recentpopularlog in

jerryking : theme_parks   14

Ad Giant Wins Over Disney With Big Data Pitch
Oct. 15, 2019 | The New York Times | By Tiffany Hsu.

Advertising pitches have come a long way since the 1960s, when creative teams tried to impress potential clients with snappy slogans, catchy jingles and arresting visuals while pledging to attract the housewife segment or the businessman demographic.

These days, big companies look to ad companies for their data smarts as much as their marketing expertise. The agencies with the most persuasive pitches are those that have increasingly personalized data on the patterns and preferences of a broad range of consumers.

Disney already has plenty of data on its customers. But the prospect of precisely targeting potential moviegoers, theme-park visitors, hotel guests and subscribers for its coming Disney Plus streaming service appealed to the company, according to two people familiar with the pitch process.

While the Disney-Publicis deal may benefit both companies, some worry that it may put consumer privacy at risk.

“This is in essence creating a data broker division to Disney, expanding what Disney already knows, which is a lot,” said Jeffrey Chester, the executive director of the Center for Digital Democracy, a nonprofit consumer advocacy group. “You’re telling your entire life history to Mickey Mouse.”

On Nov. 12, the Disney will start its streaming challenger to Netflix, Disney Plus.
In North America, Publicis will take charge of media strategy for the Disney Plus streaming service as well as Disney resorts and amusement parks. Epsilon was a major draw because of the extremely detailed data it has compiled. The company may very well know if you are lactose intolerant or are in the market for a pickup truck with 60,000 miles on it. If you are into astrology or have taken out a home-equity loan, it may know that too. Epsilon could, for example, beam a Disney Plus ad to parents who have bought a Lion King costume for their toddler.....“They have the capacity to really understand who is a likely prospect for the streaming service and where that person resides online, and they can send messages in the appropriate media to that individual,” .....most of the advertising industry is struggling to compete against Facebook and Google, analysts said. The platforms dominate the business of buying and selling digital ads, leaving the agencies little room to negotiate. Facebook and Google have also started working directly with many advertising clients, luring them away from traditional ad companies.

In leaning on data to improve its fortunes, Publicis is part of a larger industry trend. Dentsu bought a majority stake in the data marketing firm Merkle Group in 2016, and Interpublic Group bought the data marketing firm Acxiom in 2018.....a “huge consolidation” within advertising that has allowed huge holding companies to gobble up agencies and data companies that are increasingly looking for ways to advertise using personal data.

He said that viewership data from the ad-free Disney Plus, including details involving children, could be passed on to Epsilon, which could use the information to target consumers with marketing for other Disney offerings.

“It’s Madison Avenue bringing you Silicon Valley,”
advertising  advertising_agencies  analytics  big_bets  data  Disney  Epsilon  Madison_Avenue  marketing  Omnicom  personal_data  pitches  privacy  Publicis  Silicon_Valley  streaming  target_marketing  theme_parks 
4 days ago by jerryking
Disney Is Spending More on Theme Parks Than It Did on Pixar, Marvel and Lucasfilm Combined - The New York Times
By BROOKS BARNES NOV. 16, 2018

Increased investment means increased risk
The theme park business will always be sensitive to swings in the economy, said Jessica Reif, an analyst at Bank of America Merrill Lynch. Disney has greatly increased security in recent years, deploying undercover guards and installing metal detectors, but these teeming resorts could become relative ghost towns if a violent incident took place.

Even so, Ms. Reif said she was pleased that Disney was spending so heavily on its parks. “It’s the highest return on investment that Disney has,” she said.
theme_parks  Disney  redesign  entertainment  makeovers  serious_incidents  security_consciousness 
november 2018 by jerryking
Disney’s Big Bet on Streaming Relies on Little-Known Tech Company
OCT. 8, 2017 | The New York Times | By BROOKS BARNES and JOHN KOBLIN.

