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Apuntes Media Landscape, Apuntes de Comunicación Audiovisual

Apuntes diapositivas curso 2020-2021 en la asignatura de tercero de Comunicación Audiovisual con JOSEP RAMON PEDRO.

Tipo: Apuntes

2020/2021

Subido el 12/04/2022

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1. COURSE INTRODUCTION: WHY DO WE STUDY MEDIA LANDSCAPE?
POLITICAL ECONOMY AND THE SCREEN INDUSTRIES
Media literacy as the most important skill in the 21st century.
The components of media literacy include skills of textual analysis, understanding of media’s place in
society/history and also knowledge of the political economy of the media industries.
“Freedom of the press is guaranteed only to those who own one.” – A.J. Liebling
The two most ubiquitous screen media are very expensive to make and distribute to audiences
(increasingly) Large corporations are central to doing both.
Demystifying the Screen Industries: How are things made? How do they circulate? Who owns/controls
what?
Understanding global and various local conditions. The ongoing march of globalization and the
persistence of the regional, national and local.
Governments and their role in media regulation, fostering diversity in the screen industries.
Regulation and/versus global neo-liberalism.
Neo-liberalism and the “free market”
The “Welfare State” and Media Regulation
Diversity and access
Cultural, linguistic diversity vs. Global monoculture
HOW MOVIES ARE MADE
Many people are involved in making movies, and it costs a lot of money just to develop an idea into a
script.
A common scenario:
- Writer has idea, pitches it to a producer. (Or vice versa)
- Producer finds money to pay writer to write a script.
- Producer convinces a financier to pay for the movie to be made.
- Financiers usually want to be sure a distributor and a sales agent are on board.
- Producer hires director, cast. Movie is made.
- Sales agent sells film to distributors. Distributors sell movie to theaters
At all points, lots of money, long hours of labour are involved. Process is very precarious, 5% of the
ideas get made in Hollywood, 16% in Europe.
At every point, partners (financiers, producers, creative talent, distributors, etc.) make creative inputs.
Idea changes a great deal over the course of the process.
Once a film is complete, it enters the value chain, passing through several windows.
- Theatrical window (several months) Most expensive for consumer.
- DVD/Blu-Ray/Pay per view(several months)
- Pay-television/streamers
- Broadcast television several years later Least expensive for consumers
FILM CIRCULATION
Management of the film’s path through the value chain is controlled by the distributor within certain
national limits. Territoriality is key to this kind of distribution.
Producer depends on sales agent to collect money from distributors, unless the film is financed by
multinational distributor (i.e. a Hollywood studio).
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1. COURSE INTRODUCTION: WHY DO WE STUDY MEDIA LANDSCAPE?

POLITICAL ECONOMY AND THE SCREEN INDUSTRIES

  • Media literacy as the most important skill in the 21st^ century.
  • The components of media literacy include skills of textual analysis, understanding of media’s place in society/history and also knowledge of the political economy of the media industries.
  • “Freedom of the press is guaranteed only to those who own one.” – A.J. Liebling
  • The two most ubiquitous screen media are very expensive to make and distribute to audiences (increasingly) Large corporations are central to doing both.
  • Demystifying the Screen Industries: How are things made? How do they circulate? Who owns/controls what?
  • Understanding global and various local conditions. The ongoing march of globalization and the persistence of the regional, national and local.
  • Governments and their role in media regulation, fostering diversity in the screen industries.
  • Regulation and/versus global neo-liberalism.
  • Neo-liberalism and the “free market”
  • The “Welfare State” and Media Regulation
  • Diversity and access
  • Cultural, linguistic diversity vs. Global monoculture HOW MOVIES ARE MADE
  • Many people are involved in making movies, and it costs a lot of money just to develop an idea into a script.
  • A common scenario:
  • Writer has idea, pitches it to a producer. (Or vice versa)
  • Producer finds money to pay writer to write a script.
  • Producer convinces a financier to pay for the movie to be made.
  • Financiers usually want to be sure a distributor and a sales agent are on board.
  • Producer hires director, cast. Movie is made.
  • Sales agent sells film to distributors. Distributors sell movie to theaters At all points, lots of money, long hours of labour are involved. Process is very precarious, 5% of the ideas get made in Hollywood, 16% in Europe.
  • At every point, partners (financiers, producers, creative talent, distributors, etc.) make creative inputs. Idea changes a great deal over the course of the process.
  • Once a film is complete, it enters the value chain, passing through several windows.
  • Theatrical window (several months) – Most expensive for consumer.
  • DVD/Blu-Ray/Pay per view(several months)
  • Pay-television/streamers
  • Broadcast television several years later – Least expensive for consumers FILM CIRCULATION
  • Management of the film’s path through the value chain is controlled by the distributor within certain national limits. Territoriality is key to this kind of distribution.
  • Producer depends on sales agent to collect money from distributors, unless the film is financed by multinational distributor (i.e. a Hollywood studio).
  • Most films lose money or take very long to go into profit, but if and when they do, producers share in profits, often pay bonuses to creatives and workers.
  • The film value chain is shrinking, windows are shortening and theatrical receipts are falling.
  • One of the many reasons for this is piracy.
  • Either way, the complexity of film-making and selling requires highly specialized personnel. Producer is particularly important in this process.
  • Sales agents and independent distributors are also key and need to be understood by producers.

