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Somewhere between the sharp satire of Election and the rich human comedy of You Can Count On Me lies Juno, a sardonic but ultimately compassionate story of a pregnant teenage girl who wants to give her baby up for adoption. Social misfit Juno (Ellen Page, Hard Candy, X-Men: The Last Stand) protects herself with a caustic wit, but when she gets pregnant by her friend Paulie (Michael Cera, Superbad), Juno finds herself unwilling to terminate the pregnancy. When she chooses a couple who place a classified ad looking to adopt, Juno gets drawn further into their lives than she anticipated. But Juno is much more than its plot; the stylized dialogue (by screenwriter Diablo Cody) seems forced at first, but soon creates a richly textured world, greatly aided by superb performances by Page, Cera, Jennifer Garner and Jason Bateman as the prospective parents, and J.K. Simmons (Spider-Man) and Allison Janney as Juno’s father and stepmother. Director Jason Reitman (Thank You For Smoking) deftly keeps the movie from slipping into easy, shallow sarcasm or foundering in sentimentality. The result is smarter and funnier than you might expect from the subject matter, and warmer and more touching than you might expect from the cocky attitude. Page’s performance is deceptively simple; she never asks the audience to love her, yet she effortlessly carries a movie in which she’s in almost every scene. That’s star power. –Bret Fetzer

Get to Know Juno’s Cast

Ellen Page (Juno MacGuff)	Michael Cera (Paulie Bleeker)	Jennifer Garner (Vanessa Loring)
Jason Bateman (Mark Loring)	Allison Janney (Bren MacGuff)	J.K. Simmons (Mac MacGuff)

Beyond Juno

Juno Soundtrack

More from Screenwriter Diablo Cody

More from Fox

Stills from Juno

Director: 
Jason Reitman

DVD: 
Color, Widescreen, NTSC

Company: 20th Century Fox 

(2008-04-15)

List Price: $29.98
Amazon Price: $11.75

Used Price: $11.25

Read more Amazon.com: movie in Amazon.com

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Nominated for 25 Saturn Awards and one Emmy for Outstanding Makeup for a Series, Angel has established a strong cult following during its five-year run on the WB network. A spin-off of the enormously popular series Buffy The Vampire Slayer, Angel has followed in the footsteps of its predecessor and boasts many of the same heroes and villains. Created by Joss Whedon, the show is one of a number of successful original series aired by WB including Buffy, Smallville, Dawson’s Creek, and Gilmore Girls among others

The Angel (Season 5) DVD features a number of exciting episodes including the season premiere “Conviction” in which Angel becomes acclimated to his new job at Wolfram & Hart (with Harmony as his secretary). While settling into his new office, he’s approached by an attractive woman named Eve who explains that in order to do well with the firm, Angel must be prepared to do some bad things Other notable episodes from Season 5 include “Life of the Party” in which a big Halloween party is planned at Wolfram & Hart only to be interrupted by Lorne’s bad case of insomnia, and “A Hole in the World” in which an ancient parasitic demon named Illyria indwells Fred

Below is a list of episodes included on the Angel (Season 5) DVD:

Episode 89 (Conviction) Air Date: 10-01-2003
Episode 90 (Just Rewards) Air Date: 10-08-2003
Episode 91 (Unleashed) Air Date: 10-15-2003
Episode 92 (Hell Bound) Air Date: 10-22-2003
Episode 93 (Life of the Party) Air Date: 10-29-2003
Episode 94 (The Cautionary Tale of Numero Cinco) Air Date: 11-05-2003
Episode 95 (Lineage) Air Date: 11-12-2003
Episode 96 (Destiny) Air Date: 11-19-2003
Episode 97 (Harm’s Way) Air Date: 01-14-2004
Episode 98 (Soul Purpose) Air Date: 01-21-2004
Episode 99 (Damage) Air Date: 01-28-2004
Episode 100 (You’re Welcome) Air Date: 02-04-2004
Episode 101 (Why We Fight) Air Date: 02-11-2004
Episode 102 (Smile Time) Air Date: 02-18-2004
Episode 103 (A Hole in the World) Air Date: 02-25-2004
Episode 104 (Shells) Air Date: 03-03-2004
Episode 105 (Underneath) Air Date: 04-14-2004
Episode 106 (Origin) Air Date: 04-21-2004
Episode 107 (Time Bomb) Air Date: 04-28-2004
Episode 108 (The Girl in Question) Air Date: 05-05-2004
Episode 109 (Power Play) Air Date: 05-12-2004
Episode 110 (Not Fade Away) Air Date: 05-19-2004

About the Author

Britt Gillette is author of The DVD Report, a blog where you can find more reviews like this one of the Angel (Season 5) DVD.

