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Entertainment Product Decisions, Episode 3: Brands as Quality Signals

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Abstract

In this chapter, we study branded signals or “quasi-search” characteristics. We define entertainment brands and distinguish the various kinds of brands that exist in this context. We show the strategic options that branding offers entertainment managers and discuss key branding strategies such as brand extensions, category extensions, and the use of stars as branded ingredients or para-social interaction partners of consumers. Taking a franchise perspective requires a unique perspective of brand management; we discuss it and link it with recent meta-franchises such as Marvel’s Cinematic Universe. We conclude the chapter with a look at how the financial value of entertainment brands can be calculated, based on existing data.

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Notes

  1. 1.

    In the case of a country, some actually argue that it can be considered a brand (see for example Kotler and Gertner 2002). But in that case, the brand managers are the country’s politicians or dedicated country marketers, far beyond the realm of a producer of entertainment products. A similar logic applies to country-like labels such as “Made in Hollywood” (see p. 349).

  2. 2.

    When running a simple OLS regression with the awareness of the films among consumers as dependent variable, the release year explained more than 60% of the variation in awareness.

  3. 3.

    The first two types in this list are what entertainment executives often refer to as “I.P.”

  4. 4.

    The essay by Demarais (2009) has some very interesting (though certainly speculative) thoughts on when such self-titling works, and when it does not.

  5. 5.

    Peden (1993) names several additional examples and also gives background information about the practice of using “human brands” as part of movie titles.

  6. 6.

    Caulfield et al. (2011) have compiled a wonderful overview of the most remarkable, and most successful, duets in music history. Enjoy reading (and listening to) it!

  7. 7.

    Crossovers have a long history in popular culture, with Nevins (2011) tracing them back to the Greek myths, when several mythical heroes, including Castor, Pollux and Heracles, join Jason in his search for the Golden Fleece. Other historic cases of crossovers include the teaming of legendary detective characters in Carolyn Wells’ novel Pursuit of the Houseboat (published in 1905) and its sequels, DC Comic’s myriad superheroes forming The Justice League of America, and team-ups of Universal Studio’s horror characters such as Dracula, Frankenstein, and The Wolf Man in the 1930s and 1940s (e.g., House of Frankenstein from 1944, featuring all three “monsters”). Such crossovers sometimes serve as the basis for the development of their own family brands and also for today’s meta-franchises.

  8. 8.

    As an aside, Mr. Dinklage’s performance was not particularly appreciated by parts of the games community—and later re-dubbed by another actor (though the producer gave other reasons for this move; Philips 2015).

  9. 9.

    We provide an in-depth discussion of the blockbuster concept in our chapter on integrated entertainment marketing.

  10. 10.

    Those 300 films were all German co-/productions that were theatrically released between 2000 and 2008, with the exception of the most successful films and sequels, which we left out because of their popularity. Respondents only rated movies they had not heard of before the survey.

  11. 11.

    See also our discussion of the satiation phenomenon in our chapter on entertainment product characteristics.

  12. 12.

    Examples for such song sequels are David Bowie’s revisiting of his Major Tom character from the song Space Oddity in Ashes to Ashes 11 years later, Eminem’s Bad Guy single which introduces Matthew as the brother of his previous record character Stan, and Austrian singer Falco’s Coming Home (Jeanny Part II, One Year Later), in which he traces the titular character of his scandal hit Jeanny (various more sequels of the song were released after the singer’s death).

  13. 13.

    The highly recommended film documentary From Alpha to Omega: Building a Sequel is a rich source for Entertainment Science scholars and fans on its own, reminding us how strongly today’s version of the industry is shaped by managers, rather than by “natural” forces. We elaborate on this later in this book when we discuss the development of the blockbuster concept as an integrated marketing strategy.

  14. 14.

    They do not name the exact number of sequels in their data set, but it appears to be more than 100.

  15. 15.

    The authors use book ranks at Amazon.de as a proxy of sales.

  16. 16.

