Fantasy Film: An Animation Studio For Digital Animated Services And Special Effects

Business Units

Fantasy Film is an animation studio which deals with animated services such as digital animated advertising, animated films, special effects for action films and uses digital animation software for their work (Wells 2013). The studio is headquartered in Sydney. The production facilities of this animation studio is in Los Angeles, San Francisco and Brisbane.

There are four business units of Fantasy Film. They are:

vFantaspace

vAdvantage

vAnisoft

vDigiFX

 

 Analysis

´Fantaspace has high potential to become a market leader.

´Star in BCG Matrix.

´High growth in the GE McKinsey Matrix.

´Fits in the Synergy Matrix.

´High competitive strength, high growth rate and high industry attractiveness.

´This unit is in the growth phase.

1. Recommendation

´Formulation of good strategies for attracting new clients and building the reputation (Dameron and Torset 2014).

´Creation of a good team who can develop innovative ideas and products.

´Priority should be given to investment in this business unit.

´Investments can be made in different sectors such as technology, skilled employees, building competitive advantage and research & development.

Analysis

´Cash cow in BCG Matrix.

´Medium hold in GE McKinsey Matrix.

´Givers in Synergy Matrix.

´Medium competitive strength, low growth rate and medium industry attractiveness.

´This unit is in the mature phase.

1. Recommendations

´New strategies should be formulated by the management so that the business stays operational and new clients are brought in.

´The investment priority is next to Fantaspace (Blackwood 2016).

´Collaboration should be encouraged so that both the companies should be able to sustain.

´A team should be formed which will encourage new ideas and innovations in the organisation. 

Analysis

´Question mark in BCG Matrix.

´High hold in GE McKinsey Matrix.

´Takers in Synergy Matrix.

´Low competitive strength, high growth rate and high industry attractiveness.

´This unit is in the growth stage.

Recommendations

´Centralised form of decision making group.

´Proper supervision and investment are necessary for it to grow.

´Have to create unique value with the help of proper strategies.

´Have the potential to grow in the rapidly changing market (Nagle and Müller 2017).

Analysis

´Dog in BCG Matrix (Palia, De Ryck and Mak 2014).

´Low harvest in GE McKinsey Matrix.

´Misfits in Synergy Matrix.

´Low competitive strength, low growth rate and low industry attractiveness.

´This unit is in the mature phase.

1. Recommendations

´Not suitable for investments.

´Advisable to sell this unit or it might affect the performance of the whole organisation.

´The employees with good skills and knowledge should be transferred to other business units.

Analysis and Recommendations

Conclusion

Fantasy Film expertise in animation works. The three units of the business are in the mature stage which are Fantascape, DigiFX and Advantage. The business unit Anisoft has been created by the business to enhance the performance of the company. The views which has been deduced from the above analysis are as follows:

´The business unit Fantascape generates the maximum revenue out of the other units of Fantasy Film.

´Advantage is also another unit which generates a lot of revenue which is why it is present in the cash cow position.

´Anisoft is in the growth stage and have a good potential to perform well in the market.

´DigiFX is the only unit which is not beneficial for the company and hence should be sold s that the overall performance of the company is not impacted

Therefore, it has been established that the company would develop proper strategies so that they are able to learn and innovate new things with the help of proper knowledge and funding.

Dynamic capability is the ability of an organisation to fully realise the potential of their resource base (Vogel and Güttel 2013).

Fantasy Film is currently present in the mature stage of the business which is one of the most critical stage of a business. To establish the dynamic capability a deep understanding of the core competencies of the business have to be realised along with the opportunities that the market has outside of the company.

Identify and assess opportunities

1. Analysis

There are four business units of Fantasy Film which are Anisoft, Advantage, DigiFX and Fantaspace. All of these units are currently in the mature stage of the business life cycle.

´Strength

The core competency of the company is the animation that they use in advertisements and films. Even though there is no decided future of special effects, the digital software that is used by the is seen to have the potential to grow in the market (Rosemann and vom Brocke 2015).

´Weakness

There is no proper dynamic capability of the company along with the lack in a proper management structure which would help the company to function properly. This structure issue has to be solved by the company for it to function properly and get an increase in the dynamic capability of the business. 

´Opportunity – The company has several opportunities within their organisation if they can properly share and implement the knowledge that is held by them. The new trends that have erupted in the market along with the new innovations have to realised by the organisation to become successful. The skills that is possessed by the company have to be utilised properly to develop the competitive edge of the organisation. Collaboration with companies such as Tesla Motors, Amazon, Apple and DreamWorks could also provide several opportunities for the organisation.

Opportunities and Threats

Threat – The market in which they operate is very competitive and the company needs to develop new competitive edge for it to survive in the market. 

´There is an issue with the management structure of the organisation which needs ot be rectified or redesigned so that every level of the organisation would have the ability to make decisions in their respective fields.

´A cross function team is built which can share their knowledge, resources and technologies with each other to increase the ability for new creations.

´They have to create their own competitive edge which will give them the ability to survive in the market for a longer period of time (Berney and Bétrancourt 2016) .

´Since there is a bright future in the software of digital animation, it could be used to capture the market.

´Collaboration of other companies could be done so that both the companies are able to increase their value.

