BUSINESS 478 Section D200 CASE SYNOPSYS FOR: DREAMWORK ANIMATION SKG Group F: Scott Langton Yikai Yao Schumann Xia Amanda Nadeau Xiao Meng Liu Date of Submission: March 18, 2015 INTRODUCTION DreamWorks Animation SKG is an industry leader in developing animated feature films for families in the United States and around the world. The studio derives most of its revenue from its animated movies, but DreamWorks Animation also develops television programming, video games, merchandise, and live events based on its rich library of characters. Not to be confused with DreamWorks, DreamWorks Animation SKG is a separate company from the former, after being spun-off and later becoming publically traded in 2004. DreamWorks Animation’s notable properties include Shrek, Kung Fu Panda, Madagascar, and How to Train Your Dragon. DreamWorks Animation is an American company, and is currently headquartered in Glendale, California. DreamWorks was founded in 1994 by David Geffen, Steven Spielberg and Jeffrey Katzenberg. In 2000, DreamWorks created DreamWorks Animation, a division tasked with creating animated feature films. In 2004, DreamWorks Animation (DWA) became a separate and public company headed by Jeffery Katzenberg while Geffen and Spielberg remained at DreamWorks. From 2006 to 2012 Paramount Pictures distributed films by DWA. Beginning in 2013, 20th Century Fox has the exclusive rights to distribute all of DWA’s films for the next five years (DreamWorks Animation, 2015). ENVIRONMENT General Environment: The film industry has been prosperous during the last ten years. In terms of market performance, the S&P Movies & Entertainment Index has increased from 100 points in 2008 to above 400 points in 2015. Looking ahead, there are many factors currently reshaping the industry, which DreamWorks Animation may be impacted by if they do not plan accordingly. The first noticeable change is the booming Chinese market. According to the 2014 Global and China Animation Industry Report, ‘the Chinese animation film market has shown a rising trend in both quantity and price since 2011. In 2013, there were a total of 33 animated films released in 1 Chinese mainland theatres, including 24 homemade and 9 imported, generating total box office of about RMB1.64 billion, up 13.34% year on year’ (PRnewswire, 2014). A second significant change is the advancement of animation technology. As a result of advanced Computer Graphic (CG) animation software, new entrants can compete without many technical barriers. The size of animation studios can be small and less capital intensive because of these advancements. Technological advancements have changed not only how animated films are created, but have significantly altered consumer behavior. People are increasingly watching movies online through their computer or mobile devices rather than renting or purchasing physical copies. According to DreamWorks Animation’s 2013 annual report, there has been a large decline in both the number of DVD units sold in the last ten years and their profitability. This is problematic since renting and selling DVDs were once a sizable part of DreamWorks Animation’s revenue. Industry environment: The major competitors in the animated film industry are Disney/Pixar, Sony Entertainment, Illumination Studios, Blue Sky Studios, Toei Animation, Sotsu, and Studio Ghibli. The industry of animated family entertainment is significantly different from other production industries because of its distinctive business model, as discussed below. Most major companies in this industry only make a few films each year. The success of these films can increase the performance of its related products such as DVD sales, video game sales and the success of their sequels. As discussed previously, the majority of DWA’s revenue is derived from these animated films, which typically generate the majority of their revenues within the first month of release. To maximize box office performance, animation studios need to create films that align with consumer preferences, which can be difficult since an animated film takes two to three years to make and consumer behavior is constantly changing. Studios also have to maximize their consumerbase by making their content available on a wide variety of distribution channels. They also need to 2 avoid direct competition with other animated films and anticipated releases. For example, DWA’s B.O.O.: Bureau of Otherworldly Operations was set to release in Summer 2015, but was pushed back to 2016 due to scheduling conflicts with Marvel’s Avengers: Age of Ultron and Antman. The bargaining power of customers is high. The threat from substitutes and rivalries are considered moderate because major competitors avoid competing directly with films developed by other studios. However, if their film debuts at a similar date, they