bambi and Pinocchio.

A lot of their earlier films were
animated adaptations of children’s
fairytales.
By: Vivek Patel
HISTORICAL BACKGROUND
Pixar Animation Studios was started by
John Lasseter & George Lucas

Pixar was initially a computer graphics
division owned by film maker George
Lucas known as Lucas film limited.

In 1986, Steve Jobs purchased the
computer graphics division of Lucas Film
Ltd. for $10 million and established it as
an independent company named Pixar
, co-founded with Dr. Edwin E. Catmull.

                                          On November 22, 1995, Pixar Animation
                                          Studios forever impacted the future of
                                          filmmaking with the release of its first
                                          feature film, Toy Story. The film went on to
                                          become the highest grossing film of 1995
                                          with $362 million.
THE RATIONALE
Disney -
• The acquisition gave Disney ownership of the world’s most famous
  computer animation studio and its talent.

• The timing was also perfect for Disney, as its own animation films were
  failing.

• The deal brought the technology company Apple closer to Disney.

• The decrease in competition is another motive for Disney
Pixar -
• For Pixar it was a good move to face competitors like DreamWorks &
  20th century fox.

• The deal gave Apple iTunes more video content to offer.

• Pixar can focus on its core strengths of producing the computer
  animation and does not have to invest in production line for making
  merchandise and home entertainment.
THE MERGER
Pursuant to the terms of the merger agreement, Lux Acquisition Corp., a
wholly-owned subsidiary of Disney, will merge with and into Pixar, and
Pixar will survive and continue as a wholly-owned subsidiary of Disney.

On January 24, 2006, Pixar Animation Studios and The Walt Disney
Company entered into a merger agreement. The deal was
consummated on May 5, 2006 for a purchase price of $7.4 billion.
1. Pixar's major features have been made with Walt Disney Pictures.

2. In 1997, after the release of Toy Story, a 10-year, 5-picture deal was
   signed, evenly splitting production costs and profits on subsequent
   movies. Disney alone retained rights to the films and characters. In
   addition, Disney collects 10 to 15 percent of each film's revenue as a
   distribution fee.

3. Pixar and Disney have had ongoing disagreements since the production of
   Toy Story 2 (1999). Originally intended as a straight-to-video release (and
   thus not part of Pixar's five picture deal), the film was upgraded to a
   theatrical release during production. Pixar demanded that the film then be
   counted toward the five picture agreement, but Disney refused. There
   were talks of Pixar searching for new distributors.
4. On January 24, 2006, Disney announced that it had agreed to buy Pixar
   for approximately $7.4 billion.

5. Disney was offering 2.3 shares of its stock for each Pixar share. That's a
   3.8% premium on Pixar's closing price of $57.57 (2006).

6. The transaction would catapult Steve Jobs, who was the majority
   shareholder of Pixar with 51%, to Disney's largest individual shareholder
   with 7% and a new seat on its board of directors.
THE METHOD
To purchase Pixar, Disney exchanged 2.3 shares of its common stock for
each share of Pixar common stock, resulting in the issuance of 279
million shares of Disney and converted previously issued vested and
unvested Pixar equity based awards into approx. 45 million Disney
equity based awards.

The acquisition purchase price was $7.4 billion in an all-stock deal.($6.4
billion of stock and Pixar’s cash & investments of approx. $1.0 billion).
The value of the stock issued was calculated based on the market value of
the company’s common stock using the average stock price for the five
day period beginning two days before the acquisition announcement date
on Jan 24th, 2006.

The fair value of the vested equity based awards issued at the Closing
Date was estimated using the Black-Scholes option pricing model .
THE ANALYSTS OPINION
Mr. Iger said: "The addition of Pixar significantly enhances Disney
animation, which is a critical creative engine for driving growth across our
businesses."

Doug Mitchelson at Deutsche Bank Securities called the move a "bold foray”.
"In a way, it appears that Iger has returned Disney to its roots with this deal as
the creative heart of the company will once again be a highly successful
animation unit,”.

Jessica Reif Cohen of Merrill Lynch calls the combination "a near perfect
strategic fit," adding that the Disney's brand "meshes well" with Pixar's
content.

However, analysts said that the real value to Disney was the talent the deal
would bring in-house, especially Pixar executive vice-president John
Lasseter, the man credited as being the creative driving force at the firm.
1. In terms of the revenue, stockholders got the higher share price from merging
   between two parties. Shares of Pixar gained nearly 3% from after-hours trading
   and Disney’s stock gained about 1.8% in regular trading.

