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The document discusses Pixar and its relationship with Disney over time. It notes that Pixar was originally a graphics group at Lucasfilm and later became an independent computer hardware company. Pixar then transitioned to focus on animation and signed agreements with Disney to distribute its films. As Pixar's success grew with hits like Toy Story, some sections argue Disney should acquire Pixar to gain its animation skills and talent. Other sections argue Disney should maintain a strategic alliance instead of an acquisition due to risks of overpaying, cultural clashes between the companies, and integration difficulties.
픽사템플릿 거의마지막
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- 13. Walt Disney The largestmedia conglomerate in terms of revenue Leader in the American animation industry Operates as five primary units and segments Walt Disney Company Walt Disney Studios Parks & Resorts Consumer Products Media Networks Interactive Walt Disney Studios Motion Pictures Walt Disney Studios Home Entertainment Walt Disney Animation Studios Pixar Animation Studios Distribution Company Animation Studio
- 14. Pixar Originally graphic groupof Lucas film Steve Jobs bought Pixar and technical rights Used to be high-end computer hardware co. Short animations were made to show off device’s capabilities Luxo Jr.(1986), TinToy(1988), Geri’s Game(1998)
- 15. Disney & Pixar 19913-movie Feature Film Agreement 1997 10year 5-movie Co-production agreement Monster’s inc. Finding Nemo, The Incredibles, Cars, Ratatouille Toy Story, A Bug’s Life, Toy Story 2 1986 Developed CAPS(ComputerAnimatedProductionSystem) The Rescuers Down under, The Lion King etc.
- 16. “Pixar should notgo ALONE” <Internal New Ventures> Strategy
- 17. “Pixar should notgo ALONE” PRODUCTION COMPANY DISTRIBUTION COMPANY AND
- 18. “Pixar should notgo ALONE” Inherent Limitation as a Hardware Producing Company
- 19. “Pixar should notgo ALONE” “Pixar Image Computer” “Luxo Jr.”
- 20. “Pixar should notgo ALONE” Corporation Culture and Human Resource Policies
- 21. “Pixar should notgo ALONE”
- 22. “Pixar should notgo ALONE” Small Number of Employees Creative, Participating Working Environment
- 23. “Pixar should notgo ALONE” Advertisements Using Numerous Channels Social Network Services
- 24. “Pixar should notgo ALONE” Limitation Regarding Pixar Target Consumers
- 25. “Pixar should notgo ALONE” Brand Reputation? For KIDS?
- 26. “Pixar should notgo ALONE” Value Rarity Inimitability Substitution Pixar Animation O O O X?
- 27. “Pixar should notgo ALONE” Pixar as a Film Making Company
- 28. “Pixar should notgo ALONE” After Pixar released its animation ‘Toy story’, IPO followed which makes them gather more capitals.
- 29. “Pixar should notgo ALONE” 5% 0% 95% 0% Revenues in 2004 Software Animation Services Film Patent Licensing
- 30. 0 50 100 150 200 250 300 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 $millions Revenues in Pixar Software Animation Services Film PatentLicensing “Pixar should not go ALONE”
- 31. 0 100 200 300 400 500 600 $millions Animated FilmPerformance U.S.box International Box “Pixar should not go ALONE”
- 32. Inbound Logistics Operations Outbound Logistics Marketing &Sales Service Firm Infrastructure Human ResourceManagement Technology Development Procurement Support Activitie s Primary Activities “Pixar should not go ALONE”
- 33. Industry Growth Rate Relative Market Share High Low Low High Parks& Resorts Fil m Question Marks Stars Cash CowsDogs Consume r Products “Pixar should not go ALONE”
- 34. “No Disney? HowAbout……”
- 35. 66% 18% 8% 3% 5% CJ CGV revenues(2013) Ticket sales pop-corn sales Advertisement sales Equipment sales “No Disney? How About……”
- 36. 35% 21% 41% 3% Warner Bros Revenue(2011) Subscription Advertising Content Other “No Disney? How About……”
- 37. 28% 15% 28% 27% 2% 21 Century Fox,Inc. Revenue (2011) Affiliate Subscription Advertising Content Other “No Disney? How About……”
