Top Five Global Movie and Entertainment Companies: Performance, Strategies and Competitive Analysis, December 2012
The global movie and entertainment industry is expected to reach $139.84 billion by 2017, with a CAGR of 3.9%. The industry primarily consists of organizations that produce and distribute motion pictures and sound recordings. The key players concentrate on technological innovation strategies to meet customer requirements to be at the forefront of the industry that focuses on joint ventures and partnership agreements in many instances.
Lucintel, a leading global management consulting and market research firm, has conducted a competitive analysis of global movie and entertainment industry and presents its findings in “Top Five Global Movie and Entertainment Companies: Performance, Strategies and Competitive Analysis”. This report briefly discusses the subject companies, their geographic footprints, financial metrics, market performance, marketing and corporate strategies, and provides a SWOT analysis of each company.
The industry has faced some challenges during the last five years. Growing penetration by highdefinition televisions and other viewing formats fueled demand for high-definition videos, and negatively affected physical sell-through market. The industry declined in 2009, after previously registering modest growth, due to the global economic crisis. The recession led to reduced income levels, which affected media spending and resulted in fewer theatrical releases.
The industry has been driven by stronger local and new cinemas, which are expected to revitalize the box office market. The increasing importance of online media along with the changing media consumption pattern, home entertainment market, and increasing disposable income with improved economic conditions influenced the growth of the movie and entertainment industry.
The report gives a concise overview of top five movie and entertainment companies:
This report will save hundreds of hours of your own personal research time and will significantly benefit you in expanding your business opportunities in global movie and entertainment companies industry. In today’s chaotic economy, you need every advantage that you can find to keep ahead in your business
Lucintel, a leading global management consulting and market research firm, has conducted a competitive analysis of global movie and entertainment industry and presents its findings in “Top Five Global Movie and Entertainment Companies: Performance, Strategies and Competitive Analysis”. This report briefly discusses the subject companies, their geographic footprints, financial metrics, market performance, marketing and corporate strategies, and provides a SWOT analysis of each company.
The industry has faced some challenges during the last five years. Growing penetration by highdefinition televisions and other viewing formats fueled demand for high-definition videos, and negatively affected physical sell-through market. The industry declined in 2009, after previously registering modest growth, due to the global economic crisis. The recession led to reduced income levels, which affected media spending and resulted in fewer theatrical releases.
The industry has been driven by stronger local and new cinemas, which are expected to revitalize the box office market. The increasing importance of online media along with the changing media consumption pattern, home entertainment market, and increasing disposable income with improved economic conditions influenced the growth of the movie and entertainment industry.
The report gives a concise overview of top five movie and entertainment companies:
- News Corporation
- Regal Entertainment Group
- The Walt Disney Company
- Time Warner, Inc.
- Viacom, Inc.
This report will save hundreds of hours of your own personal research time and will significantly benefit you in expanding your business opportunities in global movie and entertainment companies industry. In today’s chaotic economy, you need every advantage that you can find to keep ahead in your business
1. EXECUTIVE SUMMARY
2. MARKET DEFINITION AND SCOPE
3. MARKET OPPORTUNITY
4. COMPETITIVE BENCHMARKING (FINANCIAL AND MARKET)
Company Profile on Following Parameters
Company Overview
Benchmarking (Financial & Market)
SWOT Analysis
Product Positioning
Marketing Strategy and Tactics
Corporate Strategy
5. COMPANY PROFILE ON NEWS CORPORATION
6. COMPANY PROFILE ON REGAL ENTERTAINMENT GROUP
7. COMPANY PROFILE ON THE WALT DISNEY COMPANY
8. COMPANY PROFILE ON TIME WARNER, INC.
9. COMPANY PROFILE ON VIACOM, INC.
2. MARKET DEFINITION AND SCOPE
3. MARKET OPPORTUNITY
4. COMPETITIVE BENCHMARKING (FINANCIAL AND MARKET)
Company Profile on Following Parameters
Company Overview
Benchmarking (Financial & Market)
