Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

PIXAR

MGMT 405
by

Katie Keating

on 6 December 2012

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of PIXAR

"To infinity and beyond" PIXAR Disruptive Innovation Mission Statement:
Vision and Objectives "Pixar's objective is to combine proprietary technological and world-class creative talent to develop computer-animated feature films with memorable character and heartwarming stories that appeal to audiences of all ages." (Pixar, 2011) Strategic Management Strategies Differentiation
Quality over Quantity
Collaborative Management Style Identifying the Problem THE END
"The Intersection" Entrepreneurial Orientation: Social Entrepreneurship Generic strategies

Differentiation within Competition
Unique combination of compelling story-telling and innovative animation ---> Hard To Duplicate

Mass Market Exposure
Apple products/services used as a vehicle (Iphone, Ipod, tablets, Itunes) ---> Competitive Advantage Business-Level Strategy Primary Activities
Marketing and sales
Strategy determined and directed
Target market - Kids and adults
Evoke emotional responses
Operations
Entrepreneurial corporate structure
Ability to make mistakes
Acceptance of trial and error Value Chain Activities Support Activities
MGMT- John Lasseter
Granted "greenlighting" with Disney and Pixar
Facilitates directors with autonomy over projects
Human Resources
Nation's top recruits
Artists, digital image programmers, writers, ect.
Pixar University
Randy Nelson, director; " The heart of our model is giving people opportunities to fail together and recover from mistakes together."
Technology Development
Proprietary Software Value Chain Activities Tangible Resources
Pixar University
Cream of the crop employees
API technology
Exclusive copyrights and licensing Renderman software
Intangible Resources
Prestigious brand Identity
Innovation
Human Capital
New brand of sophisticated employees Internal Analysis Bargaining Power of Customers
Standardized ticket prices make alternatives easily accessible
Bargaining Power of Suppliers
Pixar is its own supplier
Very important to quality
Threat of new entrants
High product differentiation within industry
High Capital Requirement
Threat of Substitutes
Technology rapidly evolving
Movie performance can alter ticket sales
Rivalry
Strong brand identity
High industry growth A Closer Look... Pixar has enjoyed almost unparalleled success both critically and financially, it is no wonder it enjoys almost complete artistic freedom. They answer to no one but themselves, and this is when filmmakers like Lucas ran into problems. When you no longer have to answer to anyone, because of earlier success, the problems you have can be glossed over as you lose self-awareness. Pixar's Major Problem Disney purchases Pixar as wholly owned subsidiary $7.4 B Strengths
Highly differentiated product
Software: Renderman
Publically traded company
Continuous influx of creativity
Pixar University
Valuable talented staff
Partnership with Disney
Threats
Increases success of competitors
Technology easier to access
Innovation advances within rival companies
Opportunities
Develop marketing teams to keep up with rapid innovation
Creating new distribution channels
Sequels External Environmental Factors Strategic Management Strategy Broke existing product and business models in entertainment and technology industries.
Introduced high-quality computer generated animated movies
Combined content, art and technology
Committed to quality
5 year production cycle
Leveraging of distributed knowledge creation capabilities Disruptive Innovation: Steve Job's Vision "Pixar's objective is to combine proprietary technological and world-class creative talent to develop computer-animated feature films with memorable character and heartwarming stories that appeal to audiences of all ages." (Pixar, 2011) Vision and Objectives Steve Jobs Envisions an Opportunity Recommendations -strong centralized leadership <Ed Catmull>
-vision, unified under one goal
-high tolerance for eccentric, creative employees

-feedback loop
-honesty, peer review Strategic Leadership






Pixar's Competition:
Jim Henson and Dreamworks Pixar’s environment is set apart from others as they employ a "Connection Culture" which involves everyone involved with the film production crew. Each member has a voice as to how to make the picture better as well as a sit down meeting afterwards on how to make future movies even more successful. Competitive Advantage Disney and Pixar Merger Pixar Team
MGMT 405
Nicole Scribner
Katie Keating
Zach Sensenbach
Jamie Kelm
Oscar London
Michael Pixar Case Steve Jobs Envisions an Opportunity External Environmental Factors Threats
Increased success of competitors
Technology easily accessible Opportunities
New distribution channels
Develop Existing Marketing teams
New talent and collaboration of Ideas Internal Analysis Highly Differentiated Process
Quality via Creativity and Innovation
Excellent use of Human Capital
Software Rights: Renderman
Brand Recognition Weaknesses Team 11 Value Chain Analysis Sequels: "Quantity over Quality"
Very High Quality Expectation
Long production Times
Capital intensive projects Strengths Primary Activities Support Activities
- Open and creative atmosphere fosters creativity and the exchange of Ideas
- Pixar University: Common ground makes collaboration easier
- Culture is focused on maximizing Human Capital Marketing & Sales Technological Development General Administration Operations - Merger with Disney: already a powerhouse of branding
- High brand recognition - Renderman proprietary software
- Industry leader in CGI - High Degree of Autonomy - High degree of feedback Disney and Pixar Merger:
Disney purchases Pixar as wholly owned subsidiary $7.4 B Identifying the Problem Tangible Resources Pixar University
Exclusive copyrights and licences Intangible Resources Prestigious brand identity
Innovation
Human Capital Strategic Leadership -strong centralized leadership <Ed Catmull>
-vision, unified under one goal
-high tolerance for eccentric, creative employees

-feedback loop
-honesty, peer review Generic strategies

Differentiation within Competition
Unique combination of compelling story-telling and innovative animation ---> Hard To Duplicate

Mass Market Exposure
Apple products/services used as a vehicle (Iphone, Ipod, tablets, Itunes) ---> Competitive Advantage Business-Level Strategy
"The Intersection" Entrepreneurial Orientation: Social Entrepreneurship Recommendations THE END Hub employees from all departments must pass through
central location at Pixar location
Daily exchange of new and fresh ideas from all depts






Pixar's Competition:
Jim Henson and Dreamworks "Connection Culture" which involves everyone involved with the film production crew. Each member has a voice as to how to make the picture better as well as a sit down meeting afterwards on how to make future movies even more successful. Competitive Advantage
Full transcript