2. GLOBAL HOLLYWOOD AND “INDEPENDENT” STRUCTURES

  • “Studios” are no longer like in the 50s, but instead more like a business production model.
  • “Studios” are large distribution organizations, that also happen to make movies from time to time.
  • Studios are “venture capitalists.” “Nobody knows anything” – WilliamGoldman
  • American (based) studios have long dominated the film and television business and we’ll be discussing several new challenges to this existing order. THE HOLLYWOOD MAJORS
  • 6 companies together dominate the global film and television business, constituting an oligopoly. They are collectively known as “the studios” or “the majors”
  • Each is part of a vertically and horizontally integrated media conglomerate with 100,000s of employees and a presence in nearly every national market in the world.
  • Vertical integration: Owns/controls production, distribution and retail outlets.
  • Horizontal integration: Owns/controls competing, products: books, television, videogames, etc. DISNEY
  • Distribution labels: Disney, Buena Vista, Touchstone Pictures; Planning their own streaming service. Acquiring Fox soon.
  • Production companies: Pixar, Walt Disney Studios, Lucasfilm, Marvel
  • TV holdings: ABC networks, ESPN, Disney cable channels; Streaming service soon.
  • Theme parks, merchandising stores,etc. NEWS CORPORATION/FOX
  • Distribution labels: 21 Fox Searchlight, Fox 2000
  • Producers: Blue Sky, Ridley Scott, TSG, New Regency, Peter Chernin, Imagine (TV)
  • TV Holdings: The Fox network, Fox cable stations, FX.
  • License the X-Men universe and Fantastic 4 from Marvel/Disney
  • Newspaper publishing in the UK, Aus and US. Disney buy will separate News from Fox.
  • Ex: The shape of water, Deadpool (from Marvel), Bohemian Rhapsody… COMCAST
  • Film distribution labels: Universal Studios, Focus Features, UPI
  • Producers: Illumination, Amblin Partners, DreamWorks Animation, Working Title, Blumhouse.
  • Television Holdings: NBC networks, Comcast cable systems; Sky Networks
  • Theme parks: Universal Orlando
  • Ex: Minions, Get out, fast and Furious…

STX

  • A recent start-up founded by former Universal execs. Currently assembling an international network, branching out into videogames, TV.
  • Has a lot of Chinese investment and a big slate of productions/co-pros. Also has a UK distribution subsidiary.
  • Releases have struggled, only big hit has been Bad Moms.
  • Ex: Bad moms, Foreigner, Den of Thieves… ANNAPURNA PICTURES
  • Founded by billionaire producer Megan Ellison (Her, Sausage Party).
  • Recently built up its own distribution operation, TV division and videogame designer.
  • Niche seems to be very art-y leaning products, but also distributing Bond movies remake for MGM.
  • Releases haven’t performed well, but TV looks promising (Coen brothers Netflix movie, etc.) as do producer deals: Plan B (Brad Pitt), Barry Jenkins (Moonlight)
  • Ex: Vice, The ballad of Buster Scruggs.. THE AMERICAN (THULY) INDEPENDENT LANDSCAPE
  • There are a number of established and emerging American independent distributors: Magnolia, A24, Bleecker Street, Music Box, Broad Green, Open Road, many others.
  • Even in the best cases, these companies are still fragile.
  • Most of the successful companies are adept at targeting niche audiences, marketing cheaply and selecting films well.
  • Output agreements with streamers (e.g. Netflix, Amazon and Hulu) are very important to business plans as DVD dries up and indies lose battles to get into theatres.
  • As these are the traditional homes for non-English language films and arthouse works, these forms are under pressure. A24: THE INDIE OF THE MOMENT
  • Launched in 2012, has consistently acquired award-winning or other kinds of “buzzy” works. Have been adept at creative marketing.
  • Moved into original production with Moonlight, which was kind of a big deal.
  • One of the keys to their success has been deals with digital operators (DirectTV and Amazon; now with Apple).
  • Ex: Moonlight, Lady Bird, Eight Grade, Ex Machina…

3. EUROPEAN CINEMA: BETWEEN POLICY AND THE MARKET

EUROPEAN CINEMA: DISTINGUISHING FEATURES

  • A market heavily dominated by Hollywood (70% of EU market; EU films = 26%). Combined EU is the most lucrative market in the world for movies besides US, counting whole value chain.
  • European countries have long seen Hollywood domination as a threat to indigenous culture and language. French-led insistence on “the cultural exception” to neo-liberal trade policy.
  • Europeans have therefore sought to assist local, regional industry in a number of ways. Principles of “market correction”, “market protection.”

