The Licensing Blog

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Industry Experts Weigh in On Hot Topics in the Licensing Industry

STATE OF THE INDUSTRY

eOne_JoanGrassoJoan Grasso, Senior Vice President Licensing, North America, Family & Brands, Entertainment One

-How do you maintain loyalty with consumers who are influenced by a wealth of touch points?

We continue to develop our marketing and digital strategies to ensure we are reaching our target audience wherever they are looking for our brands. We have done this through our ongoing social media efforts on Facebook, Twitter and Instagram; building new content to engage with our fans and their parents on our websites and apps; having a presence on AVOD platforms; and continuing to build out our experiential programs for both brands via live shows, meet-and-greet events, and other new partnerships. From retail shelves to online sites to mobile apps as well as in their local neighborhood, we want to engage with our consumers in ways that are most meaningful to them.

-How do you work with licensees to create unique products that are specific to each brand?

This requires collaboration from quite a few groups within eOne. Our brand teams work with production to provide input on the content, themes, locations, etc. that would make sense for our consumer product programs. We then work closely with our marketing and product development teams to create artwork and marketing opportunities for our licensees that tie to that content, ensuring that these assets remain organic to our brands. Having proprietary materials that we can provide to our licensees is critical to creating unique designs and products to create a point of differentiation for our properties at retail. The licensing team is also always on the lookout for trends and new innovations in product that can be adapted in a meaningful way. We then bring these to our licensees for inclusion in their product ranges to continue to set Peppa Pig and PJ Masks apart from other competitive brands. This strategy has been very successful for us.

-How has the changing retail landscape affected the way you manage your licensing partnerships?

Our retail efforts will continue to be a major focus for us as the landscape shrinks and changes over time. Licensors need to continue to be on top of any conversation about particular retailers or channels, so we can anticipate any issues and have a plan to react quickly. eOne is building out our internal retail team here in the U.S. so we can talk to buyers on a more regular basis, address their needs more quickly, and partner on more promotional opportunities moving forward. In addition, we continue to look for new retail opportunities in all channels either by engaging with new retailers or expanding in existing channels. We’ll continue to stay on top of the changing retail landscape to preserve the success and growth of our brands.


 

SesameWorkshop_ScottChambersScott Chambers, Senior Vice President and General Manager, North America Media and Licensing, Sesame Workshop

How important is it to appeal to millennial parents?

Millennial parents are a critical demographic. Many of them grew up watching Sesame Street, and are now sharing that experience with their children. In terms of viewing and purchasing power, millennials strongly influence consumption in their households and, more widely, set trends in various industries.

One way we’ve attracted and maintained a millennial audience is by leveraging the platforms that are integral in their lives—they are digital natives. Today, Sesame Street has 24 million fans and followers on our social media channels; and on Snapchat alone, a steady stream of Sesame Street filters in 2017 delivered more than 1.5 billion impressions. Early this year, Bert even made a guest appearance on HQ Trivia, another trendy app, garnering one million live players. Viewing patterns are shifting and we are shifting with them. We reach young parents via digital video platforms, where our audience is often comprised of both preschoolers and co-viewing adults. Millennials make up 77 percent of our adult viewers on HBO Digital, 75 percent on Hulu, and 75 percent on YouTube—where our subscriber base grew by 34 percent in 2017 to 3.6 million YouTube subscribers, becoming our largest single audience platform for millennial parents and overall. For HBO On Demand, Sesame Street happens to be the second most viewed series after Game of Thrones.

Where do you anticipate growth in licensing over the next two to three years?

As we gear up for Sesame Street’s 50th anniversary next year, we anticipate growth in all segments, but perhaps more acutely in our adult/fan business. We’ve already partnered with some truly innovative creators in the fashion and lifestyle space to reach fans of all ages in surprising ways, with even more collaborations to come. Each of our partners brings an expertise in design and merchandising as they interpret our classic characters in their own unique styles. You’ll see apparel from Bioworld, Mad Engine, Zara, Lauren Moshi, PUMA, and Drake General Store. Beyond apparel, Sesame Street is collaborating with top lifestyle companies like Globe Brand and Crate & Barrel Kids to create distinctive products.

Location-based entertainment will also drive brand engagement and licensing growth over the next four years; the magic of theme parks gives families a powerful way to experience Sesame Street. This spring, everyone’s favorite grouch will be trading in his trash can for a taxi when Sesame Place debuts its coaster: Oscar’s Wacky Taxi. We’ve also announced the extension of our 38-year partnership with SeaWorld Entertainment for the development of an additional Sesame Place theme park.


