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  • April 2016 (Revised June 2019)
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The Walt Disney Studios

By: Anita Elberse
  • Format:Print
  • | Language:English
  • | Pages:30
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Abstract

In December 2015, Alan Horn, chairman of The Walt Disney Studios, celebrates the world premiere of Star Wars: The Force Awakens—only the latest in a string of big bets that he has overseen. Disney pursues a “tentpole strategy” that revolves around at least eight big-budget movies each year—most from its acquired labels Pixar, Marvel Studios, and Lucasfilm. In fact, Disney produces nearly twice as many tentpole movies as any other major Hollywood film studio, but fewer movies overall than all but one of its rivals. Box-office failures can be extremely costly, since Disney (unlike its rivals) chooses not to enlist the help of financing partners. Is Disney Studios pursuing the right number of tentpoles, as well as the right mix of new versus existing properties, under the right financing structure? And will the tentpole strategy pay off—in the short and long run?

Keywords

Entertainment; Movie Industry; Film; Creative Industries; Product Portfolio Management; Innovation; Branding; Talent; Blockbuster; Superstar; Film Entertainment; Media; Strategy; Talent and Talent Management; Creativity; Product Launch; Brands and Branding; Product Development; Marketing; Entertainment and Recreation Industry; Motion Pictures and Video Industry

Citation

Elberse, Anita. "The Walt Disney Studios." Harvard Business School Case 516-105, April 2016. (Revised June 2019.)
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About The Author

Anita Elberse

Marketing
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Related Work

    • February 2017
    • Faculty Research

    The Walt Disney Studios

    By: Anita Elberse
    • April 2016 (Revised June 2019)
    • Faculty Research

    The Walt Disney Studios

    By: Anita Elberse
Related Work
  • The Walt Disney Studios By: Anita Elberse
  • The Walt Disney Studios By: Anita Elberse
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