EUROPE AND FILM POLICY “TOOLKIT”

  • Production Oriented:
    • Direct subsidies and “soft money” grants to national projects.
    • Tax breaks, credits and rebates for productions.
    • Co-Production treaties and incentives (both national and pan-European). Key organization: Eurimages.
    • Requirements that television companies invest in film production.
  • Circulation Oriented:
    • Cinema and television quotas. “Television without borders.”
    • Subsidizing of marketing expenses. E.g. MEDIA program, Europa Cinemas.
    • Creation of national, regional prizes. E.g. the Goyas, the EFA prizes, etc.
    • Support for national, regional film festivals and markets. E.g. Venice, Cannes, etc. INSTITUTIONAL DIMENSIONS OF EUROPEAN CINEMA
  • Industry as a whole very fragmented, until recently little integration of production, distribution and exhibition. System places pressure on producers to do a lot more than make movies.
  • European industry revolves around festivals and markets:
  • February: Rotterdam, Berlin (EFM)
  • May: Cannes (Marché du cinema)
  • August: Venice, Toronto
  • September: San Sebastian
  • November: American Film Market
  • At these events and others, producers juggle sales agents, pre-sales, soft money, etc. to get films made and distributed. FILM PRODUCTION IN EUROPE
  • The UK is the biggest film and TV economy in Europe and it and France are the only ones that regularly export content on a regional and global scale. France always leads the way in terms of local market share.
  • All other countries tend to have a local industry that produces for the local market and imports from the US, UK and linguistically similar neighbours.
  • Local box office successes in Europe tend to be comedies, occasionally period pieces, but these seldom travel well.
  • Traditionally art cinema (auteur directors, festival-oriented) also travelled well, but this is in decline.
  • Recent developments in the film industry seek to change this, including the growth of the sales industry, policy changes and consolidation of distributors. GLOBAL EUROPEAN DISTRIBUTION STUDIO CANAL
  • Part of Canal Plus/Vivendi, itself a major multimedia conglomerate
  • Direct distribution in France, the UK, Germany and Australia/NZ. Output dealsfor Switzerland, Scandinavia. Sales everywhere else.
  • Diversified into TV series, has production ties with producers across Europe, but most important ties are with Brits and Americans.
  • Major hits: Paddington franchise (2014, 2017), Non-Stop (2014), Happy Valley (2014-) others. ENTERTAINMENT ONE
  • Distribution in Canada, US (digital), UK, Australia, NZ, Benelux, Spain, just added Germany.
  • Sales companies: Séville Intl., Sierra/Affinity
  • Major production deals: Mark Gordon Co., Amblin, Peppa Pig producers, Annapurna.

REGIONAL AND NATIONAL PLAYERS

  • Scandinavia: Trust Nordisk and Svensk Filmindustri (AKA SF Studios).
  • Germany: Constantin, Tobis
  • France: Gaumont, Mars Films, SND, others.
  • UK: Entertainment, Icon, Dogwoof, Soda Pictures
  • Italy: Lucky Red, Eagle, Leone Group, Medusa
  • Russia: Volga MAKING AND SELLING FILMS IN EUROPE
  • There is a lot of soft money out there, but access often depends on language used, co-production partners.
  • English-language films are more lucrative, and therefore more attractive to integrated companies.
  • Other major trend/strategy for targeting global success: remakes. EUROPEAN REMAKES IN HOLLYWOOD
  • The girl with the Dragon Tattoo
  • Vanilla Sky
  • The tourist
  • Tarde para la ira REMAKES OUTSIDE OF HOLLYWOOD
  • Mañana empieza todo
  • No manches Frida
  • Fack Ju Gohte
  • Kiki: el amor se hace
  • Sin Filtro
  • Perfectos desconocidos

