Strategic Alliances and Entertainment
Strategic Alliances and Entertainment
Jobs had the early strategic vision to complement computing with movie entertainment. After founding NeXT, he personally acquired a majority interest in the young movie company Pixar in February 1986. Jobs went on to invest ¼ of his personal wealth into Pixar.
In 1995, Pixar solidified its position within animated movies with the debut of Toy
Story. Grossing $358 million worldwide, it became the 3rd-largest grossing animated movie in history. After this success, Jobs took Pixar public and negotiated far better terms with Disney. Later successes included Toy Story 2,
Monsters Inc., and Finding Nemo. The alliance between Pixar and Disney has tremendous potential for economies of scope. As CEO of Apple and Disney’s largest shareholder, Jobs is the strategic link between Disney, Apple, and Pixar.
Opportunities include combining the animated movie expertise of Disney and
Pixar, as well as sharing the content of Disney’s ABC or ESPN networks over
Apple’s digital offerings. (Burrows, Grover, and Green)
A current example of the fusion between Disney, Jobs, Apple, and technology is video on the iPod. Disney’s Desperate Housewives was one of the first television programs available for purchase and download to the newer video-enabled iPod.
There are concerns about whether these synergies will come to fruition. There are fears that the personality and style of Jobs may conflict with Disney, and that
Disney CEO Iger could be “Amelioed” -- driven out of office by Jobs in a manner similar to how Jobs drove Amelio out of the CEO post at Apple. (Burrows, Grover, and Green).
On Apple’s New Product Development Strategy
Posted on January 1st, 2010 by daniel
Michael Malone from ABC News wrote an interesting article on Apple’s iPhone and its overall new product development strategy, with interesting strategic lessons for new product development and business in general.
Google Nexus Offers Little Competition to Apple
Jobs had the early strategic vision to complement computing with movie entertainment. After founding NeXT, he personally acquired a majority interest in the young movie company Pixar in February 1986. Jobs went on to invest ¼ of his personal wealth into Pixar.
In 1995, Pixar solidified its position within animated movies with the debut of Toy
Story. Grossing $358 million worldwide, it became the 3rd-largest grossing animated movie in history. After this success, Jobs took Pixar public and negotiated far better terms with Disney. Later successes included Toy Story 2,
Monsters Inc., and Finding Nemo. The alliance between Pixar and Disney has tremendous potential for economies of scope. As CEO of Apple and Disney’s largest shareholder, Jobs is the strategic link between Disney, Apple, and Pixar.
Opportunities include combining the animated movie expertise of Disney and
Pixar, as well as sharing the content of Disney’s ABC or ESPN networks over
Apple’s digital offerings. (Burrows, Grover, and Green)
A current example of the fusion between Disney, Jobs, Apple, and technology is video on the iPod. Disney’s Desperate Housewives was one of the first television programs available for purchase and download to the newer video-enabled iPod.
There are concerns about whether these synergies will come to fruition. There are fears that the personality and style of Jobs may conflict with Disney, and that
Disney CEO Iger could be “Amelioed” -- driven out of office by Jobs in a manner similar to how Jobs drove Amelio out of the CEO post at Apple. (Burrows, Grover, and Green).
On Apple’s New Product Development Strategy
Posted on January 1st, 2010 by daniel
Michael Malone from ABC News wrote an interesting article on Apple’s iPhone and its overall new product development strategy, with interesting strategic lessons for new product development and business in general.
Google Nexus Offers Little Competition to Apple