Water Cooler

By Dom Serafini

Complaints that there were too many markets used to run rampant. But, as soon as, first, the Monte Carlo TV Market, and, later, MIFED, closed down, rumblings were heard about the loss of two great markets. Years ago, the industry counted over 10 TV trade shows, including Promax, and the L.A. Screenings stretched over a full month. Perhaps, in those days, the market calendar year was too crowded. Plus, traveling to meet clients was not only effective, but also efficient and desirable. Not for nothing our general motto was: “Have spouse. Must travel.”

Now, thanks to president George W. Bush –– who reportedly wants to avoid impeachment procedures and worse yet, war criminal charges, by creating and maintaining a state of alert at the world’s major airports –– traveling has added to our woes by becoming one of the most difficult aspects of the international TV business.

In addition, third and fourth elements entered into our picture. First a successful MIPCOM in mid-October took the sail off of late October’s American Film Market (AFM) in Santa Monica, California. Second, NATPE, virtually stripped of its domestic aspect, became the weakest among the major international TV trade shows, as it focused primarily on the Latin American and Hispanic (U.S.) TV markets.

The consequence of all these changes is that the international TV industry –– and especially the European side –– has no market to attend for close to six months: from mid-October (MIPCOM) to mid-April (MIP-TV).

Added to all this is the fact that, for most people, traveling is now limited to absolute necessity (for security reasons, costs and sheer fed-upness).

Nowadays airports in London, Amsterdam and Dallas, just to mention a few, are no longer just destinations or connection hubs, but pure nightmares: Except for those who enjoy having their suitcases opened to remove four ounces of aftershave, or like removing their shoes, belts and, perhaps, stripping down entirely in front of an untrained airport security guard. Plus, in Dallas, for example, the sheer size of the airport can turn a light rain into a major disaster, to the point where the airport itself could represent a national threat.

In these difficult times, TV markets not only represent a way to save money, but also a way to save time and aggravation and bring added security and comfort, especially for small international distributors.

I’m sure that, by now, you’re wondering where I’m going. Well, if you have followed some of these “2¢,” it’s fitting to recall the editorial of October 2006: The open letter to Prince Albert II of Monaco.

Indeed, now more than ever, the international TV industry needs a mid-February market — and Monte Carlo could be it.

The people in charge of these sorts of things for the Principality are well aware of this need and the “campaign” undertaken by VideoAge to resuscitate what was once a great market. We were promised that the Principality would indeed look into it, because there were some European TV executives pushing to restore the market there as well.

Even though the Internet has simplified the technical aspects of our business — in the sense that buyers these days can preview programs in streaming media in the comfort of their own offices, without sweating in a small screening room at a distributor’s booth –– the pleasure and need for a face-to-face meeting is still as present as ever. Plus, who’s ready to skip those great parties that only our industry can organize?

In addition, for Central, Eastern and Northern Europeans a mid-February break in Monte Carlo would not only be welcomed but sought-after.

Under this VideoAge-lobbied design, the calendar year for the major TV trade shows would start, as usual, in May with the L.A. Screenings, continue with MIPCOM in October, followed by NATPE in January (for Latin America) and, in February, with Monte Carlo (for the Europeans), and end in April with MIP-TV. A total of five major markets (an average of one every three months), plus a series of minor ones — for those who had, for some reason, skipped some of them (like the Jornadas in Buenos Aires, DISCOP in Budapest, the AFM and the Asia TV Forum in Singapore).

If this plan is given a chance by the industry, I’m sure that we’d all be happier and even have time to stop and smell the roses.

Posted by watercooler at 10:18 AM | Permalink | TrackBacks (0)

By Dom Serafini

This is the story of a small grocery store owner in Boston who prospered enough to send his firstborn to an elite business school. The old man, a Greek immigrant, started as a street vendor, opening his first store with enormous sacrifices, using street smarts, pragmatism (a fancy word for his down-to-earth nature) and life experience. He knew that in order to make a profit, he had to buy wholesale merchandise at $1 and sell it for $5, in order to cover all his expenses. He learned that if a competitor across the street was selling the same product for $4, the secret was to keep his store clean, comfortable and welcoming, in order to maintain his profit margin.

When his competitor (the one across the street) added to the lower price the same service and cleanliness, he started to advertise; first by having his wife embroider a sales sign (it looked better than a hand-painted sign), with offers of a gadget costing 50¢. This way, by keeping the price at $5, he’d still be making 50¢ more than the competitor.

Through ingenuity and hard work, the grocer was able to grow and expand his business into a small supermarket. Meanwhile his son was ready to go to school for something that his father always wanted for him: a Masters in Business Administration (MBA

His son’s conception could be a story unto itself: He was born after the grocer opened his store. The grocer had met a local girl while he was peddling his goods with a cart. The girl didn’t see much prospect in that line of business and tried to persuade him to accept a much more secure job with the local post office that her father, a deputy sheriff, could get for him

But the young and resourceful street vendor had other expectations in life and was willing to risk security for success in another field, for which he had more passion

The girl, however, did not share his passion and eagerness to take risks and, most importantly, was not willing to sacrifice her youth to help him build something she considered a dream. So they parted ways

It was only once the street vendor became a grocer with clear prospects for growth that the girl, fresh from some dull experiences with “more secure suitors,” came back to him with the promise of embracing his dreams. And one of his dreams was to send their first-born to B-school

And so, after stellar years at high school and four years at a state university, the firstborn was sent, without a scholarship — with a bank loan taken out by his father — to one of the country’s best business schools: Stanford University (in 2005 tuition reached $41,340 per year!).

