...Nathan Taylor formed Cineplex. From early on Cineplex saw itself as a niche player. They used small screens to show specialty movies and they employed this strategy not to challenge major chains, but to compliment them. Cineplex did well primarily because of their concept for carefully planned use of shared facilities. With this success they began to expand across Canada with a very rapid rate of expansion. During this expansion however they amassed a 21 million-dollar debt. Also, distributors became reluctant to supply Cineplex for fear of alienating the two largest Canadian chains. In 1983 to avoid bankruptcy, Cineplex reduced its debt by selling off some of its recently purchased assets. Darbinsky also took legal action to win back access to major releases. Son after this time he also purchased the Odeon chain so that he would be able to bid for early runs of movies. This gave Cineplex a major position in the industry. Through Darthbinsky’s relentless tactics Cineplex Odeon was the second largest motion picture chain with 1,800 screens in over 500 locations. Now that Darthinsky owned one of North America’s major theater chains he sought to change the movie going experience by changing the layout and atmosphere of the theaters to attract even more moviegoers. Drabinsky endeavored to use the size of his chain to obtain added clout with film studious and distributors. Drabinsky had no plans to slow his companies’ rapid pace of expansion and he extended Cineplex Odeon’s production...
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...CUSTOMER RELATIONSHIP MANAGEMENT ASSIGNMENT CINEPLEX ENTERTAINMENT: THE LOYALTY PROGRAM SUBMITTED BY: FAHD AHMAD ABBASI (2010-NUST-EMBA-17) NUST BUSINESS SCHOOL NATIONAL UNIVERSITY OF SCIENCES AND TECHNOLOGY Date: 27th November, 2011 INTRODUCTION Based on the “Cineplex Entertainment : The Loyalty Program” Case Study the following question needed to be answered: Question No. 03: What is the likely increase in Cineplex Entertainment Revenue from your proposed Incentive Program @ 0%, 5%, 10%, 15% or 20%. What would be the varying Financial Consequences for Complex? Would you proceed with the reward program? Based on the Information in the Case Study an Incremental Analysis for expected Revenues and Expenses is done which intern provides the expected profits of different Options of Loyalty Programs being considered. The Incentive Program chosen for analyzing the case is “Internal Development”. ANALYSIS The given information regarding the Attendance and Revenues is as follows: Revenues | Year | 2006 | 2005 | 2004 | Box Office Revenue | - | 308,673,000 | 209,440,000 | Concessions Revenue | - | 137,323,000 | 85,423,000 | Other Revenue | - | 44,303,000 | 20,923,000 | Attendance | 61,000,000 | 39,945,000 | 28,096,000 | Total Revenue | - | 530,244,000 | 343,882,000 | Box Office Revenue per Patron | - | 7.73 | 7.45 | Concessions Revenue per Patron | - | 3.44 | 3.04 | Based on this information The Incremental Attendance is Calculated and then...
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...have to spend more and more on marketing budget to develop&launch new products. • Number of competitors may have declined, but number of brands have immensely increased. • Product life cycles have been dramatically shortened. • It s cheaper to replace than to repair. • Digital technology has provoked a revolution in many markets. • Behavior-based segmentation and lifestyle various shift in connection to the change of fast moving trends with products diffusion and consumer information from click society. CHANGES OVER THE CENTURIES th st 20 CENTURY 21 CENTURY CREATIVITY CREATIVITY+ TALENT (gut/curiosity) CASE STUDY Finding New Idea &Opportunity through Creativity and Innovation Case Study1: Major Cineplex& Major Bowl A huge waste of popcorn at Major Cineplex got brought to K.Kritsanan s attention. Normally after popcorn s made, it ll last 6 hours before it gets stale – that left a hugh amount of left-over to be thrown away. He went on the site and made an observation. Then found an opportunity to rid the waste and generate new revenue. The outcome: Left-over popcorn was given away free of charge, and treated as complimentary for customers at Major Bowl. A bowl of popcorn s placed at a table so anyone can have it. After having popcorn, customers got dehydrated and would order beverage. Because of a large profit margin of drinks, selling beverage alone generated great revenue in return. Going Against the Norm to Create New Trend&New Lifestyle Case Study2: Consumer segmentation:...
