Finally got around to listening to Igers presentation at the 2002 Entertainment, Media, and Telecommunications Conference. While many of the things he covered were not new (and several had been posted before), I found it a good summary of their direction. Heres my synopsis.
Presentation Topic: Where will growth over the next few years come from?
(order as presented, not necessarily by priority)
1. More direct to video products these have very attractive profit margins.
2. More 2nd tier character promotion and Monsters merchandise.
3. International theme park expansion will continue to look for new sites and like the lower Disney investment in lieu of royalty model.
4. Synergy provided by multiple television outlets cant see a standalone broadcast channel being able to survive anymore.
5. Learning market aggressively expand Baby Einstein platform. Will start marketing toys under the Imagineering label.
6. International television room to grow with ESPN, Disney channel, and Fox Kids.
7. DVD replacements of VHS using IMAX as a launch tool to drive DVD sales for the re-releases.
8. Video on demand think there is huge upside when Movies.com becomes the #1 site (capture much bigger share of profits than the typical 35% studio take today).
9. Creation of television content - as the number of channels per home continues to grow there will be increased demand for it. Management turnover and top executive attention are start in making this turnaround.
Closing quote The success of different distribution platforms is hard to predict, but whichever one is successful we plan on being there with content. These things (above) should provide solid growth.
Additional information coming from the Q&A session:
1. Is NBA deal done? No real comment
2. What will it take for parks to rebound? Better economy, time to elapse from 911, resumption of international visitors. Believe current key is to closely manage costs (hours, etc.)
3. Animation prospects? Unrealistic to repeat 85-95 results, it was an aberration. Hope new managers will have positive results.
4. Abandoning big budget pictures? No, can still be an attractive play, and will continue to do them, but will be very cautious.
5. Sport franchises still wanted? Glad to sell if buyer will pay decent price and agree to leave them in Aneheim. One of the reasons they were bought was to give us more leverage with the city to get them to make area improvements. This has been very successful. Other expected content synergies are not there.
6. More acquisitions? Prices still too high. No plans to expand into distribution.
7. Takeover candidate? No comment. Not in trouble.
8. Plans for retail? Have scrapped plans to renovate stores, just too expensive. Currently looking at three test concepts: Play (toys and plush), Home (everything for a kids room), Small (away from the department store mentality).
9. Danger of character saturation? No signs today this is being done. Probably overdid some things in the late 80s. Easy to tell when it happens as merchandise sales drop off.
10 Milliornaire handling? No proof we would have made more money longerterm with fewer exposures. We were printing money and had few other choices. Said it was squarely his call.
11. What are your key metrics? Free cash flow still a big focus (Staggs comment)
12. DCA results? Still a work in progress. Bad year to open a new park. Think with a little tweaking (Bugs rides, ToT) it will show good progress.
***
!Absent was any real mention of the domestic theme park business, except the comment that they are their most important brand builders! Essentially a sit and wait while closely managing cost approach. Growth does not seem to be on their radar screen, but cash flow from the parks still is.
As a speaker I continue to be impressed with Iger. He comes across as very knowledgeable, confident, and has a reasonably personable style. I still have no clue if he understands how to make magic, though.
Presentation Topic: Where will growth over the next few years come from?
(order as presented, not necessarily by priority)
1. More direct to video products these have very attractive profit margins.
2. More 2nd tier character promotion and Monsters merchandise.
3. International theme park expansion will continue to look for new sites and like the lower Disney investment in lieu of royalty model.
4. Synergy provided by multiple television outlets cant see a standalone broadcast channel being able to survive anymore.
5. Learning market aggressively expand Baby Einstein platform. Will start marketing toys under the Imagineering label.
6. International television room to grow with ESPN, Disney channel, and Fox Kids.
7. DVD replacements of VHS using IMAX as a launch tool to drive DVD sales for the re-releases.
8. Video on demand think there is huge upside when Movies.com becomes the #1 site (capture much bigger share of profits than the typical 35% studio take today).
9. Creation of television content - as the number of channels per home continues to grow there will be increased demand for it. Management turnover and top executive attention are start in making this turnaround.
Closing quote The success of different distribution platforms is hard to predict, but whichever one is successful we plan on being there with content. These things (above) should provide solid growth.
Additional information coming from the Q&A session:
1. Is NBA deal done? No real comment
2. What will it take for parks to rebound? Better economy, time to elapse from 911, resumption of international visitors. Believe current key is to closely manage costs (hours, etc.)
3. Animation prospects? Unrealistic to repeat 85-95 results, it was an aberration. Hope new managers will have positive results.
4. Abandoning big budget pictures? No, can still be an attractive play, and will continue to do them, but will be very cautious.
5. Sport franchises still wanted? Glad to sell if buyer will pay decent price and agree to leave them in Aneheim. One of the reasons they were bought was to give us more leverage with the city to get them to make area improvements. This has been very successful. Other expected content synergies are not there.
6. More acquisitions? Prices still too high. No plans to expand into distribution.
7. Takeover candidate? No comment. Not in trouble.
8. Plans for retail? Have scrapped plans to renovate stores, just too expensive. Currently looking at three test concepts: Play (toys and plush), Home (everything for a kids room), Small (away from the department store mentality).
9. Danger of character saturation? No signs today this is being done. Probably overdid some things in the late 80s. Easy to tell when it happens as merchandise sales drop off.
10 Milliornaire handling? No proof we would have made more money longerterm with fewer exposures. We were printing money and had few other choices. Said it was squarely his call.
11. What are your key metrics? Free cash flow still a big focus (Staggs comment)
12. DCA results? Still a work in progress. Bad year to open a new park. Think with a little tweaking (Bugs rides, ToT) it will show good progress.
***
!Absent was any real mention of the domestic theme park business, except the comment that they are their most important brand builders! Essentially a sit and wait while closely managing cost approach. Growth does not seem to be on their radar screen, but cash flow from the parks still is.
As a speaker I continue to be impressed with Iger. He comes across as very knowledgeable, confident, and has a reasonably personable style. I still have no clue if he understands how to make magic, though.