Hasbro_DavidHendersonDavid Henderson, Senior Vice President, Consumer Products North America, Hasbro

How has the process for development of a children’s entertainment property evolved in recent years?

The children’s entertainment landscape is rapidly evolving and incredibly diverse as families consume more content than ever in new ways. Hasbro has rapidly built our expansive, multi-screen storytelling capabilities, globally reaching kids and families everywhere they consume content in many forms and formats, across films, TV, and new media. Our one-of-a-kind, omni-screen storytelling strategy that utilizes our amazing brands and characters to drive innovation in entertainment is an important strategic differentiator for Hasbro. While engagement with our traditional TV shows like My Little Pony: Friendship Is Magic has never been stronger, 2017 was our biggest year ever for consumer engagement with our digital storytelling, as we created original digital videos and social posts that drove more than a billion views of our content on YouTube, and more than a billion minutes watched, including My Little Pony: Equestria Girls, Hanazuki Full Of Treasures, and more.

How has the changing retail landscape affected the way you manage your licensing partnerships?

Retail is undergoing dramatic shifts driven by the ubiquity of digital commerce, the trend toward small physical stores, the shifting balance of power, consolidation and closures, and the constantly changing structure of retail. Over the past six years, Hasbro has grown our consumer products revenue by 85 percent, with a relentless focus on brands including Nerf, Transformers, My Little Pony, Hasbro Gaming (including Monopoly), and our newest franchise brand Baby Alive. However, we’re just in the early stages of fully realizing our potential in consumer products. With this success, combined with the ever-changing consumer and retail landscape, we must continue to adapt to lead in the years ahead. We are investing to understand all shoppers across all channels to ensure our products can be found everywhere consumers shop. We are also continuing to strengthen our partnerships with leading retailers around the world, turning content into commerce.

This year we are charting a new path for Hasbro Consumer Products in North America to ignite the power of our brands. We will now move from a category-first approach to a brand-first approach, which more closely aligns with our Brand Blueprint as Hasbro’s global brands execute at retail as one voice. With a strong focus on speed to market, agility to build trend-based programs, and the strength of our One Voice retail program solutions, we can empower a stronger presence at retail and unlock opportunities in emerging markets and new consumer segments and experiences.

Ecommerce represents one of our largest growth drivers going forward. Ecommerce lives at the intersection of storytelling and innovation, which is our sweet spot. We are investing in people, marketing, data, and technology to create world-class ecommerce experiences. Our success in ecommerce is the result of our commitment to storytelling and innovation in a digital environment.


LootCrate_BRIANMANNBrian Mann, Vice President, Head of Licensing & New Business Development, Loot Crate

How do you work with licensors to create unique products that are specific to each brand?

Loot Crate works closely with licensors to bring a deeply fan-centric perspective to the development process, putting the focus on product interpretations that feel in-universe, singularly considered, and most importantly, ones that tap into the brand’s emotional resonance with our community. When we get it right, a product can become an artifact that is massively shared, which both widens and deepens a brand’s connection with its fans and beyond.

With more choices than ever before, how do you choose which brands to work with?

We are fortunate to work directly with nearly every leading licensor across entertainment, gaming, anime, and sports. Loot Crate has a proprietary curation process executed by a world-class curation team that is comprised of top creatives from the toy, fashion, and entertainment spaces who spend much of their time understanding what is driving the pop culture zeitgeist each month, interpreting it thematically, and then selecting brands that best express that theme. Their creative vision is balanced by survey data we receive from our community that we’ve codified into a rating system called PVI (perceived value index), which places a numerical value on the strength/desirability of hundreds of IPs within our ecosystem. We tend to prioritize brands that most strongly resonate with our community, brands with eventized windows that match our themes whenever possible, and with partners who are highly supportive from a marketing perspective, so that we are working together to deliver not only a great product, but to create a shareable, communal experience that maximizes reach and impact on behalf of the brand.

How is your business model different from traditional licensees?

We are something of an outlier: one part retailer, one part licensee, one part marketing platform. Perhaps most accurately, we are a transmedia storytelling platform that aims to express the themes that are driving pop culture and sports every month through a curated collection of branded products. We are very fortunate to have cultivated a loyal community of superfans across 34 countries, surrounding them with omni-channel engagement, and shipping them a mystery-themed product experience that connects so deeply with their passions that it is shared via social media on a scale that consistently reaches 10s of millions of people and generates 100s of millions of impressions on a monthly basis.


