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Top Five Global Movie and Entertainment Companies: Performance, Strategies and Competitive Analysis,

Top Five Global Movie and Entertainment Companies: Performance, Strategies and Competitive Analysis

Publisher: Lucintel

# of Pages: 150+

Publication Date: December, 2012

Price: $4,850 / User License

Table of Contents

1. Executive Summary

2. Market Definition and Scope

3. Market Opportunity

4. Competitive Benchmarking (Financial and Market)
Company Profile on Following Parameters
Company Overview
Benchmarking (Financial & Market)
SWOT Analysis
Product Positioning
Marketing Strategy and Tactics
Corporate Strategy

5. Company Profile on News Corporation

6. Company Profile on Regal Entertainment Group

7. Company Profile on The Walt Disney Company

8. Company Profile on Time Warner, Inc.

9. Company Profile on Viacom, Inc.

List of Figures

CHAPTER 3. Market Opportunity
Figure 3.1: Supply chain for movie and entertainment market
Figure 3.2: Global movie and entertainment industry annual trend 2006-2011 (US $B)
Figure 3.3: Global movie and entertainment industry regional trend 2006-2011 (US $B)
Figure 3.4: Global movie and entertainment industry regional trend 2006-2011 (%)
Figure 3.5: Global movie and entertainment industry opportunity by region

CHAPTER 4.Competitive Benchmarking (Financial and Market)
Figure 4.1: Top five movie and entertainment companies – financial benchmarking
Figure 4.2: Global top five movies and entertainment companies gross profit and net profit analysis – 2011
Figure 4.3: Financial analysis – growth leadership quadrant (2011)
Figure 4.4: Market share of top players 2006
Figure 4.5: Market share of top players 2011
Figure 4.6: 2006 Market share analysis
Figure 4.7: 2011 Market share analysis
Figure 4.8: Global market share analysis 2011
Figure 4.9: Global market fragmentation 2011
Figure 4.10: Market value North America (US $B)
Figure 4.11: Market value Europe (US $B)
Figure 4.12: Market value Asia Pacific: (US $B)
Figure 4.13: Market value ROW (US $B)
Figure 4.14: Regional revenue evaluation 2011(US $M)
Figure 4.15: Regional revenue evaluation 2011(%)
Figure 4.16: North American revenue trend for top players 2007-2011 (US $B)
Figure 4.17: Europe revenue trend for top players 2007-2011 (US $B)
Figure 4.18: Asia Pacific revenue trend for top players 2007-2011 (US $B)
Figure 4.19: Row revenue trend for top players 2007-2011 (US $B)
Figure 4.20: Lucintel triad - top five major players

CHAPTER 5. Company Profile of News Corporation
Figure 5.1: News Corporation’s revenue by business structure 2011
Figure 5.2: Lucintel Triad – News Corporation
Figure 5.3: Financial benchmarking News Corporation against top three and top five industry players’ average
Figure 5.4: Financial benchmarking of News Corporation against Top Five best
Figure 5.5: Global industry revenue trend Vs News Corporation (2007-2011) in US $B
Figure 5.6: Global market share trend for News Corporation (2007-2011) in (%)
Figure 5.7: North American industry revenue trend Vs News Corporation 2007-2011 in (US $B)
Figure 5.8: European industry revenue trend Vs News Corporation 2007-2011 in (US $B)
Figure 5.9: APAC industry revenue trend Vs News Corporation 2007-2011 in (US $B)
Figure 5.10: ROW industry revenue trend Vs News Corporation 2007-2011 in (US $B)
Figure 5.11: North American market share trend Vs News Corporation 2007-2011 in (%)
Figure 5.12: European market share trend Vs News Corporation 2007-2011 in (%)
Figure 5.13: APAC market share trend Vs News Corporation 2007-2011 in (%)
Figure 5.14: ROW market share trend Vs News Corporation 2007-2011 in (%)
Figure 5.15: News Corporation productivity 2007-2011 (US $M)
Figure 5.16: News Corporation fixed asset value 2007-2011 (US $M)
Figure 5.17: Strategic execution

