John Landry Sony RFP Final

“The People’s Studio”
Communication Plan
Georgetown University
MPPR 505-42: Elements of Communications Planning
John Landry
August 5, 2015

The People’s Studio Communications Plan
Sony Pictures Entertainment 1
Table of Contents
Executive Summary…………………………………………………………3
Background…………………………………………………………………..4
Situation Analysis…………………………………………………………….7
Problem/Opportunity……………………………………………………….7
Insight…………………………………………………………………………..8
Goal…………………………………………………………………………….9
Objectives……………………………………………………………………..9
Key Publics…………………………………………………………………...10
Brand Positioning……………………………………………………………12
Framing……………………………………………………………………….12
Messages…………………………………………………………………….13
Strategies & Tactics………………………………………………………...15
Budget………………………………………………………………………..18
Calendar……………………………………………………………………..19
Evaluation……………………………………………………………………20
Appendix A: SWOT Analysis……………………………………………...23
Appendix B: Creative Materials…………………………………………24
Appendix C: Confirmation Table………………………………………..27
Appendix D: Probable or Possible Key Publics……………………….28
Appendix E: References…………………………………………………..30

Executive Summary
Sony Pictures Entertainment (SPE) has a 97-year history of filmmaking that
has inspired countless across the globe. The studio studio is consistently one of
the top four industry earners. Its enormous catalog of intellectual properties
serves as a reminder of their prominence and a safety net for any potential
failures.
SPE has fallen in both the industry’s and public’s eyes following a cyber
attack that exposed information of a personal nature and unfavorable business
practices. The handling of the event was poorly executed and still poses risks
towards future prosperity.
The goal of this communication plan is to rebuild SPE’s brand by using this
event as a catalyst to lead the industry in change for the betterment of their
stakeholders and consumers. This plan will show how changing the small things
through grassroots approaches can lead to long-term internal prosperity. It will
also demonstrate how utilizing communications tactics that empower the
consumer will not only successfully rebrand SPE, but also build and maintain
brand loyalty. This loyalty is then further cemented through repetitive community
engagements aimed at promoting the values of SPE across their consumer base.
The total cost to implement this plan is $844,000 over the course of a year
and an additional $300,000 the following year if continued past this timeline. It
has the power to not only change the brand of SPE, but also separate them from
the pack to lead the industry towards unprecedented development. Furthermore,

the publics targeted are more than your average moviegoer, they are your
employees, production partners and shareholders, which further allows SPE to
sustain itself for an additionally 97 years, growing its catalog like never before.
Background
Client
By the end of the calendar year of 2014, Sony Pictures
Entertainment, SPE, maintained a 12.6% share of the Studio
Market Share, grossing $1.3 billion and ranking them 4th
out
of 161 studiosi
. Their largest film, The Amazing Spider-man 2, brought in over
$202 million, which was followed closely by 22 Jump Street at $191 millionii
. In
total, the studio industry grossed $10.3 billion with 20th
Century Fox leading with
18.4% of the marketiii
. Trailing the leader by only 5.8% is a favorable position
when considering there were 161 studios in the market that year. In fact it has
moved up and down the top four since 2011iv
. Additionally, the studio’s library,
built over the last 97 years, has expanded to include over 3,500 titles, which
remains a valuable holdingv
. However, its longevity remains in jeopardy following
the unprecedented cyber attack they experienced during the final quarter of
2014, detailed in the below timeline, but there is opportunity created by this
problem.
The most condemning information involved the stark differences between
the earnings of female employees compared to their male counterpartsvi
.
Additionally, email traffic between executives exposed unfavorable descriptions
Source: Miltonsecurity.com

of some of their employees as well as racist attitudes.vii
However, the most costly
effect of this attack was the loss of their employees’ personal information. This
included social security numbers, medical files and account passwordsviii
. SPE now
faces a class-action lawsuit from their employees and a perception of weak
management in the film industry.
By mid December Sony Pictures did try to address the employee’s original
concerns by holding two town hall style meetingsix
. Sony Pictures CEO Michael
Lynton also personally apologized to themx
. This was a step in the positive
direction and demonstrated a willingness to address issues and work towards
issue resolution.
It wasn’t until January when Sony Corporation’s CEO, Kaz
Hirai, spoke out about the cyber attack on Sony Pictures,
but failed to discuss the plan to lead the victims through
it. Furthermore, Sony Corporate has yet to publicly address
any of the issues the hack exposed within SPE. Despite
SPE’s storied history and steady prominence within the
industry in the immediate aftermath, they leave many
issues unaddressed at their peril.
Competitive Analysis
Source: Fortune.com