    Specifically, we calculated the “distances” between each of the 101 sequels and all nonsequel movies based on a set of key success variables: namely a movie’s production budget, its distribution intensity (in terms of the number of opening theaters), the age-rating, the star power, the existence of a family brand from another product category, and several genres. Then we picked the three nearest “neighbors” for each sequel in the sample. For details about this procedure, see Hennig-Thurau et al. (2009).

  17. 17.

    See our discussion of the important role of risk in entertainment and the need for systematically managing it in our chapter on business models for entertainment.

  18. 18.

    Gong et al. actually make an attempt to control for such bias, but use some of the sequels’ predecessors’ attributes (star power, rating, season of release, and year) as basis for their matching.

  19. 19.

    In our matching estimation, we also test, but do not find for a potential bias by a movie’s star power, the judgment of professional critics, age ratings, and the action, drama, and science-fiction genres.

  20. 20.

    The matching weights served as regression weights.

  21. 21.

    The logic behind this is that a sequel to a film that had a $300 million box office has a higher awareness than one to a film which made only $100 million, but that this might reverse if the former parent movie was released in 1985 and the latter one in 2015.

  22. 22.

    Our forgetting-adjusted measure of brand awareness alone captures more than one-third of the sum of all coefficients. Elasticities are not available for this analysis because we used a standardized version of the variable.

  23. 23.

    The film received only 52% positive reviews at Rotten Tomatoes, for example.

  24. 24.

    See also our more detailed discussion of the franchise concept later in this chapter.

  25. 25.

    As just one example, the American Film Institute in 2008 ranked the film #9 among all westerns (AFI 2008).

  26. 26.

    The most recent installment, The Fate of the Furious , is a peculiarity in the series—being released after Mr. Walker’s death, only Mr. Diesel was able to star in it, but the film was a success nevertheless. Let us add that the commercial power of such lead-actor continuity can benefit not only film producers, but also star actors: when Arnold Schwarzenegger negotiated an unprecedented $29.25 million “pay-or-play” deal for his participation in Terminator 3, plus 20% of the film’s global gross receipts (after breaking even) and also a “pre-approval” clause with regard to the director and other key positions, this was because the film’s major financiers had made his participation a condition for becoming involved in the project. In other words, no Schwarzenegger—no Terminator sequel… (for more details, see Epstein 2010).

  27. 27.

    Even for sequels, high similarity can become problematic over time. We will get back to this when discussing the dynamics of line extensions.

  28. 28.

    Before treating this budget result in a causal way, please see also our discussion of the production budget as a quasi-search quality in entertainment in the previous chapter.

  29. 29.

    The Cinderella (2015) remake made more than $500 million at the global box office, The Jungle Book (2016) almost $1 billion, and Beauty and the Beast (2017) $500 million in its first six days alone, easily covering their production costs of $95 million, $175 million, and $160 million, respectively.

  30. 30.

    See our in-depth discussion of the sensations-familiarity framework in the chapter on entertainment consumption.

  31. 31.

    Please see our discussion of the difficulty of quality judgments as a core characteristic of entertainment in the chapter on product characteristics.

  32. 32.

    Joshi and Mao do not log-transform the box office variables in their study, so that the regression parameters constitute absolute values, not percentage effects.

  33. 33.

    Our study’s focus was on “feedback effects” that describe the impact of the film adaptation on the book—we discuss those in a later section.

  34. 34.

    Hunter III et al. do not study the various sources separately, but aggregate them into a “prior source material” variable, so no source-specific results are reported.

  35. 35.

    See our later discussion on the rise and fall of Cannon in the context of innovation management decisions, which had a lot to do with the temptations that stars can offer.

  36. 36.

    Mr. Hart sent his message in response to being called a “whore” by a Sony executive in a leaked email because he had requested additional payments for promoting one of his films to his fans via social media (Stedman 2014). Please see also our discussion of social media communication by stars as part of our chapter devoted to owned entertainment communication.

  37. 37.

    We discuss such star-product fit in more detail later in this chapter.

  38. 38.