CHAPTER 6. Company Profile of Regal Entertainment Group
Figure 6.1: Regal Entertainment Group revenue by business structure 2011
Figure 6.2: Lucintel triad - Regal Entertainment Group
Figure 6.3: Financial benchmarking of Regal Entertainment Group against top three and top five industry players’ average
Figure 6.4: Financial benchmarking of Regal Entertainment Group against Top five best
Figure 6.5: Global industry revenue trend Vs Regal Entertainment Group (2007-2011) in (US $B)
Figure 6.6: Global market share trend for Regal Entertainment Group (2007-2011) in (%)
Figure 6.7: North American industry revenue trend Vs. Regal Entertainment Group 2007-2011 in (US $B)
Figure 6.8: European industry revenue trend Vs Regal Entertainment Group 2007-2011 in (US $B)
Figure 6.9: APAC industry revenue trend Vs Regal Entertainment Group 2007-2011 in (US $B)
Figure 6.10: ROW industry revenue trend Vs Regal Entertainment Group 2007-2011 in (US $B)
Figure 6.11: North American market share trend Vs Regal Entertainment Group 2007-2011 in (%)
Figure 6.12: European market share trend Vs Regal Entertainment Group 2007-2011 in (%)
Figure 6.13: APAC market share trend Vs DuPont 2007-2011 in (%)
Figure 6.14: ROW market share trend Vs DuPont 2007-2011 in (%)
Figure 6.15: Regal Entertainment Group productivity: 2007-2011 in (US $M)
Figure 6.16: Regal Entertainment Group fixed asset value: 2007-2011 in (US $M)
Figure 6.17: Strategic execution

CHAPTER 7. Company Profile of The Walt Disney Company
Figure 7.1: The Walt Disney Company revenue by business structure 2011
Figure 7.2: Lucintel triad – Microsoft Corporation
Figure 7.3: Financial benchmarking of The Walt Disney Company against top three and top five industry players’ average
Figure 7.4: Financial benchmarking of The Walt Disney Company against Top five best
Figure 7.5: Global industry revenue trend Vs The Walt Disney Company (2007-2011) in (US $B)
Figure 7.6: Global market share trend for The Walt Disney Company (2007-2011) in (%)
Figure 7.7: North American industry revenue trend Vs The Walt Disney Company (2007-2011) in (US $B)
Figure 7.8: European industry revenue trend Vs The Walt Disney Company (2007-2011) in (US $B)
Figure 7.9: APAC industry revenue trend Vs The Walt Disney Company (2007-2011) in (US $B)
Figure 7.10: ROW industry revenue trend Vs The Walt Disney Company (2007-2011) in (US $B)
Figure 7.11: North American market share trend Vs The Walt Disney Company (2007-2011) in (%)
Figure 7.12: European market share trend Vs The Walt Disney Company l (2007-2011) in (%)
Figure 7.13: APAC market share trend Vs The Walt Disney Company (2007-2011) in (%)
Figure 7.14: ROW market share trend Vs The Walt Disney Company (2007-2011) in (%)
Figure 7.15: The Walt Disney Company productivity: 2007-2011 in (US $M)
Figure 7.16: The Walt Disney Company fixed asset value: 2007-2011 in (US $M)
Figure 7.17: Strategic execution

CHAPTER 8. Company Profile of Time Warner, Inc.
Figure 8.1: Time Warner, Inc. revenue by business structure 2011
Figure 8.2: Lucintel triad – Oracle Corporation
Figure 8.3: Financial benchmarking of Time Warner, Inc. against top three and top five industry players’ average
Figure 8.4: Financial benchmarking of Time Warner, Inc. against Top five best
Figure 8.5: Global industry revenue trend Vs Time Warner, Inc. (2007-2011) in (US $B)
Figure 8.6: Global market share trend for Time Warner, Inc. (2007-2011) in (%)
Figure 8.7: North American industry revenue trend Vs Time Warner, Inc. (2007-2011) in (US $B)
Figure 8.8: European industry revenue trend Vs Time Warner, Inc. (2007-2011) in (US $B)
Figure 8.9: APAC industry revenue trend Vs Time Warner, Inc. (2007-2011) in (US $B)
Figure 8.10: ROW industry revenue trend Vs Time Warner, Inc. (2007-2011) in (US $B)
Figure 8.11: North American market share trend Vs Time Warner, Inc. (2007-2011) in (%)
Figure 8.12: European market share trend Vs Time Warner, Inc. (2007-2011) in (%)
Figure 8.13: APAC market share trend Vs Time Warner, Inc. (2007-2011) in (%)
Figure 8.14: ROW market share trend Vs Time Warner, Inc. (2007-2011) in (%)
Figure 8.15: Time Warner, Inc. productivity: 2007-2011 in (US $M)
Figure 8.16: Time Warner, Inc. fixed asset value: 2007-2011 in (US $M)
Figure 8.17: Strategic execution