2. In terms of human resource, the team up of two big animation production
   companies enabled in better human resource. They could exchange the valuable
   human resource between Disney and Pixar, which enabled them to produce top
   hit motion pictures.

3. Over the past three years Disney, which ranked 67th on the Fortune 500 last
   year, cruised to the head of the media pack in terms of both its stock performance
   and its return on invested capital.

4. Under Iger, Disney became the world's largest media conglomerate by market
   value, worth around $40 billion.

5. “Ratatouille,” “Wall-E” and “Up” have all garnered critical praise . Then there’s
   the “Toy Story” franchise. Part One – the first result of a distribution deal Disney
   and Pixar signed early in their courtship – showed the world what their
   partnership could do.
NEW YORK (CNNMoney.com) (2006)– The magic is back for shareholders
of Walt Disney. Disney's stock is up nearly 20 percent so far this
year, making it the second-best performer in the Dow Jones Industrial
Average.

How has Disney done it? In a word: Pixar.

The Pixar acquisition also won over many investors because of the Jobs and
Apple effect.

More Related Content

What's hot

The rise and fall of the disney pixar alliance
The rise and fall of the disney pixar allianceThe rise and fall of the disney pixar alliance
The rise and fall of the disney pixar allianceOmid Aminzadeh Gohari
 
The Walt Disney: The Entertainment King
The Walt Disney: The Entertainment KingThe Walt Disney: The Entertainment King
The Walt Disney: The Entertainment KingAnuj Poddar
 
Disney Pixar case study
Disney Pixar case studyDisney Pixar case study
Disney Pixar case studyYuqing Qin
 
The Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire
The Walt Disney Company and Pixar Inc.: To Acquire or Not to AcquireThe Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire
The Walt Disney Company and Pixar Inc.: To Acquire or Not to AcquireEric Moon
 
Disney - Case Study
Disney - Case StudyDisney - Case Study
Disney - Case StudyRyan Pal
 
Disney vs. Pixar: A Tale of Creative Leadership
Disney vs. Pixar: A Tale of Creative LeadershipDisney vs. Pixar: A Tale of Creative Leadership
Disney vs. Pixar: A Tale of Creative LeadershipAndrea Mignolo
 
Walt disney case study
Walt disney case studyWalt disney case study
Walt disney case studyBint Hawa
 
Walt disney case study
Walt disney case studyWalt disney case study
Walt disney case studyHarram Aneeqa
 
Global Business Strategy_Walt disney
Global Business Strategy_Walt disneyGlobal Business Strategy_Walt disney
Global Business Strategy_Walt disneyAmritha Siddharth
 
Walt disney Case Analysis
Walt disney Case AnalysisWalt disney Case Analysis
Walt disney Case Analysisbjclaire
 
The walt disney company
The walt disney companyThe walt disney company
The walt disney companyptoelle81
 
Pixar Business Model
Pixar Business Model Pixar Business Model
Pixar Business Model AlecSwan1
 
Presentation on Walt Disney
Presentation on Walt Disney Presentation on Walt Disney
Presentation on Walt Disney Rumana Rumu
 
Walt Disney - An analysis of the strategic challenges
Walt Disney - An analysis of the strategic challengesWalt Disney - An analysis of the strategic challenges
Walt Disney - An analysis of the strategic challengesGrigoris Papadopoulos
 
the walt disney company
the  walt disney companythe  walt disney company
the walt disney companyAkash Tyagi
 

What's hot (20)

Disney and Pixar
Disney and PixarDisney and Pixar
Disney and Pixar
 
The rise and fall of the disney pixar alliance
The rise and fall of the disney pixar allianceThe rise and fall of the disney pixar alliance
The rise and fall of the disney pixar alliance
 
The Walt Disney: The Entertainment King
The Walt Disney: The Entertainment KingThe Walt Disney: The Entertainment King
The Walt Disney: The Entertainment King
 
Disney Pixar case study
Disney Pixar case studyDisney Pixar case study
Disney Pixar case study
 
The Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire
The Walt Disney Company and Pixar Inc.: To Acquire or Not to AcquireThe Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire
The Walt Disney Company and Pixar Inc.: To Acquire or Not to Acquire
 
Disney - Case Study
Disney - Case StudyDisney - Case Study
Disney - Case Study
 
Disney vs. Pixar: A Tale of Creative Leadership
Disney vs. Pixar: A Tale of Creative LeadershipDisney vs. Pixar: A Tale of Creative Leadership
Disney vs. Pixar: A Tale of Creative Leadership
 
