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Marvel Pres.

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by

Anokhi Khamar

on 29 October 2013

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Transcript of Marvel Pres.

Current Situation
Marvel bankrupt in late 90's
bought by Toy Biz Inc. (1998)
impressive recovery around 2003
a limited set of blockbuster characters to thank for
History
SUMMARY OF
THE SITUATION

Comics: the core business
Toys: a highly competitive market
Movies: the best form of advertising
Other Licensing: virtually limitless
Turnaround Years
THE BIG IDEA
Primary Objective
Increase current market share
Sustain innovation in content creation
Shift focus to lesser-known characters with market potential
Decision Criteria
sustainable in the long run
Cost effective
Feasibility
Focus On Content Creation
Option to invest in capital intensive activities
Focus on expertise in content creation and innovation
Concentrate on higher revenue generating divisions (i.e. comics, toys)
Establish more favourable licensing agreements
Divert resources toward developing franchises of lesser-known properties
LUKE CAGE
CAPTAIN AMERICA
AVENGERS
FANTASTIC FOUR
THOR
HOW IT WORKS
Innovation Is Key
focus on lesser-known characters
sustainability for long run
thirst for entertainment driving force for economy
potential for generating substantial revenue in the long run
understanding target market
Action Plan
Comic book market
release through all channels available
Incorporate QR Code, social media
Release Webisodes as part of marketing campain
Create & release new movie
Release a variety of merchandise
License Characters
Products "reinforced with each other"
Heighten awareness
Increase commitment
Retain a level of control
Consistent brand image
Utilize expertise and core competency
Loyal to existing customers, easy new customer entry
Strategic Objective
Objective:
increase market share
Position company as premier creator of entertainment characters
Strategy:
Focus on developing lesser-known characters
REINFORCING KEY BENEFITS
FINANCIAL ANALYSIS
CONCLUDING REMARKS...
Should not take on more capital intensive activities
Focus on core competency
Focus on toys (43% of net sales) and licensing (41% of net sales)
90% of net toy sales from action figures
50% of net licensing fees from apparel, accessories, toys
Innovation is key (content creation)
wider stream of revenues with more popular superheroes (vs. few known superheroes)
"Lesser-known" characters already existent among comic-book community -> cost effective
Quality content vs. integrating value chain (longer term objective)
Full transcript