CHAPTER 9. Company Profile of Viacom, Inc
Figure 9.1: Viacom, Inc revenue by business structure 2011
Figure 9.2: Lucintel triad – Viacom, Inc
Figure 9.3: Financial benchmarking of Viacom, Inc against top three and top five industry players’ average
Figure 9.4: Financial benchmarking of Viacom, Inc against Top five best
Figure 9.5: Global industry revenue trend Vs Viacom, Inc (2007-2011) in (US $B)
Figure 9.6: Global market share trend for Viacom, Inc (2007-2011) in (%)
Figure 9.7: North American industry revenue trend Vs Viacom, Inc (2007-2011) in (US $B)
Figure 9.8: European industry revenue trend Vs Viacom, Inc (2007-2011) in (US $B)
Figure 9.9: APAC industry revenue trend Vs Viacom, Inc (2007-2011) in (US $B)
Figure 9.10: ROW industry revenue trend Vs Viacom, Inc (2007-2011) in (US $B)
Figure 9.11: North American market share trend Vs Viacom, Inc (2007-2011) in (%)
Figure 9.12: European market share trend Vs Viacom, Inc (2007-2011) in (%)
Figure 9.13: APAC market share trend Vs Viacom, Inc (2007-2011) in (%)
Figure 9.14: ROW market share trend Vs Viacom, Inc (2007-2011) in (%)
Figure 9.15: Viacom, Inc productivity: 2007-2011 in (US $M)
Figure 9.16: Viacom, Inc fixed asset value: 2007-2011 in (US $M)
Figure 9.17: Strategic execution

List of Tables

CHAPTER 3. Market Opportunity
Table 3.1: Industry parameters of global movie and entertainment industry
Table 3.2: Relative market attractiveness by region
Table 3.3: Regional revenue growth rate

CHAPTER 4. Competitive Benchmarking (Financial and Market)
Table 4.1: Financial benchmarking of top five global movie and entertainment    companies
Table 4.2: Key financial parameters for top five movie and entertainment   companies
Table 4.3: Regional revenue (US $M)
Table 4.4: Regional revenue (%)
Table 4.5: Competitors based on markets served
Table 4.6: Lucintel triad - Top five major players

CHAPTER 5. Company Profile of News Corporation
Table 5.1: Market served: News Corporation
Table 5.2: Lucintel triad – News Corporation
Table 5.3: Financial Benchmarking of News Corporation against best and against Top three and Top five industry players’ average
Table 5.4: Strategic execution – product positioning by segment
Table 5.5: Strategic execution – perceived customer value / quality
Table 5.6: Strategic execution – promotion / communications
Table 5.7: Strategic execution – product distribution by region

CHAPTER 6. Company Profile of Regal Entertainment Group
Table 6.1: Market served – Regal Entertainment Group
Table 6.2: Lucintel triad – Regal Entertainment Group
Table 6.3: Financial benchmarking of Regal Entertainment Group against best and against Top three and Top five industry players’ average
Table 6.4: Strategic execution – product positioning by segment
Table 6.5: Strategic execution – perceived customer value / quality
Table 6.6: Strategic execution – promotion / communications
Table 6.7: Strategic execution – product distribution by region

CHAPTER 7. Company Profile of The Walt Disney Company
Table 7.1: Market served – The Walt Disney Company
Table 7.2: Lucintel triad – The Walt Disney Company
Table 7.3: Financial benchmarking of The Walt Disney Company against best and against Top three and Top five industry players’ average
Table 7.4: Strategic execution – product positioning by segment
Table 7.5: Strategic execution – perceived customer value / quality
Table 7.6: Strategic execution – promotion / communications
Table 7.7: Strategic execution – product distribution by region

