- Activision is a major video game publisher that owns several development studios like Treyarch, Infinity Ward, and Sledgehammer Games. These studios work on their biggest franchises like Call of Duty on a rotation basis.
- Activision's main source of income is from publishing highly profitable AAA games like Call of Duty and World of Warcraft. The success of these franchises has led to Activision having a net worth of around $5.8 billion.
- While Activision focuses primarily on blockbuster shooters and online games, they do have some diversity through owning developers that work on different genres. However, their business largely depends on continuing strong sales of their biggest existing properties.
The document discusses different types of media ownership including private ownership like Virgin Media, public service broadcasting like the BBC, multinational companies like Rockstar that operate globally, and independent companies like Cactus TV. It also examines challenges faced by independent and multinational media companies. Cross media ownership, diversification, horizontal integration like Disney and Pixar merging, and vertical integration like Disney Production and Distribution are defined. The advantages of different integration structures are outlined, and Disney's vertical structure is mapped in a table.
The document discusses the structure and ownership of the media sector. It defines different types of ownership like private ownership, public service broadcasting, multinationals, and independents. It also discusses challenges faced by independent and multinational media companies. The document then covers concepts like cross media ownership, diversification, horizontal and vertical integration. It uses Disney as an example to show its integrated structure across production, distribution, and screening.
Private companies are owned by shareholders rather than the government, like the BBC which is publicly funded. Public service media aims to provide content for non-commercial purposes across different platforms, exemplified by the BBC. Multinational companies operate across many countries, like Rockstar Games, which brings benefits but also challenges in regulation and focus. Independent media are free from government and corporate influence but struggle to fund new projects, like games studio Blitz which closed in 2013.
This document provides information about the structure and ownership of the media sector. It defines different types of ownership like private, public service broadcasting, multinationals, and independents. It also discusses challenges faced by independent and multinational media companies. Cross media ownership and diversification are explained. Disney's structure is shown as an example. Mergers, takeovers and cross media regulation are also summarized.
Disney is a highly diversified media company with ownership across many sectors of film production, distribution and screening. It owns major film studios like Pixar, Walt Disney Studios, and Marvel Studios, and distributes films through Disney Media Distribution and Walt Disney Studios Home Entertainment. Films are screened in cinemas through Hollywood Pictures and Walt Disney Motion Pictures. Disney's product range is very diverse, including films, TV, games, toys, clothing and theme parks, giving it dominance in the marketplace. Its biggest source of profit is box office revenues from blockbuster films.
This document discusses the structure and ownership of the media sector. It provides definitions and examples of different types of ownership including private, public service broadcasting, multinationals, independents, conglomerates, and voluntary organizations. It also discusses challenges faced by independent and multinational media companies. Finally, it covers topics like cross media ownership, diversification, horizontal and vertical integration, and mergers and acquisitions in the media industry.
The document discusses the structure and ownership of the media sector. It provides definitions for different types of ownership, such as private, public service, state-owned, multinational, and independent. It also discusses challenges faced by independent and multinational media companies. Cross media ownership and different forms of integration like horizontal and vertical are explained. The document uses Disney as an example to illustrate its structure across production, distribution, and screening.
The document discusses the ownership structure and types of companies within the media industry. It begins by explaining private ownership, where a company is owned by individuals rather than publicly traded. It provides examples of privately owned companies like Rolex and Boots. It then discusses public services that are funded by taxes, using the BBC as an example. Other sections cover independent ownership, conglomerates, vertical and horizontal integration, cross-media convergence, synergy, and the music industry structure.
The document discusses different types of media ownership including private ownership like Virgin Media, public service broadcasting like the BBC, multinational companies like Rockstar that operate globally, and independent companies like Cactus TV. It also examines challenges faced by independent and multinational media companies. Cross media ownership, diversification, horizontal integration like Disney and Pixar merging, and vertical integration like Disney Production and Distribution are defined. The advantages of different integration structures are outlined, and Disney's vertical structure is mapped in a table.
The document discusses the structure and ownership of the media sector. It defines different types of ownership like private ownership, public service broadcasting, multinationals, and independents. It also discusses challenges faced by independent and multinational media companies. The document then covers concepts like cross media ownership, diversification, horizontal and vertical integration. It uses Disney as an example to show its integrated structure across production, distribution, and screening.
Private companies are owned by shareholders rather than the government, like the BBC which is publicly funded. Public service media aims to provide content for non-commercial purposes across different platforms, exemplified by the BBC. Multinational companies operate across many countries, like Rockstar Games, which brings benefits but also challenges in regulation and focus. Independent media are free from government and corporate influence but struggle to fund new projects, like games studio Blitz which closed in 2013.
This document provides information about the structure and ownership of the media sector. It defines different types of ownership like private, public service broadcasting, multinationals, and independents. It also discusses challenges faced by independent and multinational media companies. Cross media ownership and diversification are explained. Disney's structure is shown as an example. Mergers, takeovers and cross media regulation are also summarized.
Disney is a highly diversified media company with ownership across many sectors of film production, distribution and screening. It owns major film studios like Pixar, Walt Disney Studios, and Marvel Studios, and distributes films through Disney Media Distribution and Walt Disney Studios Home Entertainment. Films are screened in cinemas through Hollywood Pictures and Walt Disney Motion Pictures. Disney's product range is very diverse, including films, TV, games, toys, clothing and theme parks, giving it dominance in the marketplace. Its biggest source of profit is box office revenues from blockbuster films.
This document discusses the structure and ownership of the media sector. It provides definitions and examples of different types of ownership including private, public service broadcasting, multinationals, independents, conglomerates, and voluntary organizations. It also discusses challenges faced by independent and multinational media companies. Finally, it covers topics like cross media ownership, diversification, horizontal and vertical integration, and mergers and acquisitions in the media industry.
The document discusses the structure and ownership of the media sector. It provides definitions for different types of ownership, such as private, public service, state-owned, multinational, and independent. It also discusses challenges faced by independent and multinational media companies. Cross media ownership and different forms of integration like horizontal and vertical are explained. The document uses Disney as an example to illustrate its structure across production, distribution, and screening.
The document discusses the ownership structure and types of companies within the media industry. It begins by explaining private ownership, where a company is owned by individuals rather than publicly traded. It provides examples of privately owned companies like Rolex and Boots. It then discusses public services that are funded by taxes, using the BBC as an example. Other sections cover independent ownership, conglomerates, vertical and horizontal integration, cross-media convergence, synergy, and the music industry structure.