Disney Case Study
Disney Case StudyDisney Case Study
Disney Case Study
 
Case study disney
Case study   disneyCase study   disney
Case study disney
 
Walt disney case study
Walt disney case studyWalt disney case study
Walt disney case study
 
Walt disney case study
Walt disney case studyWalt disney case study
Walt disney case study
 
Xerox & Fuji Xerox
Xerox & Fuji XeroxXerox & Fuji Xerox
Xerox & Fuji Xerox
 
Global Business Strategy_Walt disney
Global Business Strategy_Walt disneyGlobal Business Strategy_Walt disney
Global Business Strategy_Walt disney
 
Walt disney Case Analysis
Walt disney Case AnalysisWalt disney Case Analysis
Walt disney Case Analysis
 
Walt disney ppt
Walt disney pptWalt disney ppt
Walt disney ppt
 
The walt disney company
The walt disney companyThe walt disney company
The walt disney company
 
Pixar Business Model
Pixar Business Model Pixar Business Model
Pixar Business Model
 
Presentation on Walt Disney
Presentation on Walt Disney Presentation on Walt Disney
Presentation on Walt Disney
 
Walt Disney - An analysis of the strategic challenges
Walt Disney - An analysis of the strategic challengesWalt Disney - An analysis of the strategic challenges
Walt Disney - An analysis of the strategic challenges
 
the walt disney company
the  walt disney companythe  walt disney company
the walt disney company
 

Similar to Disney & pixar

Disney & pixar merger
Disney & pixar mergerDisney & pixar merger
Disney & pixar mergerGanesh Reddy
 
Senior Project Research Paper
Senior Project Research PaperSenior Project Research Paper
Senior Project Research PaperCayleeGeller
 
Business Model for Pixar
Business Model for PixarBusiness Model for Pixar
Business Model for PixarDonKellyJr
 
A. Discuss which corporate diversification strategy (reference sectio.pdf
 A. Discuss which corporate diversification strategy (reference sectio.pdf A. Discuss which corporate diversification strategy (reference sectio.pdf
A. Discuss which corporate diversification strategy (reference sectio.pdfamazefootwear
 
Strategic Diversification of Walt Disney
Strategic Diversification of Walt DisneyStrategic Diversification of Walt Disney
Strategic Diversification of Walt DisneySiva Shankar Biswal
 
Pixar team case study
Pixar team case studyPixar team case study
Pixar team case studydeadhenrietta
 
Disney essay
Disney essayDisney essay
Disney essayNoah Gee
 
Walt disney studios presentation
Walt disney studios presentationWalt disney studios presentation
Walt disney studios presentationjoshclarkee
 
Pixar team case study.v2
Pixar team case study.v2Pixar team case study.v2
Pixar team case study.v2deadhenrietta
 
Walt disney & bbc
Walt disney & bbcWalt disney & bbc
Walt disney & bbcbentheman21
 
Walt disney & bbc
Walt disney & bbcWalt disney & bbc
Walt disney & bbcnikonmedia
 
Big hero six finished
Big hero six finishedBig hero six finished
Big hero six finishedPhoebe Hall
 
Marketing a streaming service
Marketing a streaming serviceMarketing a streaming service
Marketing a streaming serviceintrotodigital
 

Similar to Disney & pixar (20)

Disney & pixar merger
Disney & pixar mergerDisney & pixar merger
Disney & pixar merger
 
Senior Project Research Paper
Senior Project Research PaperSenior Project Research Paper
Senior Project Research Paper
 
Draft 3
Draft 3Draft 3
Draft 3
 
Draft 3
Draft 3Draft 3
Draft 3
 
Business Model for Pixar
Business Model for PixarBusiness Model for Pixar
Business Model for Pixar
 
A. Discuss which corporate diversification strategy (reference sectio.pdf
 A. Discuss which corporate diversification strategy (reference sectio.pdf A. Discuss which corporate diversification strategy (reference sectio.pdf
A. Discuss which corporate diversification strategy (reference sectio.pdf
 
Strategic Diversification of Walt Disney
Strategic Diversification of Walt DisneyStrategic Diversification of Walt Disney
Strategic Diversification of Walt Disney
 
Pixar team case study
Pixar team case studyPixar team case study
Pixar team case study
 
Disney essay
Disney essayDisney essay
Disney essay
 
Walt disney studios presentation
Walt disney studios presentationWalt disney studios presentation
Walt disney studios presentation
 
