~"Many people" have their own idea of what constitutes "substance." Is it qualitative, quantitative or a little of both? This statement is somewhat vague -- substance in relevance to what - specifically? This discussion is as multifaceted as the Disney brand. Disney is structured into four divisible entities -- parks & resorts - studios - television & by-products. Do you object to the entire Disney brand, or just specific aspects within the brand. I can't speak for "many people" only for myself, and with that, it's always subject to change.
I think most folks would like both (have the cake and eat it, too) but would accept less (but not zero) quantitative to get more qualitative.
I suspect, with Eisner, we got not quite either...at least on a more micro level.
Take DHS, for example.
When it opened, you had the Backlot tour and the Great Movie ride. That's it.
http://www.yesterland.com/mgm-beginning.html
I wouldn't call that much of substance. Now, has it grown? Absolutely it has. But it still doesn't hold a candle to MK or Epcot (and I'll not argue the fact there are pure greed business reasons for keeping it that way..different discussion). And yet, day guest are still paying full price to enter.
And that's what I mean to demonstrate: Eisner was a lot less worried about the quality of the products he slapped the Disney name on. Now, not to the extent the Kodak execs were..but still. I think it's easy to see that..you're right...Eisner was a lot more concerned with having the Disney name on the park (and opening it before Universal opened) than he was in ensuring a Disney EXPERIENCE in the park.
Look at DCA, too. That was put together on Eisner's watch (and fixed, largely, on Iger's).
Look at the Disney stores (which are a little more plus and minus during Eisner's terms). When they started, they offered a high end boutique experience and merch to customers/guests. Granted, started on Eisners watch..but also EARLY on, and while he still had a more "disney-fied" executive structure. Once he really entered his megalomaniac days, and had changed the corporate culture and embraced the sharp pencil suited Yes men...he almost killed them. By insisting on a more homogenized (and cheaply made, to be blunt) merch selection and a "good enough for the Gap, good enough for us" guest experience.
THATS what I mean when I say "brand over substance".
~What "past quality?" Prior to Eisner's arrival, the majority of Disney's revenue derived from the parks. Eisner took over Disney, at it's weakest most vulnerable point, and had he continued to depend solely upon theme park revenues, Disney would not be the powerhouse that it is today.
By "past quality", I mean the projects before Eisner, or that were greenlit and largely developed before his fingers touched them.
Agree on the powerhouse comment, to some extent. At least to the point that they would be a very different company. And I'll not debate that what he did had positive effects on their bottom line. They did.
But there was an alternate course which COULD HAVE HAD (and we'll never know, which is why this is all a big game of "what if") similar effects on their bottom line, but radically different effects on the quality of the products that had their name on them.
Eisner brought Disney to the masses, eliminating the "need" to actively seek out Disney, but also fueling the "desire" to visit the theme parks. Eisner expanded the Disney brand with three new gates, water parks, hotel/motel expansion, The Disney Renaissance, the acquisition of ABC, the Pixar collaboration (the best Pixar Films were under Eisner),
Disney Cruise Line, DVC and much more.
I disagree, here. I think Disney was already pretty ingrained in the social consciousness of the masses. In fact, I think Eisner played OFF of that, actually, to make his big bucks.
3 new gates? Epcot was really not his. Disney MGM (which we covered) was. AK (which we've covered and I'm not sure I would count as much of a success story, all things considered) was. So was DCA. And
Disneylandaris.
Notice that, of those parks, almost every one needed massive "fixes", after they opened, to actually make them appealing to guests. I would argue that DHS still isn't fully fixed and AK isn't "theme-parky" enough for the masses. That's because Eisner was very much a "Field of Dreams" guy: Build it and they will come (because we're Disney and they HAVE to). He's not altogether wrong, either.
He built (or had built) some (SOME) very nice resorts and some that are...just OK. I agree with many here who say the values are decorated, not themed...but that's just MHO. They do fill rooms, so that's good for their bottom line. And they obviously have not reached saturation point, yet. One wonders, again, though.....what might have been.
I would not count ABC as an unmitigated win for Eisner. During his actual tenure, it was more of an albatross (ditto ABC Family...I have no idea what those execs were smoking, given their business model/plans, and the fact they were impossible to implement). It has been more successful, lately...but that's because they've had better management (and, I'd suggest, less micro-managing from Eisner).
