'It's Africa. It's Arizona. It's Antarctica. It's Afghanistan. Actually, it's Alberta' : Marketing locations to film producers

This chapter begins by outlining the dynamics of contemporary international film production and the inherent tension between ‘design interest’ and ‘location interest’. A history of the promotion of particular places as filmmaking locations (including Hollywood) is presented, prior to the establishment of the first film commissions. The creation of international associations and their role in professionalization, norm setting and the standardization of offerings and activities, is then described. The chapter concludes with a discussion of commissions’ work, the emergent discourse of ‘film friendliness,’ and the differences between location marketing and other kinds of destination marketing.

The Blair Witch Project : a marketing case study

The Blair Witch Project was a low budget movie made by student filmmakers that become an international box office hit in 1999. Blair Witch was a landmark in movie marketing and distribution because it was the first time that any movie had successfully leveraged the Internet as a marketing platform to reach a wide audience. The marketing team employed a range of innovative strategies and tactics to stimulate audience demand. This case study describes and analyses the success of the marketing launch of The Blair Witch Project.It also provides an Instructors booklet comprising seven questions and answers related to the marketing success of the movie.

Marketing de cinema : a supply chain do sector cinematografico português

Mestrado em Marketing

The Blair Witch Project : Forming strong attitudes, beliefs and consumer intentions from a myth

This brief consumer marketing case study was published in a consumer marketing text book.

Marketing of the Spanish film industry in the entertainment market

This project analyzes the role that marketing plays at present.It is a distinctive in the film industry because of the emergence of new patterns of production, distribution and exhibition due to the unstoppable progress of digital technologies, the expansion of the internet and consumer changes in the spectator. To perform this analysis, a description of the situation of the film industry in the competitive market, Hollywood, and the evolution of digital technology in general are included. It is also essential in the project, to observe, the marketing applied to the different phases of the globalized cinema. And then introduce the potential Spanish marketing strategies.

Film, cinema, screen

Screen industries around the globe are evolving. While technological change has been slower to take effect upon the Australian film industry than other creative sectors such as music and publishing, all indications suggest that local screen practices are in a process of fundamental change. Fragmenting audiences, the growth of digital video, distribution and exhibition, the potential for entirely new forms of cultural expression, the proliferation of multi-platforms, and the importance of social networking and viral marketing in promoting products, are challenging traditional approaches to ‘film making’. Moreover, there has been a marked transition in government policy rationales and funding models in recent years, resulting in the most significant overhaul of public finance structures for the film industry in almost 20 years. Film, Cinema, Screen evaluates the Australian film industry’s recent development – particularly in terms of Australian feature film and television series production; it also advocates new approaches to Australian film, and address critical issues around how screen production globally is changing, with implications for local screen industries.

The first global entertainment company : explaining Pathe's dominance in the pre-Hollywood film industry

For almost a decade before Hollywood existed, French firm Pathe towered over the early film industry with estimates of its share of all films sold around the world varying between 50-70%. Pathe was the first global entertainment company. This paper analyses its rise to market leadership by applying a theoretical framework drawn from the business literature on causes of industry dominance, which provides insights into how firms acquire and maintain market dominance and in this case the film industry. This paper uses evidence presented by film historians to argue that Pathe "fits" the expected theoretical model of a dominant firm because it had a marketing orientation, used an effective quality-based competitive strategy and possessed the six critical marketing capabilities that business research shows enable the best performing firms to consistently outperform rivals.

The first global entertainment company : explaining Pathe's global dominance in the pre-Hollywood film industry

For almost a decade before Hollywood existed, French firm Pathe towered over the early film industry with estimates of its share of all films sold around the world varying between 50-70%. Pathe was the first global entertainment company. This paper analyses its rise to market leadership by applying a theoretical framework drawn from the business literature on causes of industry dominance, which provides insights into how firms acquire and maintain market dominance, and in this case the film industry. This paper uses evidence presented by film historians to argue that Pathe “fits” the expected theoretical model of a dominant firm because it had a marketing orientation, used an effective quality-based competitive strategy and possessed the six critical strategic marketing capabilities that business research shows enable the best performing firms to consistently outperform rivals

Licensed to sell : product placement in the James Bond film series

As one of the longest running franchises in cinema history, and with its well-established use of product placements, the James Bond film series provides an ideal framework within which to measure and catalogue the number and types of products used within a particular timeframe. This case study will draw upon extensive content analysis of the James Bond film series in order to chart the evolution of product placement across the franchise's 50 year history.