Private ownership refers to companies that are owned by private citizens or shareholders, rather than the government. An example is MTV, which targets audiences aged 16-24 with advertisements.
Public service broadcasting is owned by the state or funded through advertising and focuses on content like news, arts, and religion rather than commercial gain. Examples in the UK include the BBC, Channel 4, ITV, and Channel 5, each with different requirements set by regulator Ofcom.
Multinational companies operate across many countries, bringing both opportunities like understanding global markets, but also challenges like managing different regulations in different locations. Nintendo is provided as an example.
The document discusses various media conglomerates including their business activities and subsidiaries. It provides information on AT&T, Sony, Time Warner, and Viacom - four major media conglomerates that operate across different sectors like telecommunications, consumer electronics, entertainment, cable TV, broadcasting, publishing, movies and video games. The conglomerates own numerous brands and subsidiaries across these sectors.
The document discusses different types of media ownership including private, public service, independent, conglomerate, and horizontal and vertical integration. Private ownership can lead to better quality products due to competition but also profit over public interest. Public service receives funding from various sources and aims for public service. Independent businesses are sole proprietorships with one owner controlling the business. Conglomerates own large numbers of companies in various media through policies that facilitate global control. Horizontal integration combines production stages of a small number of units while vertical integration owns companies across the supply chain.
Mass media is dominated by a small number of large conglomerates. Through mergers and acquisitions over many years, around six major companies now control around 90% of media in developed countries. This high level of consolidation raises concerns about these companies' outsized economic and political influence over what information is reported and how. While globalization has increased access to information, many nations still struggle with censorship and threats to journalists, and mainstream media ownership concentration risks lack of objective reporting and control by corporate and political elites to advance their own interests over informing the public.
Media conglomerates are large corporations that own many types of mass media assets such as movies, music, publishing, television networks, and websites. They range in size from multinational companies like General Electric and News Corp to smaller firms like Hearst Corporation. Many media conglomerates face criticism for concentrating ownership and potentially biasing content, while defenders argue they are meeting global consumer demand. The largest conglomerates include General Electric, Walt Disney Company, News Corp, Time Warner, Viacom, Bertelsmann AG, and Sony.
This document discusses different types of media ownership structures, including private ownership, public service, multinational companies, independent companies, conglomerates, horizontal and vertical integration, cross media divergence, and synergy. Private companies are entirely owned by individuals, while public service companies receive government funding. Multinational companies operate across international borders. Conglomerates own multiple companies across various media industries. Horizontal integration involves owning similar businesses, while vertical integration controls different stages of production. Cross media divergence produces different types of media, and synergy promotes linked products simultaneously across media.
The document discusses different types of media ownership structures including private ownership, public ownership, independent ownership, conglomerate ownership, horizontal integration, vertical integration, and cross media convergence.
Private ownership refers to companies that are not publicly traded, like the BBC. Public ownership relies on public funding sources. Independent ownership companies are not connected to governments or other entities. Conglomerate ownership involves owning multiple companies across different industries. Horizontal integration combines similar companies, while vertical integration integrates different stages of production. Cross media convergence combines different media like film and music.
This document discusses concentration of media ownership and its effects. It notes that progressively fewer individuals or organizations control increasing shares of mass media. Large media conglomerates dominate globally and a small number control most media within nations. Media mergers allow companies to buy other companies for more power and profits, concentrating ownership further. This concentration can negatively impact competition, diversity of viewpoints, and net neutrality. Deregulation has increased consolidation by removing barriers, though critics argue this reduces the quality and diversity of information provided to the public.
Synergy Bias: Conglomerates and Promotion in the Newskherhold
This document discusses media consolidation and the biases that can result from a small number of large corporations owning most major media outlets. It notes that just a handful of corporations - Comcast, News Corp, Time Warner, Disney - own most television channels, magazines, and websites. This oligopolistic structure can lead to biases like promoting a corporation's products across its outlets (cross-promotion bias), revising stories to benefit corporate interests, and omitting stories that may damage the parent company (bias of omission). To be media literate, one must be aware of ownership and get news from diverse sources.
This document discusses different types of media ownership and company structures. It describes private ownership where a company is owned by individuals and must use advertising to generate revenue. Public service ownership is funded by taxpayer money and does not need to rely on ads. Multinational companies operate across multiple countries but risk overextending themselves. Independent ownership gives owners freedom but less financial backing. Conglomerates combine multiple companies into one large, multinational entity but failures in one business can impact others. Horizontal integration involves companies collaborating at the same production level, while vertical integration controls entire production and distribution chains alone. Cross media divergence allows products to work across different media sectors but risks all being impacted by a single failure. Synergy benefits all companies that
The global media system is now dominated by around 50 giant firms, with the top 9 firms thoroughly dominating many sectors of film, TV, publishing, and music production. These firms are highly concentrated and engage in joint ventures that reduce competition. The system promotes commercial values over quality journalism or cultural diversity. It privileges genres like sports and entertainment that are lucrative for advertising over other types of content. This concentration of media power threatens democracy, yet it occurred with little public debate.
This document discusses different types of media ownership structures including private companies, public service broadcasting, multinationals, independent media, conglomerates, voluntary organizations, and the BBFC. It also covers diversification, horizontal and vertical integration, cross media ownership, and regulation limiting ownership stakes. Specific examples are given such as Time Warner owning different branches and Kerrang owning companies across media. Advantages and disadvantages of different structures are mentioned such as increased profits but reduced choice for consumers from horizontal integration.
This document discusses different types of media ownership structures including private companies, public service broadcasting, multinationals, independent media, conglomerates, voluntary organizations, and the BBFC. It also covers diversification, horizontal and vertical integration, cross media ownership, and regulation limiting ownership stakes. Specific examples are given such as Time Warner owning different branches and Kerrang owning companies across media. Advantages and disadvantages of different structures are mentioned such as increased profits but reduced choice for consumers from horizontal integration.
Private companies have ownership that is not publicly traded, meaning they do not need to meet strict SEC filing requirements. One advantage is shareholders are not at risk if the company fails, while one disadvantage is limited growth potential with a maximum of 50 shareholders. Public service ownership is by a government-run organization and has advantages like stable funding but the disadvantage of political influence. Apple is an example of vertical integration, where they control production from design to retail. They have faced criticism over restricting digital music purchases by country.
This document discusses new media and the role of the internet as an alternative to digital terrestrial television broadcasting. It describes how web television and internet-enabled TV are allowing users to access content on-demand over the internet. Several companies offering these services are highlighted, such as YouTube, Hulu, Sky, Maxdome and Fetch TV, which allow viewing of content including TV shows, movies, sports and news through internet-connected devices. The growth of online video advertising is also discussed.