SpinMaster_Adam BederAdam Beder, Executive Vice President, Global Licensing and Business Affairs, Spin Master

How has the process for development of a children’s entertainment property evolved in recent years?
The fundamentals of character development and storytelling has not changed. Strong storytelling is at the core of everything we produce from entertainment to toy to licensing. The biggest change we are seeing is the amount of stakeholders that are considered at the beginning of the IP development process. We are now considering toys, video games, retail partners, alternative media and other merchandising during the upfront planning stage as each touchpoint helps to bring the story we want to convey to life.

With more choices than ever before, how do you choose which brands to work with?
It is an exciting time to be in the world of licensing. Film and television used to be the only platforms a toy company would look at for children’s entertainment intellectual properties (IP), but with the emergence of tech and digital, we can now consider so much more – apps, video games, websites and even social influencers. As you can see, the world of children’s entertainment intellectual property (IP) is larger and more diverse than ever and this presents unique opportunities and challenges when identifying the right space and platforms to invest in.


Activision_TimKilpinTim Kilpin, President and CEO, Activision Blizzard Consumer Products Group

How do you work with your partners to ensure the products they create match your brand’s identity?
Our organization is focused on building Franchises of the Future. Through gameplay, linear storytelling, esports events and consumer products, we’re delivering depth, breadth and longevity of engagement around our franchises and across platforms. As a reflection of that, Activision Blizzard Consumer Products Group’s mission is to equip our fans with new ways to play, display, wear and live the brands they love.

All our games and characters have iconic voices, styles and stories, and it’s important to us – and our community – that we capture and represent that in our licensed products. Our game developers, including artists and designers, work closely with best-in-class licensees to create high quality and deeply relevant merchandise that we think our global gaming audience will connect with and truly enjoy. These kinds of experiences engage our fans beyond gameplay and create meaningful touchpoints.
Where do you anticipate growth in licensing over the next two to three years?
Esports has emerged as a significant opportunity that engages millions of players and spectators around the world and will be a focus for Activision Blizzard’s merchandise plans going forward. Our organization is at the forefront of competitive gaming with the Call of Duty World League, MLG Network, and the Overwatch League, the first major global professional esports league with city-based teams.
We expect to see massive growth in esports over the next two-to-three years. Viewership already rivals that of the traditional league sports, particularly online where most millennials and Gen Z’s are viewing content. With the Overwatch League, for instance, 10 million viewers watched the 12 inaugural teams compete during the opening week of Season 1.
By all measures, we expect that the Overwatch League audience will continue to expand steadily, which translates into consumer demand for league and team-branded merchandise, including apparel and other endemic categories to traditional sports and esports. While most major sports leagues are experiencing a steady increase in the age of their average viewer, esports is a magnet for the 18–24 demo, which suggests we are only at the beginning of a licensing trend we expect will dominate the landscape during the next 10 years.
We also see growth potential internationally. We’ll continue to develop opportunities as we work to expand our reach particularly in Europe, and across Asian and Latin American markets, on behalf of properties such as Activision’s Call of Duty and Crash Bandicoot™ and Blizzard’s Overwatch. Our expansion will be a mix of different business models: Licensing (including retail partnership), esports, gear store and fan stores. We understand that one size doesn’t fit all so are working with global teams to customize programs to individual markets while maintaining brand integrity.


Rubies_HowardBeigeHoward J. Beige, Executive Vice President, Rubie’s Costume Co.

With more choices than ever before, how do you choose which brands to work with?

In this ever-changing and rapidly expanding market for costumes, it is our objective to provide consumers and retailers with highly sought-after and popular costumes. It’s a very difficult decision-making process because there is so much to choose from. We look at all sources of popular culture—print, TV, the internet, social media, video games, and consumers themselves, for example. We constantly review information on new properties from licensors and discuss possible choices with retailers in great detail. Because we sell our products in broad and varied distribution channels, we also consider where our products will be sold and who our consumers are in those distribution channels. Since our products also cover a broad spectrum of pricing, we choose properties that can be priced appropriately for different retail sectors. This provides us with a much greater opportunity to select more properties. Ultimately, we choose properties that will satisfy the consumer’s desire to “become the character”—even if the character is an inflatable raptor—and we make these decisions for global markets.

