Ima Corporation Swot Analysis

The development of stereoscopic 3D made this technology obsolete. For Avatar, James Cameron helped develop a new filming set up that “consists of a number of stereoscopic cameras… built to mimic human eyes… that [allow] the cinematographer to capture two images simultaneously, which align perfectly with and provide the illusion of depth.” (Johnson). As a result, the red-and-green glasses of the past were replaced with the clear-lensed glasses that are the norm in movie theaters today. Even though the fad of 3D cinema is not as prevalent now as it once was, Avatar deserves credit for its contribution to legitimizing the concept of “made-for-3D movies” in the theater

Imagine sitting down in the cool air of an air conditioned movie theater, bursting with anticipation to see the new blockbuster. It has a 98% score? It better be good! Then, the lights go dark. The opening screen floods the theater with light. Breathtaking visuals flash across the screen. “How

2. Business Strategy, Organizational Structure, and Long-Term Objectives The strategy of Cinemark is to expand its services as far as the company can by building new facilities, remodeling existing theaters and acquiring other theaters of the competence. That is how Cinemark becomes the largest movie theatre company in Brazil and Argentina and the third largest movie theatre company in the United States. The company operates in two segments which are united states and international. The second one operates principally in South American and Central America. According to the Form 10-k, the company has neither divisions by region nor divisions at all, yet the firm has a COO (Timothy warner) as it is indicate in the appendix. The company has around 16,500 employees in the United States., and just 22% of them are full-time employees and the 78% left are part-time employees. Cinemark also has a nearly 8,000 employees in its international markets in which 30% of them are full-time employees and approximately 70% of them are part-time employees.

The movie studios want customers to be able to get their movies and entertainment as easily as possible. The easier it is for people to acquire their products the more likely it is that they will. By offering many different options for customers to obtain movies and entertainment, Blockbuster has a strategic advantage over its competitors. The convenience that Blockbuster can offer in their ability to distribute the movie studios products is a definite advantage. Another advantage

The Canadian entertainment industry that is served by Cineplex has been recording sustained growth since 2011 where a growth of 5 percent was recorded. PwC’s Global Entertainment and Media Outlook for 2014-2018 (PWC, 2014) indicate that the industry is set for a take-off. The industry has a

4. Din, Yangon. (2007). Titled: The dynamics of the movie industry: Theatrical Exhibitions & DVD rentals. The University of Wisconsin.

I. Case Synopsis Motion pictures are a key driver of the market for entertainment products, one of the largest export markets in US. Motion picture industry consists of three stages: studio production, distribution, and exhibition. The studios produce the lifeblood of the industry, the films that are its content. The biggest players at this level are the majors, big studios which integrate production and distribution, as do the slightly smaller mini-majors. The next stage is distribution. Distributors are the intermediaries between the studios and exhibitors. Distribution entails all steps following a film’s artistic completion including marketing, logistics, and administration. Distributors coordinate the manufacture and distribution of

Strategic Analysis of Movie Exhibition Industry By: Kim Saline February 24, 2010 Objective: To provide an analysis and make recommendations to increase revenue in the movie exhibition industry.

External – content, consumer income, marketing of movies relies on studio production companies, split sales with distributors

The Studios having sustained lost revenue of over seven-hundred million dollars between 1946 and 1961 knew that they would need to do something if they wanted to survive (Lewis, 2008, p. 233). They saw televisions becoming popular and they chose to align themselves with the television production studios helping to increase their exposure to possible customers. That helped put them in front the people they wanted to bring back to theater. Although this helped increase their screen time it wasn’t enough and they looked to creating a more immersive experience, one that simply was unattainable in the home because they technology was not available at a reasonable cost.

Analyzing the international outlook of this industry, also according to the same source, we can see the huge potential for Cineplex in terms of opportunities. Global revenue only from Box Office in 2014 increased by 1% over the previous year, or U$ 26billions, especially considering Asia Pacific Region (+ 12%) and China (+ 4%). Overall, the global growth rate of this industry was 6% in 2014.

Firms and Markets Mini-Case Wednesdays at Cinemex Revised: August 28, 2002 In April 2001, Matt Heyman, co-founder of Cinemex, the largest chain of movie theaters in Mexico City, looked out the window of his office and pondered the future of his company. In just seven years, Heyman and his partners had nurtured Cinemex from a student idea into the largest theater chain in Mexico City, but they faced new challenges every day. Many of these challenges came from competitors. For years competitors ran old, poorly-maintained theaters, but in recent months they had begun to imitate Cinemex’s top-of-the-line exhibition venues. Their latest tactic: offering two tickets for the price of one on Wednesdays. Heyman wondered whether Cinemex should

5. Add a restaurant. A large percentage of moviegoers dine out before a movie. With the buying power the theaters have on the concession industry they could do the same with the food industry. Dinner and ticket deals can also be sold as an attractive package. Healthy options can be made available rather than the current options. (Blank, S., 2012)

M E M O R A N D U M DATE: Friday, February 22, 2013 SUBJ: A Look at the Competition Within the Movie Rental Industry EXECUTIVE SUMMARY: Analysis: The competitive forces in the movie rental industry are quite strong, as I will explain through the five forces model. There are a vast amount of substitutes for watching a movie. You can go to a play, sporting event, concert, out the lake/beach, go for a run, watch regular television, go shopping; I could go on and on. Also, torrenting or pirating movies is growing increasingly popular. Buyers have a strong presence in this industry mainly because they are picky about how much they will pay to rent or stream a movie. With the amount of substitutes and their pickiness, they make this

Evaluating Blockbuster’s External Environment External environment is very important for managers to make decision about the company’s direction and strategy. In order to gain a deep understanding of Blockbuster’s industry and competitive environment, the following seven questions need to be answered. Q1: What are the industry’s dominant economic features?