SWOT Analysis
Product Positioning
Marketing Strategy and Tactics
Corporate Strategy
5. COMPANY PROFILE ON NEWS CORPORATION
6. COMPANY PROFILE ON REGAL ENTERTAINMENT GROUP
7. COMPANY PROFILE ON THE WALT DISNEY COMPANY
8. COMPANY PROFILE ON TIME WARNER, INC.
9. COMPANY PROFILE ON VIACOM, INC.
LIST OF FIGURES AND CHARTS
CHAPTER 3. Market Opportunity
Figure 3.1: Supply chain for movie and entertainment market
Figure 3.2: Global movie and entertainment industry annual trend 2006-2011 (US $B)
Figure 3.3: Global movie and entertainment industry regional trend 2006-2011 (US $B)
Figure 3.4: Global movie and entertainment industry regional trend 2006-2011 (%)
Figure 3.5: Global movie and entertainment industry opportunity by region
CHAPTER 4.Competitive Benchmarking (Financial and Market)
Figure 4.1: Top five movie and entertainment companies – financial benchmarking
Figure 4.2: Global top five movies and entertainment companies gross profit and net profit analysis – 2011
Figure 4.3: Financial analysis – growth leadership quadrant (2011)
Figure 4.4: Market share of top players 2006
Figure 4.5: Market share of top players 2011
Figure 4.6: 2006 Market share analysis
Figure 4.7: 2011 Market share analysis
Figure 4.8: Global market share analysis 2011
Figure 4.9: Global market fragmentation 2011
Figure 4.10: Market value North America (US $B)
Figure 4.11: Market value Europe (US $B)
Figure 4.12: Market value Asia Pacific: (US $B)
Figure 4.13: Market value ROW (US $B)
Figure 4.14: Regional revenue evaluation 2011(US $M)
Figure 4.15: Regional revenue evaluation 2011(%)
Figure 4.16: North American revenue trend for top players 2007-2011 (US $B)
Figure 4.17: Europe revenue trend for top players 2007-2011 (US $B)
Figure 4.18: Asia Pacific revenue trend for top players 2007-2011 (US $B)
Figure 4.19: Row revenue trend for top players 2007-2011 (US $B)
Figure 4.20: Lucintel triad - top five major players
CHAPTER 5. Company Profile of News Corporation
Figure 5.1: News Corporation’s revenue by business structure 2011
Figure 5.2: Lucintel Triad – News Corporation
Figure 5.3: Financial benchmarking News Corporation against top three and top five industry players’ average
Figure 5.4: Financial benchmarking of News Corporation against Top Five best
Figure 5.5: Global industry revenue trend Vs News Corporation (2007-2011) in US $B
Figure 5.6: Global market share trend for News Corporation (2007-2011) in (%)
Figure 5.7: North American industry revenue trend Vs News Corporation 2007-2011 in (US $B)
Figure 5.8: European industry revenue trend Vs News Corporation 2007-2011 in (US $B)
Figure 5.9: APAC industry revenue trend Vs News Corporation 2007-2011 in (US $B)
Figure 5.10: ROW industry revenue trend Vs News Corporation 2007-2011 in (US $B)
Figure 5.11: North American market share trend Vs News Corporation 2007-2011 in (%)
Figure 5.12: European market share trend Vs News Corporation 2007-2011 in (%)
Figure 5.13: APAC market share trend Vs News Corporation 2007-2011 in (%)
Figure 5.14: ROW market share trend Vs News Corporation 2007-2011 in (%)
Figure 5.15: News Corporation productivity 2007-2011 (US $M)
Figure 5.16: News Corporation fixed asset value 2007-2011 (US $M)
Figure 5.17: Strategic execution
CHAPTER 6. Company Profile of Regal Entertainment Group
Figure 6.1: Regal Entertainment Group revenue by business structure 2011
Figure 6.2: Lucintel triad - Regal Entertainment Group
Figure 6.3: Financial benchmarking of Regal Entertainment Group against top three and
top five industry players’ average
Figure 6.4: Financial benchmarking of Regal Entertainment Group against Top five best
