Disney War - great book!

c.g._eads

Veteran
Disney War is probably the best anything I've ever read in terms of understanding how movie decisions are made at the corporate level.

Sure, we all know that greedy corporate bastards only care about the bottom line. But this goes into the politics of executives who champion certain films, and the battle they have to go through with co-workers who compete against them, as well as how corporate realignment affects things, the stock price, appeasing outside companies/governments, incorporating bad ideas from the top executive, etc., etc...

For example, a newly appointed president of one of Disney's film divsions, Vogel read the script for Sixth Sense and needed to make a decision immediately because of the intense bidding war surrounding it, but his boss was nowhere to be found. So he ended up giving an unprecedented amount of money for the script as well as right to direct the film to Night (which ended up being the reason Night chose Disney). When Joe Roth (his boss) came back he was furious and called it a boneheaded decision. Nobody in all of Disney cared about the project despite Vogel screaming out to anyone who would listen that it was the best script he had ever read. As the film was in production, Disney cared so little about the project they sold domestic and international rights to Spyglass Entertainment, yanking Vogel off the project he championed. Later Vogel ended up quitting. A year later when the movie became a sensation and the biggest grossing live-action movie ever for Disney, it didn't matter, cause all they got was a distribution fee. Nobody from Disney ever called Vogel to tell him good job.

Anyway, there's a lot of stuff like that in there. It's not all about movies (only 20% or so) but it's a big book so there's still a lot of good stuff in there. And all the other stuff about the failure of EuroDisney, Katzenberg's fallout and his 12.5 billion dollar lawsuit against Disney, Eisner screwing over his best friend of 30 years, Ovitz, is really fascinating. Check it out.
 
I will get that. Sounds like a great read.

I know a story guy who worked on a "big superhero film." He told me stories from its development lifecycle that go back ten years, and are all like that. It was one crazy back-stab, or executive replacement, or director-in-favor-at-the-moment story after another, with people getting fired left and right, screwed out of contracts, etc. etc. And all because there were so many internal battles in the studio between different execs who wanted their hands on this "big superhero film."

Insane.
 
Well I just finished a research paper on early cinema, and let me tell you... nothing has changed.

It's always been about wars, legal battles, in some cases thugs on set, and money money money, right from Edison to present day.

Ugh... makes me re-think why I want to try getting anywhere in the industry. Then I think about the love of the art form and storytelling...
 
Well it's interesting because I do think a company can support the creative process and take chances on movies but they can't get bigger than a certain level and they definitely can't go public. Once you go public you have to think about your shareholders and once you do that, it becomes very hard to take any chances at all. Ironically, they talk about this in the book. Eisner took over when Disney was a 2 billion dollar company and had come out with a new film once every five years, relying on the seven year re-release theatrical cycle of their animated classics. There were absolutely no expectations whatsoever. This allowed them to take chances and be creative. The results were The Little Mermaid, Beauty and The Beast, and The Lion King. As they gradually became a 20 billion dollar company, beholden to their shareholders, promises of 20 percent growth per year, and their quarterly reports, they just got too scared. Every decision had to be incredibly safe so that they could explain it if it bombed ("Well, we had Tom Cruise, it was a high-concept idea, the director was just coming off successes A, B, and C. We made all the right decisions")

One day someone will get this right and start a big company that actually values creativity and vision. I really think so. They just have to stay private and not let success go to their head (easier said than done).

I think the biggest company to have come close to this was Dreamworks. And on the smaller end, Miramax was successful at it for awhile, and Focus Features is impressive in their track record as well.
 
If only they would channel all that energy for good... we might have some movies worth watching. When you're finished with the book, pass it on, I'd like to give it a read too.
 
EuroDisney (now Disneyland Resort Paris) had a bumpy first year or two, but it's chuggin' along pretty well now (14.5 million visitors last year). I don't think I'd call it a "failure."
 
I think back in 2001 they were operating on 2.5 billion dollars worth of debt. So even if they're doing okay now, they still probably haven't turned a profit. But then again I'm not finished with the book yet. Maybe something will change.
 
Back
Top