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...Part 1: General information 1a. Company Profile Major Cineplex Group Plc (MAJOR) is Thailand’s leading Lifestyle Entertainment Company with core business in cinema, bowling, karaoke and ice skating rink, rental and services, advertising media and movie content. MAJOR was listed on the Stock Exchange of Thailand (SET) in May 2002. Product and Service: 1. Cinema Business (Providing Entertainment Services) Major Cineplex, EGV cinemas, Paradise Cineplex, Mega Cineplex, Hatyai Cineplex, Esplanade Cineplex, and Paragon Cineplex 2. Advertising Business CineAd Co.,Ltd (Providing advertising services and media) 3. Movie Content Business M Pictures Co., Ltd. (Providing film programming services), MVD Co., Ltd. (Providing home entertainment Distribution services) 4. Rental and Services Business (Providing rental spaces) 5. Bowling, Karaoke and Ice Skating Business Blu O Rhythm & Bowl (Providing bowling and karaoke services), Major Bowl Hit Providing bowling services), Sub – Zero Ice Skating Club (Providing ice skating services) Major Cineplex Group Public Company Limited page 1 Revenue Structure: As illustrated above, the majority of the revenue or 53 percent of the revenue is generated from its cinema business sector, followed by its Concession, Advertising, Movie Content, Rental and Service and Bowling, Karaoke and Ice Skating business sector, with a percentage of 15, 14, 6, 6 and 6, respectively Customers: Cinema Business The business is targeting on a wide range...
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...After watching the Cineplex Undercover Boss episode in which Ellis Jacob the CEO of Cineplex goes undercover as an employee to see the operations at the theatres, I can stat that Cineplex does view its company as an upside-down pyramid (management pyramid), and that Cineplex believes the frontline workers are the most valuable they have. Firstly, this episode showed why having good operating workers is very important. In the show there was an angry customer and the employee handled the situation very well. If the employee didn’t care about the customer, the customer would have left angrily. So now, with the internet connecting so many people an angry customer could easily write a bad review and it would damage a company’s reputation. But,...
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...The Buyout of AMC Entertainment Private Equity & Leveraged Buyout November 30, 2009 FI 8320 – Corporate Finance Strategy Kevin Mullally Aaron Nowak Regina Ordonez Joel Pierce Jeff Smith The Buyout of AMC Entertainment Table of Contents Executive Summary....................................................................................................................................... 1 The Market for LBOs ..................................................................................................................................... 2 LBOs in the Movie Industry ........................................................................................................................... 3 JPMP and AMCE ............................................................................................................................................ 3 Transaction Risks........................................................................................................................................... 4 The Buyout Proposal ..................................................................................................................................... 4 Conclusion ..................................................................................................................................................... 5 Appendix A: Top 10 US. Theater Circuits (as of June 1st, 2004) .................................................................... 6 Appendix B: Industry...
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...Cineplex (CGX) Company Overview Financial Metrics * Market Cap: 3.099B * P/E ratio: 34.68 * Dividend yield: 3.19% * 52 week range: $42-$51.5 * Beta: 0.28 * Shares outstanding in millions: 63.37 * 2015 Q3 saw a 7.6% increase in audiences, which meant an increase in box office revenues by 6.1% and 14.5% in food service revenue Background * Operates numerous businesses including theatrical exhibition, food services, gaming, alternative programming * Headquartered in Toronto, Canada * 162 theatres with 1655 screens; serves 74 million guests annually * 79% of the entire Canadian market Recent News (Last year news that should have affected stock price) * January 20, 2015: Introduces Rec Room * February 12, 2015: Reports 4th Q results * May 8, 2015: Reports 1st Q earning results and announces dividend increase * June 11, 2015: Announces plans to launch eSports Cinema Events-live streaming of e-sport tournaments * August 13, 2015: Cineplex reports record second quarter results * September 17, 2015: Acquired assets of WorldGaming for $10 million * Also invested $5MM to create a new competitive gaming league * September 29, 2015: Announces newest location for rec room in Calgary * November 6, 2015: Cineplex and Scotiabank announce 10-year extension of SCENE loyalty program * November 10, 2015: Reports record 3rd quarter results * January 11, 2016: Cineplex, WorldGaming sign comprehensive...
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...MANDATES Piec vs. Caisse d’economie polonaise (p. 59) 01-Jul-92 Date of Bad Boy’s forged mandate 15-May-92 Bad Boy gets mandate from Grandma 03-Jul-92 Grandma dies 11-Aug-92 Bad Boy gives forged mandate to bank Bad Boy comes to Canada 18-Aug-92 Bad Boy withdraws $26k payable too cash Grandma = Stephania Wojcicka Bad Boy = nephew Tadeusz Wojcicki Niece (Margaret Wojcicka) is executor of will Facts | * Three mandates: 1. Gma goes on extended trip, gives power of attorney for banking matters to Bad Boy 2. Niece has mandate as executor of the will (mandate only kicks in when Gma dies) 3. Bank has mandate for Gma’s finances * Grandma’s bank account summary: $5 membership, $1k term deposit, $26k term deposit (can’t take out until 26-Oct-92 or wil receive no interest) * Bank didn’t k6now Gma was dead when Bad Boy removed funds | Question | 1. Was bank guilty of not [2138] exercising prudence and diligence for its [2130] mandate? 2. Does the valid mandate authorize the bank to give the term deposits (no) 3. What effect should be given to the letter of july 1st (none) 4. Did the bank owe obligation to grandma, and not rely on the letter (yes, 2138) | Ratio | 1. Argument: Bank is a special type of agent, v. strong fiduciary duties; if they’ve been defrauded they are 100% liable. Answer: Bank should have been more [2138] prudent and diligent; it wasn’t prudent cash out the account, and the bank wasn’t diligent in its duty...