Sharing is the new buying // Collaborative Economy Report by Vision Critical ...Albert Canigueral
Sharing is the New Buying, Winning in the Collaborative Economy // Collaborative Economy Report by Vision Critical and CrowdCompanies
http://www.web-strategist.com/blog/2014/03/03/report-sharing-is-the-new-buying-winning-in-the-collaborative-economy/
Appmarket.tv is an open source journalism project that shares market intelligence for free to foster dialogue around shaping the future of television. It has over 400,000 monthly visitors and connects entrepreneurs, developers, broadcasters and content creators. The document discusses the growth of connected TVs and apps, opportunities for two-screen social TV solutions, and how social TV and new platforms may transform the television market and experience. It also provides ideas for how Brazilian television companies and sectors could create apps for connected devices to reach new audiences nationally and internationally.
This white paper by Paul Kennedy, Head of Consulting at Callcredit Marketing Solutions demonstrates that social media is no longer 'new' and has evolved in many different ways, therefore challenging businesses who, going forwards, will need to embrace a variety of tactics in order to engage and measure success
En torno a la interacción y la construcción de identidades: el Bajo Guadalq...cirili_web
Manuel J. Parodi Álvarez, En torno a la interacción y la construcción de identidades: el Bajo Guadalquivir y los pobladores de sus riberas, un baile de siglos
The visibility estimation has an important impact in many economical and aesthetic fields, a mixed environment which contains madman objects like buildings with relief sol make a challenge for the visibility calculation. This paper presents a new method to solve this problem based on vector GIS data. The use of vector data gives the possibility to calculate the intervisibility, viewshed for mixed environment. The new method could identify the obstacles (relief, buildings identification) which block the visibility for a 3D environment points from observator, the intervisibility impact of a specific building could be calculated
Airpollution Dispersion And Modelling Using Computers Ub ChitranshiKetan Wadodkar
The document discusses various air pollution dispersion and modeling techniques using computers. It describes how pollutants move through mass, momentum and heat transfer processes. It then explains the basics of different modeling approaches like box models, Gaussian plume models and Eulerian/Lagrangian models. Key assumptions and equations for calculating plume rise and dispersion using Gaussian models are provided. Input requirements and structure of typical air pollution dispersion models are also summarized.
Private ownership refers to companies that are owned by private citizens or shareholders, rather than the government. An example is MTV, which targets audiences aged 16-24 with advertisements.
Public service broadcasting is owned by the state or funded through advertising and focuses on content like news, arts, and religion rather than commercial gain. Examples in the UK include the BBC, Channel 4, ITV, and Channel 5, each with different requirements set by regulator Ofcom.
Multinational companies operate across many countries, bringing both opportunities like understanding global markets, but also challenges like managing different regulations in different locations. Nintendo is provided as an example.
The document discusses various media conglomerates including their business activities and subsidiaries. It provides information on AT&T, Sony, Time Warner, and Viacom - four major media conglomerates that operate across different sectors like telecommunications, consumer electronics, entertainment, cable TV, broadcasting, publishing, movies and video games. The conglomerates own numerous brands and subsidiaries across these sectors.
The document discusses different types of media ownership including private, public service, independent, conglomerate, and horizontal and vertical integration. Private ownership can lead to better quality products due to competition but also profit over public interest. Public service receives funding from various sources and aims for public service. Independent businesses are sole proprietorships with one owner controlling the business. Conglomerates own large numbers of companies in various media through policies that facilitate global control. Horizontal integration combines production stages of a small number of units while vertical integration owns companies across the supply chain.
Mass media is dominated by a small number of large conglomerates. Through mergers and acquisitions over many years, around six major companies now control around 90% of media in developed countries. This high level of consolidation raises concerns about these companies' outsized economic and political influence over what information is reported and how. While globalization has increased access to information, many nations still struggle with censorship and threats to journalists, and mainstream media ownership concentration risks lack of objective reporting and control by corporate and political elites to advance their own interests over informing the public.
Media conglomerates are large corporations that own many types of mass media assets such as movies, music, publishing, television networks, and websites. They range in size from multinational companies like General Electric and News Corp to smaller firms like Hearst Corporation. Many media conglomerates face criticism for concentrating ownership and potentially biasing content, while defenders argue they are meeting global consumer demand. The largest conglomerates include General Electric, Walt Disney Company, News Corp, Time Warner, Viacom, Bertelsmann AG, and Sony.
This document discusses different types of media ownership structures, including private ownership, public service, multinational companies, independent companies, conglomerates, horizontal and vertical integration, cross media divergence, and synergy. Private companies are entirely owned by individuals, while public service companies receive government funding. Multinational companies operate across international borders. Conglomerates own multiple companies across various media industries. Horizontal integration involves owning similar businesses, while vertical integration controls different stages of production. Cross media divergence produces different types of media, and synergy promotes linked products simultaneously across media.
The document discusses different types of media ownership structures including private ownership, public ownership, independent ownership, conglomerate ownership, horizontal integration, vertical integration, and cross media convergence.
Private ownership refers to companies that are not publicly traded, like the BBC. Public ownership relies on public funding sources. Independent ownership companies are not connected to governments or other entities. Conglomerate ownership involves owning multiple companies across different industries. Horizontal integration combines similar companies, while vertical integration integrates different stages of production. Cross media convergence combines different media like film and music.
This document discusses concentration of media ownership and its effects. It notes that progressively fewer individuals or organizations control increasing shares of mass media. Large media conglomerates dominate globally and a small number control most media within nations. Media mergers allow companies to buy other companies for more power and profits, concentrating ownership further. This concentration can negatively impact competition, diversity of viewpoints, and net neutrality. Deregulation has increased consolidation by removing barriers, though critics argue this reduces the quality and diversity of information provided to the public.
Synergy Bias: Conglomerates and Promotion in the Newskherhold
This document discusses media consolidation and the biases that can result from a small number of large corporations owning most major media outlets. It notes that just a handful of corporations - Comcast, News Corp, Time Warner, Disney - own most television channels, magazines, and websites. This oligopolistic structure can lead to biases like promoting a corporation's products across its outlets (cross-promotion bias), revising stories to benefit corporate interests, and omitting stories that may damage the parent company (bias of omission). To be media literate, one must be aware of ownership and get news from diverse sources.