The above pie graphs show a 12.2% share of the box office studio market
enjoyed by SPE in 2014. However, in previous years
their share has fluctuated from 12.1% in 2010 to
16.6% in 2012 and a current low of 2.7% halfway
through 2015 in the second graphxi
. This fluidity is
common in the industry as studios consistently move
up and down the market share. Even though the 2015
numbers are not completely condemning, they do
represent a stark contrast from business as usual. This is especially concerning
following the close of this summer’s blockbuster season, as there are only a few
opportunities during the final two quarters to regain market shares. As it stands
they’re sitting in the eighth spot.
The numbers do indicate this would be the first time during this decade
that the studio would drop out of the top four of the industry’s leaders. This
current statistic does raise enough alarms to look for a change in direction and
there is a growing niche within the creative industries. Online
company’s like YouTube and Vimeo have given the power of
video publishing to the masses for the first time and their
growth appears to continue escalating. However, they still
don’t provide publishing credit for users who share content.
Additionally, new methods of funding projects and businesses
through companies like Kickstarter, who uses a method called
crowdfunding to finance projects, have also grown during this current decade.
The common theme of this niche is empowerment. Recent films like “Wish I Was
Here” raised $2 million through Kickstarterxii
. Filmmakers rely on individual
investment for projects outside of the studio system. Outlets like Kickstarter will
SPE earned 12.6% of
the Studio Market
share in 2014, ranking
them 4th
out of 161.
SPE earned 2.7% of
this year’s Studio
Market share, ranking
them 8th
out of 113.

steadily make this method of financing more available to the masses. Add that
nearly a third, 31%, of all internet users have posted videos online to either
YouTube or Vimeoxiii
.
Situation Analysis
The hack exposed a lack of concern for the security of their employees as
well as other unfavorable practices, including menacing practices of inequality
and racism. Fortunately, SPE maintained profitability throughout the time period
of the hack and during the following two quarters. Additionally, there have been
no boycotting movements of their films or of Sony Corporation’s other products.
The hack has led to a class-action lawsuit by their former and current employees
and SPE still hasn’t addressed the business practices the attack exposed.
In the wake of this unparalleled cyber attack Sony Pictures Entertainment
needs to rebrand and repair their reputation as the people’s studio with a focus
on information security, equality and the promotion of civil rights within their
studio to regain the lost trust among their employees, shareholders and parent
company. Furthermore, their efforts will serve to lead the film industry in a new
direction, promoting new standards and becoming a model for change among
their peers and Sony Corporation.
Problem/Opportunity
The Sony Pictures Entertainment hack has served to highlight many of the
negative practices of inequality and racism, tainting their reputation within the
industry. Additionally, their failure to handle the situation has tarnished their
reputation further by creating a perception of susceptibility to censorship and
therefore, weakness. Now is the time for Sony Pictures to admit their failures and

lead the industry in creating a model studio built on empowering the consumer
and promoting equality and respect for all of its employees to rebuild the trust it
lost.
Insight
This proposal seeks to both provide an answer for those affected by the
hack and rebrand the studio to match the evolution of their identified consumers.
Unfortunately, the research does not tell the whole state within SPE’s executive
levels to address the hack. Many of the required actions will need their buy-in
and involvement because those affected cannot be addressed in the traditional
ways SPE’s consumers are. In this incident their employees and partners were the
ones directly affected, which means knowledge of the industry is needed to reach
them. For instance, SPE’s employees mostly consist of administration, post-
production and executive workersxiv
. However, external production companies are
a constant and operate contractually with major studios like SPExv
. This infers
SPE’s executives and their relationships with these groups will ultimately guide
any communications efforts addressing the hack. This is especially significant
when considering the industry reputation of poor leadership the studio has been
known for over the past three decades, which was partly chronicled in the book
“Hit and Run” by Nancy Griffin and Kim Mastersxvi
.
Additionally, there appears a preference by Sony Corporation to distance
themselves from this event, but it is not known how directly, if at all, behind the
scenes they’re advising the studio. This could play a significant role, if it hasn’t
already, towards the ability to instill the required communications goal. This is

