...help gain advantage over competitors, and address changes in the business environment. The case of IMAX begins in 1994 when business partners Gelfond and Wechsler decided to purchase the organisation from its original owners and take the company public. IMAX operates in a people oriented business, operating within the entertainment industry. Through the years the owners have made strategic efforts in the direction of reaching new audiences. These efforts, in addition to IMAX’s external environment, will be analysed and explored in the sections that follow. The result of this analysis will be the comparison of the firm’s strategy with the identified industry survival and success factors, in a bid to ascertain the relevant factors that would drive future growth. 2. IMAX’s business environment A number of theorists, notably Michael Porter (1979) have developed several frameworks for understanding and analysing the effect that an organization’s external environment could have on its competitiveness and profitability. These frameworks identify the following as notable forces: Threat of new entrants; Threat of substitutes; Bargaining power of suppliers; Bargaining power of buyers; and Intensity of rivals. This model has updated by Haberber and Rieple (2008) to include Complementary forces, identifying industries that indirectly affect one another. Applying these 6 forces to IMAX, it becomes evident that the greatest threat to new entrants is the high capital investment and technical...
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...IMAX- Strategies IMAX corporate strategy is driven by its mission and goal. It is designed to deliver the world’s highest-quality, most immersive motion picture entertainment. IMAX designs and manufactures large image producing format cameras and projection system as well as film development, production, post production and distribution to IMAX affiliated theatres worldwide. Initially IMAX used a focused differentiation strategy by focusing on the production of educational films which were limited to institutional settings (like museums and libraries), but to increase their market share, maintain growth and survive in the industry they shifted into a two-pronged differentiation only strategy. First, it had sought to expand beyond its institutional environment by opening IMAX theaters within multiplexes or converting existing multiplexes’ screens to IMAX format. Second, it had launched Hollywood films in IMAX format and started converting the films, which had a great effect of raising the awareness of the IMAX brand and increasing revenue. It also employed both: 1) a forward integration strategy by increasing control over distributors and retailers. IMAX owned about 400 theatres in 47 countries. This was accomplished by entering in partnership with AMC and Regal Cinemas to screen IMAX films using MPX technology and to convert existing screens to IMAX formats. 2) a backward integration strategy, by becoming its own supplier. IMAX developed and manufactured their own IMAX...
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...1. IMAX can be considered as a part of 3 different industries: photographic equipment and supplies, motion picture and video tape production and motion picture and video distribution. If we had to consider only the video production and distribution, one may say that IMAX is evolving in a very competitive environment. In fact, the rivalry between competitors is really harsh, mainly because of the presence of big integrated actors such as Columbia studios, Pixar, etc. Moreover, the business within this particular industry is risky since a film production needs a huge investment, so the return on investment of a movie is rarely important. IMAX interacts with its environment as it takes inputs and distributes its output, in form of large screen format movies with 3D images and distorted sound. Like every organization IMAX has also external and internal environment which affects its outputs. * External Environment: The factors and forces outside the IMAX Corporation that affects its performance are its external environment. External environment of the IMAX Corporation has two components: * Specific environment: Specific environment specific environment includes those forces and factors those directly relevant to the achievement of the IMAX goals. The main forces that that make the IMAX specific environment are: * Customers: Customers represent potential uncertainty to the IMAX because their taste changes. Therefore IMAX should need to create educational and...
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...Upgrading Technologies: Creates a Real-Life Movie Going Experience May 8, 2012 Abstract AMC Theatres began upgrades in their theatre technologies in 2009. Their project objective was to gain status as the number one movie exhibition industry in the world. The scope of the project would upgrade all of their facilities to incorporate 3D technologies, premium viewing, and state-of-the-art sound systems. This project would immerse the movie viewer into a real-life experience, thereby enticing the viewer to return satisfied, and become a steady patron of the company. Their estimated timeline for completion on technology upgrades for its remaining theatres is 2014. AMC Theatres, which stands for American Multi-Cinema was founded in 1920 when a father and his two sons purchased the Regent theatre in Kansas City, Missouri. AMC is second only to Regal Theatres, as a leading global movie theatre chain. The company gives credit to one particular son named Stanley Durwood. He believed that playing a multiple selection of movies in one movie house would in-turn lead to more guests, and more profits. This simple idea revolutionized the movie exhibition industry and became a blueprint for the industry. The concept for the movie theatre was born. It is this kind of inspiration that has encouraged the AMC Corporation to introduce more industry firsts. AMC was looking for a way to bring in new customers and refresh old patron relationships. Movie sales had begun to slump in the...