Figure 6.5: Global industry revenue trend Vs Regal Entertainment Group (2007-2011) in (US $B)
Figure 6.6: Global market share trend for Regal Entertainment Group (2007-2011) in (%)
Figure 6.7: North American industry revenue trend Vs. Regal Entertainment Group 2007-2011 in (US $B)
Figure 6.8: European industry revenue trend Vs Regal Entertainment Group 2007-2011 in (US $B)
Figure 6.9: APAC industry revenue trend Vs Regal Entertainment Group 2007-2011 in (US $B)
Figure 6.10: ROW industry revenue trend Vs Regal Entertainment Group 2007-2011 in (US $B)
Figure 6.11: North American market share trend Vs Regal Entertainment Group 2007-2011 in (%)
Figure 6.12: European market share trend Vs Regal Entertainment Group 2007-2011 in (%)
Figure 6.13: APAC market share trend Vs DuPont 2007-2011 in (%)
Figure 6.14: ROW market share trend Vs DuPont 2007-2011 in (%)
Figure 6.15: Regal Entertainment Group productivity: 2007-2011 in (US $M)
Figure 6.16: Regal Entertainment Group fixed asset value: 2007-2011 in (US $M)
Figure 6.17: Strategic execution
CHAPTER 7. Company Profile of The Walt Disney Company
Figure 7.1: The Walt Disney Company revenue by business structure 2011
Figure 7.2: Lucintel triad – Microsoft Corporation
Figure 7.3: Financial benchmarking of The Walt Disney Company against top three and
top five industry players’ average
Figure 7.4: Financial benchmarking of The Walt Disney Company against Top five best
Figure 7.5: Global industry revenue trend Vs The Walt Disney Company (2007-2011) in (US $B)
Figure 7.6: Global market share trend for The Walt Disney Company (2007-2011) in (%)
Figure 7.7: North American industry revenue trend Vs The Walt Disney Company (2007-2011) in (US $B)
Figure 7.8: European industry revenue trend Vs The Walt Disney Company (2007-2011) in (US $B)
Figure 7.9: APAC industry revenue trend Vs The Walt Disney Company (2007-2011) in (US $B)
Figure 7.10: ROW industry revenue trend Vs The Walt Disney Company (2007-2011) in (US $B)
Figure 7.11: North American market share trend Vs The Walt Disney Company (2007-2011) in (%)
Figure 7.12: European market share trend Vs The Walt Disney Company l (2007-2011) in (%)
Figure 7.13: APAC market share trend Vs The Walt Disney Company (2007-2011) in (%)
Figure 7.14: ROW market share trend Vs The Walt Disney Company (2007-2011) in (%)
Figure 7.15: The Walt Disney Company productivity: 2007-2011 in (US $M)
Figure 7.16: The Walt Disney Company fixed asset value: 2007-2011 in (US $M)
Figure 7.17: Strategic execution
CHAPTER 8. Company Profile of Time Warner, Inc.
Figure 8.1: Time Warner, Inc. revenue by business structure 2011
Figure 8.2: Lucintel triad – Oracle Corporation
Figure 8.3: Financial benchmarking of Time Warner, Inc. against top three and top five industry players’ average
Figure 8.4: Financial benchmarking of Time Warner, Inc. against Top five best
Figure 8.5: Global industry revenue trend Vs Time Warner, Inc. (2007-2011) in (US $B)
Figure 8.6: Global market share trend for Time Warner, Inc. (2007-2011) in (%)
Figure 8.7: North American industry revenue trend Vs Time Warner, Inc. (2007-2011) in (US $B)
Figure 8.8: European industry revenue trend Vs Time Warner, Inc. (2007-2011) in (US $B)
Figure 8.9: APAC industry revenue trend Vs Time Warner, Inc. (2007-2011) in (US $B)
Figure 8.10: ROW industry revenue trend Vs Time Warner, Inc. (2007-2011) in (US $B)
Figure 8.11: North American market share trend Vs Time Warner, Inc. (2007-2011) in (%)
Figure 8.12: European market share trend Vs Time Warner, Inc. (2007-2011) in (%)
Figure 8.13: APAC market share trend Vs Time Warner, Inc. (2007-2011) in (%)
Figure 8.14: ROW market share trend Vs Time Warner, Inc. (2007-2011) in (%)