4. SPANISH CINEMA: INSTITUTIONS, AUDIENCES AND TRENDS

SPANISH CINEMA: GENERAL POINTS

  • Spanish cinema, in all but a few aspects, is an extremely typical European cinema.
  • The aspects that set it apart revolve around the global Hispanic community and the country’s complex relationship with it. - Locals: ¡No os pongáis rojos! - Foreigners: ¡Aprovechad el cine español! SPANISH AUDIENCES
  • Hollywood dominates local market. American film share regularly over 70%. Spanish film share typically 15-20%.
  • Even when Spanish films are hits locally, they’re usually distributed by the majors.
  • Spanish audiences tend to be ambivalent about local films, seeing them as lower quality than H’wood, too arty or both.
  • Generally comedies are most reliably popular genre.
  • Spain has a strong tradition of horror production, recent emphasis on thrillers.
  • Arthouse/auteur cinema has small audiences, but lots of national pride. Character of auteurs has changed greatly (stay tuned).
  • The spanish industrial landscape: Independent distributors (Vértigo, Avalon, Filmax. Tripictures, A contraracorriente films, Entertainment one, DeAPlaneta, Caramel films, Golem distribución)
  • Recent local hits: Comedies (Cuerpo de élite, Villaviciosa, Ocho apellidos vascos, Super López, Perfectos desconocidos)
  • Recent local hits: Horror films and crime thrillers (Verónica, La isla minima, Cien años de perdón, El secreto de Marrowbone) SOFT MONEY
  • Production Incentives (mainly foreign-based film productions): The Spanish Film Commission
  • Industry stimulus (mainly indigenous productions): the ICAA (Instituto de la Cinematografía y de las Artes Audiovisuales). Also produces a great deal of industry research.
  • Services from local film commissions where films are shot. FESTIVALS
  • San Sebastián (September)
  • Sitges (October) – Horror/Fantasy
  • Málaga (April)
  • Valladolid/Seminci (October) TELEVISION
  • Spain enforces Television Without Borders with legal screen quota of 51% Euro content. That didn’t help Spanish films much for long periods of time.
  • Spain also requires TV cos. to invest 3% of revenues in Spanish cinema. Largely takes form of:
  • Pre-buying right to show film.
  • Fully financing or co-producing films.
  • Currently Telecinco and Atresmedia are leading financiers of mainstream Spanish films. Almost no major films are made without at least pre-buys. (RTVE, Movistar+, Telefonica Studios also big players.)
  • Very common industrial strategy: creative producer cobbles together ICAA soft money, several TV pre-buys, local film commission subsidies, equity finance from TV company, advance from sales agent and distribution from a local division of a major.
  • Major change afoot is increasing influence of streaming services, financing films, buying and pre- buying intl rights. Has created competition that is making Movistar+ in particular more generous. FilmIn also pre-buys rights now. Will HBO, Sky follow suit? NETFLIX IN SPAIN
  • Original Films (Fe de Etarras, 7 años, Dos cataluñas, Elisa y Marcela)
  • Buying Global Rights (1898: Los últimos de Filipinas, Sunday’s illness, El fotógrafo de Mauthausen, La llamada, Verónica) EXPORTING SPANISH CINEMA
  • Arthouse market for Spanish cinema has largely dried up.
  • There have been many attempts to co-produce/co-market films in Latin America, but there have been few successes. Movistar+ and Netflix are trying to find more.
  • Most export-oriented Spanish films/film-makers these days work in English.
  • Latin American and Spanish cinematic cooperations: Programa Ibermedia (Truman, También la Lluvia, Relatos Salvajes, Ciudadano ilustre)

BIRTH OF INDIAN ART CINEMA: SATYAJIT RAY AND THE APUTRILOGY

  • Ray: Panther Panchali (1955)
  • Aparajito (1956)
  • The world of Apu (1959) REGIONAL OVERVIEW: JAPAN AND SOUTH KOREA
  • Japan has long been dominant screen media producer, market in the region. Country features established, vertically integrated studios, strong local market share. Exports a great deal in East Asia, some to west. Japanese Majors: Toho, Toei and Shochiku
  • Japan known internationally (these days) for Anime, horror/”Asia Extreme” content, but domestically has a wide mix of genres, auteur film-makers, etc.
  • South Korea has in recent years used film policy (particularly quotas) to nurture a boom in film- making in the country. Including auteur works, horror and sci-fi and other genres. Now typically dominates its own local markets and exports to neighboring Asian countries.
  • Anime hits (Ghost in the shell. Akira, Your name)
  • J-Horror (The ring, Audition)
  • Japanese Arthouse Exports (Rashmon, Hana-bi, Shoplifters)
  • Contemporary South Korean Cinema (Train to Busan, The host, Okja) CHINA AND THE WORLD FILM INDUSTRY
  • China was for a long time a sleeping giant when it came to film production and circulation.
  • Market was intermittently closed off by government, Hong Kong, Taiwan and Japan sometimes were major imports.
  • The country saw an increase in international profile with “Fifth Generation” of auteur directors, Zhang Yimou (Hero, House of Flying Daggers, etc.) most famous director working today from that group.
  • The country’s (legitimate) exhibition sector has grown rapidly in recent years, fueled by construction boom and increasing Hollywood, Bollywood imports.
  • China’s growth has made it second biggest box office in the world, but home video still underdeveloped.
  • Most H’wood studios now chase Chinese market to the extent that it influences casting and development of tent poles. Many films hope to make up for losses in other markets with big China releases.
  • But China is rapidly changing and remains the “wild west” of contemporary film industry:
  • No one knows what Chinese audiences actually want as most films targeted there are SFX- laden blockbusters.
  • Chinese govt restrictions have kept money from leaving country, seem capricious in favoring some films, treating others harshly.
  • There’s not much transparency when it comes to BO figures. Many involved in exhibition and production (especially the Wanda Group) are now facing investigations and possible arrests.
  • Govt has been cracking down on many creatives in the industry, arresting some and forcing owners to stop investing money in Hollywood.
  • Fifth generation Chinise cinema (Raise the red lantern, Earewell by concubine, Yellow earth)