For two days in June 2017, Disney’s board of directors wrestled with one topic: how technology was disrupting the company’s traditional movie, television and theme park businesses, and what to do about it?.....Cord cutting was accelerating much faster than expected. Live viewing for some children’s programming was in free fall......Robert A. Iger, Disney’s chief executive and chairman, proposed a legacy-defining move. It was time for Disney to double down on streaming..... bet the entertainment giant’s future on a wonky, little-known technology company housed in a former cookie factory: BamTech.....Based in Manhattan’s Chelsea Market, the 850-employee company has a strong track record — no serious glitches, even when delivering tens of millions of live streams at a time. BamTech also has impressive advertising technology (inserting ads in video based on viewer location) and a strong reputation for attracting and keeping viewers, not to mention billing them.....BamTech grew out of Major League Baseball Advanced Media, or Bam for short, which was founded in 2000 as a way to help teams create websites. By 2002, Bam was experimenting with streaming video as a way for out-of-town fans to watch games.

Soon, Bam developed technology that attracted outside clients, including the WWE, Fox Sports, PlayStation Vue and Hulu. HBO went to Bam in 2014 after failing to create a reliable stand-alone streaming service on its own. Could Bam get HBO up and running — in just a few months? Bam built HBO Now for roughly $50 million, delivering it just in time for the Season 5 premiere of “Game of Thrones,” which went off flawlessly. “They were nothing short of herculean for us,” said Richard Plepler, HBO’s chief executive.

In 2015, Bam decided to spin off its streaming division, calling it BamTech. With an eye toward its own direct-to-consumer future, particularly with ESPN, Disney paid $1 billion in 2016 for a 33 percent stake and an option to buy a controlling interest in 2020. To run the stand-alone company, M.L.B. and Disney recruited Michael Paull, 46, from Amazon, where he oversaw Prime Video and the introduction of Amazon Channels.....Disney contends that a big part of BamTech’s value has been overlooked. Down the road, as other media companies move toward streaming, BamTech intends to sign them up as clients.....Though BamTech has proved its streaming bona fides, it still lacks the algorithms and the personalization skills that have helped propel Netflix to success. To fill that gap, Mr. Paull recently hired the former chief technology officer of the F.B.I. to be the head of analytics.....The level of engineering required for that enormous volume of content is no small matter. Each bit of streamable content has to be made to fit a dizzying number of requirements. Start with web browsers, ranging from Safari to Chrome or Explorer, all of which have slightly different demands. It also has to fit every iPhone and Android phone. And then there are connected living room devices like Apple TV.
algorithms  BamTech  big_bets  boards_&_directors_&_governance  CEOs  cord-cutting  digital_savvy  digital_strategies  Disney  disruption  entertainment  game_changers  personalization  Quickplay  sports  sportscasting  streaming  theme_parks  direct-to-consumer 
october 2017 by jerryking
Disney Reimagines Its Stores to Be More Like a Vacation
SEPT. 26, 2017 | The New York Times | By BROOKS BARNES.

The redesign makes Disney’s stores a bit more like Disney’s theme parks. For instance, daily parades at Disneyland in California and Walt Disney World in Florida will be streamed live to those colossal video screens. During the parades, store personnel will put out mats for shoppers to sit on and roll out souvenir carts stocked with cotton candy and light-up Mickey Mouse ears.

The screens could easily be used to stream other events, such as red carpet arrivals for Disney movie premieres. That kind of programming could bolster foot traffic, and thus sales — while also turning the stores into a more potent promotional platform for Disney’s films, television shows and theme parks.....As it attempts a new mall strategy, Disney is also remaking its e-commerce operation. ShopDisney.com is replacing DisneyStore.com.
Disney  prototypes  retailers  overhaul  redesign  entertainment  makeovers  consumer_feedback  theme_parks  shopping_malls  e-commerce  reimagining  reconceptualization 
september 2017 by jerryking
Disney Vows to Give Epcot a Magical, Long-Overdue Makeover - The New York Times
By BROOKS BARNESJULY 15, 2017
Continue reading the main storyShare This Page
Share
Tweet
Email
More
Disney  theme_Parks  makeovers  refurbished 
july 2017 by jerryking
In an Age of Privilege, Not Everyone Is in the Same Boat - The New York Times
By NELSON D. SCHWARTZAPRIL 23, 2016

When top-dollar travelers switch planes in Atlanta, New York and other cities, Delta ferries them between terminals in a Porsche, what the airline calls a “surprise-and-delight service.” Last month, Walt Disney World began offering after-hours access to visitors who want to avoid the crowds. In other words, you basically get the Magic Kingdom to yourself.