Figure 8.15: Time Warner, Inc. productivity: 2007-2011 in (US $M)
Figure 8.16: Time Warner, Inc. fixed asset value: 2007-2011 in (US $M)
Figure 8.17: Strategic execution
CHAPTER 9. Company Profile of Viacom, Inc
Figure 9.1: Viacom, Inc revenue by business structure 2011
Figure 9.2: Lucintel triad – Viacom, Inc
Figure 9.3: Financial benchmarking of Viacom, Inc against top three and top five industry players’ average
Figure 9.4: Financial benchmarking of Viacom, Inc against Top five best
Figure 9.5: Global industry revenue trend Vs Viacom, Inc (2007-2011) in (US $B)
Figure 9.6: Global market share trend for Viacom, Inc (2007-2011) in (%)
Figure 9.7: North American industry revenue trend Vs Viacom, Inc (2007-2011) in (US $B)
Figure 9.8: European industry revenue trend Vs Viacom, Inc (2007-2011) in (US $B)
Figure 9.9: APAC industry revenue trend Vs Viacom, Inc (2007-2011) in (US $B)
Figure 9.10: ROW industry revenue trend Vs Viacom, Inc (2007-2011) in (US $B)
Figure 9.11: North American market share trend Vs Viacom, Inc (2007-2011) in (%)
Figure 9.12: European market share trend Vs Viacom, Inc (2007-2011) in (%)
Figure 9.13: APAC market share trend Vs Viacom, Inc (2007-2011) in (%)
Figure 9.14: ROW market share trend Vs Viacom, Inc (2007-2011) in (%)
Figure 9.15: Viacom, Inc productivity: 2007-2011 in (US $M)
Figure 9.16: Viacom, Inc fixed asset value: 2007-2011 in (US $M)
Figure 9.17: Strategic execution
CHAPTER 3. Market Opportunity
Figure 3.1: Supply chain for movie and entertainment market
Figure 3.2: Global movie and entertainment industry annual trend 2006-2011 (US $B)
Figure 3.3: Global movie and entertainment industry regional trend 2006-2011 (US $B)
Figure 3.4: Global movie and entertainment industry regional trend 2006-2011 (%)
Figure 3.5: Global movie and entertainment industry opportunity by region
CHAPTER 4.Competitive Benchmarking (Financial and Market)
Figure 4.1: Top five movie and entertainment companies – financial benchmarking
Figure 4.2: Global top five movies and entertainment companies gross profit and net profit analysis – 2011
Figure 4.3: Financial analysis – growth leadership quadrant (2011)
Figure 4.4: Market share of top players 2006
Figure 4.5: Market share of top players 2011
Figure 4.6: 2006 Market share analysis
Figure 4.7: 2011 Market share analysis
Figure 4.8: Global market share analysis 2011
Figure 4.9: Global market fragmentation 2011
Figure 4.10: Market value North America (US $B)
Figure 4.11: Market value Europe (US $B)
Figure 4.12: Market value Asia Pacific: (US $B)
Figure 4.13: Market value ROW (US $B)
Figure 4.14: Regional revenue evaluation 2011(US $M)
Figure 4.15: Regional revenue evaluation 2011(%)
Figure 4.16: North American revenue trend for top players 2007-2011 (US $B)
Figure 4.17: Europe revenue trend for top players 2007-2011 (US $B)
Figure 4.18: Asia Pacific revenue trend for top players 2007-2011 (US $B)
Figure 4.19: Row revenue trend for top players 2007-2011 (US $B)
Figure 4.20: Lucintel triad - top five major players
CHAPTER 5. Company Profile of News Corporation
Figure 5.1: News Corporation’s revenue by business structure 2011
Figure 5.2: Lucintel Triad – News Corporation
Figure 5.3: Financial benchmarking News Corporation against top three and top five industry players’ average
Figure 5.4: Financial benchmarking of News Corporation against Top Five best
Figure 5.5: Global industry revenue trend Vs News Corporation (2007-2011) in US $B
Figure 5.6: Global market share trend for News Corporation (2007-2011) in (%)
Figure 5.7: North American industry revenue trend Vs News Corporation 2007-2011 in (US $B)