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...SCHOOL OF BUSINESS AND MANAGEMENT BANDUNG INSTITUTE OF TECHNOLOGY 2012 CHAPTER 1 INTRODUCTION 1.1. Background (ini gua tuker sama business situation, kayanya ga nyambung soalnya hehe) The existence of cinemas in Indonesia was first introduced by the Dutch, not long after it started moving image technology commercialized in Europe. The industry has experienced a period of ups and downs are motivated by political, economic and socio-cultural from Dutch and Japanese colonial era until the time of the old order, the new order and reform. In the era of 1990, the Indonesian film industry through adversity, many Indonesian people who prefer to watch the broadcast of private TV, this is due to lack of supply of available movies in cinemas Indonesia, almost all movies in Indonesia struggled themes for adults, while the community at that time requires choices more hardcore variety. At that time, Indonesia has no films to host again in their own country. 1.2. Business/ Industry Situation The development of film in the country is still far from expectations, appears an investor named Sudwikatmono, a businessman who is also the national younger cousin of former president Suharto. But lately Sudwikatmono withdrew from the group. Group 21 is now dominated by Benny Suherman and Harris Lesmana. In order to drive its business, the Group 21 established PT Nusantara Prosperous Kingdom which now dominates the national cinema chains. PT Nusantara Prosperous Kingdom is a master theater titled...
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...Business Plan (Industry Analysis and Description of Venture) Name of the Business: 4-D Gaming Zone Course name: Introduction to Business (MGT368) Section: 9 Instructor: Faisal Wali (FsW) Prepared By:- Sehel Somani ID#1010312030 Mahmud Hossain Rajit ID# 1010769030 Md. Abul hasan Chowdhury ID# 1010282030 Chowdury Farhat Aseeya Nidhi ID#1010313030 Industry Analysis Overview of the industry : PESTLE Analysis: Social factors: Any changes in social trends can impact on the demand for a company's products and how that company operates. Also the company may change its management strategies to adapt to the changes in social trends. As discussed earlier the inflation rate in Bangladesh is pretty high and also due to worldwide recession there is a fall in the trend of lifestyle and career expectation. This may have a negative impact on the 4D gaming zone as people may be more busy in setting up their career then going or spending on entertainment purpose. Also In global context, Bangladesh is now world’s eighth populous country having 148.5 million people with a high growth rate. The life expectancy in Bangladesh is 68 years. Population is characterized by a high proportion of young age population and the population is slowly aging, also there is huge rural to urban migration thus the demand for entertainment may have a upward trend. Technological Factors: There is a strong need for technological development in Bangladesh. Technological improvement...
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...GM1114 Relationship Management 2015 Course outline The course is divided into four modules Module 1 - RM Concepts, Module 2 - RM Applications in Consumer and Business Markets, Module 3 - RM Tools, Techniques and Technologies, and Module 4 - RM Implementation Module 1: Sessions 1-4 The Concept of Relationship Management Text: Chapters 1-4 This module focuses on the conceptual and theoretical foundations of RM. A number of theoretical perspectives developed in economics, law and social psychology are being applied in RM. These include transactions cost analysis, agency theory, relational contracting, social exchange theory, network theory, and inter-organizational exchange behavior. Resource allocation and resource dependency perspectives and classical psychological and consumer behavior theories have also been used to explain why organizations and consumers engage in relational behavior. An overview of these theories will help develop insights on RM from multiple perspectives. Session 1 : CRM : The Strategic Imperatives Reading – Chapter 1 Session 2: Conceptual Foundations of CRM Reading – Chapter 2 Session 3: Building Customer Relationships Reading – Chapter 3 Session 4: Economics of CRM Reading – Chapter 4 Additional Recommended Readings Module 1 Brodie, R. J., Hollebeek, L. D., Jurić, B., & Ilić, A. (2011). Customer Engagement: Conceptual Domain, Fundamental Propositions, and Implications for Research. Journal of Service Research, 14(3), 252271. Egol...