This document discusses different types of media ownership and company structures. It describes private ownership where a company is owned by individuals and must use advertising to generate revenue. Public service ownership is funded by taxpayer money and does not need to rely on ads. Multinational companies operate across multiple countries but risk overextending themselves. Independent ownership gives owners freedom but less financial backing. Conglomerates combine multiple companies into one large, multinational entity but failures in one business can impact others. Horizontal integration involves companies collaborating at the same production level, while vertical integration controls entire production and distribution chains alone. Cross media divergence allows products to work across different media sectors but risks all being impacted by a single failure. Synergy benefits all companies that
The global media system is now dominated by around 50 giant firms, with the top 9 firms thoroughly dominating many sectors of film, TV, publishing, and music production. These firms are highly concentrated and engage in joint ventures that reduce competition. The system promotes commercial values over quality journalism or cultural diversity. It privileges genres like sports and entertainment that are lucrative for advertising over other types of content. This concentration of media power threatens democracy, yet it occurred with little public debate.
This document discusses different types of media ownership structures including private companies, public service broadcasting, multinationals, independent media, conglomerates, voluntary organizations, and the BBFC. It also covers diversification, horizontal and vertical integration, cross media ownership, and regulation limiting ownership stakes. Specific examples are given such as Time Warner owning different branches and Kerrang owning companies across media. Advantages and disadvantages of different structures are mentioned such as increased profits but reduced choice for consumers from horizontal integration.
This document discusses different types of media ownership structures including private companies, public service broadcasting, multinationals, independent media, conglomerates, voluntary organizations, and the BBFC. It also covers diversification, horizontal and vertical integration, cross media ownership, and regulation limiting ownership stakes. Specific examples are given such as Time Warner owning different branches and Kerrang owning companies across media. Advantages and disadvantages of different structures are mentioned such as increased profits but reduced choice for consumers from horizontal integration.
Private companies have ownership that is not publicly traded, meaning they do not need to meet strict SEC filing requirements. One advantage is shareholders are not at risk if the company fails, while one disadvantage is limited growth potential with a maximum of 50 shareholders. Public service ownership is by a government-run organization and has advantages like stable funding but the disadvantage of political influence. Apple is an example of vertical integration, where they control production from design to retail. They have faced criticism over restricting digital music purchases by country.
This document discusses new media and the role of the internet as an alternative to digital terrestrial television broadcasting. It describes how web television and internet-enabled TV are allowing users to access content on-demand over the internet. Several companies offering these services are highlighted, such as YouTube, Hulu, Sky, Maxdome and Fetch TV, which allow viewing of content including TV shows, movies, sports and news through internet-connected devices. The growth of online video advertising is also discussed.
Sharing is the new buying // Collaborative Economy Report by Vision Critical ...Albert Canigueral
Sharing is the New Buying, Winning in the Collaborative Economy // Collaborative Economy Report by Vision Critical and CrowdCompanies
http://www.web-strategist.com/blog/2014/03/03/report-sharing-is-the-new-buying-winning-in-the-collaborative-economy/
Appmarket.tv is an open source journalism project that shares market intelligence for free to foster dialogue around shaping the future of television. It has over 400,000 monthly visitors and connects entrepreneurs, developers, broadcasters and content creators. The document discusses the growth of connected TVs and apps, opportunities for two-screen social TV solutions, and how social TV and new platforms may transform the television market and experience. It also provides ideas for how Brazilian television companies and sectors could create apps for connected devices to reach new audiences nationally and internationally.
This white paper by Paul Kennedy, Head of Consulting at Callcredit Marketing Solutions demonstrates that social media is no longer 'new' and has evolved in many different ways, therefore challenging businesses who, going forwards, will need to embrace a variety of tactics in order to engage and measure success
En torno a la interacción y la construcción de identidades: el Bajo Guadalq...cirili_web
Manuel J. Parodi Álvarez, En torno a la interacción y la construcción de identidades: el Bajo Guadalquivir y los pobladores de sus riberas, un baile de siglos
The visibility estimation has an important impact in many economical and aesthetic fields, a mixed environment which contains madman objects like buildings with relief sol make a challenge for the visibility calculation. This paper presents a new method to solve this problem based on vector GIS data. The use of vector data gives the possibility to calculate the intervisibility, viewshed for mixed environment. The new method could identify the obstacles (relief, buildings identification) which block the visibility for a 3D environment points from observator, the intervisibility impact of a specific building could be calculated
Airpollution Dispersion And Modelling Using Computers Ub ChitranshiKetan Wadodkar
The document discusses various air pollution dispersion and modeling techniques using computers. It describes how pollutants move through mass, momentum and heat transfer processes. It then explains the basics of different modeling approaches like box models, Gaussian plume models and Eulerian/Lagrangian models. Key assumptions and equations for calculating plume rise and dispersion using Gaussian models are provided. Input requirements and structure of typical air pollution dispersion models are also summarized.
The document discusses meteorological parameters that influence air quality and dispersion modeling. Primary parameters include wind speed, direction, and atmospheric stability, while secondary parameters include temperature, precipitation, and topography. Atmospheric stability is determined by comparing the ambient lapse rate to the dry adiabatic lapse rate. Stability categories include unstable, neutral, and stable atmospheres. Plume rise and dispersion are influenced by stability, with unstable air resulting in greater vertical mixing and stable air suppressing vertical dispersion. The Gaussian plume model is presented as a method to estimate pollutant concentrations downwind of a point source.
This document provides an overview of air pollution, including its definition, units of measurement, sources, classification of pollutants, types of pollutants, effects on the environment and humans, and actions to control and prevent it. It discusses key topics such as smog formation, temperature inversions, indoor air pollution, health impacts, effects on agriculture/forests, materials, acid rain, ozone depletion, and climate change/global warming. The document is an educational resource that comprehensively addresses the various aspects of air pollution.
The document discusses factors that influence the dispersion of pollutants emitted from point sources like smokestacks. Plume rise and effective stack height affect how far pollutants are transported and the maximum ground-level concentrations. Stability conditions like stable, unstable, or neutral atmospheres also impact plume behavior, with stable conditions resulting in less dispersion. Terrain features such as valleys, buildings, and heat islands can trap pollutants by disrupting airflow or enhancing thermal inversions. Long-range transport of pollutants over hundreds or thousands of miles is possible if they enter the free troposphere and undergo planetary-scale mixing.
This document discusses different types of integration in the film industry: vertical integration where a company owns production, distribution, and exhibition; horizontal integration where a company expands into other areas of the industry; and synergy, where products are promoted within films. It provides the example of how Sony used these integration strategies for the film Casino Royale, with Sony phones, laptops, and cameras featured and the film distributed by Sony-owned companies. Casino Royale also exhibited horizontal integration through involvement of other production companies like MGM.