Pixar Business Model.pdf
Pixar Business Model.pdfPixar Business Model.pdf
Pixar Business Model.pdf
 
Pixar studio research
Pixar studio researchPixar studio research
Pixar studio research
 
Pixar team case study.v2
Pixar team case study.v2Pixar team case study.v2
Pixar team case study.v2
 
Walt disney & bbc
Walt disney & bbcWalt disney & bbc
Walt disney & bbc
 
Walt disney & bbc
Walt disney & bbcWalt disney & bbc
Walt disney & bbc
 
Big hero six finished
Big hero six finishedBig hero six finished
Big hero six finished
 
Big Hero 6
Big Hero 6Big Hero 6
Big Hero 6
 
Marketing a streaming service
Marketing a streaming serviceMarketing a streaming service
Marketing a streaming service
 
Disney
DisneyDisney
Disney
 
Disney
DisneyDisney
Disney
 

More from Pankaj Baid

AI powered decision making in banks
AI powered decision making in banksAI powered decision making in banks
AI powered decision making in banksPankaj Baid
 
Data driven approach to KYC
Data driven approach to KYCData driven approach to KYC
Data driven approach to KYCPankaj Baid
 
Prysmian financials
Prysmian financialsPrysmian financials
Prysmian financialsPankaj Baid
 
Valuation of Banks
Valuation of BanksValuation of Banks
Valuation of BanksPankaj Baid
 
Statutory Norms for Loans and Advances
Statutory Norms for Loans and AdvancesStatutory Norms for Loans and Advances
Statutory Norms for Loans and AdvancesPankaj Baid
 
Sodhani committee
Sodhani committeeSodhani committee
Sodhani committeePankaj Baid
 
Snapshot of Tarapore committee report
Snapshot of Tarapore committee reportSnapshot of Tarapore committee report
Snapshot of Tarapore committee reportPankaj Baid
 
Saraf Commitee Report
Saraf Commitee ReportSaraf Commitee Report
Saraf Commitee ReportPankaj Baid
 
Prudential norms on Income recognition, asset classification and provisioning...
Prudential norms on Income recognition, asset classification and provisioning...Prudential norms on Income recognition, asset classification and provisioning...
Prudential norms on Income recognition, asset classification and provisioning...Pankaj Baid
 
Nair committee report on priority sector advances
Nair committee report on priority sector advancesNair committee report on priority sector advances
Nair committee report on priority sector advancesPankaj Baid
 
Loans and advances
Loans and advancesLoans and advances
Loans and advancesPankaj Baid
 
Kyc norms in banks
Kyc norms in banksKyc norms in banks
Kyc norms in banksPankaj Baid
 
Guarantees and co acceptance
Guarantees and co acceptanceGuarantees and co acceptance
Guarantees and co acceptancePankaj Baid
 
Narsimha committee report on financial reforms
Narsimha committee report on financial reformsNarsimha committee report on financial reforms
Narsimha committee report on financial reformsPankaj Baid
 
Damodaran report on customer servcie
Damodaran report on customer servcieDamodaran report on customer servcie
Damodaran report on customer servciePankaj Baid
 
Exposure norms in banks
Exposure norms in banksExposure norms in banks
Exposure norms in banksPankaj Baid
 
CRR and SLR in banks
CRR and SLR in banksCRR and SLR in banks
CRR and SLR in banksPankaj Baid
 
Basel iii capital adequacy accord
Basel iii capital adequacy accordBasel iii capital adequacy accord
Basel iii capital adequacy accordPankaj Baid
 

More from Pankaj Baid (20)

AI powered decision making in banks
AI powered decision making in banksAI powered decision making in banks
AI powered decision making in banks
 
Data driven approach to KYC
Data driven approach to KYCData driven approach to KYC
Data driven approach to KYC
 
Prysmian financials
Prysmian financialsPrysmian financials
Prysmian financials
 
Valuation of Banks
Valuation of BanksValuation of Banks
Valuation of Banks
 
Statutory Norms for Loans and Advances
Statutory Norms for Loans and AdvancesStatutory Norms for Loans and Advances
Statutory Norms for Loans and Advances
 
Sodhani committee
Sodhani committeeSodhani committee
Sodhani committee
 
Snapshot of Tarapore committee report
Snapshot of Tarapore committee reportSnapshot of Tarapore committee report
Snapshot of Tarapore committee report
 
Saraf Commitee Report
Saraf Commitee ReportSaraf Commitee Report
Saraf Commitee Report
 
Prudential norms on Income recognition, asset classification and provisioning...
Prudential norms on Income recognition, asset classification and provisioning...Prudential norms on Income recognition, asset classification and provisioning...
Prudential norms on Income recognition, asset classification and provisioning...
 