especially important as this proposal has the ability to drive further business and
outreach decisions.
There have also been several corporations who have experienced similar
cyber attacks that exposed sensitive information. Of those the Home Depot,
Target and JP Morgan all experienced similar affects with similar downfalls in
stock sharesxvii
. However, their cyber attacks were mostly focused on stored
customer credit card information with a secondary concern for email information,
whereas SPE’s was more focused on employee information. This is significant
because while those situations are similar, the communications plans were solely
directed at the consumers.
Goal
Rebrand Sony Pictures into the people’s studio and the industry’s leader in
equality, employee satisfaction and civil rights promotion to attract and
keep the best and brightest employees, while re-earning the respect of the
consumer and confidence of its shareholders.
Objectives
A. Regain the trust and confidence by 20% above the current baseline of the
current Sony Pictures employees by the end of 2015 and increasing it by
5% each year thereafter.
B. Rebrand as the people’s studio by increasing consumer interactivity with
the SPE operated websites by 20% by the end of 2015.
C. Expand community and media engagements focused on equality, diversity
and civil rights promotions to once a month through the end of the
summer of 2016.

D. Expand the conversation on the continued financial strength of Sony
Pictures Entertainment from quarterly reports to monthly reports through
the end of 2015.
Key Publics
Sony Pictures Employees (Internal/External) (Past/Present/Future)
Demographic White, Male, Ages 18-65, $40,000/yr, 2/3rd
college
educated
White, Female, Ages 18-50, $40,000/yr, college
educated
Psychographic Sony Pictures Executives are to blame for the hack and
the consequences of it.
Self-Interest Security of their personal information and a financial
settlement for the violation of it.
Relationship to Issue The people directly affected by the hack
Influencers/Interveners Unions and Prosecuting Class-Action Lawyers
Accomplishable
Objective
Objectives A, B & D

Moviegoers (Consumers)xviii
Demographic White, Male & Female, Ages 18-39, $40,000/yrxix
& up
Psychographic Consumption of films is based on content and word of
mouth or critic on occasion
Self-Interest Entertainment
Relationship to Issue Potential
Influencers/Interveners Social Critic Media Services, Film Critics
Accomplishable
Objective
Objective B
“Above the Line” Film Industry Producers, Directors & Actors
Demographic White, Male, Ages 30-60, $71,000/yrxx
& up, college
educated
Psychographic Sony Pictures Executives are to blame for the hack and
the consequences of it
Self-Interest Security of their employees and clients
Relationship to Issue Some of the people directly affected by the hack or
people who know people who were
Influencers/Interveners Production Company Executives, Agency Executives
Accomplishable
Objective
Objectives A, B & C

Sony Pictures Entertainment (SPE) Majority Shareholders (5%+)
Demographic White Male, Ages 40-70, $500,000/yr, college educated
Psychographic Poor executive leadership led to the hack, but it wasn’t a
large enough setback to lose faith.
Self-Interest Profitability of SPE
Relationship to Issue Financial concerns as direct investors of Sony Pictures
Entertainment
Influencers/Interveners The Trade Focused Media, Majority Shareholders, Board,
SPE Executives and Sony Corporation Executives.
Accomplishable
Objective
Objectives B & C
Brand Positioning
Sony Pictures Entertainment is a global film studio brand forever linked
with the image of Sony Corporation and Spiderman. As consistently one of the
four highest earning studios, they are known as
influent filmmakers with the power to finance
over 40 film projects a year. However, they’re
now also historically known for poor studio
leadership and for displaying a lack of overall
care for their employees following the cyber
attack. Their inability to secure their personal information has led this brand
towards an uncertain future in the film industry.
Now is the time for Sony Pictures Entertainment to look towards a future
where their brand leads today’s industry as “The People’s Studio” with a code
promoting consumer empowerment, equality, civil rights and quality employee
Source: Mashable.com