Explaining Pathe's global dominance in the pre-Hollywood film industry

For almost a decade before Hollywood existed, French firm Pathe towered over the early film industry with estimates of its share of all films sold around the world varying between 50-70%. This paper analyses Pathe’s rise to market leadership by applying a theoretical framework drawn from the business literature on causes of industry dominance, that provides insights into how firms acquire and maintain market dominance. This paper uses evidence presented by film historians to argue that Pathe “fits” the expected theoretical model of the dominant firm because it had a marketing orientation, used an effective quality- based competitive strategy and possessed the six critical strategic marketing capabilities that business research shows enable the best performing firms to consistently outperform rivals.

Buzz in motion pictures : what is buzz and how can marketing create it?

In the movie industry, the extraordinarily successful theatrical performance of certain films is largely attributed to buzz. Despite longstanding commentary about the role of buzz in successful movie marketing and the belief that it accelerates new product diffusion, limited scholarly evidence exists to support these assertions. This is primarily due to the lack of conceptual distinction of buzz from word-of-mouth, which is often used as the main basis for conceptualising buzz. However, word-of-mouth does not fully explain the buzz surrounding films such as 'Gone With The Wind', 'The Dark Knight' and 'Avatar'. Informed by valuable insights from key experts who have launched some of the most successful movies in box office history, as well as a range of moviegoers, this thesis developed a deeper understanding of what buzz is and how it is created. This thesis concludes that buzz is not the same as word-of-mouth.

High-mobility organic thin film transistors based on benzothiadiazole- sandwiched dihexylquaterthiophenes

We report here the synthesis, characterization, and organic thin-film transistor (OTFT) mobilities of 4,7-bis(5-(5-hexylthiophen-2-yl)thiophen-2-yl) benzo[1,2,5]thiadiazole (DH-BTZ-4T). DH-BTZ-4T was prepared in one high-yield step from commercially available materials using Suzuki chemistry and purified by column chromatography. OTFTs with hole mobilities of 0.17 cm2/(Vs) and on/off current ratios of 1 × 105 were prepared from DH-BTZ-4T active layers deposited by vacuum deposition. As DH-BTZ-4T is soluble in common solvents, solution processed devices were also prepared by spin coating yielding preliminary mobilities of 6.0 × 10-3 cm 2/(Vs). The promising mobilities and low band gap (1.90 eV) coupled with solution processability and ambient stability makes this material an excellent candidate for application in organic electronics.