6. FILM INDUSTRIES IN LATIN AMERICA AND AFRICA

AFRICAN CINEMA BASICS

  • Continent is geographically divided into Northern Africa and Sub-Saharan Africa.
  • In economic terms, the poorest and least developed continent.
  • Cinema remains very underdeveloped. Proper theaters rare in most countries, attended only by economic elites in others (e.g. South Africa).
  • Continent is home to a very vibrant video film industry, particularly Nigeria and Kenya. Employs 100s of thousands, makes thousands of films, but piracy is rampant. Nigeria’s industry is often dubbed “Nollywood”. “NOLLYWOOD” FILMS
  • Typically low production values, including home video cinematography, poor acting, unclear sound. These have gotten better as industry has gained ground.
  • In best cases, films are aspirational in that they feature middle/upper-class characters, plots surrounding wealth, love and family life. In worst cases can be very misogynist, porn-ish, center on themes like witchcraft.
  • Films have such strong followings that cable networks, YouTube channels and other products are targeted at West African diaspora. Netflix has started buying some films. AFRICAN FILM-MAKING BEYOND NOLLYWOOD
  • Feature film production beyond videofilms is only common in some North African countries (particularly Egypt) and a few Sub-Saharan countries (South Africa by far the richest industry).´
  • Across the continent, film-makers depend on soft money and other kinds of aid from abroad to complete films.
  • Co-production with European nations particularly important. France’s “l'aide aux cinémas du monde,« for example.
  • Art/auteur cinema is almost all funded from European sources. Films are seldom seen in home countries, often banned by authorities.
  • Films often take on social problems, such as poverty, homophobia, underdevelopment. Contrast sharply with Nollywood, causing debates around which is the true African cinema. KEY AFRICAN ART FILMS
  • Black girl
  • Hyenas
  • West Indies
  • Timbuktu
  • Rafiki LATIN AMERICAN CINEMA GENERAL
  • One of the markets most tightly controlled by the majors, American institutions generally.
  • Traditionally three major film powers in region: Brazil, Mexico and Argentina.
  • Of these, only Brazil and Mexico have sizeable home audiences, ability for hits to recoup fully there.
  • Historically, film-making has largely been political in nature, responding to the many historical traumas of region. Film-makers have had to depend on personal wealth, foreign funding to get their works made (often under life threatening conditions).
  • Since the 1980s and 1990s most countries have seen democratic reforms and more artistic freedoms.