Throughout the university years, the son would explain to his father some of the business techniques in which he was being trained. For example, he would tell him about the entertainment business: “The MBAs’ traditional modus operandi in that field is to load a company with debt, slash costs, and squeeze as much money out of it as they can, then sell it.”

Not yet fully trained, he would candidly admit, though, that, “Yes, this is short-term thinking being applied to a business with long-term challenges, considering that it takes at least five years just to get a movie onto screens,” but the goal here is to make money as an end unto itself.

Not once, however, during his MBA courses would he criticize or negatively comment on his father’s business practices, even though it was clearly his father’s innermost wish to hear his comments –– hoping to bring new ideas into his business (the so-called “thinking outside the box”) and to validate the old man’s business instincts.

It was only when the son graduated with a job already waiting in the wings, that he began lecturing his father about his “outdated” (i.e. old-fashioned) business practices. At first, to play devil’s advocate more than to show contempt, the old man would point out that, after all, busy as he was with school, his son had never learned about the grocery business. At which point the son would quickly reply that: “The world’s best minds trained us to run any business. We don’t have to know or understand how they work. We use formulas, models, charts… . And I can tell you, if you don’t start cutting costs by reducing your workforce, slashing advertising, finding cheaper outsourced services –– like cleaning services –– and looking for better wholesale deals, you’ll be out of business in six months.”

So the grocer took the free advice from his son, who, in the meanwhile, became one of the studios’ top-level executives. After a year, the grocer was interviewed by a local paper –– eager to report on a native son’s successes in Hollywood –– and he was quoted as saying: “My son, an MBA, told me to do certain things or I would not be in business within six months. I followed his advice and, as he originally predicted, I went out of business in exactly six months.”

Posted by watercooler at 03:29 AM | Permalink | TrackBacks (0)

By Leah Hochbaum

As MIP-TV draws near, distribution companies are doing their best to ensure that their new or unsold product will be front and center at the international TV market. So how are sellers hoping to ask buyers to open their wallets?

For small-to-medium companies, MIP-TV is a market full of opportunities, since studios and mini-majors are busy preparing for the L.A. Screenings. VideoAge spoke with a number of companies to find out what they’re bringing to Cannes and what they hope will get them noticed.

RHI Entertainment is bringing modernized versions of a number of classics to MIP, including an updated Dracula set in contemporary New York City, as well as Tin Man, a new take on Frank Baum’s book “The Wizard of Oz,” and Flash Gordon, a new rendering of the timeless superhero tale.

"Flash Gordon is our big push at MIP,” said RHI’s Robert Halmi Sr. “We’re trying to recreate the excitement of a story that has been a great favorite of both young and old.” Halmi said that RHI opted for the updating route because “there is a reason why some of this stuff is around for a long time — it’s good — and it deserves to be presented to a new generation.”

While RHI is bringing oldies but goodies, other companies are aiming for all-new slates at MIP. Amsterdam-based Off the Fence, an independent production and distribution company, is coming to the market with a raft of timely factual programming, including Tragedy in Amish Country, a one-off documentary about the brutal killings of five Amish girls at a schoolhouse in October of 2006; The Secret Life of European Mammals, a one-hour show about the trials and tribulations faced by various animals, including squirrels and wolves; and Malaria-The Serial Killer, a one-hour health series that shows viewers just how dangerous the disease can be.

The company is coming to MIP with more than 30 factual programs for buyers, and according to Erik Schuit, head of sales for Off the Fence, “My days are fully booked up.” He’d like to attend some panels, but simply cannot carve out an hour to be there. “I am very interested in new media rights and would like to attend a panel about them. They’re getting increasingly difficult and you have to be very careful with them, but they’re the newest opportunity to make money.”

Nico Tanzi of Switzerland-based RTSI also wishes the sessions would be held at more convenient times for sellers. “We’re at our booth all day long,” said Tanzi simply, adding that RTSI’s main objectives for the market “are selling our shows and extending our contact lists.”

Tanzi continued: “MIP is a good venue to obtain a detailed picture on how new technologies impact the production and distribution of TV programs, and we are eager to see what’s out there.”

Brian Lacey, executive vice president, International of New York-based 4Kids Entertainment, is also looking forward to seeing what new technologies are out there, and is bringing Chaotic, a new animated action series that will be introduced on a number of platforms, to MIP.

Hundreds of distribution companies will be on hand at the market — each with its own unique way of grabbing buyers’ eyes: from flamboyant and intriguing trade ads to cocktail parties and press conferences to new programs and revitalized slates. As Off the Fence’s Schuit remarked, “we’re diversifying our catalog. We now offer science, technology and entertainment programs.” He and his fellow TV execs hope this wide array of offerings will be enough to make MIP a success.

Posted by watercooler at 10:50 AM | Permalink | TrackBacks (0)