How do you work with licensors to create unique products that are specific to each brand?

We have a uniquely talented team of creative people who live and breathe our products.  Some on our creative team have been Rubie’s employees for more than 30 years and they are indispensable in the creative process, along with relative “newcomers” who have only been with the company for 10 to 15 years. They work closely with creative people on the licensor side and go to extraordinary lengths to understand and incorporate the core attributes of each property into the products. They round out the product lines to include accessories, décor, masks, shoes, and more, so that the consumer has everything necessary to create a memorable costume experience or environment.

How has the changing retail landscape affected the way you manage your licensing partnerships?

Rubie’s has always worked in several distribution channels and our objective has always been to serve consumers and retailers where they shop, whether it’s a small mom-and-pop store, mass market stores, or online. Our business has grown tremendously by conscientious attention to the needs of every distribution channel we serve. We have always provided retailers with last-minute opportunities to replenish products and we keep our warehouses stocked with merchandise year-round. We service specialty markets, online retailers, and mass market retailers year-round because retailers demand our products year-round. What was traditionally known as a Halloween costume business has become a year-round costume opportunity not only in specialty markets and online retailers, but at mass market with dress-up costumes and in pet stores with pet costumes. This is a tremendous growth opportunity for our licensing partners who can garner more exposure and promote their properties in retail venues that traditionally would have been available to them only during a specific selling season.


TURNER CORPORATE PORTRAITSPete Yoder, Vice President, Cartoon Network Enterprises for North America

How has the process for development of a children’s entertainment property evolved in recent years?

The development of a children’s brand today has changed in every aspect from how one was developed when I started in the industry. Today, it’s all about how to build fan engagement. First, content must be developed across multiple platforms and reach kids everywhere they are consuming their favorite brands today. They must also be managed through a franchise lens and appeal to a larger, global audience. Even though there may be slight regional adjustments to a brand, there needs to be a general global consistency in order to maximize reach and long-term viability. On the consumer products side, approach has also changed. Years ago, products were taken directly from what happened in the linear or theatrical content. Today, licensors and their partners have to go much broader than just content. Toys, publishing, and gaming need to give kids the opportunity to create their own stories and content to expand the storyline to tell what happens before, between, and after the linear episode. This expansive opportunity gives fans a new way to engage and interact with their favorite brands.

Where do you anticipate growth in licensing over the next two to three years?

I think one of the biggest areas of growth potential in licensing is the rise of fan-generated art and its application to consumer products. Fans are very active participants in the brands that they love. One form of expression is developing interpretive art around their favorite characters, scenes, or brands, and sharing it within various social communities. Today, there are many sites that allow artists to monetize this art through product sales. Most of these sites, however, do not reward or pay the actual IP rights holders. I do believe this will change over the next several years, through both legislation, as well as the creation of authentic fan sites created by companies that acknowledge the benefits of working with rights holders to promote, market, and—in many instances—give fans legitimate credibility from the show creators and producers who they admire.


LIMA_MauraReganMaura Regan, Executive Vice President, LIMA

How do you think consumers are influencing the evolution of brands?

Consumers today are at the center of the brand experience. As such, they yield considerable sway in how a brand evolves and extends its reach beyond its core competency. In many ways we are seeing an inverse today of what historically has been: Today the consumer is defining your brand, rather than a brand defining the consumer.

Where do you anticipate growth in licensing over the next two to three years?

We see growth in our industry coming from specific sectors: corporate and lifestyle brands, home furnishings, food and pet, and international markets—China specifically, and interestingly, we have seen significant growth year over year from SEA. Within the entertainment sector, the trajectory of location-based experiences is particularly exciting.

What are the biggest challenges facing the licensing industry?

The biggest challenges facing the licensing industry are retail consolidation, bankruptcies, corporate mergers and/or acquisitions, shifts in consumer purchasing habits, and unstable currencies in some markets. But through it all, brand licensing remains an opportunity to connect with consumers around products that excite, engage,  define, and support them. The global brand licensing community demonstrates time and time again that great product innovation coupled with a kick-ass license will engage the consumer and drive business.


 

GeniusBrands_Lloyd MintzLloyd Mintz, Senior Vice President, Global Consumer Products, Genius Brands International

How are consumers influencing the evolution of brands?