care. This adjusted branding will enable SPE to occupy a new frontier for a major
film studio. Only then can they regain the initiative and become a beacon for the
industry’s best and brightest that will more than maintain the quality seen in their
40 plus annual projects.
Framing
By making the right choices in content through empowering the consumer
and driving SPE’s actions towards the issues at hand they can stand a chance at
not only showing responsibility for their failures, but also showing the attributes
of a progressive studio. These frames will gain assistance from uniqueness,
informing, and credibility cues to drive home the proper response among its
directly affected public.
Choices: This frame is relied on to continually demonstrate that SPE is
consistently making the right choices for their employees and the future of the
studio, which will seek to drive the action that SPE is the right choice for the
industry’s top talent.
Actions: This plan will highlight each action SPE is taking to right a post-hack
scenario while emphasizing future steps it is taking to lead the industry in a
positive new direction. These future plans will serve to inspire and motivate their
empowered consumers and current SPE employees.
Responsibility: It speaks volumes when leaders accept responsibility in the wake
of a tragedy and while SPE didn’t create the hack, their ownership of the
consequences will continue to encourage their employees to think positively
about the leadership of the studio.

Messages
Organizational (Objective A & B)
1. Sony Pictures Entertainment is pushing the conversation on employee
equality and the protection of our civil rights to the forefront.
a. The film industry is long overdue for a look in the mirror and we are
committed to leading the charge for equal pay among our
industries best employees.
b. Diversity breeds creativity and equality breeds opportunity, and
embracing these within our industry will propel us towards new
frontiers.
c. It is our social responsibility as filmmakers to not only discuss these
issues, but to address them across the industry.
d. Here at Sony Pictures we value incredible talent, regardless of what
form it comes in and our doors will always remain open to the
visionaries of the world.
2. We at Sony Pictures Entertainment would like to provide our deepest
sympathies to our employees, partners, clients and consumers for this
hack and our handling of it thereafter.
a. The hack was uncharted territory for our studio and we now better
understand how to address it, while building for a more secure
studio.
b. We are all in this together and rely on each of our employees to
keep doing the excellent work that has made us the studio we are
today.
c. The FBI has called this an unprecedented cyber attack.

Objectives A, B, C, & D
3. Sony Pictures Entertainment is the people’s studio and will continue to get
back up in the face of adversity.
a. Times of adversity breed opportunity and this event has given us
the gift of reflection, which has led us to discover the future lies in
our ability to better integrate our consumers, employees and talent.
b. SPE’s website proves we are the only studio who believes in the
talent and opinions of our customers.
c. Our websites seek to share the creative magic that is taking place at
Sony Pictures Entertainment.
d. We are working hard to ensure our consumers play an integral part
in not only what films we produce, but what ideas inspire new films.
e. We are the only studio willing to give credit to our consumers who
present us with great content or ideas.
4. We at Sony Pictures Entertainment create and inspire through film and
television.
a. Our library of over 3,500 titles, built over 97 years, has inspired and
continues to inspire countless people around the world.
b. Film and television have the power to bridge differences, change
policy and inspire positive action. We at Sony take that
responsibility to heart.
c. Our films have become cultural icons because our employees have
been industry leaders in their professions.
d. Sony Television mainstays like Wheel of Fortune and Jeopardy have
surpassed mainstream pop culture and moved into icon status
because of the quality and stewardship of our employees.

