Original link: https://huiris.com/to-pixar-and-beyond%EF%BC%9Amy-unlikely-journey-with-steve-jobs-to-make-entertainment-history/
After reading the last book “Innovative Companies: Pixar’s Enlightenment” , I found this book when I went to Douban to mark the read. The perspectives provided by this book and the relatively important information about what happened at that time are very detailed and detailed, and are especially suitable for small companies that are highly technical but unknown for many years.
1. Before Pixar finished the production of the cartoon “Toy Story”, its main core business was the “Rendering Master” software that won the Academy Award for Science and Engineering Achievement, but the market capacity was extremely small, and then it gradually transformed from technology to content output – animation advertising , animated short films.
2. Disney signed an agreement with Pixar in 1991. The content of the agreement gave Pixar a certain fee every year. The terms were very unfavorable to Pixar. At that time, Pixar could only choose to receive it, because from the establishment of Pixar to 1991, there were nearly 20 years of For the time, Pixar has been an obscure software development company with absolutely nothing to do with filmmaking.
3. Making a movie is like setting up a fund, shooting some low-cost or high-cost movies, allocating the same cost for marketing, and using the movies with good box office to make up for the movies with poor box office results, it is possible that the box office income from the year will be the same. or loss. However, a good movie will be watched continuously by people, and it will make money in the market in the form of video tapes for a long time. In the long run, it will make money. Mainstream film companies have huge libraries of films, making continuous money.
4. This part of Pixar’s listing is very well described. After reading the process of Pixar’s listing, by the way, I can understand the roles of IPO, stocks, investment banks, securities markets, investors, etc. in the listing process, and the basic operating rules.
5. Differences in the financial models of the animation and live-action film industries. The animation industry needs to continue to pay employees’ wages when there is no animation production; live-action movies do not need to pay before shooting. Others are relatively the same.
6. In order to ensure that the creativity of the film production team is always online, the first is to establish Pixar University to carry out various art education; the right to decide whether to make an animation when the creativity has been delegated to the team.
7. The animation industry is different from the film industry, and it is impossible to output more than 10 films per year to reduce business risks. Pixar finally decided to expand the company’s scale, 18 months / department animation frequency production, to resist business risks.
8. The last 1/4 of the book is devoted to describing the process of revising the agreement between Pixar and Disney. It is also quite interesting that Pixar has quietly become an early Disney after the release and launch of Toy Story. Disney had foreseen this situation when it received the first negotiation request or earlier, and the six-month silence period was important for both parties.
9. Jobs first bought Pixar because he didn’t want to be looked down upon by people in the technology industry because he was out of Apple. The acquisition of Pixar also valued Pixar’s technology, not creativity. When Pixar went public, Jobs called Oracle CEO Larry Ellison and said, “Larry, I did it.”
10. End.
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