When Royal Caribbean ships call at Labadee, the cruise line’s private resort in Haiti, elite guests get their own special beach club away from fellow travelers — an enclave within an enclave....From cruise ship operators and casinos to amusement parks and airlines, the rise of the 1 percent spells opportunity and profit.
income_inequality  social_classes  social_stratification  exclusivity  affluence  Royal_Caribbean  luxury  high_net_worth  The_One_Percent  caste__systems  travel  airline_industry  airports  concierge_services  enclaves  theme_parks  Disney  casinos  delighting_customers  top-tier  cruise_ships 
april 2016 by jerryking
Retailers compete with Amazon: Lowes Foods
July 11, 2014 | CNBC | Kristina Yates.

"What do we do to survive?" That's the No. 1 question branding expert Martin Lindstrom gets from his clients, brick-and-mortar stores.

Lindstrom's answer: entertainment. Create an "in-store sensory experience, and a sense of community, that can't be packaged and delivered by mail, or perhaps by drone in the future," "We have five senses that we can appeal to. When you go to Amazon, you have a maximum of appealing to two senses."

Appealing to all the senses is a concept that Lowes Foods, a 99-location grocery chain across the Carolinas and Virginia, is embracing wholeheartedly. The company hired Lindstrom and his team to give its traditional stores a makeover.
......
The store in Clemmons, North Carolina—ground zero for the chain's reinvention of the grocery shopping experience—doesn't look like a traditional supermarket. On the outside, it looks more like a greenhouse. On the inside, it's a mix of farmer's market and theme park.

"It's an experience. It feels like a destination, like we're going to Disneyworld," said long-time customer Mike Parnitzke.

Lindstrom hired writers from Walt Disney to create a storyline throughout the store. The most visual and unique example of that philosophy is the "Chicken Kitchen," where each chicken is celebrated with a chicken dance when it comes out of the rotisserie oven. Then there's "Sausageworks," which looks like a crazy laboratory complete with a crazy sausage professor, concocting whacky sausage flavors like the "Star Spangler," a bacon cheddar cheeseburger sausage for the Fourth of July. The "Beer Den" lets customers sample local draft beers. There's also the community table, hosting events from recipe sharing to speed dating.

"It's really about finding a connection with the guest. To have them come back and say, 'Oh my gosh, I had so much fun here in your store,'" said store manager Kate Allred...... brick-and-mortar stores have to create a memorable experience if they want to retain customers. "Brick-and-mortar stores are not necessarily going away," she said, "but we know that 20 percent of all specialty retail spending is done online."

According to the Food Marketing Institute, consumers spent $5.8 billion online grocery shopping in 2012. It's an industry that is attracting heavyweights like Amazon and Wal-Mart, and already has established players like Peapod.com, Freshdirect.com and Harris Teeter.

"You can't compete on volume, you can't compete on prices because the online retailer will always win," said Lindstrom.

Lowes Foods' new, rebranded store has seen basket size rise 7 percent and transaction volume increase 23 percent since January, the grocer says.
.
The company is remodeling 10 more stores this year, but Lindstrom said the work doesn't stop when the makeover is done. "This is like a sand castle. It's beautiful day one, day two it starts to fall apart. To communicate that to an organization of 10,000 people, and in some cases a million people, is pretty hard. It has to go through the system."
.....