5. We are committed to the wellbeing of our employees, talent, partners and
their families.
a. Sony Pictures has installed the best executive leadership since the
cyber attacks to ensure the wellbeing of our employees.
b. Employee satisfaction has a direct impact on life at home and we
strive to ensure our employees and talent receive the right
leadership that promotes such an environment.
c. It is our priority to ensure our partners, talent and employees not
only enjoying working for us, but are proud of the work they do.
Strategies & Tactics
1. Run Authentic Grassroots Executive-Employee Campaign
a. CEO conducts weekly town-hall-style meetings at the end of every
workweek for the next two months to listen to employee concerns
and ideas where they can then vote on the priority of generated
concerns. (A New Industry Standard)
b. Department Vice Presidents conduct monthly leadership climate
surveys within their departments to identify employee concerns.
(Completed in 3 Waves Annually)
c. CEO & Department VPs communicate synchronized messaging
during all encounters with employees.
d. CEO & Department VPs conduct daily 30-minute walk and talk to
develop professional friendship with a different employee.
e. CEO sends weekly SPE update of progress made to the leadership
of the top 30 industry production companies and the historically
tied production companies.
2. Empower the Consumer and Inform them of New Brand

a. Create and adopt a new SPE logo that displays more than the Sony
name with references to its long history and integral a part of the
industry’s legacy. This logo will then be displayed at the beginning
of each creative property.
b. Create and support a creative content idea website open to the
public where they can freely present their ideas for future films or
television shows and receive recognition in the credits. This website
could also serve to accept individual investment/donations for the
creation of these ideas if they go into production.
c. Create a share your film/video website for possible publication
through SPE.
d. Make old films available online for consumers to create their own
mashups, which can then be published or shared via their website.
e. Make prospected project ideas available for fans to vote on to help
determine which ideas are worth the investment.
f. Run “The People’s Studio” messaging campaign over the next year.
3. Conduct Community Engagements with a focus on diversity and inclusion.
a. Conduct equality training once a month over the next quarter.
b. Conduct one community engagement every other month focused
on the promotion of equality.
c. Conduct one community engagement every other month focused
on the promotion of personal freedoms.
d. Gain monthly exposure in industry media outlets for SPE’s efforts
towards corporate social responsibility.
4. Communicate Employee Fulfillment at SPE
a. Work to make Media Lists for top 100 Best Companies to Work for
Women or Minorities by 2020.

b. Get exposure in industry media outlets once a quarter on the rising
employee satisfaction at SPE.
c. Create a “Why I Work at Sony Pictures” video mini-documentary to
identify the motivations of its employees to define the culture.
5. Communicate SPE Strength and Progress to Majority Shareholders
a. Quarterly SPE Progress Report Newsletter sent to all majority
shareholders (those who own 5% or more).
b. Hold bi-annual press roundtable with financial media publications,
including but not limited to Kiplinger, Barrons, Investor’s Business
Daily, Bloomberg BusinessWeek, The Economist, Forbes, and
Money.
Budget