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...success as a company, our group performed a company resource analysis for the IMAX Corporation. Using the Ivey IMAX case, Hoover’s database, and IMAX’s 10K, we compiled a list of seven tangible and seven intangible resources/capabilities that are imperative to IMAX’s success as a business. Additionally, we performed a VRIST analysis for each resource/capability and determined their competitive consequences and performance implications. The following executive summary describes our conclusions. Extraordinary Resources: Brand Recognition, 40 Years of Experience and Knowledge Through our VRIST analysis, we have determined IMAX’s brand recognition and its forty years of experience and knowledge to be extraordinary resources. IMAX established its brand image as a quality and technologically-advanced movie viewing experience in the early 1970’s. As IMAX films grew in popularity, consumers began to recognize the difference between an IMAX experience and a normal theater experience. IMAX thus gained much success from its brand being recognized as a higher quality and unique theater experience. Over time IMAX, originally focused on producing mainly edutainment films in venues like museums, began also converting and presenting Hollywood films on their IMAX systems in commercial theaters. IMAX’s brand recognition for a special experience encouraged consumers to pay the premium ticket prices. However, as IMAX continues to produce Hollywood movies, which are played on normal theaters for...
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...14 Appendix 1: Option Evaluation 14 Appendix 2: Customer Archetype 14 Appendix 3: Theatre Statistics and Growth Rate 15 Appendix 4: Application of Growth Rate to Total Number or Theatres 15 Appendix 5: Number of IMAX Screens added per a year and % of Total Screens 15 Appendix 6: Total Revenues and Revenues Generated by Hollywood Films 2014-2017 16 Introduction to the case and Issue Identification Main Issue As of 2013 IMAX had taken in a total of $288 in revenue. For the first time since its inception roughly 40 years ago, international revenues overtook North American revenues with total revenues for 2013 from countries outside Canada and the US of $151 million. Additionally, while international revenues rose by 10 percent over the previous year, revenues for North America dropped by 6.5 percent. Further, theatres that were once a source of revenue for IMAX have begun retrofitting their own theatres with Premium Large Format (PLF) screens. The main issue for IMAX is that the product lifecycle for large format screens has reached maturity in North America. This phase is characterized by a sales volume peak, decreasing market share, and profits starting to decrease (product life cycle stages, 2016). Subsidiary Issues In addition to the IMAXs main product entering the maturity phase of the product cycle in North America and there are additional...
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...IMAX Case Study 1. There are many challenges facing IMAX. The first is that of ups and downs in terms of its revenue. When major movies are released and do well IMAX tends to rise with it, but not every movie can be an IMAX release since IMAX does not own the rights tow those movies and when it misses major movies or they perform poorly IMAX falls. Another challenge is converting movies after the fact into IMAX format. This is costly and the movie has already been released eating into the potential market for it. That being said there are many opportunities as well. The ability to get IMAX theaters in multiplex theaters is huge for IMAX as the more they are able to get into theater chains the more screens there are leading to more simultaneous and converted big money blockbusters releasing in IMAX. 2. IMAX’s business strategy is to release huge format movies, both that it produces and that it converts from normal 35mm film. IMAX has spent many millions in R&D to be able to convert normal theaters to IMAX theaters and regular movies into IMAX format. With the aim of going from film to digital in terms of movie distribution IMAX looks poised to cut operating costs even further. Therefore, while they may not make as much from movies that they do not produce, big Hollywood movies draw bigger crowds and more that make up for the revenue discrepancy and the lower operating costs will only help this. 3. IMAX had one main reason for changing is business strategies and that was the...
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...Introduction… IMAX 3D Dhaka, House No. 22, Road No. 39 Gulshan Avenue, Gulshan 2, Dhaka. Co-owners : Ehtiaz Karim, Adel Wahid, Nahian Shahed, Rizvia Hossain Description of IMAX. IMAX is a motion picture film format and projection standard created by the Canadian IMAX Corporation. The Company’s activities include the design, leasing, marketing, maintenance and operation of IMAX film and digital theatre systems as well as the development, production, post production and distribution of IMAX motion pictures. IMAX has the capacity to record and display images of far greater size and resolution than most conventional film systems. A standard IMAX screen is 22 × 16.1 m (72 × 52.8 ft), but can be larger. IMAX theatres are described as either "Classic Design," (Purpose-built structures designed to house an IMAX theatre) or "Multiplex Design." (Existing multiplex auditoriums that have been retrofitted with IMAX technology). The world's largest cinema screen (and IMAX screen) is in the LG IMAX theatre in Sydney, New South Wales. It is approximately 8 stories high, with dimensions of 35.73 × 29.42 m (117.2 × 96.5 ft) and covers an area of more than 1,015 m2 (10,930 sq ft). IMAX is the most widely used system for special-venue film presentations. As of December 2009[update], there were more than 400 IMAX theatres in over 40 countries. IMAX Corporation has released four projector types that use its 15-perforation, 70mm film format: GT (Grand Theatre), GT 3D (dual rotor)...