    Wohlfeil and Whelan (2012) offer unique, rich insights into the nature of such fan relationships via an introspective exploration of the first author’s adoration of actress Jenna Malone over several years. And in their complementary work in Wohlfeil and Whelan (2008), they offer qualitative insights into how this fan relationship can affect interest in a movie in which the star appears.

  39. 39.

    For those readers who want to know more: Giles (2002) offers a more recent review of the literature on parasocial relationships.

  40. 40.

    Iron Man 3 provides an example for the latter approach: here Fan Bingbing and other Chinese stars perform surgery on the superhero in an infamous scene that was only included in the Chinese version of the film.

  41. 41.

    We determined this average correlation by inserting the respective values in the regression equation that is reported in Table 3 of Hofmann et al. (2016).

  42. 42.

    They measure artists’ past reputation via the amount of time the artist was on the Billboard Top 200 charts from 1991 to 1994. Album performance of artists’ new albums is an album’s entry rank in the Billboard charts and also its charts positions in the following weeks and months.

  43. 43.

    More specifically, we defined “commercial” stars as those actors or actresses who had been recognized prior to appearing in a film for their previous works in the so-called “Quigley star power list.” The list was published annually since 1932 by Quigley Publishing ; it is based on a survey of theater owners and film buyers which are asked to name “the ten stars that they believe generated the most box-office revenue for their theatres during the year” (QPMedia 2013). We believe the last year the survey was conducted was 2013; historical lists are available at https://goo.gl/U9ube2.

  44. 44.

    This is also what happened at the box office. When Mr. Carrey starred in the horror-thriller The Number 23 a few years after our experimental study, the film underperformed quite drastically, and is one of the actor’s biggest flops.

  45. 45.

    Rosen’s theory is not limited to entertainment, but applies also to other aspects of life where humans offer creative deeds, such as in health care and education.

  46. 46.

    As a side note, this argument bears some resemblance to Bourdieu’s idea that “cultural capital” is required to enjoy cultural products.

  47. 47.

    Let us note that this logic is very similar to the phenomenon of “success-breeds-success” cascades that we discuss later in this book. But whereas Adler discusses consumer choices between stars, success-breeds-success deals with choices between entertainment products.

  48. 48.

    But the low elasticity Hamlen finds in his study might also be the result of measurement error: whereas it seems intuitive that Barbra (“the voice”) Streisand leads the talent ranking, it feels rather counterintuitive that Whitney Houston, often considered the “greatest voice of her generation” (Gill 2012), receives a much lower talent score. And isn’t music talent about more than a singer’s voice anyway?

  49. 49.

    The self-reported character of both talent and success in Wirtz et al.’s study carries the danger of inflating the contribution of talent, because of a “same-source bias.” This bias results from the statistical rule that two subjective judgments made by one person are systematically correlated beyond substantive reasons.

  50. 50.

    One learning for actors from Luo et al.’s study is that risky decisions do not pay off in this context, as the authors find that bad choices leave a stronger mark than do good ones.

  51. 51.

    Like other category extensions, it is not relevant for the franchise logic whether a franchise owner operates the extension product him- or herself, or licenses its right to someone else. Whereas Universal operates the Back to the Future theme park attraction on its own, Warner has licensed the firm the rights for also operating a theme park attraction around its Harry Potter film-based brand.

  52. 52.

    Making the franchise logic the de facto standard of the business also influences the expectations of investors and business partners, making it harder to justify the production of products with limited franchise potential. For example, Disney had to face criticism from financial analysts and retailers when it released Pixar’s Up movie—which not only lacks cars, but any kind of “merchandizable” characters (see Barnes 2009).

  53. 53.

    You can find the original ending of the film on some DVD/Blu-ray versions and also on YouTube (e.g., https://goo.gl/Yym7YV at the time of writing).

  54. 54.

    The $4 million is the result of the following equation: 217.000 units × $20 (average retail price per unit) × 0.6 (average studio share of retail price)/0.65 (to correct for the incomplete data we got from Nielsen, which misses, for example, the sales from Walmart stores).

  55. 55.