have to compete intensively in order to gain higher sales in a short period of time. CURRENT SITUATION Recently, DreamWorks Animation has been pursuing massive growth and expansion initiatives in an attempt to diversify its revenue streams. Within the last two years, they have launched a TV Channel, a YouTube channel, a publishing division, and entered into a multi-year content contract with Netflix. However, they have reduced the number of films being produced per year with a projection of only one being made in 2015, down from the minimum of two in the past. DWA has also acquired the intellectual property for multiple franchises to expand its brand. Outside of the entertainment industry, DWA has expanded into real life interactive opportunities with the ‘DreamWorks Experience’ package, available on cruise ships and resorts throughout the US, where people have the opportunity to meet characters in different settings and see shows (DreamWorks Animation, 2015). DWA is currently pursuing a more focused strategy, as can be seen by their most recent activity. Within the past year, they downsized their workforce by 20% and made changes to top management. One of the biggest adjustments is the selling of their head office to SunTrust Equity Funding. They have entered into a rental agreement with SunTrust to continue using the space, using it as a reminder to themselves that they need to refocus and utilize more cost effective strategies. DWA has an ongoing partnership with Hewlett-Packard, which provides them with workstations, servers, and current technology that permits global communication. In 2012, a joint venture was 3 formed with a Chinese investment company to create DreamWorks Oriental, enabling them to create content specifically for the emerging Asian markets (DreamWorks Animation, 2015). According to financial estimations, with the recent downsizing of DWA they are on track to save $30 million in 2015. Revenues during 2014 were $232 million, which was a 14.7% increase from the previous year. However, the total net loss for 2014 was $263 million. Share value dropped by one third in value, and the current ROE is -23.2%. (DreamWorks Animation, 2015) CURRENT STRATEGY Business Level Strategy: Cost Leadership Strategy The animation production process entails substantial investment and ongoing expenses. DreamWorks Animation downsized its workforce by 20% to develop two animated films per year. Moreover, DreamWorks Animation optimizes its animation creation software, Apollo Platform, to create a cost-efficient process for its animation production (Kaplan, 2014). Therefore, DreamWorks Animation is using a Cost Leadership Strategy. Corporate level strategy: Moderate Level of diversification – Related Liked DreamWorks Animation revenues are derived from the global distribution of its feature films in the theater and home-video markets. DWA’s 2013 annual report indicates that 70% of total revenue was generated from feature films, 15% from Television Series and Specials, 9.5% from consumer products, and 4.7% from others. Therefore, DreamWorks Animation is using a Dominant Business Diversification Strategy where the dominant business is distributing feature films globally. International level strategy: Global Strategy Currently, DreamWorks Animation distributes its films into the global market through licensing or partnering with local film distributors. Statistics show that DreamWorks Animation receives 59% of revenue from distributing feature films into the global market (DreamWorks, 2013). Distributing films into the global market provides more opportunity for DreamWorks Animation to 4 increase market size and achieve a larger economy of scale. Cooperative strategies: Joint venture and strategy alliance In 2013, DreamWorks Animation entered into a joint venture with three Chinese partners: China Media Capital (Shanghai) Center L.P., Shanghai Media Group, and Shanghai Alliance Investment Co., Ltd. (DreamWork, 2013). The Joint ventures strategy creates opportunity for DreamWorks Animation to explore the Chinese market. Moreover, DreamWorks Animation cooperates with various distribution companies to distribute their feature films in the different regions of the world. Furthermore, DreamWorks Animation currently has strategic alliances with McDonald’s, Hewlett-Packard, and Intel. The relationship provides a better opportunity to build brand awareness and increase customer loyalty. MAIN STRATEGIC CHALLENGES Create Exploitable Intellectual Property As with other entertainment businesses, film studios are dependent on “hit” products to remain competitive. Studios seek to create franchises from these successful movies by producing sequels, merchandise, television shows, and live events. DreamWorks Animation, however, are lacking these exploitable properties. Out of their last six