Convenience

156
Part 2:
Planning
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not profitable yet. We’re hoping the distribution side
will get us there in one or two years.”
The new unit, called Bigfoot Ascendant Distribu-
tion, 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 his-
toric Majestic Crest Theater in Los Angeles. The acqui-
sition, 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 com-
petencies
? In what ways is experience in
interna-
tional management
among these competencies?
In what ways do you expect this particular compe-
tency to become even more important in the
future?