Nayak committee
Nayak committeeNayak committee
Nayak committee
 
Nair committee report on priority sector advances
Nair committee report on priority sector advancesNair committee report on priority sector advances
Nair committee report on priority sector advances
 
Loans and advances
Loans and advancesLoans and advances
Loans and advances
 
Lending to msme
Lending to msmeLending to msme
Lending to msme
 
Kyc norms in banks
Kyc norms in banksKyc norms in banks
Kyc norms in banks
 
Guarantees and co acceptance
Guarantees and co acceptanceGuarantees and co acceptance
Guarantees and co acceptance
 
Narsimha committee report on financial reforms
Narsimha committee report on financial reformsNarsimha committee report on financial reforms
Narsimha committee report on financial reforms
 
Damodaran report on customer servcie
Damodaran report on customer servcieDamodaran report on customer servcie
Damodaran report on customer servcie
 
Exposure norms in banks
Exposure norms in banksExposure norms in banks
Exposure norms in banks
 
CRR and SLR in banks
CRR and SLR in banksCRR and SLR in banks
CRR and SLR in banks
 
Basel iii capital adequacy accord
Basel iii capital adequacy accordBasel iii capital adequacy accord
Basel iii capital adequacy accord
 

Recently uploaded

fca-bsps-decision-letter-redacted (1).pdf
fca-bsps-decision-letter-redacted (1).pdffca-bsps-decision-letter-redacted (1).pdf
fca-bsps-decision-letter-redacted (1).pdfHenry Tapper
 
Tenets of Physiocracy History of Economic
Tenets of Physiocracy History of EconomicTenets of Physiocracy History of Economic
Tenets of Physiocracy History of Economiccinemoviesu
 
The Triple Threat | Article on Global Resession | Harsh Kumar
The Triple Threat | Article on Global Resession | Harsh KumarThe Triple Threat | Article on Global Resession | Harsh Kumar
The Triple Threat | Article on Global Resession | Harsh KumarHarsh Kumar
 
Call Girls Near Delhi Pride Hotel, New Delhi|9873777170
Call Girls Near Delhi Pride Hotel, New Delhi|9873777170Call Girls Near Delhi Pride Hotel, New Delhi|9873777170
Call Girls Near Delhi Pride Hotel, New Delhi|9873777170Sonam Pathan
 
Bladex 1Q24 Earning Results Presentation
Bladex 1Q24 Earning Results PresentationBladex 1Q24 Earning Results Presentation
Bladex 1Q24 Earning Results PresentationBladex
 
Managing Finances in a Small Business (yes).pdf
Managing Finances  in a Small Business (yes).pdfManaging Finances  in a Small Business (yes).pdf
Managing Finances in a Small Business (yes).pdfmar yame
 
Economic Risk Factor Update: April 2024 [SlideShare]
Economic Risk Factor Update: April 2024 [SlideShare]Economic Risk Factor Update: April 2024 [SlideShare]
Economic Risk Factor Update: April 2024 [SlideShare]Commonwealth
 
Stock Market Brief Deck FOR 4/17 video.pdf
Stock Market Brief Deck FOR 4/17 video.pdfStock Market Brief Deck FOR 4/17 video.pdf
Stock Market Brief Deck FOR 4/17 video.pdfMichael Silva
 
2024 Q1 Crypto Industry Report | CoinGecko
2024 Q1 Crypto Industry Report | CoinGecko2024 Q1 Crypto Industry Report | CoinGecko
2024 Q1 Crypto Industry Report | CoinGeckoCoinGecko
 
原版1:1复刻堪萨斯大学毕业证KU毕业证留信学历认证
原版1:1复刻堪萨斯大学毕业证KU毕业证留信学历认证原版1:1复刻堪萨斯大学毕业证KU毕业证留信学历认证
原版1:1复刻堪萨斯大学毕业证KU毕业证留信学历认证jdkhjh
 
GOODSANDSERVICETAX IN INDIAN ECONOMY IMPACT
GOODSANDSERVICETAX IN INDIAN ECONOMY IMPACTGOODSANDSERVICETAX IN INDIAN ECONOMY IMPACT
GOODSANDSERVICETAX IN INDIAN ECONOMY IMPACTharshitverma1762
 