Calendar

OBJECTIVE:
A. Regain the trust and confidence by20% abovethe current
baseline of the current Sony Pictures employees by the end of
2015 and increasing it by5% each year thereafter
Calendar Month
Tactic
Owner
Aug-
15
Sep-
15
Oct-
15
Nov-
15
Dec-
15
Jan-
16
Feb-
16
Mar-
16
Apr-
16
May-
16
Jun-
16
Jul-
16
Key Public Sony Pictures Employees / “Above the Line” Film Industry Producers, Directors & Actors
Strategy 1. Run Authentic Grassroots Executive-Employee Campaign
Tactics
a. CEO conducts weekly town-hall-style meetings SPE
b. Department Vice Presidentsconduct monthly leadership climate
surveys Vender
c. CEO & Department VPscommunicate synchronized messaging
during all encounters with employees SPE
d. CEO & Department VPs conduct daily 30-minutewalk and talk to
develop professional friendship with a different employee SPE
e. CEO sends weekly SPE updateof progress made to the leadership
of the top 30 industry production companies SPE
OBJECTIVE:
B. Rebrand as the people’s studio byincreasing consumer
interactivity with the SPEoperated websites by 20%by the endof
2015
Calendar Month
Tactic
Owner
Aug-
15
Sep-
15
Oct-
15
Nov-
15
Dec-
15
Jan-
16
Feb-
16
Mar-
16
Apr-
16
May-
16
Jun-
16
Jul-
16
Key Public Moviegoers (Consumers)
Strategy 2. Empower the Consumer and Inform them of New Brand
Tactics
a. Create and adopt a new SPE logo Vendor
b. Create and support a creative content idea website open to the
public where they can freely present their ideasfor future filmsor
television shows and receive recognition in the credits Vendor
c. Create a share your film/video website for possible publication
through SPE Vendor
d. Make old films available online for consumers to createtheir own
mashups Vendor
e. Make prospected project ideas availablefor fans to vote on to help
determine which ideas areworth the investment Vendor
f. Run “The People’s Studio” messaging campaign over the next year SPE
OBJECTIVE:
C. Expand community and media engagements focused on
equality, diversity and civil rights promotions to once a month
through the end of the summer of 2016
Calendar Month
Tactic
Owner
Aug-
15
Sep-
15
Oct-
15
Nov-
15
Dec-
15
Jan-
16
Feb-
16
Mar-
16
Apr-
16
May-
16
Jun-
16
Jul-
16
Key Public Sony Pictures Entertainment (SPE) Majority Shareholders (5%+) / “Above the Line” Film Industry Producers, Directors & Actors
Strategy
3. Conduct Community Engagementswith a focus on diversity and inclusion.
Tactics
a. Conduct equality training once a month over the next quarter Vendor
b. Conduct one community engagement every other month focused
on the promotion of equality SPE
c. Conduct one community engagement every other month focused
on the promotion of personal freedoms SPE
d. Gain monthly exposure in industry media outlets for SPE’s efforts
towards corporate social responsibility Vendor
OBJECTIVE:
A. Regain the trust and confidence by20% abovethe current
baseline of the current Sony Pictures employees by the end of
Calendar Month Tactic
OwnerAug- Sep-Oct-Nov-Dec-Jan-Feb-Mar-Apr-May-Jun- Jul-

2015 and increasing it by5% each year thereafter 15 15 15 15 15 16 16 16 16 16 16 16
Key Public Sony Pictures Employees (Internal/External) (Past/Present/Future) / Sony Pictures Entertainment (SPE) Majority Shareholders ( 5%+)
Strategy 4. Communicate Employee Fulfillment at SPE
Tactics
a. Work to make Media Lists for top 100 Best Companiesto Work For
Women or Minorities by 2020 SPE
b. Get exposure in industry media outlets once a quarter on the rising
employee satisfaction at SPE Vendor
c. Create a “Why I Work at Sony Pictures” video mini-documentary to
identify the motivations of its employees to define the culture Vendor
OBJECTIVE:
D. Expand the conversation on the continued financial strength
of Sony Pictures Entertainment from quarterly reports to monthly
reportsthrough the end of 2015
Calendar Month
Tactic
Owner
Aug-
15
Sep-
15
Oct-
15
Nov-
15
Dec-
15
Jan-
16
Feb-
16
Mar-
16
Apr-
16
May-
16
Jun-
16
Jul-
16
Key Public Sony Pictures Entertainment (SPE) Majority Shareholders (5%+) / Sony Pictures Employees (Internal/External) (Past/Present/Future)
Strategy 5. Communicate SPE Strength and Progress to Majority Shareholders
Tactics
a. Quarterly SPE Progress Report Newsletter sent to all majority
shareholders (those who own 5% or more) SPE
b. Hold bi-annual press roundtable with financial media publications SPE
Evaluation
Objective A: Regain the trust and confidence by 20% above the current baseline
of the current Sony Pictures employees by the end of 2015 and increasing it by
5% each year thereafter.
This Objective is measured and evaluated in two ways. First is the through
continued monthly employee surveys. These will form the basis for initial metrics
and the actions taken thereafter to identify successes and failures.
These employee engagement surveys must be a mandatory
requirement for authentic data. This data then becomes our
primary internal research tool for any adjustments to this
objective. The second set of metrics will come from glassdoor.com. Since these
can come from the public they’ll help us either confirm our original
measurements or help us to address any systemic issues that trend across both
evaluation tools. Glassdoor might provide us with less filtered recommendations.

