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group Inc and Toy biz, Inc. Marvel starts toward the tailend of the Great Depression and grows rapidly during the remainder of the 1930s and 1940s. The industry suffers a setback in the 1950s, but grows stronger in the 1960s as a new crop of popular characters appeal to the children of the baby boom. After another slump in the 1970s, Marvel rebounds in the 1980s, growing even larger and more popular. The company begins to diversify in the 1990s, as it seeks to reap full value from its stable of superheroes through licensing arrangements and other media outlets. Marvel counts among its characters such well-known properties as SpiderMan, the Fantastic Four, the Incredible Hulk, Thor, Iron Man, Captain America, the X-Men (notably Wolverine), and others. Most of Marvel's fictional characters operate in one single reality known as the Marvel Universe.
Marvel achieves success during a time of economic recovery and post war boom. This makes sense as young adults growing up in that period seek inspiration and empowerment through creative, fictional representations of hope. Marvel’s Entertainment Inc’s history bears a striking resemblance to one of its
promotion and brand management of all Marvel Characters worldwide. Marvel is planning to strategize itself into producing the movies of the characters which are not licensed to the third parties. They established relationship with larger licensees with bigger merchandising and financial appetite. Spider-man. The Licensing segment typically delivered over half of the company’s net sales in a year. As it transitioned from traditional publisher and toy maker into a new media and entertainment company Marvel is struggling hard to emerge as a winner over the intense competition from other players such DC Comics and various licensing agreements.downtrodden superheroes that battles rivals and fights injustices. Licensing and Film Production. Marvel eliminated its toy division and reorganized into three operating segments: Publishing. Publishing segment focused on creation and publishing comic books. trade paperbacks. Iron Man and Ghost Rider. Fantastic Four. Incredible Hulk. X-men. In first quarter of 2008. custom comics and digital comics of their major characters which including Captain America. The licensing segment focused on the licensing. This will help . The Film Production include self-produced feature film.
teachers. Marvel Entertainment. It also provides preproduction services. and obtaining production insurance and completion bonds. including developing film concepts and screenplays.P. Political. Technological. There is always a challenge of adding teenage readers and putting efforts to address following related issues • • • • • • Social. friends. Economic.them to have more control over the films and greater flexibility toward releasing the films and coordination of licensed products. while Also attracting the attention of new readers over time. coaches) Engagement in after school activities Absorption of messages from multi channel touch point . Major Issues and possible consideration/action: The ability to stay relevant and competitive Marvel need to retain attention of the old readers. has joint venture interests in Spider-Man Merchandising L. The advent of new distribution channels and new Class of readers is also keeping Marvel on the toes for constant innovation in their products and strategy. peers. and Environmental Concerns Core values and Principles Current and Future aspirations Importance of network(family. Inc. preparing budgets and production schedules.
Kenneth West which concludes the major primary stakeholders . Asia. Maisel. There was drop in revenues in year 2008 in the toy market segment. Europe. There is serious intellectual rights violations from abroad including countries from Africa. Isaac Perlmutter. The other key corporate officers include Alan Fine. Middle East. Richard Solar are some of the other Key Board of Directors or Primary Stake holders of the company. Morton Handel. Serious legal considerations influenced all of the Marvel operations. The first step in stake holder analysis is to assess the influence and Importance of each individual stakeholder or stakeholder group at Marvel Entertainment Inc.• Interactions with brands The above study can provide the foundation for target customer segment analysis. James Breyer. and non exclusive rights of several other toys made by using Marvel’s characters. Marvel faced intense competition in the toy industry and relied on the expertise of Hasbro to reach its major segments. Sid Ganis. James Halpin. and certain role play toys. Latin America which are creating constant threat to company’s registered trademarks and copyrights. This activity may help create another Marvel characters which can produce licensing revenues. Another major underlying issue was the exclusive agreement with Hasbro to make action figures. Peter Cuneo. domestically and internationally. Laurence Charney. John Turitzin. had been Marvel’s Chief Operating officer since Jan 1. 65. plush toys. David. There is always a challenge from DC Comics which has a tight hold in the market as well. 2005 and was employed by Marvel as Vice chairman of the board of Directors since Nov 2001. The study can be used as an input for introducing new “Superhero” figure among any target customer group.
Handel therefore presides at such meetings. The Nominating and Corporate Governance Committee’s function is (i) to identify individuals qualified to become members of the Board of Directors. the independent registered public accounting firm’s qualifications and independence. Each incumbent director attended at least 75% of the aggregate number of Board of Directors meetings and applicable committee meetings during the year. and (iii) to develop and recommend to the Board of Directors a set of Corporate Governance Guidelines and the modification of such guidelines from time to time. The Corporate Governance Guidelines provide that the chairman of the Board of Directors presides at the regularly scheduled executive sessions of non-management directors without management if the chairman is a non-management director. (ii) to assist the Board in its oversight of the integrity of Marvel’s financial statements. Film Slate Committee. The Board of Directors held eleven meetings during 2006. Compensation Committee. terminate Marvel’s independent registered public accounting firm. retain. and Strategic Planning Committee. The Audit Committee’s function is (i) to directly appoint. Handel. compensate. (ii) to recommend individuals for selection by the Board of Directors as nominees for election as directors at the next annual meeting of stockholders. Audit Committee.of the company whose influence and importance in the organization place them as primary stakeholders. as is the case with Mr. evaluate and. and the performance of Marvel’s internal audit function and the independent registered public accounting firm. and (iii) to prepare . Mr. Marvel’s compliance with legal and regulatory requirements. The Board of Directors’ committees include the Nominating and Corporate Governance Committee. where appropriate.
it is recommended that Marvel enter the business of producing digital and online media. and using the new business medium to help introduce other characters while continuing to leverage Marvel’s more popular assets to grow earnings and get a better grasp of the market. and in addition.marvel. and increase in unpredictability and risk. shareholders. such as movies. Marvel needs to ensure that they can utilize these forces both efficiently and effectively in their favor to build the Marvel Family and brand recognition. The other turnaround strategies can be : • Monetizing the content library via licensing characters for use with media and consumer products • • Managing the library of characters to foster long term value Retaining some control over the creative process to ensure the quality of the content. are becoming skeptical on how long they can rely on their prominent characters for a large portion of the company’s earnings. including management. television and online web streams. post bankruptcy. 1 www. Marvel’s business model is raising concerns from both critics/analysts and shareholders. which follows. Marvel’s growth does not seem sustainable as their current business culture of investing in low capital intensive projects are yielding low and safe returns that are hindering Marvel from extending their current growth rate. increase levels of competition.com . Four major forces shape the media and entertainment industry: accelerating pace of change.1 After successfully repositioning the firm as a global player. Therefore. sustained financial pressure.the report required to be included in Marvel’s annual proxy statement.
also focus on the lesser known characters and try to turn them into potential blockbusters. • . There should constant focus of creatively utilizing the array of characters available to generate more stream of revenue. from US markets to the rest of the world To carry out more market research of its audience’s psyche from a superhero prospective and the look internally to the characters available in its content library to identify the next superhero that will connect well with the audience.There is under utilization of the characters from Marvel’s Character library. Following can be another short term and long term strategy recommendations: • To capitalize on the strength of prominent characters but at the same time. Marvel has low penetration in small screen media market. which can be another great revenue source for the corporation. • To diversify geographically. • To look into the current business model of creating contents in two areas: comic books and toys and slowly shift the focus toward the content production and distribution.