13. Walt Disney
The largest media conglomerate in terms of revenue
Leader in the American animation industry
Operates as five primary units and segments
Walt Disney Company
Walt Disney
Studios
Parks &
Resorts
Consumer
Products
Media
Networks
Interactive
Walt Disney Studios
Motion Pictures
Walt Disney Studios
Home Entertainment
Walt Disney
Animation Studios
Pixar
Animation Studios
Distribution
Company
Animation
Studio
14. Pixar
Originally graphic group of Lucas film
Steve Jobs bought Pixar and technical rights
Used to be high-end computer hardware co.
Short animations were made to show off device’s capabilities
Luxo Jr.(1986), TinToy(1988), Geri’s Game(1998)
15. Disney & Pixar
1991 3-movie Feature Film Agreement
1997 10year 5-movie Co-production agreement
Monster’s inc. Finding Nemo, The Incredibles, Cars, Ratatouille
Toy Story, A Bug’s Life, Toy Story 2
1986 Developed CAPS(ComputerAnimatedProductionSystem)
The Rescuers Down under, The Lion King etc.
38. 78%
12%
8%
2%
DreamWorks Animation SKG Inc.
Revenues(2013)
Feature Films
Television Series
and Specials
Consumer
Products
All Other
“No Disney? How About……”
39. 66%
18%
8%
3% 5%
CJ CGV revenues
(2013)
Ticket sales
pop-corn sales
Advertisement
sales
Equipment sales
etc
35%
21%
41%
3%
Warner Bros Revenue
(2011)
Subscription
Advertising
Content
Other
78%
12%
8%
2%
DreamWorks Animation SKG
Inc. Revenues(2013)
Feature Films
Television Series
and Specials
Consumer Products
All Other
28%
15%
28%
27%
2%
21 Century Fox, Inc.
Revenue (2011)
Affiliate
Subscription
Advertising
Content
Other
“No Disney? How About……”
43. Strengths Weakness
•Loyal customers
•Effective communication
•Market share
leadership in 3D
animation filed
•10 years of
proprietary software
system
•High value of employees(most of them held PhD)
•Long Development Time Needed for Movies
•Poor supply
chain
•No distribution
channel
Opportunity Threats
•Inter national movie audience is growing
•3D animation was rapidly supplanting hand-drawn animation.
•One product failure could be serious set back
•Other animated studios could threaten Pixar
•Digital piracy could decrease sales of Pixar movies
“Disney should AQUIRE Pixar
44. Strengths Weakness
•Lot of movie
Industry knowhow
and experience.
•Many distribution
channel
•Good supply
chain
•Loyal customers
•Lack of CG skills
•Strict company culture
Opportunity Threats
•International movie audience is growing •Other animated studios could threaten Disney
•Digital piracy could decrease sales of Disney movies
•3D animation was rapidly supplanting hand-drawn
animation.
“Disney should AQUIRE Pixar
49. New rivals appeared
at the beginning of 21th In CG animation.
• 20th century FOX
•“Ice age”
• 2002
• Box-office profit:
$383,237,136
(in US-176,387,405
Worldwide-206,869,731)
“Disney should AQUIRE Pixar
50. Rivalry among competitors at the beginning of 21th.
• Katzenberg’s studio
Dreamworks
•“Shrek”
• 2001
• Box-office profit :
$484,409,218
(in US-267,665,011
Worldwide-
6,744,207)
“Disney should AQUIRE Pixar
51. The failure of 2D film
• Walt Disney
•“Lilo & Stich”
• 2002.06.21
• Box-office profit :
$273,144,151
(in US-145,794,338
Worldwide-127,349,813
“Disney should AQUIRE Pixar
52. The Pixar’s movie at the beginning of 21th.
• Pixar
•“Monsters, INC”
• 2001.11.02
• Box office profit :
$525,366,597
(in Us-255,873,
Worldwide-269,493,347)
“Disney should AQUIRE Pixar
53. The Gap is growing bigger and bigger! (2004)
Box-Office Profit
: $103.9mill
Box-Office Profit
: $631.4 mil
Box-Office Profit
: $918.5 mil
“Disney should AQUIRE Pixar
55. • Strategic alliance has ended between us
and Pixar. a New alliance can be a threat
of us.
Walt Disney Pixar
DreamWorks
20th Fox
Centuries
“Disney should AQUIRE Pixar
