Disney and Pixar Alliance

Animated films are one of the most entertaining forms of media out there. When it comes to animated films, two major film companies may come to mind: DreamWorks and Disney. For the past couple of years, people have been asking which company is better, and the answer is quite simply Disney. They have better stories, they maintain a certain theme, they are consistent, and extremely successful which is what makes them stand out from other studios and film companies. Of course, DreamWorks has some of these qualities as well, but they are far and few in between.

Disney used the character of Mickey Mouse and others to create movies that customers enjoyed like “Beauty and the Beast” while Pixar was producing made up animated characters to create films like “Cars” and “Wall-E”. Disney was creating animated movies but struggling to generate the amount of money Pixar was making on producing only one movie a year. Disney wanted to grow in creating more animated movies and decided to buy out Pixar in 2006 for $7.4 million dollars. (Barnes, 2008) According to Disney’s CEO Robert

Managing conflict for organizations is very important in maintaining business relationships, especially ones that are profitable like that of Disney-Pixar. At the helm of the Walt Disney Company during the begging and end of these feuds was Michael Eisner and Bob Iger. Even though Michael Eisner is the one responsible for the conflict with Disney and Pixar, he should be equally responsible for trying to fix the damaged relationship. When trying to manage conflict there are several approaches that can be taken to resolve the conflict at hand: dominating, accommodating, problem solving, avoiding and compromising.

For the corporation that has acquired another company, merged with another company, or been acquired by another company, evaluate the strategy that led to the merger or acquisition to determine whether or not this merger or acquisition was a wise choice. Justify your opinion.

I think that it’s the best decision in this situatuion: let Pixar do their job with the help of the Disney distribution channels. But that’s just the theory. On practice, it’s gonna be much harder to combine different corporate cultures, because both Disney and Pixar used to work with their usual style.

The second factor is the economies of scale. The success of the acquisition regarding the economies of scale is questionable as the companies did not seem to work together (Zahed, 2012). Disney started developing their own computer animations, while Pixar got a lot of revenue from their six animated motion pictures. Pixar has the technology plus the creativity, and Disney has good stories plus the

While developing characters and captivating story lines, as expected Disney and Pixar both address parts the life cycle such as death due to its everyday occurrence. Merriam Webster’s Online Dictionary defines death as the permanent end of something that is no longer alive : the ruin or destruction of something. The life cycle is defined by dictionary.com as a series of stages, as childhood and middle age, that characterize the course of existence of an individual, group, or culture. As evident within this definition the life cycle contains many parts which include birth, growth from childhood to old age, and then death. The life cycle is the driving force of life but is often misunderstood much like its smaller part, death. The human race

Pixar, being a leader in CG animations and having an exemplary track record of producing blockbuster hits, had a lot of potential suitors which include Warner Bros., AOL, Time Warner, Fox and Sony. Any media companies that strikes a deal with Pixar may instantly forefront the animation market.

The case is related with a decision regarding The walt Disney Company’s relation with Pixar. Though, history defined their collaboration and success. Pixar’s CEO Mr. Steve Jobs has tried to negotiate the contract but with no success because The Walt Disney Company wants to stay with previous terms. This pushed Steve Jobs to find for partnership with others. This search is a big threat for The Walt Disney Company and it has to decide whether to acquire Pixar or not.

This study examines how leadership, teamwork, and organizational learning can contribute in making mergers and acquisitions work. Our intention is to identify critical factors and practices needed for merger success. Our research is part of an ongoing project, and builds on previous analysis of merger success/failure in such organizations as Standard Oil, Exxon Mobile, and Time Warner-AOL. In this paper, we turn our attention to the recent merger of Pixar and Disney. In our view, the Disney-Pixar case seems to be a good example of a successful merger in progress. This is demonstrated very clearly by recent box office successes such as Academy Award

As a subsidiary company of Disney, one of the biggest companies in the entertainment industry, Pixar has strong financial support. Disney provides the production cost of the films, and it handles marketing and films promotions as well as distributions. Each of Pixar’s films made between $300 million and $1 billion at the box office, and two of them have exceeded $1 billion in income (Lynch, 2016).

A business unit can be defined by a set of operating divisions that are organized by market, customer, product, or other means, which essentially act as self-sufficient businesses with separate profits. (Thompson et al 2015).

To conclude, Pixar has many opportunities that can be explored, in both the global and local markets. There is a lot of potential for

Pixar Animation Studios was founded in 1979, initially specializing in producing state of the art computer hardware (Carlson, 2003). In 1990, due to poor product sales the company diversified from its core business and began producing computer animated commercials for outside companies. Success came for Pixar after the production of its first computer animated film ‘Toy story’ in 1995 (Hutton and Baute, 2007). Since then, Pixar has made many innovative animated feature films, with well known ones including - A Bug's Life, Toy Story 2, Monsters, Inc., Finding Nemo, The Incredibles, Cars, Ratatouille and WALL-E, six of which are in the top grossing animated

Established in 1923, Disney Studios released the first ever full-length animated feature film, Snow White and the Seven Dwarfs in 1937. By 2015, Disney Studios employed about “6,500 employees, and spent $2 billion producing films annually”. Alan Horn, Chairman of the Walt Disney Studios, oversees five studios, that together made up Disney Studios. The Walt Disney Studios Motion Pictures ‘Disney Live Action’ and Walt Disney Animation Studios ‘Disney Animation’ are directly from Walt Disney’s original studio. The three others were acquisitions made during Bob Iger’s time as chief executive officer of The Walt Disney Company. The first was Disney's competitor animation studio, Pixar, which was purchased for $7.4 billion in 2006; second, Marvel Entertainment, which had its roots in comic books, for $4 billion in 2009; and finally the legendary filmmaker George Lucas’ Lucasfilm for $4.05 billion in 2012. During this time, Disney Studios began pursuing a “tentpole” strategy, which entails investing in higher budget films that would hopefully produce a larger profit by pulling in a large portion of the market. The larger profit would also help compensate for losses that may occur in smaller budgeted films. As it stands, Disney studios currently produces 10-12 films annually with approximately eight of them with production budgets in excess of $150 million. The current breakdown of tentpole films expected annually is as follows: two from Marvel, one from Lucasfilm, one from Pixar,