Figure 5.8: European industry revenue trend Vs News Corporation 2007-2011 in (US $B)
Figure 5.9: APAC industry revenue trend Vs News Corporation 2007-2011 in (US $B)
Figure 5.10: ROW industry revenue trend Vs News Corporation 2007-2011 in (US $B)
Figure 5.11: North American market share trend Vs News Corporation 2007-2011 in (%)
Figure 5.12: European market share trend Vs News Corporation 2007-2011 in (%)
Figure 5.13: APAC market share trend Vs News Corporation 2007-2011 in (%)
Figure 5.14: ROW market share trend Vs News Corporation 2007-2011 in (%)
Figure 5.15: News Corporation productivity 2007-2011 (US $M)
Figure 5.16: News Corporation fixed asset value 2007-2011 (US $M)
Figure 5.17: Strategic execution
CHAPTER 6. Company Profile of Regal Entertainment Group
Figure 6.1: Regal Entertainment Group revenue by business structure 2011
Figure 6.2: Lucintel triad - Regal Entertainment Group
Figure 6.3: Financial benchmarking of Regal Entertainment Group against top three and
top five industry players’ average
Figure 6.4: Financial benchmarking of Regal Entertainment Group against Top five best
Figure 6.5: Global industry revenue trend Vs Regal Entertainment Group (2007-2011) in (US $B)
Figure 6.6: Global market share trend for Regal Entertainment Group (2007-2011) in (%)
Figure 6.7: North American industry revenue trend Vs. Regal Entertainment Group 2007-2011 in (US $B)
Figure 6.8: European industry revenue trend Vs Regal Entertainment Group 2007-2011 in (US $B)
Figure 6.9: APAC industry revenue trend Vs Regal Entertainment Group 2007-2011 in (US $B)
Figure 6.10: ROW industry revenue trend Vs Regal Entertainment Group 2007-2011 in (US $B)
Figure 6.11: North American market share trend Vs Regal Entertainment Group 2007-2011 in (%)
Figure 6.12: European market share trend Vs Regal Entertainment Group 2007-2011 in (%)
Figure 6.13: APAC market share trend Vs DuPont 2007-2011 in (%)
Figure 6.14: ROW market share trend Vs DuPont 2007-2011 in (%)
Figure 6.15: Regal Entertainment Group productivity: 2007-2011 in (US $M)
Figure 6.16: Regal Entertainment Group fixed asset value: 2007-2011 in (US $M)
Figure 6.17: Strategic execution
CHAPTER 7. Company Profile of The Walt Disney Company
Figure 7.1: The Walt Disney Company revenue by business structure 2011
Figure 7.2: Lucintel triad – Microsoft Corporation
Figure 7.3: Financial benchmarking of The Walt Disney Company against top three and
top five industry players’ average
Figure 7.4: Financial benchmarking of The Walt Disney Company against Top five best
Figure 7.5: Global industry revenue trend Vs The Walt Disney Company (2007-2011) in (US $B)
Figure 7.6: Global market share trend for The Walt Disney Company (2007-2011) in (%)
Figure 7.7: North American industry revenue trend Vs The Walt Disney Company (2007-2011) in (US $B)
Figure 7.8: European industry revenue trend Vs The Walt Disney Company (2007-2011) in (US $B)
Figure 7.9: APAC industry revenue trend Vs The Walt Disney Company (2007-2011) in (US $B)
Figure 7.10: ROW industry revenue trend Vs The Walt Disney Company (2007-2011) in (US $B)
Figure 7.11: North American market share trend Vs The Walt Disney Company (2007-2011) in (%)
Figure 7.12: European market share trend Vs The Walt Disney Company l (2007-2011) in (%)
Figure 7.13: APAC market share trend Vs The Walt Disney Company (2007-2011) in (%)
Figure 7.14: ROW market share trend Vs The Walt Disney Company (2007-2011) in (%)
Figure 7.15: The Walt Disney Company productivity: 2007-2011 in (US $M)
Figure 7.16: The Walt Disney Company fixed asset value: 2007-2011 in (US $M)
Figure 7.17: Strategic execution
CHAPTER 8. Company Profile of Time Warner, Inc.