Recommendations

´New innovative ideas to be developed I the company so that they are able to attract new clients for their operations.

´Use their core competency to draw out the different clients and organisations who would like to collaborate with Fantasy Film.

´Design virtually interactive characters with the help of their digital software to showcase their talents in the market (Miller 2014).

´Optimally use the abilities of thee employees of the company regarding animation.

´Restructure the while management group so that the cost is minimized in the decision making process.

Transform and reconfigure

´Strategic alliance to be create within the company so that new innovative ideas are developed by the skilled employees of the company which can introduce technologies and products which are able to meet the needs and demands of the customers.

´The change should be adopted quickly by the company through a new business culture which will help the people of the organisation to accept the changes.

´The core issues and problems of the organisation has to be identified so that is becomes easier for the organisation to conduct the changes (Seidl 2016).

´The company should transform according to the needs of the market and the customers.

´The potential that it will gain from using its core competencies optimally will make the process of transformation more productive and will help to accept new ideas and technologies for the organisation.

Conclusion

´It can be concluded that the dynamic capability of Fantasy film can be sustained by sharing  skills, innovations and knowledge within different levels of the organisation.

Transform and Reconfigure

´Moreover, the organisation will be able to develop new technologies and ideas through this process which will help them to realise their potential for growth in the market.

´The new trends that have erupted in the market would have to seized by the company to create unique products and technologies which would be able to satisfy the needs and wants of the customers.

´The SWOT Analysis have helped to determine the ability and capability of the organisation along with the threats that would stop the company from growing, and which have to be eradicated.

´The life cycle of every product and business unit will help to determine the extent to which a product can be of use to the organisation.

References

´Wells, P., 2013. Understanding animation. Routledge.

´Rudnicki, W. and Vagner, I., 2014. Methods of strategic analysis and proposal method of measuring productivity of a company. Zeszyty Naukowe Ma?opolskiej Wy?szej Szko?y Ekonomicznej w Tarnowie, (2 (25)), pp.175-184.

´Khan, U.A., Alam, M.N. and Alam, S., 2015. A critical analysis of internal and external environment of Apple Inc. International Journal of Economics, Commerce and Management, 3(6), pp.955-961.

´Bobocea, L., Spiridon, S., Petrescu, L., Gheorghe, C.M. and Purcarea, V.L., 2016. The management of external marketing communication instruments in health care services. Journal of medicine and life, 9(2), p.137.

´Shen, L., Zhou, J., Skitmore, M. and Xia, B., 2015. Application of a hybrid Entropy–McKinsey Matrix method in evaluating sustainable urbanization: A China case study. Cities, 42, pp.186-194.

´Han, J.G., Park, H.P., Ock, J.H. and Jang, H.S., 2015. An international competitiveness evaluation model in the global construction industry. KSCE Journal of Civil Engineering, 19(3), pp.465-477.

´Tsakalerou, M., 2015. GE/McKinsey matrices revisited: a mixed mode tool for multi-criteria decision analysis. European Journal of Contemporary Economics and Management, 2(1), pp.92-98.

´Ziakas, V., 2013. Event portfolio planning and management: A holistic approach. Routledge.

´Clark, R. and Misener, L., 2015. Understanding urban development through a sport events portfolio: A case study of London, Ontario. Journal of Sport Management, 29(1), pp.11-26.

´Comerio, M., Batini, C., Castelli, M., Grega, S., Rossetti, M. and Viscusi, G., 2015. Service portfolio management: a repository-based framework. Journal of Systems and Software, 104, pp.112-125.

´Dameron, S. and Torset, C., 2014. The discursive construction of strategists’ subjectivities: Towards a paradox lens on strategy. Journal of Management Studies, 51(2), pp.291-319.

´Blackwood, J.C., 2016. Business Consultation of Select Best Practices to an Animated Film Studio: How to Produce the Most Successful Film You Can.

´Nagle, T.T. and Müller, G., 2017. The strategy and tactics of pricing: A guide to growing more profitably. Routledge.

´Palia, A.P., De Ryck, J. and Mak, W.K., 2014, March. Interactive Online Strategic Market Planning With the Web-Based Boston Consulting Group (BCG) Matrix Graphics Package. In Developments in Business Simulation and Experiential Learning: Proceedings of the Annual ABSEL conference (Vol. 29).

´Vogel, R. and Güttel, W.H., 2013. The dynamic capability view in strategic management: A bibliometric review. International Journal of Management Reviews, 15(4), pp.426-446.

´Rosemann, M. and vom Brocke, J., 2015. The six core elements of business process management. In Handbook on business process management 1 (pp. 105-122). Springer, Berlin, Heidelberg.

´Berney, S. and Bétrancourt, M., 2016. Does animation enhance learning? A meta-analysis. Computers & Education, 101, pp.150-167.

´Miller, C.H., 2014. Digital storytelling: A creator’s guide to interactive entertainment. Focal Press.

´Seidl, D., 2016. Organisational identity and self-transformation: An autopoietic perspective. Routledge.

´Critten, P., 2016. A radical agenda for enabling organisation transformation through work-applied learning. Journal of Work-Applied Management, 8(1), pp.65-78.