AfRESFullPaper22018EmpiricalPerformanceofRealEstateInvestmentTrustsandShareho...
AfRESFullPaper22018EmpiricalPerformanceofRealEstateInvestmentTrustsandShareho...AfRESFullPaper22018EmpiricalPerformanceofRealEstateInvestmentTrustsandShareho...
AfRESFullPaper22018EmpiricalPerformanceofRealEstateInvestmentTrustsandShareho...yordanosyohannes2
 
SBP-Market-Operations and market managment
SBP-Market-Operations and market managmentSBP-Market-Operations and market managment
SBP-Market-Operations and market managmentfactical
 
House of Commons ; CDC schemes overview document
House of Commons ; CDC schemes overview documentHouse of Commons ; CDC schemes overview document
House of Commons ; CDC schemes overview documentHenry Tapper
 
Amil Baba In Pakistan amil baba in Lahore amil baba in Islamabad amil baba in...
Amil Baba In Pakistan amil baba in Lahore amil baba in Islamabad amil baba in...Amil Baba In Pakistan amil baba in Lahore amil baba in Islamabad amil baba in...
Amil Baba In Pakistan amil baba in Lahore amil baba in Islamabad amil baba in...amilabibi1
 
Call Girls Near Golden Tulip Essential Hotel, New Delhi 9873777170
Call Girls Near Golden Tulip Essential Hotel, New Delhi 9873777170Call Girls Near Golden Tulip Essential Hotel, New Delhi 9873777170
Call Girls Near Golden Tulip Essential Hotel, New Delhi 9873777170Sonam Pathan
 
Vp Girls near me Delhi Call Now or WhatsApp
Vp Girls near me Delhi Call Now or WhatsAppVp Girls near me Delhi Call Now or WhatsApp
Vp Girls near me Delhi Call Now or WhatsAppmiss dipika
 
PMFBY , Pradhan Mantri Fasal bima yojna
PMFBY , Pradhan Mantri  Fasal bima yojnaPMFBY , Pradhan Mantri  Fasal bima yojna
PMFBY , Pradhan Mantri Fasal bima yojnaDharmendra Kumar
 

Recently uploaded (20)

fca-bsps-decision-letter-redacted (1).pdf
fca-bsps-decision-letter-redacted (1).pdffca-bsps-decision-letter-redacted (1).pdf
fca-bsps-decision-letter-redacted (1).pdf
 
Tenets of Physiocracy History of Economic
Tenets of Physiocracy History of EconomicTenets of Physiocracy History of Economic
Tenets of Physiocracy History of Economic
 
The Triple Threat | Article on Global Resession | Harsh Kumar
The Triple Threat | Article on Global Resession | Harsh KumarThe Triple Threat | Article on Global Resession | Harsh Kumar
The Triple Threat | Article on Global Resession | Harsh Kumar
 
Call Girls Near Delhi Pride Hotel, New Delhi|9873777170
Call Girls Near Delhi Pride Hotel, New Delhi|9873777170Call Girls Near Delhi Pride Hotel, New Delhi|9873777170
Call Girls Near Delhi Pride Hotel, New Delhi|9873777170
 
Bladex 1Q24 Earning Results Presentation
Bladex 1Q24 Earning Results PresentationBladex 1Q24 Earning Results Presentation
Bladex 1Q24 Earning Results Presentation
 
Managing Finances in a Small Business (yes).pdf
Managing Finances  in a Small Business (yes).pdfManaging Finances  in a Small Business (yes).pdf
Managing Finances in a Small Business (yes).pdf
 
Economic Risk Factor Update: April 2024 [SlideShare]
Economic Risk Factor Update: April 2024 [SlideShare]Economic Risk Factor Update: April 2024 [SlideShare]
Economic Risk Factor Update: April 2024 [SlideShare]
 
Stock Market Brief Deck FOR 4/17 video.pdf
Stock Market Brief Deck FOR 4/17 video.pdfStock Market Brief Deck FOR 4/17 video.pdf
Stock Market Brief Deck FOR 4/17 video.pdf
 
2024 Q1 Crypto Industry Report | CoinGecko
2024 Q1 Crypto Industry Report | CoinGecko2024 Q1 Crypto Industry Report | CoinGecko
2024 Q1 Crypto Industry Report | CoinGecko
 
