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Strategic Management

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Alexandra Cook

on 25 May 2010

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Transcript of Strategic Management

1980’s book collectors brought a new wave to stores dedicated to selling comic books
1986 sold to Newe World Entertainment for $46 million
1988 sold for $82.5 million to Ron Perelman and formed Marvel Entertainment Group
1991 (June)- first IPO
1993- deal with Toy Biz for use of Marvel’s characters (licensing)
1996- Marvel Filed for bankruptcy (plummeting sales and mounting debt)
1998 failed attempts of reorganization, merged and come a wholly-owned subsidiary of Toy Biz.
Toy Biz became known as Marvel Enterprises Inc.
Marvel entered a joint venture with Sony Pictures to develop the Spider-Man movie Franchise
2005 changed named to Marvel Entertainment Inc.
2006 signed toy licensing agreement with Hasbro
2007 made comic book archives available online through it’s Digital Comics Division

Started in the 1930’s as Timely Comics by Martin Goodman
DC comics biggest rival (Superman and Batman)
1939 created Marvel Comics (Human Torch and Namor the Sub-Mariner)
Selling at $.10 as issue (Big during the depression, gave affordable distraction)
1950’s Comic book industry slowed from the popularization of TV and newly created censorships board, Comics Code
1960’s superheroes appealed to the baby boomers generation
1965- 1970: Stan Lee created Spider-Man, followed by Fantastic Four, Incredible Hulk, the Avengers, and X-man. Changed the publishing name to Marvel Comic Group and began merchandising products and first superhero show
End of the 70s comics came to an all time low
1980's: History: Strategic Management Marvel Entertainment Inc. Morgan Berger
Alex Cook
Jillian Galli Demostrate that we understand their business model Demostrate that we understand their Business Strategy to Liscence characters to movie productions
What's happened? Tranditional publisher and toy maker New media and Entertainment Company transitioned new venture Current Structure Publishing Started publishing in 1939, over 5,000 characters
Responsible for creating and publishing comics, trade paperbacks, custom/digital comics
Advertising and Subscription revenues Licensing Film Production Licenses Characters for:
-products and media
-promotional uses
-brand management for all characters
Concentrating on maintaining fewer and stronger relationships with licensees
Focused on increasing control of character development and launches
Strategic Plan
Expansion of the"Ripple Effect" "Ripple Effect" Creation of Films Increase of awareness Increases sales of licensed
merchandise SWOT Analysis Strengths Market leader in comic book publisher industry
Oldest and most recognizable collections in the entertainment industry
Weaknesses Threats Opportunities To Improve Publishing Profits:
Expand distribution channels, (kindles, I-Tunes)
Expand Target Audience to adults, make online website with adult content
Allotting more space in comic books and website to Advertising
Promote Online Subscriptions Prior Structure Strategic partnership with Hasbro (early termination of agreement with Toy Biz) in 2006
Partnered with numerous companies: Sega, Leapfrog, Hallmark, General Mills, 7-11, Johnson & Johnson, Reebok, Crocs, Fruit of the loom. Flat fee for characters and per unit fees.
Broke out into luxury, beyond Wal-mart and Target to Pottery Barn Kids, Nordstrom, Fred Segal, and H&M Partnerships Earnings Per Share Dependence on single distributor for publications
legal issues
unlocked value of characters (5,000)
stronger international presence
online presence
Changing customer preference
uncertainties in the film production business
New market leader competition
Negative media criticism
1930-1970's: 1980- 2000's: The Primary Challenge:

What should management do to ensure their future success? Our Recommendations: Create/Unveil character value
Further online capabilities and opportunities without imitating direct competition
Further expansions of distribution agreement
Forward integration
Update/Review strategic plans
Constant evaluation and control
Our Recommendations: Thank you! Questions?

i. Overview
Major Transition
Corporate Structure
ii.. Primary Challenge
iii. Analysis of the segments
iv. SWOT analysis
v. Recommendations
Full transcript