Tag: angel season 5 dvd reviewangel season 5 dvd review

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Value chain analysis

The value chain analysis consists of the following components arranged in sequence: artists and repertoire development, recording, manufacturing, marketing, distribution and finally retail. Such chains as manufacture, recording and retail are very often outsourced, even by the Great Five (Warner Music group, EMI Recorded Music, Universal, BMG Entertainment and Sony Music Group).

A thorough analysis and review of CCM’s operations has been completed by reviewing the current and long-term problems in both the internal and external environments.

Artists and Repertoire Development: Recording companies put as much available money as possible into developing their groups and music, the musical repertoire and quality, to promote concerts and organize tours, to prepare the merchandising. CCM plans to expand its product line to include more musicians and albums and to expand the musical genre the company operates into.

Recording: Usually major labels have their own recording studios, though still outsourcing this link of the value chain is possible even by such premier companies as Columbia and EMI. Primary costs come from the equipment and mixing, which in the case of Colorado Creative Music were the cheapest quality equipment from all possible.

Manufacturing: Manufacturing a CD usually takes 10% of its cost. There are not too much CD manufacturers in the world, since the costs of the process make the market very limited with serious entry barriers. CCM’s manufacturing is not very costly process due to the technology employed, though the company didn’t manufacture actually CDs, it bought them from the relevant producers, and then just duplicated them.

Marketing: activities connected with marketing and advertisement traditionally account for 30% of total CD production costs. Marketing costs combine radio and television advertisement, printed catalogues and press releases, promotional tours and other events. Also, marketing costs include preparation of PR tours and music videos. CCM’s marketing events include: live performance, comprising malls, art festivals and concerts; Website, specifically website promotion and new programs to acquire and to learn; publicity consisting of airplay radio, TV, internet radio, live interviews on radio and TV, print press releases and reviews featuring listings of events; promotion - in store, contests, sponsoring, giveaway; and email marketing methods comprising monthly newsletters.

Distribution: The distribution phase accounts for about 40% of the total cost of the product. This process involves physical transportation and packaging of a CD from manufacturing place to distributors or direct retailers. Since there are few manufacturing facilities, delivery from these places to any corner of the world may be very costly. Moreover, as delivery is often needed within short terms, the distribution costs grow even higher. For CCM, the distribution may include direct sales on live performances, through 800 number order, through website or mail order catalogue. Indirect distribution channels applicable for the company can be traditional and untraditional. Traditional channels comprise chain music stores, chain book stores and independent music stores. Nontraditional methods include catalogs, retail chains, gift stores, independent bookstores, Christian chains and independents. Inclusion of indirect distribution methods into CCM’s distributional tactics is wise since it distincts the company from its competitors and aims at winning still untouched potential markets.

Retailing: the retailing operations are generally carried out by major labels and internet superstores like Amazon.com and CDnow. Until products of CCM become popular with particular public segment, the company cannot enjoy such retail service.

Strategic cost analysis

Strategic cost analysis aims at comparing the cost position of the firm relative to the key competitors activity by activity from purchase of raw materials until the price paid by the final customer.( Hill & Jones , 1995) In this case, the analysis will be carried out in regards to CCM and the representatives of premier market segment such as Sony Music of EMI. In 2000, with the total income making up $216, 614.05, the primary source thereof was direct gig sales, accounting for $181, 451.92, that is more than 80 percent. Major companies derive their main income from traditional indirect distribution channels, such as retail music stores. Other major sources of CCM income comprise wholesale ($12,238.83), mail and phone orders ($11, 442.24), and website sales ($6,419.35).

Traditional distribution channels, along with other sales, make up only $1,758.79. This number is relevant for the microlabels but absolutely not characteristic to independents and major labels. The cost of goods sold makes up $22,034,33, therefore gross profit of the company in 2000 made up $194,579.72. This number is the higher of 1997-2000 period and such relatively low cost of production of goods (10%) is typical for the whole industry. As for expenses, 2000 was the first year when the company spent some amount (up to $500) for equipment rental. Until that moment, the company used its own equipment. Equipment rental and production outsourcing is a typical practice for major recording companies and though they posses a large amount of costly equipment, sometimes they pay considerable sums of money for rental of unique, exclusive and particular equipment for the needs of individual recording.