原版1:1复刻堪萨斯大学毕业证KU毕业证留信学历认证
原版1:1复刻堪萨斯大学毕业证KU毕业证留信学历认证原版1:1复刻堪萨斯大学毕业证KU毕业证留信学历认证
原版1:1复刻堪萨斯大学毕业证KU毕业证留信学历认证
 
GOODSANDSERVICETAX IN INDIAN ECONOMY IMPACT
GOODSANDSERVICETAX IN INDIAN ECONOMY IMPACTGOODSANDSERVICETAX IN INDIAN ECONOMY IMPACT
GOODSANDSERVICETAX IN INDIAN ECONOMY IMPACT
 
AfRESFullPaper22018EmpiricalPerformanceofRealEstateInvestmentTrustsandShareho...
AfRESFullPaper22018EmpiricalPerformanceofRealEstateInvestmentTrustsandShareho...AfRESFullPaper22018EmpiricalPerformanceofRealEstateInvestmentTrustsandShareho...
AfRESFullPaper22018EmpiricalPerformanceofRealEstateInvestmentTrustsandShareho...
 
SBP-Market-Operations and market managment
SBP-Market-Operations and market managmentSBP-Market-Operations and market managment
SBP-Market-Operations and market managment
 
House of Commons ; CDC schemes overview document
House of Commons ; CDC schemes overview documentHouse of Commons ; CDC schemes overview document
House of Commons ; CDC schemes overview document
 
Amil Baba In Pakistan amil baba in Lahore amil baba in Islamabad amil baba in...
Amil Baba In Pakistan amil baba in Lahore amil baba in Islamabad amil baba in...Amil Baba In Pakistan amil baba in Lahore amil baba in Islamabad amil baba in...
Amil Baba In Pakistan amil baba in Lahore amil baba in Islamabad amil baba in...
 
Call Girls Near Golden Tulip Essential Hotel, New Delhi 9873777170
Call Girls Near Golden Tulip Essential Hotel, New Delhi 9873777170Call Girls Near Golden Tulip Essential Hotel, New Delhi 9873777170
Call Girls Near Golden Tulip Essential Hotel, New Delhi 9873777170
 
Q1 2024 Newsletter | Financial Synergies Wealth Advisors
Q1 2024 Newsletter | Financial Synergies Wealth AdvisorsQ1 2024 Newsletter | Financial Synergies Wealth Advisors
Q1 2024 Newsletter | Financial Synergies Wealth Advisors
 
Vp Girls near me Delhi Call Now or WhatsApp
Vp Girls near me Delhi Call Now or WhatsAppVp Girls near me Delhi Call Now or WhatsApp
Vp Girls near me Delhi Call Now or WhatsApp
 
🔝+919953056974 🔝young Delhi Escort service Pusa Road
🔝+919953056974 🔝young Delhi Escort service Pusa Road🔝+919953056974 🔝young Delhi Escort service Pusa Road
🔝+919953056974 🔝young Delhi Escort service Pusa Road
 
PMFBY , Pradhan Mantri Fasal bima yojna
PMFBY , Pradhan Mantri  Fasal bima yojnaPMFBY , Pradhan Mantri  Fasal bima yojna
PMFBY , Pradhan Mantri Fasal bima yojna
 