7. THE IMPACT OF DIGITAL TECHNOLOGIES ON FILM PRODUCTION AND DISTRIBUTION

INDUSTRIAL CHANGES: PRODUCTION

  • Barely anyone makes “films” any more.
  • A key “barrier to entry” has fallen. Films are cheaper, easier to make then ever.
  • We are now experiencing a major “glut” of film (and TV) production. INDUSTRIAL CHANGES: THEATRICAL DISTRIBUTION
  • Nobody watches “films” anymore.
  • Most of the world exhibition sector has moved to digital projectors.
  • Distributors have always had to pay “P&A”: Prints and Advertising.
  • Saving (a lot) of money on prints.
  • Spending (a lot) more on advertising.
  • Theoretically a great time for distributors: low cost product, lower distribution expenses. But… INDUSTRIAL CHANGES: THE CHAIN VALUE
  • Despite growing box office figures, less people are going to the cinemas.
  • Home video experiences have improved dramatically in terms of hardware and accessibility of content.
  • Most popular online distribution system: piracy.
  • Legal alternatives to piracy seek to imitate its immediacy (on-demand culture). Not so immediate technologies (i.e. DVDs) on the way out.
  • Value chain as a whole shrinking to two or three windows (Theatres-VOD-TV), with time between shrinking. INDUSTRIAL CHANGES: CORPORATE LANDSCAPE
  • The majors have focused more attention on tent poles and theatrical numbers.
  • Risks inherent in theatrical mean that only mega budget (e.g. Black Panther) and micro budget (Get Out) are steadily appealing to majors.
  • Middle budget films face uncertain future. Mini-majors and Euro studios are chasing these.
  • Key emerging strategy is “day and date” multiplatform releasing to save marketing costs.
  • Several of the giants of Silicon Valley have become important corporate players in film (and TV) business: FAANG. (Facebook, Apple, Amazon, Netflix and Google)
  • Three types of VOD: TVOD – Transactional VOD AVOD – Ad-Supported VOD SVOD – Subscription VOD
  • TVOD, AVOD better suited to traditional value chain. TVOD replaces home video sales (“digital sell through”) and has higher profit margins than DVD, etc. Key providers: Apple, Amazon, Google (YouTube and Google Play). AVOD (YouTube and Crackle, etc.) is similar to television with more accurate ratings.
  • SVOD is more disruptive. Hard to price content, pay people fairly. Netflix and Amazon leaders (Hulu in US owned by majors). SVOS SERVICES: FILM STRATEGIES
  • The established companies would prefer SVOD be far down the value chain, but its existence has helped to lower the value placed upon viewing individual films.
  • But the business practices of Netflix and Amazon have driven up costs and inflated budgets.
  • Key factor is SVOD providers’ interest in serial drama, initial indifference to films. This has increased competition for talent.
  • Both Amazon and Netflix have more recently moved into Original films in a big way, but strategies differ.
  • SVOD is still seen as the hopeful savior of middlebudget, thinking cinema.
  • Amazon has (so far) kept the theatrical window.
  • Partners with independent distributors and is forming its own distribution business in US.
    • Amazon Prime is bundled with online shopping. SVOD service arguably there to help sell other things.
    • Movies in theatres are virtual ads for Amazon Prime.
    • Have so far targeted upper/middle brow film-making: Manchester by the Sea, The Big Sick, etc. and have done okay at BO. Possibly changing…
    • Not fully global yet when it comes to its movies, a bit better with its series, but these are not as lauded as others.
    • Has largely been a buyer of existing films or films in last stages of production.
  • Netflix has taken a very different strategy, one aimed at disrupting and arguably destroying the old value chain.
    • Has a massive content budget ($12 billion annually), all borrowed. Buys pre-made films and produces from scratch. Also buys certain territories and brands all as Originals.
    • All of its Originals are released directly onto the service, only play in a handful of theatres to qualify for awards.
    • Has had some critical successes with Mudbound, Okja, Beasts of No Nations, but many have been more harshly treated by critics (e.g. Bright, Mute, Adam Sandler pics).
    • Company refuses to disclose actual viewership figures, just says they’re all popular and that critics are dumb. Makes exceptions only when it’s good news (e.g. Bird Box)
    • Released approximately 70 films in 2017, 131 in 2018, 40 so far in 2019. Average Hollywood studio: 15 per year.

8. COMMERCIAL VS PUBLIC SERVICE TELEVISION (1950-1980)

TWO SYSTEM AND APPROACHES TO TELEVISION: UNITED STATES BROADCASTING

  • Television pre-dates WWII in theory, but not widely adopted until after war. Technology really spreads in the 1940s and 1950s.
  • Most countries adopt/continue/slightly modify the policies they were using for radio for television.
  • In US, this means technological standardization, but otherwise leaving sector to private enterprise.
  • From this point on (early 1950s), US market dominated by three national broadcasters (ABC, NBC and CBS) and their ad-supported model.
  • Programming genres varied between prestigious plays (early days), westerns, sitcoms, variety shows and news. Much TV was live at first, filmed as 1950s went on.
  • By 1959, almost 90% of homes had TVs. Programming became more and more populist, market for advertising exploded.
  • In the early 1960s, Federal Communications Commission (FCC) chairman Newton Minnow gives speech calling American TV a “vast wasteland”, calls for television in the “public interest”.
  • In part because of Minnow’s advocacy, the Corporation for Public Broadcasting is created in 1969. Begins running PBS network.
  • PBS proves to be very influential in children’s programming, inventing Sesame Street, still to this day one of the western world’s most important kid’s shows. Otherwise, shows mainly highbrow cultural programs, documentaries, etc. Imports a lot of British content. Network is purposely not a competitor with commercial broadcasters.
  • PBS funding model requires it to attract private finance to sponsor some programs (Exxon’s Masterpiece Theatre), etc. Also depends on fundraising from the public.
  • Commercial networks remain very ad-centered and whole genres grow up around advertisers needs, e.g. the “soap” opera.
  • Ads are themselves one of the biggest part of the media diet of Americans.