CHAPTER 8. Company Profile of Time Warner, Inc.
Table 8.1: Market served – Time Warner, Inc.
Table 8.2: Lucintel triad – Time Warner, Inc.
Table 8.3: Financial Benchmarking of Time Warner, Inc. against best and against Top three and top five industry players’ average
Table 8.4: Strategic execution – product positioning by segment
Table 8.5: Strategic execution – perceived customer value / quality
Table 8.6: Strategic execution – promotion / communications
Table 8.7: Strategic execution – product distribution by region

CHAPTER 9. Company Profile of Viacom, Inc
Table 9.1: Markets Served – Viacom, Inc
Table 9.2: Lucintel triad – Viacom, Inc
Table 9.3: Financial Benchmarking of Viacom, Inc against best and against Top three and top five industry players’ average
Table 9.4: Strategic execution – product positioning by segment
Table 9.5: Strategic execution – perceived customer value / quality
Table 9.6: Strategic execution – promotion / communications
Table 9.7: Strategic execution – product distribution by region

The Impact of Crises on the Audiovisual Sector

SVOD, the great winner of the crisis

Publisher: IDATE DigiWorld

# of Pages: 52

Publication Date: September, 2020

Price: $3,000 / User License

1. Executive Summary

2. The dot-com bubble
• Comparison of GDP growth and TV revenues, 2001-2005
• Impact of the dot-com bubble on the pay-TV market
• Impact of the dot-com bubble on TV advertising revenues
• Impact of the dot-com bubble on public funding

3. The sub-prime crisis
• Comparison of GDP growth and TV revenues, 2006-2012
• Impact of the sub-prime crisis on the pay-TV market
• Impact of the sub-prime crisis on TV advertising revenues
• Impact the sub-prime crisis on public funding

4. The European debt crisis
• Comparison of GDP growth and TV revenues, 2009-2015
• Impact of the European debt crisis on the pay-TV market
• Impact of the European debt crisis on TV advertising revenues
• Impact the European debt crisis on public funding
• Impact the European debt crisis on video OTT services

5. The COVID-19 crisis
• Comparison of GDP growth and TV revenues, 2017-2023, before and post Covid-19
• Comparison of GDP growth and OTT video revenues, 2017-2023, before and post Covid-19
• Impact on the COVID-19 crisis on the pay-TV market
• Impact on the COVID-19 crisis on TV advertising revenues
• Impact on the COVID-19 crisis on the SVOD market
• Impact on the COVID-19 crisis on OTT video services
• Impact on the COVID-19 crisis on OTT video advertising revenues

6. Market data
• World
• North America
– United States
• Asia-Pacific
– China
• Europe
– United Kingdom, Germany, France, Italy, Spain
• Latin America

OTT Platform Regulation

Harmonised European regulatory framework to cope with the dominance of US and Chinese platforms

Publisher: IDATE DigiWorld

# of Pages:

Publication Date: October, 2020

Price: $2,500 / User License

1. Executive Summary
• Europe lagging behind United States and China in the digitalisation race
• European realisation of the need to collaborate, but this notion clashes with national divergence

2. Introduction

3. Protection of personal data
3.1. Key issues for Europe
3.2. European regulatory framework
3.3. European regulatory framework still incomplete
3.4. Controversial text on both sides of the Atlantic
3.5. The option of transferring data outside the EU is strictly regulated
3.6. The EU–US Privacy Shield
3.7. Increasing number of fines across Europe for infringement of personal data
3.8. The free flow of non-personal data is being encouraged
3.9. The situation in some key countries in Europe
> Germany > United Kingdom > France
3.10. The situation in North America
> United States > Canada

4. Support for content creation
4.1. Key issues for Europe
4.2. Different regulatory frameworks until 2018
4.3. No European framework for regulation of audiovisual platforms …
4.4. General principles of the European approach to regulation of the audiovisual sector
4.5. European regulatory framework: the major regulatory steps in the audiovisual field
4.6. Main provisions of the 2018 Directive
4.7. Transposition into national law expected by 19 September 2020
4.8. Comparison of exposure and production financing contribution in national law (2010 AMS Directive)
4.9. Harmonisation of the European legal framework on copyright
4.10. The two key points of the Copyright Directive
4.11. A Directive that pits GAFA / proponents of a free internet and rightholders against each other
4.12. France, 1st country to transpose the Copyright Directive
4.13. The situation in North America
> United States > Canada

