Production I.G: Challenging the Status Quo Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

In July 2006, Mitsuhisa Ishikawa wondered how it could further enhance the success and credibility of its animation production company, headquartered in Tokyo, Production IG for the year ended May 2006, production IG sales amounted to 5.439 billion yen ($ 47.3 million) and operating profit of 404 million yen ($ 3.5 million) and 184 employees. His last film Innocence: Ghost in the Shell 2 competed at the Cannes Film Festival in 2004, and the company went public in December 2005. They were not small achievements of Japanese animation production company.

Indeed, despite the global success of Japanese animation industry was fragmented around 430 animation production companies and suppliers dominate - TV channels, distributors, film, DVD-distributors and advertising agencies, who have spent the lion's share of content copyrights. Distributors controlled financing and production contracts with the companies, the animation production. As a result, most of the latter were small companies working in obscurity. Thus, no Japanese animation production company came even close to the size of Walt Disney Co: in 2005, Disney was income of $ 32 billion, while Toei Animation, the largest animation production company in Japan, had revenue of just only 21 billion yen ($ 175 million). For the mind Ishikawa, one of the key solutions to reconcile the "contents sad" that his company should strive for. If it will increase the share of animation production based on the manga (comics and cartoons for print) from the original production (ie stories animation created entirely Production IG)?
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by Andrew Haji, Felix Oberholzer-Gee, Tarun Khanna, Chisato Toyama, Masako Egawa Source: Harvard Business School 21 pages. Publication Date: October 12, 2006. Prod. #: 707454-PDF-ENG