9. TELEVISION INDUSTRIES (1980-2010): CABLE, SATELLITE AND DEREGULATION

CABLE, SATELLITE AND “NARROWCASTING” IN THE USA

  • Technology to deliver non-broadcast TV signals to homes in US pioneered as early as the 1940s. Cable and satellite exist, but are not economical for most.
  • Pay-TV networks such as HBO/Cinemax, Showtime and “superstations” such as WTBS (Atlanta) develop in 1970s and 1980s, largely offered by satellite.
  • By 1980s, cable and satellite are being affordably delivered to a big chunk of the US. Market share grows into the 1990s and 2000s.
  • Cable networks/channels were created to cater to niche audiences thought to be too small for broadcast networks
  • E.g. Specialty channels for women (Lifetime), men (ESPN), African-Americans (BET), etc.
  • Networks were attractive for advertisers searching for efficiency. Cable providers sought out most popular stations, mixes that would appeal to their markets.
  • Consumers (who could afford it) wanted more choice, better reception, more adult content in some cases.
  • Early days of cable, most networks ran reruns of broadcast shows, old movies curated for their niche. Low-cost original programming follows in late 1980s and 1990s, followed by more expensive originals in 1990s and 2000s
  • Popularity of technology fragments audiences:
    • From “cultural hearth” to “electronic newsstand” – Amanda Lotz
    • From “broadcasting” to “narrowcasting”
    • From “Fordist to “Post-Fordist” FORDIST PRODUCTION AND CONSUMPTION
  • Henry Ford, inventor of the Model T and mass manufacturing:
  • “A customer can have a car painted any color he wants, as long as it’s black” (1909) CORPORATE DEVELOPMENTS IN AMERICAN TELEVISION
  • Growing popularity/availability of cable, easing of regulations sees the eventual consolidation of power amongst the Majors.
  • Two key regulatory principles phased out under Regan (1980-1988), Bush (H.W., 1988-1992) and Clinton (1992- 1998):
    • Financial Interest and Syndication Rules (Fin/Syn) kept Networks from owning their content.
    • Cross media ownership rules kept one company from owning all the forms of media in any given market.
  • Easing these rules allowed for key mergers (discussed by Schatz) that gave us Conglomerate Hollywood:
    • Time and Warner Comms merge, acquire Turner Broadcasting, etc.
    • Disney acquires ESPN, ABC, etc.
    • Viacom acquires CBS, Paramount
    • News Corp. buys Fox
    • NBC merges with Universal, eventually bought by Comcast THE GROWING POWER OF CABLE COMPANIES
  • Cable providers come to have virtual monopolies in local areas. Can dictate terms to consumers, states step in to regulate costs. Providers still determine channels on offer, “bundling”.
  • Cable providers sometimes battle with networks over “carriage fees”.
  • Major corporations/players emerge: Turner Broadcasting, Sinclair Media, Liberty Media, Comcast, etc. Some remain big players to this day.

JOHN MALONE: THE “CABLE BOWBOY”

  • Has wheeled and dealed through a long career owning and creating TCI, USA networks, Discovery Networks, Charter Communications, Liberty Media and Liberty Global, Scripps, many others.
  • Renowned for always avoiding paying taxes. AMERICAN TELEVISION BY THE EARLY 2000S
  • Widespread adoption of digital technology led to boom in number of networks available.
  • The variety of stations meant that every niche seemed to be served, as long as the consumer could pay for it.
  • Fighting for eyeballs drives push into original content that would see HBO take the creative lead in 1990s (Sopranos, Sex in the City, etc.)
  • PBS continues to be marginalized with channels devoted to history, arts, nature programming, catering to Anglophiles (BBC America), etc. EUROPEAN TELEVISION (1980S-2000S): DEREGULATION AND THE MONOPOLIES
  • Technological advances, deregulatory zeitgeist (“spirit of the times”) of 1980s sees greater competition come to European and other PSB-led television ecologies.
  • Satellite and cable services come to the continent but are slow to spread due to regulation, costs.
  • Gov’t inducements, however, do add greater competition to the sector across Europe.
  • Private broadcasters are granted licenses in most countries, while some PSBs are privatized. FRANCE UNDER MITTERAND IN THE 1980S
  • French example is perhaps most stark, telling of the decade. President Franҫois Mitterand:
  • Privatized PSB TF1, the most watched network in country. Added two other commercial broadcasters.
  • Created Canal Plus, the country’s first pay-TV network. Required the station to invest in local content, French and European films. CP would become leading financier of cinema in country. Spawned Studiocanal and (indirectly) Wild Bunch CP would set the mold for how pay TV operates in Europe: dependence on cinema, sport and pornography CP would eventually take over many other countries’ pay nets OTHER KEY DEVELOPMENTS ACROSS WESTERN EUROPE (1980S-1990S) COUNTRY IMPORTANT CHANGES UK Introduction of new PSB C4 (1982); Arrival of BSkyB (1990); new commercial channel (1997) Spain Autonomous PSBs (1983); private stations and pay TV (1989) Italy Private networks via Mediaset (early 1980s), pay-TV satellite via Telepiu (early 1990s) Germany Private networks Sat.1 and RTL since mid1980s; Pay TV via Premiere World (1996)
  • Impact of COVID-19 pandemic
    • Trends and adjustments, multiple formulas, concerns for value chain
    • Simultaneous releases. E.g. Wonder Woman 1984 (Jenkins, 2020), HBO Max THE IMPACT OF SVODs ON “TV”
  • SVODs currently have a number of competitive advantages over even rich US TV networks, and many over smaller networks in other countries.
    • They have access to huge amounts of money at lower costs than traditional rivals.
    • They do not have a “bottleneck” determining how much programming they create. Can “flood” the market, attract talent…
    • Their technology is often superior to competitors, association with better customer experience.
    • They’re fairly cheap, easy for consumers to access. Subscription quotas and digital AV catalogs Integration of TVOD, exclusive contents
  • Traditional pay television networks are suffering the most right now: old HBO, Sky, Canal Plus, etc. can’t compete with low costs, higher abundance formula of SVODs.
  • Many people are doing away with cable, satellite subscriptions generally. “Cord cutting”. A “cord never” generation is growing up.
  • SVOD popularity, financial power and creative culture has allowed them to dominate the market in scripted formats, particularly high end drama. Cable, Pay-TV are chasing market, fueling inflation.
  • Smaller national broadcasters are also chasing drama, having to work with international distributors, make co-productions, etc.
  • Intense competition in drama has forced broadcasters to look more to competition, reality and live formats.
  • European pay-television – traditionally focused on sports and cinema – has had to pay more and more for sports while also diversifying into series to retain subscribers.
  • PSBs have seen talents swallowed up by SVODs. Have had to make drama to stay relevant, but at great cost to other programming. International sales and co-production key. Live and competition formats are also proving very popular, durable.
    • More than ever facing existential pressure to please everyone with lesser resources. Developing strategies to stay relevant.

