Question:
In 2004, Disney had a long string of box-office failures.
How did it affect its earnings?
Answer:
Like other
major studios in Hollywood, Disney’s principal
business is no longer movies– or, at least, not
movies shown in theaters. So “box-office”
gross, though still reported as news by the media, is
no longer a valid harbinger of movie-company profits.
In the quarter of 2004 when most of the flops were written
off, the entire studio division accounted for just over
2.4 percent of Disney's corporate operating income–
and most of that came not from its current theatrical
releases but from its rich library-- including DVDs,
videos, and television licenses from past movies. Indeed,
during that same period as these box-office failures,
Disney’s corporate earnings soared by nearly 50
percent.
Indeed, during that same quarter
Disney made nearly twice as much from its toy-licensing
operation (Winnie the Pooh, Mickey Mouse, and the rest
of the soft and cuddly moneymakers) as it did from its
entire movie division. Like the other studios,
the principal business of Disney is entertaining the
world’s most sought-after audience: youth. It
accomplishes this primarily via television, DVD and
video sales, toy licensing, and its theme parks (see
Table 1). Consider, the sports cable network, ESPN (of
which Disney owns 80 percent.) ESPN charges a
monthly "carriage fee" averaging $1.75 per
subscriber on all cable operators carrying its sports
networks as part of their basic service. Since
cable operators need to carry ESPN to keep their subscribers,
the carriage fee is amounts to an effective tax on cable
households-- and one that ESPN is able to raise by 20-percent
a year. Even the largest operator, Comcast,
which gets a volume discount, will pay ESPN almost a
quarter of a billion dollars this year. As a result,
ESPN provided Disney with over $1.1 billion in cash
flow in 2004 (about five times as much as the big-screen
division.)
While box-office
take may both fascinate the public and provide grist
for the media’s mill, it is no longer a crucial
variable in the profits equation at Disney-- or at any
of the other entertainment conglomerates that constitute
the new Hollywood
TABLE 1
Disney’s Operating
Income
3rd Quarter 2004 (Reported
August 2004 in millions of dollars)
Division |
Income |
% of Total |
Movie
Studio
|
$28 |
2.4 |
TV |
$673 |
56 |
Theme Parks |
$421 |
35 |
Licensing &Consumer |
$76 |
6.6 |
Total |
$1198 |
100 |
In re-electing Eisner, Disney's
shareholders recognized the new reality of Hollywood.
|