- 38. 78% 12% 8% 2% DreamWorks Animation SKGInc. Revenues(2013) Feature Films Television Series and Specials Consumer Products All Other “No Disney? How About……”
- 39. 66% 18% 8% 3% 5% CJ CGVrevenues (2013) Ticket sales pop-corn sales Advertisement sales Equipment sales etc 35% 21% 41% 3% Warner Bros Revenue (2011) Subscription Advertising Content Other 78% 12% 8% 2% DreamWorks Animation SKG Inc. Revenues(2013) Feature Films Television Series and Specials Consumer Products All Other 28% 15% 28% 27% 2% 21 Century Fox, Inc. Revenue (2011) Affiliate Subscription Advertising Content Other “No Disney? How About……”
- 40. “Disney should AQUIREPixar” <Acquisition> Strategy
- 41. “Disney should AQUIREPixar Mutual Supplementation
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- 43. Strengths Weakness •Loyal customers •Effectivecommunication •Market share leadership in 3D animation filed •10 years of proprietary software system •High value of employees(most of them held PhD) •Long Development Time Needed for Movies •Poor supply chain •No distribution channel Opportunity Threats •Inter national movie audience is growing •3D animation was rapidly supplanting hand-drawn animation. •One product failure could be serious set back •Other animated studios could threaten Pixar •Digital piracy could decrease sales of Pixar movies “Disney should AQUIRE Pixar
- 44. Strengths Weakness •Lot ofmovie Industry knowhow and experience. •Many distribution channel •Good supply chain •Loyal customers •Lack of CG skills •Strict company culture Opportunity Threats •International movie audience is growing •Other animated studios could threaten Disney •Digital piracy could decrease sales of Disney movies •3D animation was rapidly supplanting hand-drawn animation. “Disney should AQUIRE Pixar
- 45. Market share leadershipin 3D animation filed (1995) “Disney should AQUIRE Pixar
- 46. Distribution channel ofDisney “Disney should AQUIRE Pixar
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- 48. “Disney should AQUIREPixar Already too late for catch up in 3D animation field
- 49. New rivals appeared atthe beginning of 21th In CG animation. • 20th century FOX •“Ice age” • 2002 • Box-office profit: $383,237,136 (in US-176,387,405 Worldwide-206,869,731) “Disney should AQUIRE Pixar
- 50. Rivalry among competitorsat the beginning of 21th. • Katzenberg’s studio Dreamworks •“Shrek” • 2001 • Box-office profit : $484,409,218 (in US-267,665,011 Worldwide- 6,744,207) “Disney should AQUIRE Pixar
- 51. The failure of2D film • Walt Disney •“Lilo & Stich” • 2002.06.21 • Box-office profit : $273,144,151 (in US-145,794,338 Worldwide-127,349,813 “Disney should AQUIRE Pixar
- 52. The Pixar’s movieat the beginning of 21th. • Pixar •“Monsters, INC” • 2001.11.02 • Box office profit : $525,366,597 (in Us-255,873, Worldwide-269,493,347) “Disney should AQUIRE Pixar
- 53. The Gap isgrowing bigger and bigger! (2004) Box-Office Profit : $103.9mill Box-Office Profit : $631.4 mil Box-Office Profit : $918.5 mil “Disney should AQUIRE Pixar
- 54. “Disney should AQUIREPixar Threat of Possible New Alliances Among Competitors
- 55. • Strategic alliancehas ended between us and Pixar. a New alliance can be a threat of us. Walt Disney Pixar DreamWorks 20th Fox Centuries “Disney should AQUIRE Pixar
- 56. “Disney should AQUIREPixar Unlimited Potential of Pixar
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- 58. “Disney should NOTAQUIRE Pixar <Strategic Alliance> Strategy
- 59. “Disney should NOTAQUIRE Pixar Overestimated Value of Pixar Generating Too Much Cost
- 60. 5.9 billion 7.4 billion “Disney should NOTAQUIRE Pixar
- 61. “Disney should NOTAQUIRE Pixar
- 62. “Disney should NOTAQUIRE Pixar Integration Difficulties Resulting in Cultural Clash and High Turnover
- 63. Top down Big bureaucracy Hierarchicalstructure Bottom up Small number of employees Horizontal structure “Disney should NOT AQUIRE Pixar
- 64. “Disney should NOTAQUIRE Pixar
- 65. “Disney should NOTAQUIRE Pixar