Pixar...again, he gets mixed marks. He prayed on a small start up company, giving them TERRIBLE terms, and won the lottery. He had ZERO input on the quality of the Pixar product, too (or, rather, only as much input as Pixar decided to give him, to play nice). Remember, Disney just distributed what Pixar gave them. Lassiter might have been the one guy, on earth, who got to tell Eisner to "go scratch", on occasion, when Eisner sent his notes along.
Eisner also relied on Pixar, letting the Disney animation quality tank (and trying to shutter the division, remember), and then practically ran them out of town with his ego and unwillingness to actually share in their own success. Yes, Iger deserves some credit for being more human and being able to make a reasonable deal to purchase them. But, at that point, Pixar had Disney basically over a barrel.
Disney Cruise line...I can't disagree. It's a bright spot, for sure. I don't know a lot about the business side history of that concept...so can't comment much on the development or impetus for that move. Maybe someone else might disagree....
DVC....again, it's hard to disagree. It's provided a decent product for an (arguably) reasonable price. And it's made the company boatloads. I'd argue the expansion of DVC was a bit of a no-brainer, given the way OKW sold (probably WAY under what the market would have borne)..but he did greenlight OKW, so...there you go.
~That's not to say, that some things couldn't have been executed better. I'm sure quality, creativity and innovation succumbed at some point during the Eisner era. I just empathize with Disney's frail position when Eisner took over.
The frail position is an easy excuse, EARLY. But the fact is: If Disney had the capital to invest.....that time was past. Especially by the late 80's. You can excuse missing the boat early, I guess. But the funny part is: Exactly the opposite happened. The quality/substance was noticeably better early, in pretty much every business unit, and got worse as they got stronger.
That's a tell tale side that "branding" is taking a front seat to substance.
The funny aside is: Disney was never in trouble because of the quality or substance of the products they offered. They were markedly different from other brands (who faded because they either lost quality, share, or failed to keep up with changing trends/technology) because they still had a quality product to offer. They had quite valuable assets to use, that consumers WANTED.
They just didn't want to sell them.
Iger - yes, I totally agree! Eisner, no I kinda disagree! Eisner expanded the Disney brand out of necessity. It was a necessary evil & Disney dominates today because of it. I just can't ignore the fact that just prior to Eisner's arrival -- instead of creating magical memories and telling stories, Disney was fending off corporate barbarians! Eisner was brought in to fight, and fight, he did. Now, Iger is a little bit different, Disney is not under the threat of a corporate takeover, so now, is the time to focus on creativity and innovation! I like Iger, overall I think he is great for Disney, I just wish he would have placed more emphasis on plussing and maintaining the WDW resort.
Eisner had to use the assets he had. Yes, the brand was one of them. But there are different ways to harness a brand. One is easy..short term..and potentially harmful long term. The other is hard, short term, and can end up making the brand stronger (and more valuable) long term.
Eisner went one way. It made them scads of money, which is good for shareholders and, hopefully, the company long term. I'm hoping we're seeing SOME signs (certainly at DLR...but not only there, and not ONLY in resorts) they're abandoning that for a "brand re-strenghtening"..meaning offerings of greater substance.
I'll grant you: It's a great big game of "what if" and monday morning quarterbacking.
Eisner didn't need quick cash. Once he was installed as CEO, and the family bickering stopped, he was OK. He had assets that he could use to generate revenue, and the stockholders knew it. Largely, the share price was tanking because the execs refused to open the vault...to ANYONE (broadcast, home video, whatever) and develop their other assets. Eisner came in, with the backers vocal support and (really) insistence) saying he was going to do all that. Stability hit when Eisner's name was announced, really. HIS brand was the big stabilizing force (funny how quickly ornery investors calm down).
~Yay!!! We agree, but for Iger it's an advantage -- for, Eisner it was for survival!
~I'm not prepared to say Eisner's path was easy. He could have just sat there and continue to depend on park revenue and re-releasing the Disney classics, that's easy -- Disney would have surely failed. Eisner took huge risks, that took Disney from the brink of bankruptcy to billions in revenue! Yes, I agree Eisner may have missed the opportunity to expand creatively. Sure, I will agree that the WDW resort could have looked just like the Vegas strip, lol.
He didn't take the easiest path...because he probably would have destroyed the company he was working for. He didn't do that. He could have started out, right away, slapping the Disney name on everything and anything that showed the faintest interest. He was a bit more discerning...a bit more than a bit early in his tenure and ONLY a bit, later.
But he took an easier path than the one being suggested.