Disney & pixar

  • 1.
  • 2. Pixar, co-founded by Steve Jobs, left, and Disney, run by Robert A. Iger.
  • 3.
  • 4. HISTORICAL BACKGROUND The Walt Disney Company was founded on October 16th 1923 by brothers Walt and Roy Disney. It is one of the largest media and entertainment corporations in the world. It’s the owner of 11 theme parks and several television networks, including the American Broadcasting Company (ABC). Disney started making films in the 1930’s. Some of their first films were Snow White, Bambi and Pinocchio. A lot of their earlier films were animated adaptations of children’s fairytales.
  • 6. HISTORICAL BACKGROUND Pixar Animation Studios was started by John Lasseter & George Lucas Pixar was initially a computer graphics division owned by film maker George Lucas known as Lucas film limited. In 1986, Steve Jobs purchased the computer graphics division of Lucas Film Ltd. for $10 million and established it as an independent company named Pixar , co-founded with Dr. Edwin E. Catmull. On November 22, 1995, Pixar Animation Studios forever impacted the future of filmmaking with the release of its first feature film, Toy Story. The film went on to become the highest grossing film of 1995 with $362 million.
  • 7. THE RATIONALE Disney - • The acquisition gave Disney ownership of the world’s most famous computer animation studio and its talent. • The timing was also perfect for Disney, as its own animation films were failing. • The deal brought the technology company Apple closer to Disney. • The decrease in competition is another motive for Disney
  • 8. Pixar - • For Pixar it was a good move to face competitors like DreamWorks & 20th century fox. • The deal gave Apple iTunes more video content to offer. • Pixar can focus on its core strengths of producing the computer animation and does not have to invest in production line for making merchandise and home entertainment.
  • 9. THE MERGER Pursuant to the terms of the merger agreement, Lux Acquisition Corp., a wholly-owned subsidiary of Disney, will merge with and into Pixar, and Pixar will survive and continue as a wholly-owned subsidiary of Disney. On January 24, 2006, Pixar Animation Studios and The Walt Disney Company entered into a merger agreement. The deal was consummated on May 5, 2006 for a purchase price of $7.4 billion.
  • 10. 1. Pixar's major features have been made with Walt Disney Pictures. 2. In 1997, after the release of Toy Story, a 10-year, 5-picture deal was signed, evenly splitting production costs and profits on subsequent movies. Disney alone retained rights to the films and characters. In addition, Disney collects 10 to 15 percent of each film's revenue as a distribution fee. 3. Pixar and Disney have had ongoing disagreements since the production of Toy Story 2 (1999). Originally intended as a straight-to-video release (and thus not part of Pixar's five picture deal), the film was upgraded to a theatrical release during production. Pixar demanded that the film then be counted toward the five picture agreement, but Disney refused. There were talks of Pixar searching for new distributors.
  • 11. 4. On January 24, 2006, Disney announced that it had agreed to buy Pixar for approximately $7.4 billion. 5. Disney was offering 2.3 shares of its stock for each Pixar share. That's a 3.8% premium on Pixar's closing price of $57.57 (2006). 6. The transaction would catapult Steve Jobs, who was the majority shareholder of Pixar with 51%, to Disney's largest individual shareholder with 7% and a new seat on its board of directors.
  • 12. THE METHOD To purchase Pixar, Disney exchanged 2.3 shares of its common stock for each share of Pixar common stock, resulting in the issuance of 279 million shares of Disney and converted previously issued vested and unvested Pixar equity based awards into approx. 45 million Disney equity based awards. The acquisition purchase price was $7.4 billion in an all-stock deal.($6.4 billion of stock and Pixar’s cash & investments of approx. $1.0 billion). The value of the stock issued was calculated based on the market value of the company’s common stock using the average stock price for the five day period beginning two days before the acquisition announcement date on Jan 24th, 2006. The fair value of the vested equity based awards issued at the Closing Date was estimated using the Black-Scholes option pricing model .
  • 13. THE ANALYSTS OPINION Mr. Iger said: "The addition of Pixar significantly enhances Disney animation, which is a critical creative engine for driving growth across our businesses." Doug Mitchelson at Deutsche Bank Securities called the move a "bold foray”. "In a way, it appears that Iger has returned Disney to its roots with this deal as the creative heart of the company will once again be a highly successful animation unit,”. Jessica Reif Cohen of Merrill Lynch calls the combination "a near perfect strategic fit," adding that the Disney's brand "meshes well" with Pixar's content. However, analysts said that the real value to Disney was the talent the deal would bring in-house, especially Pixar executive vice-president John Lasseter, the man credited as being the creative driving force at the firm.
  • 14. 1. In terms of the revenue, stockholders got the higher share price from merging between two parties. Shares of Pixar gained nearly 3% from after-hours trading and Disney’s stock gained about 1.8% in regular trading. 2. In terms of human resource, the team up of two big animation production companies enabled in better human resource. They could exchange the valuable human resource between Disney and Pixar, which enabled them to produce top hit motion pictures. 3. Over the past three years Disney, which ranked 67th on the Fortune 500 last year, cruised to the head of the media pack in terms of both its stock performance and its return on invested capital. 4. Under Iger, Disney became the world's largest media conglomerate by market value, worth around $40 billion. 5. “Ratatouille,” “Wall-E” and “Up” have all garnered critical praise . Then there’s the “Toy Story” franchise. Part One – the first result of a distribution deal Disney and Pixar signed early in their courtship – showed the world what their partnership could do.
  • 15. NEW YORK (CNNMoney.com) (2006)– The magic is back for shareholders of Walt Disney. Disney's stock is up nearly 20 percent so far this year, making it the second-best performer in the Dow Jones Industrial Average. How has Disney done it? In a word: Pixar. The Pixar acquisition also won over many investors because of the Jobs and Apple effect.