Societal trends are most definitely reflected back in consumer brands, particularly in our sphere of children’s entertainment. The reverse is also true where society can start to absorb the trends put forward by influential media. Our new preschool girls’ show, Rainbow Rangers, is a perfect example of the former. Today’s society is embracing the message of empowering girls and young women to understand from their earliest experiences that they are fully capable of doing, participating in, and excelling at any activity or profession that their male counterparts can do. Rainbow Rangers tells the story of seven girls who help heal and save the planet and all of its inhabitants. The focal point of the show is demonstrating how this group of seven girls can come together, learn to communicate, delegate, and take action to solve problems. They are the focal point of the action and the solutions. It is a tremendously powerful and compelling messaging, but done in a fun and adventurous way that we know our audience will love. Every girl in the audience will relate and aspire to at least one or more of the rangers. Also, an important subtext of the show is the importance of environmental stewardship, which reflects society’s understanding that we have only one planet, and we need to leave it in better condition than we found it for the next generation to do the same.

How do you work with your partners to create and deliver licensed product quickly without skimping on quality?

We work with our partners to create great product as quickly as possible by adhering to a few simple guidelines. First, we anticipate their creative asset needs and have an upfront dialogue to make sure we understand and fulfill those needs. Second, we provide those assets to our partners as early in the process as possible. Third, we have a rapid approval system whereby we endeavor to provide feedback to our licensed partners within 48 to 72 hours of most submissions, whereas most licensors reserve for themselves significantly more time. Fourth, we always benchmark ourselves against what the market is doing, so we push ourselves and are partners to always meet or beat the consumer’s expectations. Fifth, we provide our licensees with enough creative freedom to make the most appealing product possible at the sharpest price point possible. Finally, we offer retailers exclusive creative to provide them with differentiated product for their consumers and therefore discourage price comparison shopping.

Where do you anticipate growth in licensing over the next two to three years?

I think growth will come from a few sources over the next two to three years. International will no doubt help propel growth as more disposable income generates more demand for merchandise. Online and interactive marketplaces where fan-generated product interpretations of their favorite intellectual property can be readily exhibited and sold is a large and growing opportunity for licensors. The industry is going to need to learn to embrace (and “police”) this new frontier of user-generated content. I also believe that experiential licensing (broadly defined) is going to skyrocket in importance and our industry needs to figure out how to foster those opportunities. Everyone is rightfully super protective of their IP, but they also need to give people an ability to experience the IP in fresh, new ways and on their own terms. Finally, I believe it is incumbent upon all of us in the industry to get back to the basics of making it easier to do business with each other. I have long subscribed to Woody Allen’s famous axiom that 80 percent of success is just showing up. How that relates to the licensing industry is simple, such as returning phone calls and email inquiries, because you never know when that next great opportunity will be on that next call or in that meeting. You should proactively seek out and embrace growth opportunities wherever they may arise. There is a lot of business to be done out there if we’re just open to doing it.


BBC_CarlaPeytonCarla Peyton, Senior Vice President Licensing, Americas, BBC

How do you work with your partners to create and deliver licensed product quickly without skimping on quality?

At BBC Studios, producing quality product is a priority, and included in that is a strong commitment to ethical and environmental trade practices. We have found that the most strategic and creative way to get product to market involves short- and long-term planning and forecasting. We work closely with our partners and retailers in advance of any brand or content launches to ensure that products debut around key dates that are either driven by or supporting new content or brand extensions. We maintain close ties with colleagues worldwide to ensure we are working ahead of the curve and constantly keeping up with our content pipeline. We try to stay on top of trends and know which partners are able to react quickly to changes in the marketplace.

How has the changing retail landscape affected the way you manage your licensing partnerships?

We are adapting, as all companies are, to the evolving retail landscape. Our short- and long-term strategies are the foundation for our licensing partnerships. We recognize that it is crucial to work with retailers on planning product pipelines. We do our best to provide individual retailers with points of difference for products that are either first to market or exclusive. Each year we sit down with our licensees to discuss specific category launches and unique retail promotions that will work successfully for both our brands and the retailer. We know that content and product exclusivity are crucial in this ever-changing retail landscape, so we work to ensure that all our partners are getting unique product, targeted promotions, and timely support for our programs.


Sakar_LizaAbramsLiza Abrams, Vice President, Global Licensing and Marketing, Sakar

With more choices than ever before, how do you choose which brands to work with?
Every year at Licensing Show, I am floored by the plethora of brands in every category. It’s truly overwhelming. At Sakar, we start with evergreens which have solid placement and appeal. Even among evergreens, there is only so much space at retail. Then we look at key movie launches, fads, and trends. Licensees needs to take some (calculated) risks. We tend to take from each pocket, giving Sakar a diverse portfolio and limiting risks. It’s not exactly a “science,” but it has worked for us.