5. Taxation of OTT Platforms
5.1. Key issues for Europe
5.2. Very different taxation across the European Union
5.3. VAT, the EU’s main “harmonised” tax
5.4. The fight against tax evasion
5.5. The desire to harmonise the tax base at the European level
5.6. Moving towards a ʺGAFA taxʺ on a global scale?
5.7. Local hopes of creating national GAFA taxes while waiting for wider harmonisation
5.8. The situation in North America
> United States > Canada

6. Competition between OTT Platforms
6.1. Key issues for Europe
6.2. The European regulatory framework
6.3. Directive on electronic commerce (2000/31/CE)
6.4. A variety of measures mainly focusing on the media, telecoms and OTT platforms
6.5. Actions taken towards the DSM to harmonise single market rules and strengthen European industry against international competition
6.6. 2020 marks a new stage in the European industrial strategy and in the creation of fair competition conditions
6.7. ʺShaping Europe’s digital futureʺ: a major communication that aims to define the Commission’s priorities for the 2020-2025 period
6.8. Modernisation of Directive 2000/31/CE relating to electronic commerce
6.9. The “Industrial strategy” package
6.10. European Competition Network (ECN)
6.11. The situation in North America
> United States > Canada 1. Executive Summary • Europe lagging behind United States and China in the digitalisation race • European realisation of the need to collaborate, but this notion clashes with national divergence 2. Introduction 3. Protection of personal data 3.1. Key issues for Europe 3.2. European regulatory framework 3.3. European regulatory framework still incomplete 3.4. Controversial text on both sides of the Atlantic 3.5. The option of transferring data outside the EU is strictly regulated 3.6. The EU–US Privacy Shield 3.7. Increasing number of fines across Europe for infringement of personal data 3.8. The free flow of non-personal data is being encouraged 3.9. The situation in some key countries in Europe > Germany > United Kingdom > France 3.10. The situation in North America > United States > Canada 4. Support for content creation 4.1. Key issues for Europe 4.2. Different regulatory frameworks until 2018 4.3. No European framework for regulation of audiovisual platforms … 4.4. General principles of the European approach to regulation of the audiovisual sector 4.5. European regulatory framework: the major regulatory steps in the audiovisual field 4.6. Main provisions of the 2018 Directive 4.7. Transposition into national law expected by 19 September 2020 4.8. Comparison of exposure and production financing contribution in national law (2010 AMS Directive) 4.9. Harmonisation of the European legal framework on copyright 4.10. The two key points of the Copyright Directive 4.11. A Directive that pits GAFA / proponents of a free internet and rightholders against each other 4.12. France, 1st country to transpose the Copyright Directive 4.13. The situation in North America > United States > Canada 5. Taxation of OTT Platforms 5.1. Key issues for Europe 5.2. Very different taxation across the European Union 5.3. VAT, the EU’s main “harmonised” tax 5.4. The fight against tax evasion 5.5. The desire to harmonise the tax base at the European level 5.6. Moving towards a ʺGAFA taxʺ on a global scale? 5.7. Local hopes of creating national GAFA taxes while waiting for wider harmonisation 5.8. The situation in North America > United States > Canada 6. Competition between OTT Platforms 6.1. Key issues for Europe 6.2. The European regulatory framework 6.3. Directive on electronic commerce (2000/31/CE) 6.4. A variety of measures mainly focusing on the media, telecoms and OTT platforms 6.5. Actions taken towards the DSM to harmonise single market rules and strengthen European industry against international competition 6.6. 2020 marks a new stage in the European industrial strategy and in the creation of fair competition conditions 6.7. ʺShaping Europe’s digital futureʺ: a major communication that aims to define the Commission’s priorities for the 2020-2025 period 6.8. Modernisation of Directive 2000/31/CE relating to electronic commerce 6.9. The “Industrial strategy” package 6.10. European Competition Network (ECN) 6.11. The situation in North America > United States > Canada