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• Case | HBS Case Collection | May 2018

  Jason Blum's Blumhouse Productions

  Anita Elberse

  In March 2017, Jason Blum, the founder and chief executive officer of film and television production company Blumhouse Productions, has another blockbuster on his hands with the movie Get Out, produced for just $4.5 million. Remarkable returns for its micro-budget films were nothing new for Blumhouse: in fact, in recent years, Blum and his team are responsible for more such outsized successes than any other producer, especially in the horror genre. The company’s approach to movie-making is quite different from that of the major studios: it is not afraid to bet on projects that other studios have passed on; it pays its key cast and crew members the minimum salary stipulated by industry unions and only pays out sizeable bonuses if a movie’s box-office reaches certain levels; it gives its directors a great deal of creative control; and it decides on a film’s release strategy only once the first cut is ready. Has Blum discovered a robust formula for success in the film business? And is his approach sustainable, even as other players in Hollywood might seek to copy Blumhouse’s strategy?

  Keywords: entertainment; media; film; movies; Creative Industries; product-portfolio management; entrepreneurship; innovation; Talent; general management; strategy; marketing; blockbusters; Film Entertainment; Innovation and Management; Talent and Talent Management; Competitive Strategy; Management Style; Marketing Strategy; Motion Pictures and Video Industry;

  Citation:

  Elberse, Anita. "Jason Blum's Blumhouse Productions." Harvard Business School Case 518-103, May 2018.  View Details

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• Case | HBS Case Collection | September 2017 (Revised November 2017)

  The ABN AMRO World Tennis Tournament

  Anita Elberse and Saskia Van Rheenen

  Should the ABN AMRO World Tennis Tournament gamble most of its player budget on superstar player Rafael Nadal, even after the event’s previous two editions saw Nadal and Roger Federer pull out at the last moment due to injury, leaving the tournament without any top-five players? That is the question that Richard Krajicek, former Wimbledon champion and current tournament director, is debating with Jolanda Jansen, the director of the venue that hosts the event. It is June 2017, and earlier in the day, Nadal won the French Open (“Roland Garros”) for a record tenth time. Krajicek’s plan for the upcoming edition was to focus his recruiting efforts on five exciting, mostly younger, players, and assemble a group of top-20 players around them—but after Nadal’s record-breaking performance, Krajicek is now considering pursuing the Spanish superstar for the 2018 tournament after all. What is the best course of action?

  Keywords: marketing; entertainment; media; Sports; superstar; Talent; strategy; negotiation; general management; Marketing; Sports; Media; Entertainment; Talent and Talent Management; Negotiation; Strategy; Sports Industry; Entertainment and Recreation Industry; Media and Broadcasting Industry;

  Citation:

  Elberse, Anita, and Saskia Van Rheenen. "The ABN AMRO World Tennis Tournament." Harvard Business School Case 518-041, September 2017. (Revised November 2017.)  View Details

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• Case | HBS Case Collection | October 2017

  LeBron James: Building a Hollywood Empire

  Anita Elberse

  It is June 2016. Superstar basketball player LeBron James and his childhood friend and business partner Maverick Carter are celebrating James’ third NBA championship. The duo will soon have to decide on a strategy for their media businesses—their film and television production company SpringHill Entertainment as well as their digital sports platform Uninterrupted. In 2015, Carter and James negotiated a first-of-its-kind, three-year agreement with Hollywood studio Warner Bros. Entertainment that gave SpringHill Entertainment a first-look movie deal, an exclusive television deal, significant development resources that also could be used for the creation of digital content, and space on the studio lot. Later that year, Warner Bros. signed on as a lead investor in Uninterrupted. Were Carter and James right to partner with Warner Bros. in this manner? And with renewal negotiations just around the corner, how could they make the most of the opportunity?

  Keywords: entertainment; marketing; film; motion picutres; digital strategy; superstar; innovation; Creative Industries; Talent; Sports; media; general management; celebrities; Marketing; Entertainment; Sports; Media; Film Entertainment; Innovation Strategy; Talent and Talent Management; Strategy; Sports Industry; Media and Broadcasting Industry; Entertainment and Recreation Industry; Motion Pictures and Video Industry;

  Citation:

  Elberse, Anita. "LeBron James: Building a Hollywood Empire." Harvard Business School Case 518-042, October 2017.  View Details

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