SOTRAFA, S.A. Plan de Marketing

Esto es un Trabajo de Fin de Grado en el que se realizará un plan de marketing para la empresa SOTRAFA, S.A. Haremos un análisis externo e interno para ver sus amenazas, oportunidades, fortalezas y debilidades y así poder fijar con criterio unos objetivos. Una vez claros los objetivos, redactaremos unas estrategias y los planes de acción a realizar en el plazo de un año. SOTRAFA, S.A es una empresa fabricante de láminas de polietileno, perteneciente al grupo Armando Álvarez, líder transformando film de polietileno en el mercado español, concretamente en la zona de Andalucía. La empresa ofrece productos para el cultivo intensivo, muy extendido en la zona sur de España. Su ventaja competitiva puede basarse en la calidad de sus productos y en estar siempre a la vanguardia de las nuevas tecnologías en lo relativo a su sector. Tras el análisis previamente realizado, hemos sacado las siguientes conclusiones: - Amenazas A1: Aumento de la competencia A2: Volatilidad del precio de la materia prima A3: Costes energéticos para la transformación A4: Plástico y percepción medioambiental: residuos plásticos A5: Riesgo cambio de divisa A6: Formación de cooperativas para aumentar el poder de negociación - Oportunidades O1: Aumento de demanda de productos ecológicos, sin tratamientos químicos O2: Inclemencias meteorológicas por el cambio climático: protección de cultivos frente a la agresividad del viento, granizo y fuerte lluvia. O3: Demanda creciente para incrementar cosechas O4: Restricciones legales sobre pesticidas: los plásticos reducen la dosificación de tratamientos. O5: Aumento de la población, por ende, mayor demanda - Debilidades D1: Debido a su posicionamiento, los precios de los productos son más elevados que los de la competencia, esto en épocas de crisis puede perjudicarnos ya que los clientes pueden renuncia a calidad por ahorro en costes. D2: Poco poder de negociación con los proveedores de materias primas D3: Ausencia de plan de marketing definido D4: Poca presencia en el mundo online - Fortalezas F1: Empresa grande, por lo tanto gran poder de negociación con los clientes F2: Gran calidad de sus productos F3: Líder en el mercado nacional F4: La empresa se financia con recursos propios o con los de su matriz F5: Compromiso con el cliente F6: Manejo eficiente de los recursos hídricos. Una vez analizadas sus fortalezas, debilidades, oportunidades y amenazas, fijaremos los objetivos y las acciones a realizar: 1. Aumentar las ventas Para conseguir que nuestras ventas se vean incrementadas, lanzaremos un nuevo producto al mercado. El plástico destinado a la desinfección del terreno, viene a cubrir una necesidad del mundo agrícola. Hasta ahora, esta labor de limpieza se hacía mediante elementos químicos. La normativa medioambiental ha prohibido su uso, por lo que hay que recurrir a otros métodos. Nuestro plástico ofrece una solución natural, con idéntico resultado al uso de agentes químicos, sin contaminar el terreno. Para su penetración en el mercado realizaremos rappels sobre ventas para distribuidores y cooperativas, así como demostraciones de su uso para nuestros clientes. 2. Mantener la posición de liderazgo La experiencia de campo acumulada, hace que nuestro fabricados tengas unos altos estándares de calidad. Esto, unido a las constantes inversiones en tecnología, nos permite extender la garantía sobre nuestros productos, lo cual nos otorga una ventaja competitiva. Para poder mantener esto, estableceremos controles de calidad más estrictos. También ofreceremos a nuestros clientes la posibilidad de personalizar el embalaje de nuestros productos a su gusto, para así diferenciarnos de la competencia y ofrecer otro tipo de soluciones a nuestros clientes. 3. Mayor notoriedad online El sector tiene un déficit en lo que al uso de nuevas tecnologías se refiere. Ser los primeros en avanzar en este terreno, nos permitirá tomar distancia sobre nuestros competidores a la vez que fortalecerá la imagen de empresa avanzada y en constante evolución. Para conseguir este objetivo, crearemos perfiles en redes sociales y publicaremos anuncios en páginas webs relacionadas con el sector. 4. Fidelización del cliente a través del producto y el servicio El cliente es la parte fundamental de la empresa. Cuesta mucho esfuerzo el introducirse en nuevos clientes, y mucho menos el perder uno que ya tenemos. Por tanto, el que los que ya tenemos en cartera estén satisfechos, nos ayudará a tener una base sólida sobre la que acometer nuevos proyectos. Para fidelizar a nuestros clientes, crearemos jornadas de puertas abiertas, para estrechar la relación y mantenernos más cercanos a ellos. También mejoraremos el tiempo de entrega de nuestros pedidos, anticipándonos a las compras de nuestros clientes. 5. Potenciar el e-commercer como una nueva vía de distribución Si bien en este mercado la relación personal es todavía muy importante, no cabe duda que en un futuro, una parte de las transacciones comerciales se harán por esta vía. El uso de este canal no viene a sustituir a los anteriores sino a complementarlos. 6. Establecer relaciones comerciales con un distribuidor norteamericano, para que comercialice nuestros productos y en un futuro cercano, introducirnos en ese mercado. Para que nuestra empresa siga creciendo y desarrollándose necesitamos buscar nuevos mercados. Para ello, estudiaremos que empresas americanas están introducidas en el mundo agrícola con el fin de tratar de llegar a algún tipo de acuerdo comercial para que distribuyan nuestros productos. El jefe de producto acudirá a las principales ferias de productos agrícolas y para el campo que se celebren en Estados Unidos. En ellas deberá llegar a algún acuerdo comercial con algún distribuidor americano, para que este comercialice nuestros productos en ese mercado.