The document discusses air pollution and air quality monitoring in Trinidad and Tobago. It defines air pollutants and major pollutants like particulate matter and gases. It examines the health and environmental impacts of air pollution and sources in Trinidad and Tobago like vehicles and industry. The document outlines measures to control air pollution through rules and initiatives. It provides details on air quality monitoring objectives, methods, equipment location, duration and local companies that provide monitoring services.
This document discusses different types of media ownership structures including private ownership, public service broadcasting, multinationals, independents, conglomerates, voluntary organizations, and provides examples of companies that fall under each type. It also discusses challenges faced by independent and multinational media companies, as well as concepts like cross media ownership, diversification, horizontal integration, and vertical integration.
This document provides guidance for understanding the structure and ownership of the media sector. It defines different types of media ownership like private, public service broadcasting, multinationals, independents, conglomerates, and voluntary organizations. It also discusses challenges faced by independent and multinational media companies. The document asks questions about cross media ownership, diversification, horizontal and vertical integration, and restrictions on media ownership. It uses Disney and Sky as examples and asks questions to analyze their structure, products, objectives, competition, customers, and trends affecting the companies.
The document provides information about understanding the structure and ownership of the media sector. It defines different types of media ownership like private, public service broadcasting, multinationals, independents, conglomerates, and voluntary organizations. It also discusses challenges faced by independent and multinational media companies, as well as concepts like cross media ownership, diversification, horizontal and vertical integration.
This document provides an overview of Apple Inc.'s structure and business model. It discusses Apple's diverse product range including phones, computers, software and retail stores. This diversity gives Apple advantages in the marketplace by increasing revenue and profitability. The document also examines Apple's objectives of creating high quality products, its customers which include teenagers and businesses, and how current media trends like social media are affecting Apple's marketing strategies.
The document provides information about understanding the structure and ownership of the media sector. It discusses different types of media ownership such as private, public service broadcasting, multinationals, independents, conglomerates, and voluntary organizations. It also examines challenges faced by independent and multinational media companies, as well as cross media ownership, diversification, horizontal and vertical integration.
- The document provides guidance for understanding the structure and ownership of the creative media sector as part of a BTEC course. It includes definitions and examples of different types of media ownership models like private, public, multinational, and independent companies.
- Students are asked questions to help explain challenges faced by different ownership models, as well as concepts like cross-media ownership, diversification, horizontal and vertical integration, mergers and acquisitions.
- The document provides a table for students to outline how The Walt Disney Company is structured across different parts of its business.
The document discusses the structure and ownership of the creative media sector. It defines different types of media ownership like private, public service broadcasting, multinationals, and independents. It also discusses challenges faced by independent and multinational media companies. Cross media ownership is defined as when an organization owns more than one type of media company. Vertical and horizontal integration are also explained. Disney is used as an example to show how a large media company can be structured across production, distribution, and screening.
The Walt Disney Company owns numerous smaller companies across various sectors such as media networks, parks and resorts, studio entertainment, consumer products and interactive media. Disney is a large, horizontally integrated conglomerate that owns companies like Marvel, Pixar, and ABC. It has faced some controversies over hidden messages in films but has remained a popular brand appealing to both children and adults.
Sony is a large, vertically integrated media conglomerate that owns divisions across electronics, gaming, film, television and music. It has a complex ownership structure with shareholders including banks and trusts. Sony faces competition from companies like Apple and Samsung in consumer electronics. As a large conglomerate, Sony has the advantage of synergies across its divisions but the disadvantage of potentially less flexibility. It has undergone restructuring to focus on core competencies in entertainment and electronics. Sony faced issues when laptop batteries it manufactured were recalled in 2006 due to fire risks.
Sony is a large, vertically integrated Japanese conglomerate that owns divisions across electronics, gaming, film, television and music. It has a complex ownership structure with shareholders including banks and trusts. As a conglomerate, Sony uses its size and ownership of different divisions to benefit from synergies between products. It competes with companies like Apple, Samsung and Nintendo across its various markets. Sony targets a wide audience for its products and has restructured its divisions over time to adapt to market changes.
Private media companies rely on advertising revenue, while public service media are funded through license fees. Examples include Channel 5 (private) and BBC (public). Private companies have more freedom but rely on steady advertising, while public media aim to serve all audiences. Large conglomerates like Disney own multiple media across industries through various subsidiaries, pursuing horizontal and vertical integration. Disney specifically owns film studios, parks, consumer products, TV networks, and interactive divisions. It competes with other major conglomerates for market share in television and beyond.
Task 1 ownership case study shauna leacyshaunaeleacy
Sony is a large, vertically integrated media conglomerate that owns divisions across electronics, gaming, film, television and music. It has a complex ownership structure with shareholders including banks and investment firms. Sony uses strategies like acquisitions, mergers and restructuring divisions to grow and adapt to changing markets. While this large, diversified structure provides synergies across products, it also comes with challenges of managing numerous businesses and facing intense competition from companies like Apple.
Sony is a large, vertically integrated Japanese conglomerate that owns divisions across electronics, gaming, film, television and music. It has a complex ownership structure with shareholders including banks and investment firms. Sony uses various strategies of integration including vertical integration where it owns different parts of the production process. It also pursues horizontal integration through mergers and acquisitions to expand into new markets. As a large, multidivisional organization, Sony has flexibility to open, close or merge divisions as its strategies evolve over time. Its main competitors include Apple, Samsung and Nintendo across its various product lines.
This document discusses different types of media ownership structures and provides examples of each. It defines private ownership using MTV and Sky Sports as examples. It also defines public service ownership using the BBC as an example. It goes on to describe multinational ownership, independent ownership, conglomerates, vertical integration, horizontal integration, cross media convergence, and synergy - providing examples for each. It concludes by comparing the vertically integrated American film industry, dominated by six major studios, to the smaller, less centralized British film industry.
This document discusses different types of media ownership structures and provides examples of each. It defines private ownership using MTV and Sky Sports as examples. It also defines public service ownership using the BBC as an example. It goes on to describe multinational ownership, independent ownership, conglomerates, vertical integration, horizontal integration, cross media divergence, and synergy - providing examples for each. It concludes by comparing the vertically integrated American film industry, dominated by six major studios, to the smaller, less centralized British film industry.