The company's hiring pool has also changed. "If we can go look, for example, at local schools of arts, schools of theater, let's go find some folks who can go through and play the role and actually take care of our guests, and we can teach them the grocery industry," Lowe said.
retailers  grocery  supermarkets  branding  Lowes_Foods  digital_media  shopping_experience  web_video  contra-Amazon  experiential_marketing  e-commerce  Amazon  Disney  theme_parks  in-store 
july 2014 by jerryking
You don’t want your privacy: Disney and the meat space data race — Tech News and Analysis
By John Foreman, MailChimp
Jan. 18, 2014

meat space is an internet-first way of viewing the world.

The research questions that might be answered with this type of tracking data are endless:

What menu items served at breakfast at the resort hotel restaurants will result in the longest stay at the park?
Do we detect an influx of park-goers into the bathrooms for long stays on the toilet? Perhaps they all ate at the same place, and we can cut off a foodborne illness problem before it gets worse.
Is there a roller coaster that’s correlated with early park departure or a high incidence of bathroom visits? That means less money in the park’s pockets. How might that coaster be altered?
Is there a particular ride and food fingerprint for the type of park visitor that’s likely to buy in-park high-dollar merchandise? If so, can we actively get vendors in front of this attendee’s eye by moving hawkers to them at just the right time?
data  privacy  Disney  RFID  sensors  massive_data_sets  data_driven  data_scientists  theme_parks  personalization  tracking  scheduling  queuing  meat_space  digital_first  questions 
january 2014 by jerryking
From Harvard Yard To Vegas Strip Article
10.07.02 | Forbes.com - Magazine | Carol Potash.

Through branding, cross-casino marketing, loyalty cards, and technology, CEO Gary Loveman has made Harrah's Entertainment, the most diversified of the big four gaming companies, a model of effective customer feedback. In an industry accustomed to relying on intuition, Harrah's has built a database of 25 million customers that drills down through all its activities. Digital profiles are based not on observed behavior of what customers have spent but on analysis of what they are capable of spending. The technology includes built-in marketing interventions designed to close the gap between actual and potential spending. In this new world of computer-generated predictions, the customers are willing participants. Harrah's may be the best example of this kind of ongoing feedback system that could be applied to theme parks, ski resorts, cruise lines, retailers, and subscription businesses such as AOL and satellite TV.
predictive_modeling  Las_Vegas  databases  theme_parks  gaming  CEOs  Harrah's  casinos  yield_management  data_mining  customer_profiling  loyalty_management  customer_feedback  variance_analysis  leisure  branding  Gary_Loveman  marketing  observations 
july 2012 by jerryking
The builder who revived a beloved brand brick by brick
Jul 18, 2011 FT. Andrew Ward. Jorgen Vig Knudstorp ; CEO Lego.
as head of the Danish toy maker, he helped restore the fortunes of a
national institution...Knudstorp saw that painful measures were needed
to turn the company around: layoffs, some mfg. was off shored to eastern
Europe & Mexico, and asset sales of theme parks & non-core
products....One of the hardest challenges for any CEO is to get to the
truth of what a biz is doing right & wrong - & to avoid
complacency when things are going well. Don`t dismiss the 1 % who
complain. Listen extra hard to that 1% because they usually represent a
much bigger proportion of silent unhappiness."

Lego tries to get at the truth by basing a large proportion of managers'
bonuses on customer satisfaction surveys of retailers, parents &
children...Knudstorp maintains a wide netwk of global business &
academic contacts from his time at McK and, before that, at biz schools
in Denmark, the UK & US, and describes himself an eclectic reader.
ProQuest  Lego  CEOs  Denmark  Danish  turnarounds  family-owned_businesses  theme_parks  toys  latent  hidden  complacency  customer_satisfaction  McKinsey  dissatisfaction  complaints  unhappiness 
july 2011 by jerryking
Meet Rick Hunter, Disney's waterslide go-to guy -
Jun. 21, 2007 | The Globe and Mail | Chris Nuttal-Smith

the waterslide business has the thrill of skiing—putting people through
G-forces and curves and sudden drops, and they don't need any skill. I
started ProSlide in 1986. I still love the old slides, but we've
innovated way past those.
Disney  waterslides  entertainment_industry  innovation  theme_parks 
february 2011 by jerryking

Copy this bookmark:





to read