Figure 8.1: Time Warner, Inc. revenue by business structure 2011
Figure 8.2: Lucintel triad – Oracle Corporation
Figure 8.3: Financial benchmarking of Time Warner, Inc. against top three and top five industry players’ average
Figure 8.4: Financial benchmarking of Time Warner, Inc. against Top five best
Figure 8.5: Global industry revenue trend Vs Time Warner, Inc. (2007-2011) in (US $B)
Figure 8.6: Global market share trend for Time Warner, Inc. (2007-2011) in (%)
Figure 8.7: North American industry revenue trend Vs Time Warner, Inc. (2007-2011) in (US $B)
Figure 8.8: European industry revenue trend Vs Time Warner, Inc. (2007-2011) in (US $B)
Figure 8.9: APAC industry revenue trend Vs Time Warner, Inc. (2007-2011) in (US $B)
Figure 8.10: ROW industry revenue trend Vs Time Warner, Inc. (2007-2011) in (US $B)
Figure 8.11: North American market share trend Vs Time Warner, Inc. (2007-2011) in (%)
Figure 8.12: European market share trend Vs Time Warner, Inc. (2007-2011) in (%)
Figure 8.13: APAC market share trend Vs Time Warner, Inc. (2007-2011) in (%)
Figure 8.14: ROW market share trend Vs Time Warner, Inc. (2007-2011) in (%)
Figure 8.15: Time Warner, Inc. productivity: 2007-2011 in (US $M)
Figure 8.16: Time Warner, Inc. fixed asset value: 2007-2011 in (US $M)
Figure 8.17: Strategic execution
CHAPTER 9. Company Profile of Viacom, Inc
Figure 9.1: Viacom, Inc revenue by business structure 2011
Figure 9.2: Lucintel triad – Viacom, Inc
Figure 9.3: Financial benchmarking of Viacom, Inc against top three and top five industry players’ average
Figure 9.4: Financial benchmarking of Viacom, Inc against Top five best
Figure 9.5: Global industry revenue trend Vs Viacom, Inc (2007-2011) in (US $B)
Figure 9.6: Global market share trend for Viacom, Inc (2007-2011) in (%)
Figure 9.7: North American industry revenue trend Vs Viacom, Inc (2007-2011) in (US $B)
Figure 9.8: European industry revenue trend Vs Viacom, Inc (2007-2011) in (US $B)
Figure 9.9: APAC industry revenue trend Vs Viacom, Inc (2007-2011) in (US $B)
Figure 9.10: ROW industry revenue trend Vs Viacom, Inc (2007-2011) in (US $B)
Figure 9.11: North American market share trend Vs Viacom, Inc (2007-2011) in (%)
Figure 9.12: European market share trend Vs Viacom, Inc (2007-2011) in (%)
Figure 9.13: APAC market share trend Vs Viacom, Inc (2007-2011) in (%)
Figure 9.14: ROW market share trend Vs Viacom, Inc (2007-2011) in (%)
Figure 9.15: Viacom, Inc productivity: 2007-2011 in (US $M)
Figure 9.16: Viacom, Inc fixed asset value: 2007-2011 in (US $M)
Figure 9.17: Strategic execution
LIST OF TABLES
CHAPTER 3. Market Opportunity
Table 3.1: Industry parameters of global movie and entertainment industry
Table 3.2: Relative market attractiveness by region
Table 3.3: Regional revenue growth rate
CHAPTER 4. Competitive Benchmarking (Financial and Market)
Table 4.1: Financial benchmarking of top five global movie and entertainment companies
Table 4.2: Key financial parameters for top five movie and entertainment companies
Table 4.3: Regional revenue (US $M)
Table 4.4: Regional revenue (%)
Table 4.5: Competitors based on markets served
Table 4.6: Lucintel triad - Top five major players
CHAPTER 5. Company Profile of News Corporation
Table 5.1: Market served: News Corporation
Table 5.2: Lucintel triad – News Corporation
Table 5.3: Financial Benchmarking of News Corporation against best and against Top three and Top five industry players’ average
Table 5.4: Strategic execution – product positioning by segment
Table 5.5: Strategic execution – perceived customer value / quality
Table 5.6: Strategic execution – promotion / communications
Table 5.7: Strategic execution – product distribution by region
CHAPTER 6. Company Profile of Regal Entertainment Group
Table 6.1: Market served – Regal Entertainment Group
Table 6.2: Lucintel triad – Regal Entertainment Group
Table 6.3: Financial benchmarking of Regal Entertainment Group against best and against Top three and Top five industry players’ average
Table 6.4: Strategic execution – product positioning by segment
Table 6.5: Strategic execution – perceived customer value / quality
Table 6.6: Strategic execution – promotion / communications
Table 6.7: Strategic execution – product distribution by region
CHAPTER 7. Company Profile of The Walt Disney Company
Table 7.1: Market served – The Walt Disney Company
Table 7.2: Lucintel triad – The Walt Disney Company
Table 7.3: Financial benchmarking of The Walt Disney Company against best and against Top three and Top five industry players’ average
Table 7.4: Strategic execution – product positioning by segment
Table 7.5: Strategic execution – perceived customer value / quality
Table 7.6: Strategic execution – promotion / communications
Table 7.7: Strategic execution – product distribution by region
CHAPTER 8. Company Profile of Time Warner, Inc.