How do you work with licensors to create unique products that are specific to each brand?
Within each brand lies a DNA, the essence of what makes that brand stand apart from others. It’s not always easy to incorporate that into a licensed product, and sometimes kids are just looking to be immersed within a lifestyle so it’s not as important. But wherever possible, if you can give a wink to that brand the appeal and sell-through will be far greater. For Sakar, that has been true of our vast karaoke line—in which we continue to offer music free with the product—and in brands in which music is inherent to the story line. Also, take our Hatchimals molded walkie talkie eggs that hatch open up to reveal a key character, L.O.L. Surprise electronics with sticker and stencil surprises within the product, and the JoJo Siwa molded hair dryer complete with her signature bow. Whatever we can do to mold, include, or add that one element that makes the product special and make sense for the brand, that is always our goal.


Discovery_LeighAnneBrodskyLeigh Anne Brodsky, Executive Vice President, Discovery Global Enterprises

How do you work with your partners to ensure the products they create match your brand’s identity?

At Discovery, our first priority is satisfying curiosity, and having dynamic packaging and high-quality products with innovative features and design. Discovery Consumer Products offers engaging products and experiences tied to the company’s best-loved brands. We are authentic and stay true to our roots by making our product offerings readily accessible worldwide. An example would be Discovery #mindblown, which is an extension of our Science channel and Discovery’s DNA, gender-neutral, authentic product from multiple categories, including games, apps, books, toys, accessories, and fashion for kids ages 6 and up.

How important is it to appeal to millennial parents?

Millennial parents, especially those who grew up with Discovery’s hit shows, demand authentic, engaging products and entertainment in all formats. They want accessible, innovative products for their children; they’re interested in affordable, outside-the-box merchandise that that inspires and is fun! With Discovery #mindblown, we meet this demand by developing products and experiences designed to satisfy curiosity and keep kids interested in a lifetime of learning and exploring their world around them!


 

Sony_JamieStevensJamie Stevens, Executive Vice President Worldwide Consumer Products, Sony Pictures

How are consumers influencing the evolution of brands?
The rise of digitization and experiential partnerships influence the consumer’s journey and relationship they have with a brand. Deeper brand loyalty is accomplished through content creation, tangible experiences and products that enhance the brand. These ingredients are essential to ensure IP longevity. Sony Pictures Consumer Products has been tackling this with our most popular franchises. With Jumanji: Welcome to the Jungle, we partnered with 60Out to create an experiential Jumanji escape room. This is the first official globally licensed escape room based on an IP and captures the themes and spirit of the film in an exciting adventure. Through a partnership with Cardinal Industries, the Jumanji board game is another product that brings Jumanji home through nostalgia. In the holiday season, the board game sold out across retailers, currently remains a #1 seller in the U.S. and continues to break sales records.

How is the rise of SVOD changing entertainment licensing?
Streaming services have broadened exposure of many IP’s that might otherwise have remained dormant. Live content on SVOD platforms builds brand loyalty through broadening audience viewership beyond the original theater release. For example, Hotel Transylvania: The Series will be available on Netflix following the first season linear run on Disney Channel. This content benefits the life of the brand and ultimately our licensees.
How has the process for development of a children’s entertainment property evolved in recent years?
Sony Pictures Entertainment and Sony Pictures Animation both create slates with diverse film content. While there are many new outlets that are contributing to the growth in new and original children’s IP, the core has never changed. First and foremost, it’s always about making an authentic picture that has strong characters and a journey that the audience can identify with.

How important is it to appeal to millennial parents?
The industry is shifting to cater to the digital age generation who are the next-gen storytellers. Nostalgia is the key trend and these franchises continue to grow in popularity because the storytelling and characters have a timeless quality. We will continue to reinvigorate our iconic franchises that present the biggest growth opportunities. Ghostbusters for instance is a strong brand that has multi-generational appeal as a result of sustained marketing on the part of Sony Pictures and Ghost Corps. Recent examples include our Stranger Things x Ghostbusters Reebok special edition retro-sneakers that coincided with plot points in the Netflix original Stranger Things and our new and upcoming Ghostbuster World AR mobile game. It’s these pop-cultural driven moments that bridge generations and keep the brand relevant now and in years to come.


 

 

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