feature films, four did not make a profit. Currently, the majority of DreamWorks’ licensing revenue comes from one Intellectual Property (IP): How to Train Your Dragon (DreamWorks Animation, 2015). Each of DreamWorks’ four business units (feature films, television, consumer products, and live entertainment) are dependent on monetizing DreamWorks’ proprietary IP. The company is relying on the 2016 release of Trolls to become a franchise, allowing DreamWorks to regain momentum. However, if DreamWorks Animation continues producing underwhelming films, the health across all of their business units may be in jeopardy. Restructure its Business while remaining competitive After reporting a disappointing fourth quarter in January 2015, in which DreamWorks lost $263 million, the company announced that it was restructuring its operations. In an effort to increase liquidity, 5 DreamWorks Animation sold its headquarters for $185 million and entered into a leasing arrangement for the property. The company reduced its total workforce by 18% and announced that it will produce two feature films per year, instead of three. The firm also closed its Northern California studio, which developed Mr. Peabody and Sherman, and The Penguins of Madagascar, which both underperformed at the box office (DreamWorks Animation, 2015). As a result of this restructuring, DreamWorks Animation has only one film set for release in 2015, Home, which releases on March 27. A key strategic challenge for DreamWorks Animation is to produce quality, exploitable films despite these downsizing initiatives. Capture growth in international markets In 2014, 72 percent of Hollywood’s total revenue was made outside of the United States and Canada (Cunningham, 2015). The international box office, specifically in Asia, has become a vital component to a film’s success in recent years. China, for example, became the first international market to generate $4 billion in ticket sales, growing 34% year-over-year compared to 2013 (Cunningham, 2015). Studios are beginning to tailor their movies to the Asian market in an attempt to capture its large audience, as seen in Paramount’s Transformers: Age of Extinction and Disney’s Big Hero 6. A key strategic challenge for DreamWorks Animation is to capitalize on growing markets in Asia. In 2012, DreamWorks Animation partnered with three Chinese investment companies to establish DreamWorks Oriental, an entertainment company that will produce feature films specifically for the Chinese market (DreamWorks Animation, 2014). In addition, both DreamWorks Animation and DreamWorks Oriental are co-producing 2016’s Kung Fu Panda 3 in an attempt to bolster sales in the region (DreamWorks Animation, 2015). DWA needs to continue to explore opportunities in these Asian markets to fully capture the growth in the region. 6 REFERENCES BusinessWire (February 05, 2013) DreamWorks Studios Announces 10 Additional Strategic International Partnerships Through Its Agreement with Mister Smith Entertainment. Retrieved from: http://www.businesswire.com/news/home/20130205006659/en/DreamWorksStudios-Announces-10-Additional-Strategic-International#.VQicaBDF8sA Cunningham, T. (March 11, 2015). China Explosion Drove Record Global Box Office in 2014, MPAA Reports. Retrieved from http://www.thewrap.com/china-explosion-drove-recordglobal-box-office-in-2014-mpaa-reports/ DreamWorks Animation SKG. (February 26, 2014). 2013 Annual Report. Retrieved from http://ir.dreamworksanimation.com/investor-relations/financial-information/annualreports-and-proxy-statements/default.aspx DreamWorks Animation SKG. (March 2, 2015). Q4 Form 10-K. Retrieved from http://ir.dream worksanimation.com/investor-relations/financial-information/quarterly-results/default.aspx DreamWorks Animation SKG. (February 24, 2015) Q4 2014 DreamWorks Animation SKG Earnings Conference Call. Retrieved from http://ir.dreamworksanimation.com/investorrelations/events-and-presentations/default.aspx DreamWorks Animation SKG. (2015) Our History. Retrieved from http://www.dreamworksstudios.com/about/history DreamWorks Animation SKG. (February 24, 2015) DreamWorks Animation Reports Fourth Quarter and Year-End 2014 Financial Results. Retrieved from http://ir.dreamworks animation.com/investor-relations/investor-news/press-release-details/2015/DreamWorksAnimation-Reports-Fourth-Quarter-And-Year-End-2014-Financial-Results/default.aspx Global and China Animation Industry Report.( 2014). PRnewswire. Retrieved from http://www.prnews wire .com/news-releases/global-and-china-animation-industry-report-2014-300043953.html Kaplan, Ken (June 20, 2014) The Secret weapon DreamWorks Used to Make ‘How to Train Your Dragon 2’. Retrieved from: http://iq.intel.com/the-secret-weapon-dreamworksused-to-make-how-to-train-your-dragon-2/ 7
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