OBJECTIVE B: Rebrand as the people’s studio by increasing consumer interactivity
with the SPE operated websites by 20% by the end of 2015.
As a part of the vendor contract, our new websites will include all the necessary
requirements to measure not only our Acquisition rates that measure visits, but
also our Engagement rates that can identify how long or if it’s being shared
sociallyxxi
. Google Analytics can also provide Conversion metrics to help identify
who is actively participating in the rebranding initiativesxxii
. This can help us flex in
any direction of the aforementioned tactics associated with this objective.
Furthermore, we will closely follow #thepeoplesstudio as it grows awareness
through successful interaction from our target demographics. It is important for
this to happen as organically as possible to grant it a higher level of authenticity.
Objective C: Expand community and media engagements focused on equality,
diversity and civil rights promotions to once a month through the end of the
summer of 2016.
This objective’s evaluation will follow the same methods as Objective A, but with
a focused search on any comments or concerns of discrimination. However, we
will also measure the “Above the Line” talent we are asked to do business with as
an aid to help judge our perception within the industry. Our consumer content
uploads from our websites will also help us judge our brand’s position here.
Objective D: Expand the conversation on the continued financial strength of Sony
Pictures Entertainment from quarterly reports to monthly reports through the
end of 2015.

This objective will require more than the rise or fall of the studio’s shares since
the market can be affected by too many outside elements. Instead we’ll have to
rely on the archaic method of majority shareholder communications with SPE by
separating them into positive or negative. The CEO’s updates will request
feedback which will be routed through the SPE Communications Office for
measurement.
Appendix A: SWOT Analysis

Appendix B: Creative Materials
Strengths
· Current Position in the Film Market
(4th of 161)
· Long History, 1918
· Part of Global Corporation (Global
Reach)
· 3,500 Title Library
Opportunities
· Industry Doesn’t Interact/ Empower
with Consumer
· Rise of Kickstarter, YouTube, Vimeo
· Promote/ Support Equal Pay
· Promote/ Support Equality and
Inclusion
· Customer Base Not Significantly
Effected
· Chance to Lead Industry for Change
Threats
· Competitive Studios
· A Perception of Weakness and
Poor Employee Treatment
· A Perception of Racism and
Inequality
· Potential Future Hackers
· Global Power Struggles
Weaknesses
· Current & Former Employee
Lawsuit
· Poor Current & Future Employee
Confidence
· History of Poor Crisis Handling
· Appearance of Sony Corporation
Apathy
S W
TO

The top two materials are mockups for the marketing campaign to slowly
bring the studio brand towards “The People’s Studio” concept subtly. It’s
designed as either a billboard, street advertisement or online ‘click’ ad. The script
is written to both inspire and breed curiosity. The call to action is on the bottom
and meant to bring their consumer public towards SPE’s websites where they can
further interact with the studio.

The bottom two mockups are examples of a new logo. They are meant to
draw upon Sony Corporation’s old “Make Believe” campaign while expanding it
towards this new communications plan focused on inspiring the consumer. The
backdrop is a photo of a worm hole in space from the film “Interstellarxxiii
.” This
image is copyrighted, but serves to illustrate a portal to a new frontier
(empowering the consumer). It is also another physical part of space that
captures light, similar to film, which records light. The slogan of “People’s Studio”
is subdued and centered in the worm whole on purpose in order to not force it
on the consumer who will hopefully begin calling SPE the People’s Studio
organically to gain it authenticity. In short, it serves to both pay homage to the
lineage of Sony while expanding towards the future of unforeseen potential
growth. However, one of the tactics is for consumers to submit their own logos.