Table 8.1: Market served – Time Warner, Inc.
Table 8.2: Lucintel triad – Time Warner, Inc.
Table 8.3: Financial Benchmarking of Time Warner, Inc. against best and against Top three and top five industry players’ average
Table 8.4: Strategic execution – product positioning by segment
Table 8.5: Strategic execution – perceived customer value / quality
Table 8.6: Strategic execution – promotion / communications
Table 8.7: Strategic execution – product distribution by region
CHAPTER 9. Company Profile of Viacom, Inc
Table 9.1: Markets Served – Viacom, Inc
Table 9.2: Lucintel triad – Viacom, Inc
Table 9.3: Financial Benchmarking of Viacom, Inc against best and against Top three and top five industry players’ average
Table 9.4: Strategic execution – product positioning by segment
Table 9.5: Strategic execution – perceived customer value / quality
Table 9.6: Strategic execution – promotion / communications
Table 9.7: Strategic execution – product distribution by region
CHAPTER 3. Market Opportunity
Table 3.1: Industry parameters of global movie and entertainment industry
Table 3.2: Relative market attractiveness by region
Table 3.3: Regional revenue growth rate
CHAPTER 4. Competitive Benchmarking (Financial and Market)
Table 4.1: Financial benchmarking of top five global movie and entertainment companies
Table 4.2: Key financial parameters for top five movie and entertainment companies
Table 4.3: Regional revenue (US $M)
Table 4.4: Regional revenue (%)
Table 4.5: Competitors based on markets served
Table 4.6: Lucintel triad - Top five major players
CHAPTER 5. Company Profile of News Corporation
Table 5.1: Market served: News Corporation
Table 5.2: Lucintel triad – News Corporation
Table 5.3: Financial Benchmarking of News Corporation against best and against Top three and Top five industry players’ average
Table 5.4: Strategic execution – product positioning by segment
Table 5.5: Strategic execution – perceived customer value / quality
Table 5.6: Strategic execution – promotion / communications
Table 5.7: Strategic execution – product distribution by region
CHAPTER 6. Company Profile of Regal Entertainment Group
Table 6.1: Market served – Regal Entertainment Group
Table 6.2: Lucintel triad – Regal Entertainment Group
Table 6.3: Financial benchmarking of Regal Entertainment Group against best and against Top three and Top five industry players’ average
Table 6.4: Strategic execution – product positioning by segment
Table 6.5: Strategic execution – perceived customer value / quality
Table 6.6: Strategic execution – promotion / communications
Table 6.7: Strategic execution – product distribution by region
CHAPTER 7. Company Profile of The Walt Disney Company
Table 7.1: Market served – The Walt Disney Company
Table 7.2: Lucintel triad – The Walt Disney Company
Table 7.3: Financial benchmarking of The Walt Disney Company against best and against Top three and Top five industry players’ average
Table 7.4: Strategic execution – product positioning by segment
Table 7.5: Strategic execution – perceived customer value / quality
Table 7.6: Strategic execution – promotion / communications
Table 7.7: Strategic execution – product distribution by region
CHAPTER 8. Company Profile of Time Warner, Inc.
Table 8.1: Market served – Time Warner, Inc.
Table 8.2: Lucintel triad – Time Warner, Inc.
Table 8.3: Financial Benchmarking of Time Warner, Inc. against best and against Top three and top five industry players’ average
Table 8.4: Strategic execution – product positioning by segment
Table 8.5: Strategic execution – perceived customer value / quality
Table 8.6: Strategic execution – promotion / communications
Table 8.7: Strategic execution – product distribution by region
CHAPTER 9. Company Profile of Viacom, Inc
Table 9.1: Markets Served – Viacom, Inc
Table 9.2: Lucintel triad – Viacom, Inc
Table 9.3: Financial Benchmarking of Viacom, Inc against best and against Top three and top five industry players’ average
Table 9.4: Strategic execution – product positioning by segment
Table 9.5: Strategic execution – perceived customer value / quality
Table 9.6: Strategic execution – promotion / communications
Table 9.7: Strategic execution – product distribution by region