The document discusses different types of media ownership models including private ownership, public service broadcasting, multinationals, independents, conglomerates, non-profits, and cross-media ownership. It also describes various integration strategies like horizontal and vertical integration used by large media companies. Mergers and acquisitions are mentioned as ways companies can combine to increase profits and reduce costs. Potential advantages and disadvantages of restrictions on media ownership and diversification across media are also summarized.
This document provides guidance for understanding the structure and ownership of the media sector. It defines different types of media ownership like private, public service broadcasting, multinationals, independents, conglomerates, and voluntary organizations. It also discusses challenges faced by independent and multinational media companies. The concepts of cross-media ownership, diversification, horizontal and vertical integration are explained. Disney is used as an example of a integrated media company. The document poses questions about income streams, product diversity, profitability, objectives, competition, customers, and trends affecting media companies.
This document provides guidance for understanding the structure and ownership of the media sector. It defines different types of media ownership like private, public service broadcasting, multinationals, independents, conglomerates, and voluntary organizations. It also discusses challenges faced by independent and multinational media companies. The concepts of cross-media ownership, diversification, horizontal and vertical integration are explained. Disney is used as an example of a integrated media company. The document poses questions about income streams, product diversity, profitability, objectives, competition, customers, and trends affecting media companies.
This document provides information about an exam on media industries that covers five sections: Audiences and Media Products, Ownership, Control and Finance, Working Practices and Job Roles, Regulation and Ethical/Legal Constraints, and Technological Developments. It details the format of Section A, which includes short answer questions on the five sections for two media industries, television and print. It provides examples of question types and formatting. It also gives examples of issues covered for each section, such as research methods, scheduling, and ownership models for different media companies.
This document provides information about an exam on media industries that covers five sections: Audiences and Media Products, Ownership, Control and Finance, Working Practices and Job Roles, Regulation and Ethical/Legal Constraints, and Technological Developments. It details the format of Section A, which includes short answer questions on the five sections for two media industries, television and print. It provides examples of question types and formatting. It also gives examples of issues covered for each section, such as research methods, scheduling, and ownership models for different media companies.
This document discusses employment opportunities and job roles in the media sector. It describes different types of employment such as full-time, part-time, freelance and voluntary work. It also discusses permanent and temporary contracts, multiskilling, casual work, hourly paid work, and piecework. The document provides examples of media jobs that involve shift work and networking opportunities. It stresses the importance of functional skills and recommends sources to research career options and find work experience in the media industry.
This document outlines tasks and questions for a case study assignment on music video production. It is divided into three sections: Task 1 focuses on the purposes of music videos and artist strategies; Task 2 examines styles, techniques and conventions of music video production; and Task 3 requires a case study analysis of at least three music videos discussing their purpose, style, techniques, intertextuality, camerawork, editing, and genre conventions. The document provides guidance on completing the assignment and assessing student work.
Digital graphics evaluation pro lewis hill finalLewis Hill
The document provides an evaluation template for graphic narrative projects. It includes prompts for students to evaluate various aspects of their work, including how well their final product reflects their original intentions, how they constructed images, used text, and employed various techniques. The prompts also have students consider representations in their work, symbols and codes used, suitability for audience, and style. The template aims to help students provide specific details, examples, praise, and areas for improvement in their projects.
Digital graphics evaluation pro lewis hill finalLewis Hill
The document provides guidance for evaluating a graphic narrative project. It includes prompts to evaluate how well the final product reflects the original intentions, how images are constructed, how text is used to anchor images, whether the product is suitable for the intended audience, techniques used, representations in the work, symbols and codes, and the overall style employed. The creator provides detailed responses analyzing their graphic narrative based on the prompts. They discuss their creative process, design choices, strengths and weaknesses of the final product.
Lewis Hill Pages book 1234567891011121314 Lewis Hill
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Digital graphics evaluation pro lewis hill final updatedLewis Hill
Lewis William Hill provides a template to help evaluate graphic narrative projects. The template includes prompts to provide written and visual examples of the project, praise strong areas, and identify areas for improvement. It suggests adding additional slides as needed and deleting any blank slides before submission. The document offers guidance on reflecting original intentions, constructing images, using text to anchor images, suitability for the intended audience, and likes/dislikes of techniques and the final product.
Digital graphics evaluation pro lewis hill finalLewis Hill
Lewis William Hill provides a template to help evaluate graphic narrative projects. The template includes prompts to provide written and visual examples of the project, praise strong areas, and identify areas for improvement. It suggests adding additional slides as needed and deleting any blank slides before submission. The document offers guidance on reflecting original intentions, constructing images, using text to anchor images, suitability for the intended audience, and likes/dislikes of techniques and the final product.
The document discusses different types of narrative structures and components that make up stories. It analyzes the narrative of the author's book, identifying it as having an open narrative structure that follows a single, linear storyline. While the story has conflict between a penguin and polar bear, it lacks an enigma. It ends with the penguins escaping the burning ship, but the polar bear vows to return, leaving the narrative open-ended. The book is classified as non-realistic due to improbable events like a polar bear becoming a pirate.
The document outlines the planning and considerations for a digital graphic narrative project to create a children's book, including costs, available resources, production schedule, health and safety considerations, and addressing regulations around copyright, ethics, and codes of practice. Key aspects of the planning include a low estimated cost of £10.55 to print 50 initial copies, using college resources like computers and printers, and a 10-session production schedule to develop the book's characters, scenes, and text.
Lewis Hill summarized 3 children's books: Where There's a Bear, There's Trouble by Michael Catchpool with illustrations by Vanessa Cabban published by Little Tiger Press with 32 brightly illustrated pages; Where the Wild Things Are by Maurice Sendak which he also illustrated with 49 pages published by A Red Fox Picture Book with dark realistic illustrations; and The Selfish Crocodile by Faustin Charles illustrated by Micheal Terry with 33 busy cartoon-style pages published by Bloomsbury Paper Backs.
Raster graphics use pixels that can be manipulated but result in lower quality when stretched. Vector graphics use mathematically based paths and shapes that do not lose quality when manipulated. Common file formats include JPEG for compressing images, TIFF for lossless compression, GIF for animations and logos, and BMP for individual pixel editing. Optimizing images reduces file size and improves viewing but also reduces quality. Proper naming conventions and use of folders helps manage and organize graphic assets.
Lewis Hill - Print - Development Pro-formaLewis Hill
Here are my suggestions for improving the flat plans:
For part 7, show Perry arriving at the ship and sneaking onboard, setting up the conflict with Captain Claw.
Add more description to help visualize the story, like "Perry sees Wonda asleep in the captain's chamber" or "Captain Claw orders his polar bears to find the intruder."
