Case: The Creative Imprint of Bigfoot

Case: The Creative Imprint of Bigfoot 
Source: Griffin, R. (2016). Fundamentals of management, 8th edition, Cengage Learning, p. 155-157. 
percent international and 40 percent Filipino, but 
“all of our students,” says
Sensi
ng, “have the 
opportunity to participate in real projects going 
on at Bigfoot Studios…. Many IAFT graduates,”
he adds, “have gone on to write, produce, and 
direct 
their own films” and often follow in 
Bigfoot’s steps by
finding distribution for their 
independent features on the international 
festival circuit. Three recent graduates landed 
jobs on Gleissner’s most recent project, a
Philippines-set thriller revolving around a female 
diver. 
Gleissner not only cowrote and directed Deep 
Gold but also drew on his experience as an 
underwater photographer to shoot key scenes in 
Bigfoot’s specially designed
170,000-gallon 
Underwater Studio. 
In 2010, Bigfoot moved to expand into the areas 
of acquisition, distribution, and foreign sales with 
the purchase of Ascendant Pictures. Much like 
Bigfoot itself, Ascendant carved out its niche in 
the industry by integrating the budgeting 
sensibility of “indie” producers
with the 
marketing s
kills of larger studios. “Our schools
are 
profitable,” explains Andrews, “but overall we’re
not profitable yet. We’re hoping the distribution 
side 
will get us there in one or two years.”
The new unit, called Bigfoot Ascendant 
Distribution, will buy four to six English-language 
movies annually
—“genre films,” says Andrews, 
“horror and
action that will sell well 
internationally and play well 
theatrically, too.” In 
order to bolster its ability to get its films into 
theaters (most of the company’s features
have 
gone straight to DVD or sold to cable TV), Bigfoot 
has also become the largest shareholder in 
Carmike Cinemas, the fourth-largest theater 
chain in the United States. In 2010, it also 
purchased the historic Majestic Crest Theater in 
Los Angeles. The acquisition, says Andrews, goes 
hand in hand with Bigfoot’s
purchase of 
Ascendant: “We wanted a great theater to
showcase our films
—
not only ones we produce 
but also ones we plan to acquire. Everyone knows 
the Crest,”
she adds. “It gives us a lot of prestige.”
Case Questions 
1. In what ways is Bigfoot innovative? In what 
ways does it deal with big business? In what 
industries does it operate? 
2. Which niches does Bigfoot serve in established 
markets? What new markets does it target? Can 
you think of any other niches or new markets that 
it should consider in the future? 
3. Does Bigfoot have any first-mover advantages? 
If so, what are these advantages, and how 
important do you think they are now and will be 
in the future? 
4. In what ways does Bigfoot rely on distinctive 
competencies? In what ways is experience in 
international 
management 
among 
these 
competencies? In what ways do you expect this