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...Wechsler bought IMAX with Wasserstein Perella Partners in 1994 -growth strategy included (a) expanding into more public environments (b) presenting Hollywood films -could IMAX thrive as a niche player that made large format films and systems? -would increasing the number of Hollywood movies in Hollywood format save or dilute the imax brand -should Hollywood movies be released simultaneously in regular and large format? -The idea for imax originated in 1967 when filmmakers Graeme Ferguson Robert Kerr and Roman Kroiter wanted to create a large movie system due to the success of multi-screen theatre systems -started at Montreal Expo -publicly listed in NASDAQ -295 theaters in 40 countries, 60% of theaters in NA, almost 50% of theaters located in museums, aquariums, zoos and other institutions, and about 50% had 3d technology -main source of revenue were long term theater system lease and maintenance agreements, film production and distribution and theater operations -relatively small compared to Disney/Pixar and regal entertainment -competitive advantage- IMAX is branded so it has a competitive advantage over Hollywood ->Gelfond -$5 million for imax film, $10 million for 3d imax film -cheap actors (17/h), low influence on production -30-50% of total cost of production/distribution in marketing -no national advertising/marketing -imax films in theaters for years after release (4-5 years) -coat-tailed on Hollywood marketing campaigns -imax films were often...
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...mibutacavip.com/ http://drhart.ucoz.com/index/imax/0-156 http://www.designmap.or.kr/dt/DtDtFrD.jsp?p=111 2D to 3D Conversion IMAX's 3D conversion technology enables live-action movies that were originally shot in 2D to be converted into IMAX 3D. The technology has been successfully applied to IMAX Hollywood features, such as ‘Superman Returns’ and ‘Harry Potter and the Order of the Phoenix’, ‘Harry Potter and the Half-Blood Prince’ as well as original IMAX 3D documentary-style films. . History March 2011 - IMAX announces a 75-theatre deal in China with Wanda Cinema Line . This agreement is the largest international deal to date for IMAX and second-largest in Company history. The Company forms IMAX China, a wholly-owned subsidiary, to oversee expanding IMAX business in Greater China. 1967 - The IMAX system has its roots in EXPO '67 in Montreal, Canada where multi-screen films are the hit of the fair. A small group of Canadian filmmakers/entrepreneurs decide to design a new system using a single, powerful projector, rather than the multiple projectors used at that time. The result: the IMAX motion picture projection system, which revolutionizes cinema. Production IMAX's award-winning team has extensive in-house experience producing critically acclaimed and broadly appreciated movies that are both educational and entertaining for people of all ages. Many make an impression that can last a lifetime. Live-action IMAX and IMAX® 3D cameras have been instrumental in the production...
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...excitement into the retail, dining and entertainment scene in Jurong East. Designed by Benoy, the award-winning firm behind ION Orchard, JCube boasts an iconic façade inspired by an ice cube. Like an ice cube, it is designed to reflect natural light by day and sparkle by night. With shops from Basement 1 to Level 4, JCube has a net lettable area of 210,000 square feet, and more than 90% of the mall has been pre-leased. It will be home to Singapore’s first Olympic-size ice rink 460-seat gallery, the 60 by 30 metre rink is designed to host international events and competitions for sports like ice hockey, curling and speed skating. The first IMAX theatre in the suburbs and offer extended-hours dining options. JCube will also be home to Singapore’s first Olympic-size ice rink, offering the only rink-side dining experience in Singapore, and the first IMAX cinema in the suburbs. It is owned by CapitaMall Trust and managed by CapitaMalls Asia. Numerous brands making their debut at JCube include Japanese lifestyle store Francfranc, Italian F&B concept Capricciosa, Eat at Taipei and Nana’s Green Tea Café. Other highlights include skincare brand Laneige’s first stand alone concept store, Payless Shoesource and Misulo Children Arts Adventure. Restaurants opening their first outlets in the suburbs include Ginza Bairin, Chili’s and Itacho. Foodies will also get to enjoy Nando’s, Yamazaki Boulangerie and Kung Fu Paradise and Canton Paradise by the Paradise Group at JCube. 1.2 The Owner ...
