Marvel Enterprises
Marketing Strategy 8050
Marvel Enterprises, Inc. Case Writing by Xiaodan Dong
February, 2008
Marvel Enterprises, Inc.
(b) Why was Marvel’s turnaround so successful? Would you characterize that success as a fluke? Or do you view it as sustainable? Why? How? Marvel’s success is not a fluke because its business model is sustainable. Marvel’s new strategy monetized the content library by licensing characters for use with media products. During an era in which mass media is very important in people’s life, only one media tool, publishing, is not strong enough to expand Marvel’s influence to consumers. Comic books can target a very limited market, mostly composed of male teenagers and young adults from 13 to 23 years old. It is very difficult to expand this traditional market. After many years of development, this market has matured and is very stable. Meanwhile, people have been more exposed to movies, televisions, and video games, which more effectively influence people’s consumption behavior than do comic books. All these media modes are able to reach more consumer segments than traditional comic-book publishing. Marvel’s potential to develop increased dramatically when its market expanded to broadcast media. Other consumer products, such as toys, worked in conjunction with media products, these two kinds of products reinforced each other. Marvel’s market expansion developed in both a comprehensive and intensive manner. Marvel emphasized long-term value in its new management strategy. They planed “career” for each of their characters. For example, Spider-Man’s career over the next five years is to have two more movies, DVDs, toys, a video game, and a promotion with Burger King. The intensive “career plan” extend character’s life and can have each character penetrate into people’s lives by media on a long term basis. The third main strategic dimension is to ensure the quality of the content which featured Marvel characters. Creation and
Marvel Enterprises, Inc. Case Writing by Xiaodan Dong
February, 2008
Marvel Enterprises, Inc.
(b) Why was Marvel’s turnaround so successful? Would you characterize that success as a fluke? Or do you view it as sustainable? Why? How? Marvel’s success is not a fluke because its business model is sustainable. Marvel’s new strategy monetized the content library by licensing characters for use with media products. During an era in which mass media is very important in people’s life, only one media tool, publishing, is not strong enough to expand Marvel’s influence to consumers. Comic books can target a very limited market, mostly composed of male teenagers and young adults from 13 to 23 years old. It is very difficult to expand this traditional market. After many years of development, this market has matured and is very stable. Meanwhile, people have been more exposed to movies, televisions, and video games, which more effectively influence people’s consumption behavior than do comic books. All these media modes are able to reach more consumer segments than traditional comic-book publishing. Marvel’s potential to develop increased dramatically when its market expanded to broadcast media. Other consumer products, such as toys, worked in conjunction with media products, these two kinds of products reinforced each other. Marvel’s market expansion developed in both a comprehensive and intensive manner. Marvel emphasized long-term value in its new management strategy. They planed “career” for each of their characters. For example, Spider-Man’s career over the next five years is to have two more movies, DVDs, toys, a video game, and a promotion with Burger King. The intensive “career plan” extend character’s life and can have each character penetrate into people’s lives by media on a long term basis. The third main strategic dimension is to ensure the quality of the content which featured Marvel characters. Creation and