10. SPANISH TELEVISION

THINKING TELEVISION HISTORY

  1. Scarcity [1950s-1980s]
  • TV as public service in consumer society – social integration
  • Few channels - Limited broadcast time; discontinuous signal
  1. Availability [1980s-2000s]
  • Market fragmentation; local, satellite and cable TV
  • Managed choice; choice fatigue
  1. Plenty [2000s-]
  • Contemporary televisión boom: cultural products and values
  • Niche specialization vs. mainstream hits THE IMPACT OF SVODs ON “TV” MAPPING THE TV INDUSTRY – LINEAR TELEVISION
  • Televisión Española – TVE (1956)
  • Public TV: La 1, La 2, Teledeporte, Canal 24 horas, Clan TV, TV Internacional (suscription)
  • Digital TV: RTVE.es a la carta; Playz
  • Atresmedia – A3M (1989)
    • Private TV: Antena 3 (A3), La Sexta, Neox, Nova, Mega,
    • Digital TV: Atreseries; Flooxer
  • Mediaset (IT, 1978)
    • Private TV, Mediaset ESP: Telecinco (T5), Cuatro, Factoría de Ficción, Boing, Divinity, Energy, Be Mad
    • Digital TV: Mtmad PUBLIC TV IN SPAIN - CHRONOLOGY 1929 – The Anglo Spanish Electricity company (Barcelona) displays a TV bought in London 1938 - First public exhibition, bidirectional television (Fonovisión), gift from the government of Nazi Germany, appearance on TV by the dictator Francisco Franco, Burgos 1948 – Experimental tests
  • Phillips: Barcelona (XVI Feria Internacional de Muestras)
  • RCA: Madrid (Círculo de Bellas Artes) 1952 – Creation of a public experimental television service (Ministry of Information and Tourism) 1955 - Start of test broadcasts, two programs per week 1956 - Beginning of regular television broadcast. Strong political implications, association with the regime 1960s – TV expansion
  • Dependency on advertising;
  • Suppression of luxury tax applied to TV sets;
  • Payment in instalments (debt); – “National-populist programming”
  • 1964 – RTVE moves to new headquarters, from Paseo de la Habana to Prado del Rey 1965 - 66 - La 2 (TVE2), first known as UHF – minority offer, artistic discourse
  • Younger names: Pedro Olea, Iván Zulueta, Mario Camus, Josefina Molina (Escuela Oficial de Cine)
  • Conozca usted España (La 2, 1966-1969) 1980 s: Regional television (autonomous communities),
  • Political framework; linguistic diversity and normalization (ex. Dallas, Dragonball are broadcasted in Catalan (TV3)
  • Federation of Regional Organizations of Radio and Television (FORTA): association of the public broadcasting networks; 12 autonomous communities Euskal Telebista (ETB) (Basque Country, 1983), TV3 (Catalonia, 1983); Canal Sur (Andalusia, 1989); Canal 9 (Valencian Community, 1989-2013) PUBLIC TV IN SPAIN – SELECTION OF FEATURED CONTENTS
  • Estudio 1 (TVE1, 1964-1985), TV theater
  • Último Grito (La 2, 1968-1969), youth culture
  • Historias para no dormir (TVE1, 1966-1968, 1974, 1982), tv series
  • Un, dos, tres… responda otra vez (TVE1, 1972-1993, 2004)
  • La Cabina (TVE1, 1972), TV film
  • Curro Jiménez (TVE1, 1976-1978)
  • Verano Azul (TVE1, 1981-1982)
  • La bola de cristal (TVE1, 1984-1988)
  • La Edad de oro (La 2, 1983-1985)
  • Cuéntame cómo pasó (TVE1, 2001-)
  • Isabel (TVE1, 2012-2014; Prime Video)
  • El Ministerio del Tiempo (TVE1, 2015-; Netflix, 2017- 2020; HBO, 2020-)