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...Experiencing Bollywood: An Avant-garde Attempt Introduction Bollywood has been characterised for its larger than life plots, elaborate song and dance sequences, melodramatic acting which underpins the Indian social framework. With the advent of globalisation, it has paved way for a wider variety of film genres and has managed to reach out to audiences beyond the Indian diaspora. Constantly pushing the envelope at various junctures, the Bollywood phenomenon has become prominent in the world today. The primary mode in which Bollywood is encountered is through cinemas. Cinema has the unique ability to interact with its audiences with such intimacy and immediacy that gives filmmakers the access to communicate their work, creativity and ideas to the audiences with such ease. It has been a medium where social frameworks and modernity has been successfully transmitted to its audience thus far, standing testament to Bollywood’s popularity. Sprinkling magic dust and constructing fantasy through spectacle, Bollywood has managed to merge the reality with fiction for the audiences’ gaze. Moreover, this sensory experience of ‘watching’ Bollywood movies has managed to dissolve and reconstruct the boundaries of the cinema as a public place of consumption. In so doing, the cinema-going element has defined Bollywood and how audiences experience it – association of cinematic practices and cinematic image. This paper aims to textualize this experience, as observed and understood by...
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...UVA-F-1508 Rev. Oct. 5, 2009 THE BUYOUT OF AMC ENTERTAINMENT In July 2004, Sean Penmeyer, a principal at J.P. Morgan Partners (JPMP, the private equity arm of JPMorgan Chase & Co.), was in the midst of formulating the final terms of a public-to-private buyout proposal for AMC Entertainment Inc. (AMCE). Always alert for new investment opportunities, JPMP had invested in the theater industry before and had started a process earlier that year to learn more about the current state of the market. The interest was prompted by a gradual recovery in theater attendance since the recession and post–September 11 downturn. Big hits in 2002 and 2003 such as Spiderman, Finding Nemo, Lord of the Rings, and Matrix Reloaded had brought crowds back to the theaters and increased merger and buyout activity in the sector. Through various industry sources, Penmeyer had learned that AMCE might be looking for potential investors. On April 30, 2004, a senior partner at JPMP telephoned Peter Brown, chairman, president, and chief executive officer of AMCE, to gauge his interest in further discussions with JPMP. Earlier in the year, AMCE’s board had explored several opportunities to create value for shareholders. Those included acquisitions, strategic combinations with other theater companies, and a possible recapitalization of the company to simplify its capital structure. Several past investments, including a $250 million equity infusion by Apollo Management, L.P., in 2001, had left...
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...Newsstand in iTunes * A * B * C * D * E * F * G * H * I * J * K * L * M * N * O * P * Q * R * S * T * U * V * W * X * Y * Z * # Popular Apps * National Geographic Magazine * NYTimes * PEOPLE Magazine * Maclean's Magazine * La Presse+ * NYTimes for iPad * How It Works * Health & Fitness Magazine Replica * HELLO! Canada * Men’s Health Magazine * Cosmopolitan UK * TIME Magazine * Journal de Montréal-éditionÉ * The Economist for iPhone * House & Home * The Economist for iPad * Women's Health Mag * Cosmopolitan Magazine * The Wall Street Journal. * Cineplex Magazine * The New Yorker Magazine * Chatelaine Magazine * Vanity Fair Digital Edition * Popstar! Magazine * PEOPLE STYLEWATCH Magazine * NewBeauty Magazine * Martha Stewart Living Magazine for iPad * Mac Life Magazine * Canadian Geographic * DISCOVER Magazine * National Geographic Kids * Bloomberg Businessweek+ * Harper's Bazaar UK * Better Homes and Gardens Magazine * Canadian Business Magazine Digital Edition * Canadian Living Magazine * WIRED Magazine * House & Garden * Good Housekeeping UK * Popular Science+ * Adobe Inspire * Playboy for iPhone * Us Weekly Magazine * FOOD & WINE * O The Oprah Magazine * GQ * Consumer...
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...houses in it with 12 screens and over 2598 seats. It had been undergoing renovations and now has an additional 2 screens, up from the previous amount of 10. The second largest TGV cinema is located at Suria KLCC, Petronas Twin Tower, Kuala Lumpur with 12 Screens and over 2400 seats. It was previously the largest TGV cinema in Malaysia, before being surpassed by the one in Sunway Pyramid. TGV's principal activity is to exhibit the film whereby it owns and operates thirteen multiplexes located in Kuala Lumpur and states of Selangor, Perak, Negeri Sembilan, Johor and Penang in Malaysia. Tanjong Golden Village Sdn. Bhd. revolutionized the movie-going experience by being the first to introduce the multiplex concept. The concept behind the Cineplex is to house several multiplexes under one roof, include big screens, latest projection and digital sound technology, stadium seating, concession stands and to give perfect movie-going experience by providing 3C- Choice, Comfort and Convenient, as an all-in-one package. 2.0. Mission Statement TGV cinema mission is to provide the “ultimate cinema-going experience” to the discerning public. TGV aims to...
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