Consider including emotions or dialogue to help engage readers, such as "Perry gasps when he sees Wonda under the sleeping curse" or "Wonda whispers 'Help me Perry'" in her sleep.
You may also want to foreshadow how Perry will break the curse, to build intrigue. For example, he could find a clue that true love
2. 2 TYPE THE DOCUMENT TITLE
Understand the structure and ownership of the creative media sector
Use this workbook to help you with this learning outcome. There is some guidance
and further notes which you should read and then remove, replacing it with your own
answers.
Provide a definition of the following different types of ownership and
provide an example of a company which is owned in such a way.
Private ownership is…
Private Ownership, people or shareholders who are private citizens rather than
being owned by the government own A single company.
This is different from a public ownership, which is funded at least from the
general publics profit. Although the BBC is a private company it is still funded by
the public, and it also relies on politicians to allow it to still collect from the
license fee.
If a company is privately owned it can result in better quality products due to
competition. The threat of losing shares to a competitor forces firms to put their
best products on the line.
It can become ‘homogenized’ meaning that it can become uniform to other
companies.
Public service broadcasting is…
Public Service Broadcasting/Media, these are companies who’s content is not
for commercial gain. They do this through content, like the news, arts
programming and religious content. These can be either state owned or
commercially owned.
State owned, means they are owned by the British Government, whereas
commercially owned, means they make money through selling advertising space
and product placement.
Public Service Media (PMS), is media channels, which fulfil the same public
purposes as PMS, but instead uses digital media and platforms.
Public Service Broadcasting/Media – Channel 4 is bae. It is also a commercial
example of a public service broadcaster. It is self-funded through advertisements
but it has a public service remit that must meet in order to continue to
broadcast.
3. BTEC ExtendedDiplomainCreative MediaProduction
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Multinationals are…
Multinationals,these are largercompanieswhooperate inall differentcompanies.Theycanbe,
ownedbylargercompaniesorcouldownthemselvesandhave manysmallerbusinesses.For
example,RockstarGames,operate incountiesall overthe world,Leeds, London,Torontoand
Vancouver.Havingdivisionsindifferentcountriescanbenefitthe company,becausethenthey
can understandthe individual marketplace andoften,bettertax arrangements.
Independents are…
Independents,anyformof media,radio, telly,Internet,newspaper,thatisfree of influence by
governmentorcorporate interests.The HuffingtonPoststartedasanindependentnewsblog
before AOLboughtthemin2011. BlitzGamesStudioswasformedin1990; it createda range of
gameswitha strong focuson usingotherpeople products,like SpongeBob,toproduce games.It
closedin2013 afterhavingtrouble raisingfundsfornew games. Anotherexample,Fledgling
Pressisan independentpublisherthatwere basedinEdinburghwhopublishedsmall runsof
booksand eBooks,Formedin200 theycreateda range of adultfictionincomicbooksand
regularbooks.
Conglomerates are…
Conglomerates:isagroup of companiesthatwork like theyare independentbutbigger
company,like Time WarnerInc,owns them. Time WarnerInc. -> WarnerBros. Pictures+ DC
Comics-> Dark KnightRises/Begins
Voluntary or not for profit organisations are…
VoluntaryorNotfor Profit:Theyworkto affectsocial chance. Sometimestheiraimcanbe to
make profit,butthen it isfeedbackintotheirownworkto helpthe companiescause. There are
manyorganisationsthatworkinthese conditions.Some peopleare paidtoworkfor themwhilst
othervolunteertohelpthe organisationout.Accessible ArtsandMedia,whichisbasedinYork,
theyhelppeople withdisabilitiestoproduce theirownmediawhichsupportsthe disabled
community.Wikipediaisanexample of avoluntaryorganisation;itisagatheringof many
resourcestoproduce the online encyclopaedia.
What are some of the challenges faced by independent media companies?
Not well known so they might not get many customers to buy their products, so
this will mean little profits for the company.
They might not have enough money to rent or buy offices to house their staff or
be able to rent/buy a location to make their products.
For example, Kelly’s Storage may not be able to produce enough profit to keep
its storage containers or to expand the business.
4. 4 TYPE THE DOCUMENT TITLE
What are some of the challenges faced by multinational media companies?
To sell the small companies product to their customers.
To leverage the small company’s technology to make one of their products better.
For example, Google paid 25 million dollars for DocVerse due to the fact that DV
built a better way to share documents.
What is cross media ownership?
When a company own more then one media company, like video games and
television.
‘Kerrang!’ is a British magazine company owned by Bauer Media Group. In the
year 2000 they produced a digital radio station and then a year later they created
‘Kerrang! TV’
Magazine Titles, Radio Stations and also shares ownership of a number of music
TV channels.
What is diversification?
Diversification is when a major company spread their ownership of other, different
products that may be related or unrelated, similar to Conglomerates. An example of this
would be Virgin, media, radio, records, and cola.
What is horizontal integration?
Structures:
Horizontal Integration,
Warner Bros. Pictures – WB Records – Dc Comics – WB Games
Organisations that own more then one company at the same level of production,
Advantages – Increased profit
Increase in market shares
Greater public influence
Companies work with one another
Disadvantages – Reduced choice of audience
Reduced competition in the market
The creation of monopolies and oligopolies
Reduced Media plurality
What is vertical integration?
5. BTEC ExtendedDiplomainCreative MediaProduction
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Vertical Integrationiswhen the bigcompanyhasdivisionswithinthe companythatdodifferent
thingsinthe productionline. (/Pretendthatthisisgoingdownnotsideways)
WB. Pictures – WB Video – WB Cinemas
Production - Distribution – Exhibition
What are some of the advantages of these different ways of structuring a
company?
Advantages
- Complete Control over all the production of their products.
- Great synergies between owned companies.
- Massive profits.
Disadvantages
- Can have too much economic and political influence.
- Reduced choice of audiences.
- Reduced competition for the market.
- Reduces the diversity.
Use the following table to show how the Disney Company is structured.
Production Walt Disney Pixar Marvel
Distribution Walt Disney Home
Entertainment Buena Vista Marvel Television
Screening Walt Disney Motion
Pictures
Hollywood Pictures Marvel Entertainment
What different ways can ownership be shared out?
Shareholders can choose to whether or not to invest into a company.
Companies can own parts of other companies.
Limited ownership rules apply in the UK to control how much of the media people
can control.
For example EA own 20% of Ubisoft.
What is a merger? Why would companies merge together?
