Harvard Case - Character House Entertainment: The Moana Character Expansion
"Character House Entertainment: The Moana Character Expansion" Harvard business case study is written by Ian Dunn, Jayson Killoran. It deals with the challenges in the field of Accounting. The case study is 6 page(s) long and it was first published on : Dec 20, 2018
At Fern Fort University, we recommend that Character House Entertainment (CHE) proceed with the Moana character expansion, but with a strategic approach that prioritizes profitability, brand consistency, and responsible growth. This involves a phased rollout, careful cost management, and a focus on building a strong foundation for future expansion.
2. Background
Character House Entertainment is a successful company specializing in creating and licensing characters for children's entertainment. They are considering expanding their product line with a new character, Moana, based on the popular Disney animated film. The case study explores the potential benefits and challenges of this expansion, including financial considerations, marketing strategies, and the impact on existing brands.
The main protagonists in this case are:
- Sarah Jones: CEO of CHE, responsible for making the final decision on the Moana expansion.
- Tom Davis: CFO of CHE, responsible for financial analysis and planning.
- Emily Chen: Marketing Director, responsible for developing the marketing strategy for the new character.
3. Analysis of the Case Study
We can analyze this case study using a framework that considers the following key areas:
- Financial Analysis: This involves evaluating the potential profitability of the Moana expansion, considering factors such as initial investment, production costs, marketing expenses, and projected revenue. Key financial tools to be utilized include:
- Activity-based costing (ABC): To accurately allocate costs to different product lines and understand the true profitability of each.
- Break-even analysis: To determine the minimum sales volume required to cover costs and generate profit.
- Financial statement analysis: To assess the financial health of CHE and its ability to support the expansion.
- Marketing Strategy: This involves developing a comprehensive marketing plan to introduce Moana to consumers and generate demand for the character's products. Key considerations include:
- Target audience: Identifying the specific age group and demographics most likely to be interested in Moana.
- Marketing channels: Utilizing a mix of traditional and digital marketing channels to reach the target audience effectively.
- Brand consistency: Ensuring that the Moana brand aligns with CHE's existing brand identity and values.
- Operational Considerations: This involves evaluating the impact of the expansion on CHE's existing operations and ensuring that the company has the resources and capabilities to manage the growth. Key aspects to consider include:
- Manufacturing processes: Adapting existing manufacturing processes or implementing new ones to produce Moana-related products.
- Supply chain management: Establishing efficient supply chains to ensure timely delivery of products to retailers.
- Employee training: Providing employees with the necessary training and skills to support the expansion.
- Risk Management: Identifying and mitigating potential risks associated with the expansion, such as:
- Competition: Assessing the competitive landscape and developing strategies to differentiate Moana from other characters.
- Market uncertainty: Considering the potential impact of economic downturns or changes in consumer preferences.
- Brand dilution: Ensuring that the Moana expansion does not negatively impact the brand equity of CHE's existing characters.
4. Recommendations
Based on our analysis, we recommend the following:
- Phased Rollout: Instead of a full-scale launch, CHE should implement a phased rollout of the Moana character. This allows for testing, refinement, and adjustments to the strategy based on market feedback.
- Focus on Profitability: Prioritize profitability over rapid growth. CHE should carefully analyze the cost structure of Moana products using ABC and ensure that pricing strategies are aligned with profit targets.
- Strategic Marketing: Develop a targeted marketing campaign that leverages the existing popularity of the Moana film. This could involve partnerships with Disney, influencer marketing, and social media campaigns.
- Build a Strong Foundation: Focus on building a strong brand identity for Moana, including a clear brand story, consistent messaging, and high-quality products. This will lay the groundwork for future expansion and licensing opportunities.
- Monitor Performance: Implement a robust performance measurement system to track key metrics such as sales, profitability, and customer satisfaction. This data will be crucial for making informed decisions about the expansion.
5. Basis of Recommendations
Our recommendations are based on the following considerations:
- Core Competencies: CHE's core competency lies in creating and licensing successful characters for children's entertainment. The Moana expansion aligns with this core competency and leverages the company's existing expertise.
- Customer Needs: The Moana film has a large and enthusiastic fan base, indicating a strong potential market for Moana-related products.
- Competitors: While the market for children's characters is competitive, CHE's existing brand recognition and strong track record give them a competitive advantage.
- Attractiveness: The potential financial returns from the Moana expansion are attractive, considering the film's popularity and the potential for licensing revenue.
6. Conclusion
The Moana character expansion presents a significant opportunity for Character House Entertainment to grow its business and expand its reach. By adopting a strategic approach that prioritizes profitability, brand consistency, and responsible growth, CHE can successfully launch the Moana character and build a sustainable foundation for future success.
7. Discussion
Other alternatives not selected include:
- Abandoning the Moana expansion: This would avoid the risks and costs associated with the expansion but also miss out on the potential benefits.
- Full-scale launch: This could lead to faster growth but also increase the risk of financial losses if the market response is not as strong as anticipated.
Key assumptions underlying our recommendations include:
- The Moana brand will resonate with consumers and generate strong demand for products.
- CHE will be able to effectively manage the costs associated with the expansion.
- The market for children's characters will remain strong in the coming years.
8. Next Steps
To implement our recommendations, CHE should take the following steps:
- Phase 1 (6 months): Conduct market research to refine the target audience and product offerings. Develop a detailed financial model to forecast profitability.
- Phase 2 (12 months): Launch a pilot program in a select group of markets to test the market response and refine the marketing strategy.
- Phase 3 (18 months): Based on the results of the pilot program, expand the Moana character rollout to additional markets. Continue to monitor performance and make adjustments as needed.
By following these steps, CHE can maximize the potential of the Moana character expansion while mitigating risks and ensuring long-term success.
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Case Description
Character House Entertainment was a small entertainment company in the Greater Toronto Area that provided Disney and cartoon-character performances for children's birthday parties and corporate events. The company's customizable services featured musical performances, meet-and-greets, games, dances, stuffed animals, and cotton candy. In April 2017, the company's founder and chief executive officer anticipated an influx in demand for a recently released movie that had achieved worldwide success and critical acclaim. She wanted to offer this new theme in the company's event options in order to contend with competitors and stay current with customers. In addition to customer and competitor indicators, she wanted to assess the return the company could expect if it expanded into offering those characters.
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