Appendix C: Confirmation Table

Appendix D: Probable or Possible Key Publics
The most probable public for this situation is the general population of
film industry employees because they were the ones directly affected by
the cyber attack.
However, it is important to note that this public does have a divide
between the creative levels and the physical production levels.
The potential publics surround the SPE majority shareholders because they
need reaffirmation of SPE’s continued strength and confidence in the
market.
It is important to note the consumers were not effected in any way from
this event, unlike similar hacks with Target or Home Depot.
Fortunately, this event has presented SPE with a moment to change the
passive relationship they have with their consumers and tap into a growing
trend towards consumer empowerment.
As the average moviegoer is aged 25-39, it is no coincidence the average
age of online video watchers covers the same age group, expanding from
18 to 49xxiv
.
Source: MPAA Theatrical Market Statistics 2014

Branding expert Martin Lindstrom stated in 2012 that “The
companies that are smart are going to be really transparent and say ‘hey
consumer, work with us’. The companies that are less smart are going to
be the ones that put up a polished surface and pretendxxv
.”
Source: MPAA Theatrical Market Statistics 2014

Appendix E: References
i Boxofficemojo.com,. 2015. '2014 Market Share And Box Office Results By Movie
Studio'.
http://www.boxofficemojo.com/studio/?view=majorstudio&view2=yearly&yr=2014&p=.
htm.
ii Boxofficemojo.com,. 2015. 'Sony / Columbia'.
http://www.boxofficemojo.com/studio/chart/?yr=2014&view=majorstudio&studio=tristar
.htm.
iii Boxofficemojo.com., 2015. ‘2014 Market Share And Box Office Results By Movie
Studio’
iv Boxofficemojo.com., 2015. ‘2011 Market Share And Box Office Results By Movie
Studio’
v Ibid.
vi Sherman, Erik. 2014. 'Sony Hack Reveals Lack Of Diversity Among Top
Company Earners'. Fortune. http://fortune.com/2014/12/02/sony-hack-reveals-lack-of-
diversity-among-top-company-earners/.
vii Miltonsecurity.com,. N.p., 2015. Web. 22 July 2015.
viii Tuttle, Hilary. 2015. "Sony Faces Lawsuits After Data Breach." Risk Management
(00355593) 62, no. 2: 4-7. Business Source Complete, EBSCOhost (accessed June 17,
2015).
ix Lori Grisham, USA TODAY Network. 2015. 'Timeline: North Korea And The Sony
Pictures Hack'. USA TODAY. http://www.usatoday.com/story/news/nation-
now/2014/12/18/sony-hack-timeline-interview-north-korea/20601645/.
x Ibid.
xi Boxofficemojo.com.,2015.
xii Davis, Scott. 'Zach Braff Talks About His Kickstarter Campaign For Last Year's Wish
I Was Here'. Flickering Myth. N.p., 2015. Web. 27 July 2015.
xiii Shalvey, Kevin. "YouTube, Vimeo Getting More Video Uploads from Users."
Investor's Business Daily, Oct
10, 2013. http://search.proquest.com/docview/1441089027?accountid=11091.
xiv Tait, Asa. 2015.
xv Ibid.
xvi Ibid.
xvii Bloomberg.com,. 2015. http://www.bloomberg.com/graphics/2014-data-breaches/.
xviii 'MPAA Theatrical Market Statistics 2014'. N.p., 2015. Web. 28 July 2015.
xix Bls.gov,. 2015. 'Producers and Directors: Occupational Outlook Handbook: U.S.
Bureau of Labor Statistics'. http://www.bls.gov/ooh/entertainment-and-sports/producers-
and-directors.htm.
xx Bls.gov, 2015. 'Producers and Directors: Occupational Outlook Handbook: U.S.
Bureau of Labor Statistics'. http://www.bls.gov/ooh/entertainment-and-sports/producers-
and-directors.htm.
xxi Yola, 'How To Measure Your Site’s Success'. N.p., 2015. Web. 31 July 2015.

xxii Ibid.
xxiii Knegt, Peter. '2015 Oscar Predictions: Best Visual Effects'. Indiewire.
N.p., 2015. Web. 1 Aug. 2015.
xxiv Shalvey, Kevin. 2013.
xxv 'Rise Of The Empowered Consumer: How To Reach Audiences In 2012'. N.p., 2015.
Web. 28 July 2015.

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