It should be noticed that professional fees of the company, that is the money paid to the staff, increase on a yearly basis, that means that the company each year conducts growingly active human resources policy, hiring more professionals, technicians, musicians and performers. This is a good index and such expenses (in 2000 they made up $29,719.26) should increase each year if the company wishes to grow in size and in prestige. Major labels employ tens or even hundreds of first-class technicians, sound producers and producers and pay them tens thousand dollars yearly. Besides, the major companies conclude contracts with famous artists with costs often exceeding several hundred thousand dollars. Another feature which should be mentioned in the analysis is low cost of advertising expenditures. In case of CCM it makes up $10,423, that is only 5% of total income. This figure shows unsatisfactory advertising and promotion campaign, since typically music recording labels account for larger percentage, at least 8-10%.

In a whole, the revenues and income structure is typical for microlabel companies with low expenses assigned for advertisement, distribution of their products and particularly professional fees. In major companies and independents, structure of expenses is different. The main accent is drawn to upgrade and maintenance of the equipment (major companies have very expensive equipment working on analogue basis which needs to be constantly maintained); professional fees, which are incredibly high due to popularity and prestige of performers and high professional level of the staff; advertising and promotion campaign and distribution channels. CCM approximates these proportions only with professional fees, which along with payroll make up about $45,000, the largest expense segment of the whole income statement.

Key competitive success factors

Key success factors are tangible measurements of the vision, mission and values of the organization on a yearly basis with the aim of attaining improvements for reaching ideal future vision (Gerry, Kevan, 1997).

The key success factors for Colorado Creative Music are values assessment, member satisfaction, financial viability, effective performance management system, customer satisfaction and recognition, development of technologies and enhancing the array of brand names. The music industry has a number of driving forces which are the determinants of success for such company as CCM. These forces, directly impacting CCM, include:

* Tangible reduction of the cost of recording and duplicating music on the digital basis. Without this fact, the existence of CCM is very dubious.

* Distribution and downloading music via virtual internet means. The affordability for people to comply and burn their own CD has the revolutionizing impact on the structure of distribution channels in the music industry and decreases the retail price of a single CD. Internet has become very effective, novel, affordable and today critically important tool for informal direct and indirect (through virtual bookstores) channel of distribution.

* The relative easiness of making website, posting it on the web and conducting online sales of one’s music. Internet makes easier not only distribution of the music, but promotion thereof as well. Internet promotions of the website of some musical products, taking into consideration growing number of internet users, is by far one of the most effective advertising means.

* Small-scale informal distribution of music is possible. Thus, the company possesses certain distribution channels even if it is deprived of the opportunity of access to traditional indirect channels.

All these factors altogether provided CCM with the opportunity to make music recording industry affordable and attractive for small studios.

At the present moment, to succeed, the company has to focus on developing these directions of activity such as production, distribution, and marketing, but to grow further and reach another level, to turn into independent label, the company has also to expand its repertoire, the number of musicians recorded, and work on the popularity of the artists whose works it records, promotes and distributes.

Competitive advantage over the rivals may be achieved through cost leadership policy, when the company lowers the price for its products and makes them cheaper than those of competitors, and differentiation strategy, which implies offering different from the rivals array of products or services. Also, there is focus strategy, but if the company strives to grow from microlabel to independent, it needs to expand its customer base and acquire new segment of market besides the one it already has.

Therefore, differentiation strategy is by far the most effective in gaining competitive advantage for CCM, though some elements of cost leadership, including lowering the price for music purchase in the Internet, or elaborating saturated pricing structure, is also possible. These two strategies are elements of competitive advantage based on the position of the firm, also called positional advantage. There is also another approach for gaining competitive success, called resource-based view, which stands for utilizing by the firm its resources and capabilities for gaining competitive advantage over the company’s rivals. In this viewpoint, CCM has to focus on such success factors as installed customer base, reputation of the firm and brand equity, which altogether form distinctive competencies enabling innovation, quality, efficiency and customer responsiveness.

BCG matrix

BCG growth-share matrix deals with allocation of resources among the company’s business units. The business units which may be identified within CCM are recording department, promotion department, distribution department, finance and accounting, management and human resources department. Currently the company doesn’t have such functional units, since its staff is not numerous and Darren Skanson, top manager, performer and producer, simultaneously works as accountant, desktop publisher, database manager, newsletter editor, website designer, copywriter, leading artist and manager. But the company aims at growing from microlabel into independent recording studio and for that it will certainly need more staff and division of working directions among functional units. According to BCG matrix, almost all units of the company are dogs and question marks, since the market share the company occupies are rather small relative to its rivals, the company has acquired a distinct niche which has limited customer base. Such units as recording, finance and accounting and management may be defined as dog sectors, while promotion, distribution and human resources are question marks.

For other parts of this series, please check Music Recording Company Case Study

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Tags: case study, marketing analysis, marketing plan, music recording business, music recording industrycase study, marketing analysis, marketing plan, music recording business, music recording industry

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