6. 6 TYPE THE DOCUMENT TITLE
A merger can happen when two companies want to combine their companies to
either increase profits or to cut costs.
For example Walt Disney merged with Marvel studios, this happened in 2009 for
$4.3 million.
What is a takeover? Why do companies take each other over?
When a bigger company takes over a smaller company.
They can produce the same benefits as a merger but it is not always a mutual
decision.
Taking on their employees and maybe even some unpaid bills.
What is cross media regulation?
This is created to control who can own what across a variety of different media.
There are many restrictions on newspapers groups and their ability to own a
radio stations and TV licenses.
If a national newspaper owns more then %20 of market shares then they are not
allowed to run a radio station.
This is known as the 20/20 rule.
While these restrictions have been changed over the years with a trend towards
deregulation, there are still restrictions in place.
Channel 4 may not hold any channel 3 regional licenses.
Control of the media means control of public opinion.
Should we have restrictions on the amount of media outlets people can
own?
The rule about market shares is that a company can only own 20% of all media
coverage in the UK, they are not allowed to own more then this amount.
This can have its advantages and disadvantages.
The main advantage of this law is that one company can not rule over all market
shares, with this power the company would be able to influence the opinions of
the public either politically or socially.
A main disadvantage is that the company would not generate the most profit out
of this 20% share, if they owned more then that would mean more revenue.
7. BTEC ExtendedDiplomainCreative MediaProduction
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You should select an organisation to work with to help you answer the following
questions. It can be in any media sector. Researching your company in detail will
help you produce stronger answers. Activision
What income streams does your chosen company have?
Activision is one of the world’s largest third party game publishers. In 2008
Activision merged with Vivendi Games to create Activision Blizzard. They have
published multi-million dollar games like Call of Duty and World of Warcraft; this
is their main income to produce profit for the company. To produce these games
they own lesser companies, like Treyarch, Infinity Ward and Sledgehammer
Games to create the Call of Duty games each year on a rotation basis. These
types of games produce lots of revenue for the smaller company and Activision
Blizzard. Activations Net worth is around $5.8 billion, which is £4 billion.
What is product diversity? How diverse is your company’s product range?
(Be specific here. Talk us through what they make.)
Activision Blizzard is a major conglomerate and produce massive games to a
range of different demographics. The studios that they own are;
Beenox – Skylanders
Blizzard Entertainment – Diablo
Demonware – Crash Bandicoot
Infinity Ward – Call of Duty Modern Warfare
Sledgehammer Games - Call of Duty Black Ops
Treyarch - Call of Duty Advanced Warfare
Major League Gaming – Professional Gaming
These different studios create different games to appeal to a larger market to earn more
money.
What advantages does this give your company in the market place?
This gives Activision Blizzard the opportunity to appeal to a wide range of gamers
who like a verity of different genres. It also means that they have more
knowledge of that type of audience so they can learn and refine their games to
tend the needs of their audience.
Finally, it means more profit for the company as they have more products to
purchase, this also makes them better known in other markets and have more
rivals.
Why is the profitability of a product range so important to a company?
8. 8 TYPE THE DOCUMENT TITLE
This is when a company has not so much success on one product but another is
very profitable and is really successful. For example, Activision created a
massive franchise, Call of Duty, which brings in millions and millions of pounds
each year and they expect it to be a success. Whereas Tetris Worlds, is a game
that was produced on a much lower budget then Call of Duty and in reality made
a lot less then its successor. Activision knew this would happen as they intended
for Tetris Worlds not to make much profit.
What advantages or disadvantages are there in making big budget,
mainstream products?
Activision produce Call of Duty, which is probably one of the biggest game
franchisees ever made in the gaming world. This really benefits Activision due to
the fact that it brings in millions and millions of pounds so they can use that profit
to create other games and the next Call of Duty.
What are some of the objectives of your chosen company?
Activation Blizzard has eight main objects these include:
Gameplay First – which means that they focus on making the best game possible
to their best standard of work.
Commit To Quality – They call this ‘Blizzard Polish’, which refers to their
outstanding work that they put into each game that they produce.
Play Nice; Play Fair – Lasting impressions are everything, they strive to make
sure that each interaction with the audience is of a high level of respect, including
players, colleagues and business partners.
Embrace Your Inner Geek – Everyone at Activision is a geek, their unique
enthusiasm helps to shape the fun, creative culture.
Every Voice Matters
Think Globally
Lead Responsibility
Learn & Grow
What are the advantages/disadvantages of taking part in a media
franchise?
A franchise is a product that is authorised by the company so that other
companies can use that product on their products to make a profit, the bigger
company then gets 5% of that profit of that product that has their franchise on.
For example, Activision have released Call of Duty as a franchise so that other
companies can make products with the branding of Call of Duty, Activision then
make 5% of those products profits.
The disadvantages are that the companies will have to many people deciding on
different ideas so there will be a clash of ideas and personalities.
What, if any, products do your company license?
9. BTEC ExtendedDiplomainCreative MediaProduction
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Activision Blizzard, have many franchises;
Call of Duty
World of Warcraft
Skylanders
Who is in competition with your company? How successful is your
company in comparison?
Activision’s biggest competitors are Nintendo, Ubisoft, Electronic Arts, Sony and
Microsoft. These are just some of the biggest game publishers in the world,
Nintendo being the biggest as it was one of the first and it was the reason that the
games console is so big today.
Nintendo make some great games and consoles, like the DS and Wii. Some of
the biggest games that Nintendo have created are Mario games, Pokémon and
The Legend of Zelda, these games have made Nintendo one of the richest game
companies in the world.
Even though Nintendo are a massive company, I would have to say that
Activision’s main competitor is Ubisoft as they create similar titles like, Far Cry
and the Assassin’s Creed franchise, which is also one of the biggest and well-
known franchises in the world.
Who are your customers?
Activision’s main customers are gamers (obviously) as these are the most likely
people to purchase their well-known titles and their not so known titles like the
Tony Hawk games.
Another one of their main customers is people with smartphones and tablets as
they can download apps made by Activision. They have recently purchased one
of the biggest app games out there, Candy Crush; this has brought in a lot of
customers and profit for the company.
Which global media trends are affecting your company right now?
Recently Activision bought Candy Crush in the mobile games industry, this is a
massively growing market because smartphones are getting more and more
common by the day. If they can dominate this market, then they will own the
gaming industry as most of their customers will be mobile gamers. Mobile gaming
is already catching up with console and even PC gaming specs and graphics, it
will be on an equal level with consoles by the year 2018, says some scientist.