Indy Guy
Premium
- Joined
- Apr 19, 2012
- Messages
- 366
- Real Name
- Tony Baxter
Everyone has their own preferred way of collecting or viewing film and nothing we can debate here will effect that one way or another.
About 25 years ago I made a suggestion that had a major effect on how event films start their theatrical release window. It added a premium tier to the chain of distribution steps where each step delivers direct revenue associated with individual titles.
What's disrupted the distribution pipeline is streaming economics. This is the first time where studio revenue is not a direct measure of an individual film's demand, cost to produce or box office returns. Here's that story.In 1998 Michael Eisner put out an open invitation to everyone in Disney's creative divisions to come up with a dramatic way to set Disney apart at the dawn of the new Millennium. I suggested the studio premiere what would be the first 3D feature length IMAX film at midnight on January 1, 2000.
At the time, IMAX was an educational format used primarily by museums. Contractually, many could not show films made specifically for entertainment. Fantasia 2000 was too far along to be retooled for 3D, but there was time for it to be formatted for IMAX. There were very few theaters capable of showing IMAX, so Eisner had temporary theaters built to accommodate Fantasia's opening on New Years Day 2000. By the next year, Beauty and the Beast had undergone conversion to both 3D and IMAX so it could re-premiere on January 1 2001. Since then, the $20+ IMAX premiere distribution tier has been regarded by most studios as the showcase platform for major event films. Trickle down consumption of media had found a prestigious top tier.
When films ran their theatrical course, they were remarketed for physical media. There was high demand with large profit margins, though studios were never fully comfortable with the idea of selling off control of content.
The allure of high profits won out and Disney released some of the best quality discs with revenues properly attached to each individual title...the same metric as higher tier theatrical returns. Broadcast television held the tent pole at the bottom rung of the distribution journey. Even today a chestnut like "The 10 Commandments" racks up acceptable advertising revenue for ABC...a direct result of the film's broadcast airing.
Profits (if any) from streaming are very different. To force it to work, studios must deliberately withhold or delay more profitable viewer options to drive captive subscribers and film collectors to make digital purchases or sign up for near free viewing via streaming to feed on the urge for "instant gratification". The most profit damaging aspect from streaming and digital downloads results from their being given priority release dates way before higher priced physical media transactions are allowed.
No longer are studios able to command $20 to $30 dollars for popular titles fresh from theatrical runs. Instead, they get bundled in masses of streaming content for pennies that are not even directly attributable to a specific title. After streaming deflates the value of a high profile film, it's tossed into the physical market where a $30 price tag on "second hand goods" seems absurd.
Had studios let natural demand for ownership (or instant gratification) guide distribution from the top premium format down to the least, rather than pursuing pipe dreams of forced content control, Hollywood's financial health would be in a different place today. Nobody counted on "binge and drop" mentality as a way for subscribers to squeeze miniscule streaming profits even tighter.
Pandemic reactions combined with streaming to permanently wound the theatrical experience and the health of theaters in general. Audiences have grown comfortable waiting a few months to see films almost "for free" at home.
Physical media has been forced into an unprofitable release window "after" digital and free streaming has eroded title value. The Walmart bargain bin has been replaced by wholesale film dumps into streaming outlets. That reality has taken down theaters and physical sales that generated direct measurable revenue for decades. Studio greed to control access has delivered a profit model with no measure for success and very little headroom for return on investment. Brilliant!