    More specifically, we transformed each weekly position of a book on the list into a “point score,” and then added up the points for each book over time. We calculated one score for the period after the film adaptation was released and another for the period before the film was released (in fact, before the advertising for the movie started). When doing this, we accounted for the non-linear distribution of attention that the ranks of such bestseller lists get from consumers by using an exponential transformation approach which ensures that the highest ranks get disproportionally higher point scores than do lower ranks.

  56. 56.

    An example for this lack of a long-term vision is that whereas the Predator 2 movie indeed contains a reference to the Alien brand (an Alien skull is present in the trophy case on board the predator ship), that scene was not strategically chosen. Instead, it was the result of an inside joke and reference to the original Aliens vs. Predator comic (which had been released the year before) by two special effects artists who had also worked on the first Alien movie (Xenopedia 2017). Similarly, the most recent addition to the franchise, a new film trilogy by Ridley Scott, the creator of the initial Alien film, resulted not from any studio plan, but from Mr. Scott’s vision, and there were even parallel plans for other Alien movies circulating.

  57. 57.

    Spider-Man 3 and Ghost Rider were among those screen adaptations that were relatively successful in theaters, but received little love from audiences and critics; the films have Metascores of 59 (out of 100) and 35, respectively, and IMDb user ratings of 6.2 (out of 10) and 5.2. Among the films based on Marvel characters that were both disliked and considered commercial failures were the Fantastic Four sequel Rise of the Silver Surfer (with a Metascore of 45, an IMDb score of 5.6, and global revenues of just $289 million, at a $130 million production budget), Elektra (Metascore = 34, IMDb = 4.8, global revenues = $56 million), and The Punisher (Metascore = 33, IMDb = 6.5, box office = $54 million).

  58. 58.

    Our coverage here is based on Stork’s (2014) in-depth analysis of the cinematic universe. As an interesting aside, whereas Merrill Lynch left Marvel quite extensive creative freedom regarding how to spend the money, they had one condition: the movies all had to be rated PG-13, not R (Masters 2016).

  59. 59.

    Even Marvel favorite Spider-Man made his first appearance in the Marvel Cinematic Universe in this film, having been rescued from an exile imposed by licensing deals that started in 1985. The rights for the Spider-Man character are still owned by Sony, but Sony and Marvel figured out mutually beneficial ways to cooperate. For details of the deal between the two firms, see Chitwood (2017).

  60. 60.

    For a more general discussion of the potential conflict of managing franchises and relationships with creative talent, see the section on the state of the entertainment industry in the integrated marketing chapter.

  61. 61.

    Readers with a particular interest in this topic might also enjoy learning about a similar approach for the valuation of individual book adaptations we developed in Knapp et al. (2014), our work about the monetary valuation of individual stars for specific movie projects (see Hennig-Thurau et al. 2014), and about the monetary valuation of the international TV rights for individual movies, as illustrated in Hennig-Thurau et al. (2013).

  62. 62.

    See also our introductory quote in the book’s section on the financial impact of stars which describes a similar occurence for Stephen King’s book Thinner.

  63. 63.

    For example, when we calculate the value of a Spider-Man sequel without the participation of the original film’s star Tobey Maguire , we arrive at 50% lower revenues and, consequently, a negative brand extension value—in other words, making an otherwise similar film without the Spider-Man brand would have made more sense economically. When Sony made the first Spider-Man sequel without Mr. Maguire (i.e., The Amazing Spider-Man) , the film sold about 34 million tickets in North America, compared to about 60 million for Spider-Man 2 —despite having consumed $30 million higher production costs. When asked by the team of The Guardian to demonstrate the approach’s validity, we also used our equations to predict the success of New Moon, a sequel to Twilight, prior to the film’s release. The model suggested North American revenues of $267 million, or just 10% less than what the film actually generated—and $69 more than the model predicted for an unbranded “twin” movie (see Allen 2009).

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Hennig-Thurau, T., Houston, M.B. (2019). Entertainment Product Decisions, Episode 3: Brands as Quality Signals. In: Entertainment Science. Springer, Cham. https://doi.org/10.1007/978-3-319-89292-4_9

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