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...where the power of Canadian cinema was beginning to blossom and become noticed across the world. As an NFB colleague, Roman Kroitor set out to make a film that painted an intimate portrait of a Polish-Canadian man and his job as a street-railway switchman in Winnipeg. Fully funded by the NFB, the film became a well recognized and important artifact among Canadian and International filmmakers, theorists, and scholars because of its honest portrayal of a man content with his life and the multiculturalism connotations present throughout the film. After the release of the film and the production of several more films for the NFB, Kroitor went on to truly change cinema with his co-founding of the Imax Corporation and developing of the Imax film format and the techniques used in the production of Imax films. Before this however, Kroitor made important films such as Paul Tomcowicz: Street-railway Switchman that laid the groundwork for the legacy he would leave behind in...
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...Argo 2 hr 0 min R 10:35 AM 1:30 PM 4:25 PM 7:25 PM 10:20 PM No Passes Atlas Shrugged Part 2 1 hr 52 min PG13 11:00 AM 2:00 PM 4:50 PM 8:00 PM 10:55 PM Dredd 3D 1 hr 35 min R 5:15 PM 7:50 PM 10:20 PM RealD 3D End Of Watch 1 hr 50 min R 10:25 AM 11:25 AM 1:15 PM 2:15 PM 4:00 PM 5:00 PM 6:55 PM 7:55 PM 9:45 PM 10:50 PM Frankenweenie 1 hr 27 min PG 10:30 AM 1:00 PM 3:20 PM 5:45 PM 8:15 PM 10:45 PM Frankenweenie IMAX 3D 1 hr 27 min PG 11:10 AM 2:20 PM 4:45 PM 7:15 PM 9:50 PM IMAX 3D Here Comes The Boom 1 hr 45 min PG 11:50 AM 2:35 PM 5:15 PM 8:10 PM 11:00 PM No Passes Here Comes The Boom 1 hr 45 min PG 10:50 AM 1:35 PM 4:15 PM 7:10 PM 10:00 PM Hotel Transylvania 1 hr 31 min PG 12:55 PM 3:25 PM 5:55 PM 8:25 PM 11:05 PM Hotel Transylvania 3D 1 hr 31 min PG 11:55 AM 2:25 PM RealD 3D House At The End Of The Street 1 hr 41 min PG13 12:10 PM 5:25 PM Looper 1 hr 58 min R 10:50 AM 1:50 PM 4:50 PM 7:45 PM 10:45 PM Pitch Perfect 1 hr 52 min PG13 11:00 AM 1:55 PM 4:45 PM 7:35 PM Resident Evil: Retribution 1 hr 37 min R 2:50 PM ...
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...External Assessment This analysis examines the film industry, including photographic equipment, supplies, and motion picture production and distribution, which relates to the entertainment sector. Opportunity: Growing demand for large-scale 2D/3D film viewing experiences. Evidence includes increasing order trends for 3D systems and pricing trends show consumers are willing to pay a premium price for these enhanced movie experiences. The strategic group this affects is the large format film group. Key success factors include supporting research and development for new advanced technology and having expertise to build and service the relevant equipment. Threat: The threat of substitutes coming from new technological advancements that allow alternative viewing choices which include, but are not limited to, home theatres, internet viewing, VOD, etc. Evidence shows that currently 85 per cent of a film’s revenue is attributed to home viewing and the prevalence of film piracy is increasing as a result of the internet. The strategic groups this effects are those involved in the distribution channels of films. Key success factors include government support through copyright laws protecting film distribution and the ability to capitalize on technological and environmental assets to provide consumers with a unique social experience that cannot be replicated at home. Opportunity: Growth in emerging international markets, particularly the Asia-Pacific region. Evidence shows that a significant...
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...The structure of the Judicial System – courts are specialized: specific types of dispute (subject matter: civil, criminal), monetary, geographical Trial courts (court of original jurisdiction)– courts where a legal action is first brought to a judge for a decision Court of appeal – these courts hear appeal (petition) from the decisions of trial courts. They can override the decision of trial courts because they are higher ranked. * Do not hear evidence * Look for errors in law Federal Courts – deal with disputes that are within federal jurisdiction. * Taxes * actions against federal government * patent * admiralty * trademark * copyright Federal Court Trial Division -> Federal Court of Appeal -> Supreme Court of Canada Special tax courts – part of federal court system. Provincial courts Criminal Courts Magistrate’s or Provincial Court – trial court. Initially deals with all criminal matters Provincial Supreme courts – more serious issues Youth Court Criminal Courts of appeal Civil courts – deals with disputes between individuals Small claim courts – limit to certain amount of money depending on province Surrogate courts (probate) – deals with wills and estates of deceased people Family courts – custody issues, payments, not criminal in ordinary sense Civil courts of appeal Provincial court of appeal Supreme court of Canada – in civil cases requires leave (permission) to appeal Enforcement of criminal law – usually same...
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