Should Studios Adopt the James Cameron Model of Moviemaking?


News Corp.'s (NWS) Avatar is exploding like a blinding supernova at the box office. Although I have no interest in seeing it, I undoubtedly must be one of the only people on the planet who lacks the need to become immersed in the 3-D adventure. According to early estimates at Box Office Mojo, James Cameron's "titanic" cinematic beast scored another $68 million at domestic theaters over the New Year's weekend. Total so far: better than $350 million.

Time Warner's (TWX) take on a famous literary detective had to settle for second place yet again. Sherlock Holmes pulled in $38 million. Coming in third was the Alvin and the Chipmunks sequel, also released by News Corp. Indeed, there's no shortage of excitement at the multiplex.

I'd like to take some of this space today to discuss a couple of recent comments left by a reader named Brian concerning my thoughts on Avatar's box office. He's taken me to task for being somewhat bearish on Cameron's film. In a comment made on this article, he criticizes my read of the profit scenario. He believes, among several points he laid out, that if two movies make the same amount of profit, they are equally successful. In another comment on a different article on the same subject, Brian wonders if I've had a change of opinion now that Avatar is proving to be a significant revenue success.

I appreciate Brian's rebuttals; I always welcome challenges to my positions. I know I may come across as too budget/profit- conscious, especially on blockbusters, but I believe it is important for shareholders in media companies to put pressure on content businesses to watch the bottom line and not get too caught up in the Hollywood machine of overspending for the sake of being associated with the glitz and glamor of the L.A. celebrity culture.

Let's say Avatar pulls in $1 billion (it actually has surpassed the $1 billion mark worldwide, but I want to keep this simple). Usually, a studio retains about 50% of the gross, as is mentioned in this piece over at Forbes and in this one over at Slate, the latter written by Edward Jay Epstein, an expert on film finance. I doubt if that rule of thumb always holds true, but like I always say, if media concerns don't want to disclose the details behind their movie investments, then this is the best we have to go on.

So, a $1 billion gross equals $500 million in revenues for the studio. Let's say Avatar cost $400 million to make and market. That implies a profit before DVD of somewhere around $100 million. Only problem is, we don't know what shareholders can claim as their own, because I'm assuming Cameron, and perhaps others, will grab some of that cash before it hits company coffers. It's even more complicated, because News Corp. actually spread the risk around with partners, as this article over at Cinematical states. Let's forget about the risk management, however, so that we can, again, keep this simple (although one thing should be noted about risk management: studio execs should try to avoid needing outside partners to fund a project because it limits upside potential; best way to do this, of course, is by funding strong concepts with rational budgets).

For the sake of argument, let's say the studio gets the whole $100 million. As Brian discussed in one of his comments, if we assume another movie cost $50 million to make and market, and it ended up generating a $100 million profit after the theater cut, can we say that both are equally successful? Probably not. Why? Well, a movie that makes a $100 million profit on a $50 million investment obviously possesses a better return than a movie that required $400 million to yield $100 million. We must realize that the more money you invest in a single movie, the higher the risk is...even for something with the name Cameron attached to it. And we must also realize that there are always alternative concepts that one can invest in at any given time. What are the risks associated with the alternatives; what hedges are in place? After all, shareholders shouldn't be in the business of funding vanity projects. Put another way: it may have been Cameron's dream to do Avatar, but is that a reason to put larger sums of money at increasing risk? Sure, he did well with Titanic, but was that an automatic guarantee that Avatar would turn out as well as it did?

We're now getting into the idea of economic value, which, by coincidence, came up in a piece I did late last year. A manager wants to make certain that a return on a project is of true quality, one that goes beyond the cost of capital and is appropriately reflective of the kind of risk being undertaken. I would love to know if adequate economic value is being generated by a film slate, but again, studios don't divulge such secret information.

Bottom line, the movie business is high risk, low return. And it's getting worse, as witnessed by DVD sales. So, unless I observe expensive projects come out of the gate with high grosses, I get antsy. Although I don't own shares of News Corp., I do feel for the company's shareholders, since I've held shares of Disney (DIS) for a very long time; anyone who has followed Disney's studio operations over the last decade knows that there have been all kinds of problems with the division in terms of value creation.

Disney actually reminds me of what I believe is a useful point vis a vis this discussion. Remember when the studio came up with Pearl Harbor back in 2001? Arguably, that was an attempt at replicating the success of Titanic. Unfortunately, the results were not as prosperous. The big-budget historical epic grossed only $449 million worldwide, according to Box Office Mojo. The domestic take was particularly weak at less than $200 million. Sure, $449 million isn't bad, but at the time, Disney was looking for more from its investment.

In the end, the Cameron model of spending huge amounts of money on new technologies to propel fantasies in 3D is not an attractive device for those looking to maximize shareholder value. He created a monster with Titanic; Avatar is nothing short of a phenomenon. However, keep in mind the significant gap in time between the release dates of the two projects. That's one reason why the Cameron model isn't so good looking.

Another reason? Cameron himself doesn't even believe in it. How do I know this, you ask? I very much doubt he would be willing to fully fund the sequel to Avatar via his own personal bank accounts. If all his cash were on the line, then I would think there's something to his methods.

I want to reiterate: it's all about risk and reward, about cash flows, profit participation, and, ultimately, the economic value. Yes, you could say I am overly critical of the debut grosses of expensive movies that go on to become celebrated hits. But I have to be. I want shareholders to make their money back as soon as possible precisely because of those giant budgets.

I myself once put up some money on a short film project, only to watch it evaporate before anything got off the ground; perhaps this makes me a little biased. Too often, though, shareholders see their stocks languish because of movie investments and exposure to the difficult Hollywood system. Those who own Lions Gate Entertainment (LGF) certainly know what I'm talking about. Actually, anyone who has ever owned a media company probably can remember a quarter or two when the stock was hit because of a studio department.

In closing, I'll repeat that I enjoyed Brian's comments and respect his position. Hopefully I've explained my own viewpoint a little better.

Disclosure: I own Disney; positions can change without notice.

Reader Comments (Page 1 of 1)

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