Friday, April 13, 2012

Animation on Broadway

The Disney Legend Who Brought Animation To Broadway
"Lion King" Makes Broadway History 

New York — As the Great White Way celebrates one of the most momentus achievements in theatrical history with the news that "Lion King" is now the highest grossing Broadway show ever, Disney Legend Ron Logan stands as the cornerstone who started it all.  Box office figures  show that "The Lion King" last week swiped the title of Broadway's all-time highest grossing show from "The Phantom of the Opera," The Associated Press has learned.
The cumulative gross for "The Lion King" is $853,846,062, according to the show's numbers. Its chandelier-swinging rival's cumulative total is $853,122,847, according to musical's publicist. The "Lion King" surged past "Phantom" after netting over $2 million at the box office for the week ending Sunday, while "Phantom" pulled in about $1.2 million.
What makes the achievement all the more remarkable is that "The Lion King" chased down and grabbed the title despite "Phantom" having almost a full 10 years' head start. The Disney show opened in November 1997, while "Phantom" debuted in January 1988.


Without the legendary efforts of Ron Logan, this milestone may have never happened. Logan was the former Executive Vice-President of Walt Disney Entertainment and the founder and first President of Disney Theatrical and now Mr. Logan holds the position of Chief Creative Officer of the acclaimed  " DreamVision Company" which has taken the spotlight in recent months touting one of the most powerful teams within the  family entertainment industry.
Growing up in Leavenworth, Kansas, Logan studied trumpet, violin, piano, and dance. He began performing professionally in the ninth grade and has performed as a trumpet player and singer on recordings, television, motion pictures, and with bands and lounge acts throughout the United States. He began his career with Disney in the 1960s as a trumpet player at Disneyland Park in Anaheim, California.
As executive vice president of Walt Disney Entertainment, Logan was responsible for creating, casting, and producing all entertainment products for The Walt Disney Company, including the Disneyland Resort, the Walt Disney World Resort, Tokyo Disney Resort, Disneyland Resort Paris, The Disney Institute, Disney Business Productions, Disney Cruise Line, Disney Entertainment Productions, and Walt Disney Entertainment Worldwide.
Logan also was executive vice president of the Walt Disney Special Events Group, executive vice president of Disney Special Programs, Incorporated and the founder and first president of Disney Theatrical Productions, which produced Beauty and the Beast on Broadway and later, around the world.
He authored Walt Disney Entertainment - A Retrospective Look, an internal publication that documents the evolution of Walt Disney Entertainment from 1955 through 2000.
Logan convinced Disney to embark upon Broadway in 1994 with "Beauty and The Beast" and the rest as they say is history. Logan took his team to New York and completely transformed 42nd street opening the door to a legacy of animation on Broadway that now has reached historical status. Beauty and the Beast is a musical with music by Alan Menken, lyrics by Howard Ashman and Tim Rice and a book by Linda Woolverton, based on the 1991 Disney film of the same name. Seven new songs were written for the stage musical. Beauty ran on Broadway for 5,464 performances between 1994 and 2007, becoming Broadway's eighth-longest running production in history.

Mr. Logan was inducted as a "Disney Legend" in 2007.

Lion King Makes History

Broadway: Lion King leaves a Phantom in the Dark
It’s early April and the height of the Broadway theatre season. Very quietly, a lion has run down a phantom – at the theatrical box office, that is. According to newly released figures, The Lion King had officially become the highest grossing show on Broadway, nosing ahead of The Phantom of the Opera. But these shows are starting to resemble fast-food production lines. By J BROOKS SPECTOR.
According to the numbers, the Lion was now $723,215 ahead in cumulative revenues from the dates when the two shows first opened on Broadway. The Lion King’s total take now stands at $853,846,062, whereas The Phantom has only made a meagre $853,122,847. And in the week ending with Easter Sunday, the Lion took in around $2 million, pulling ahead of a Phantom that could only claim a $1.2 million take. What makes it more interesting is that the Lion came to Broadway nine years after the other show started its run.

Popular music historian Cary Ginell, in analyzing the reasons behind the longevity of shows like The Lion King, said it’s very much akin to a Disneyland ride. “It's a spectacle that satisfies on many different sensory elements: audio, visually, emotionally. It's also good for all ages, just like Disneyland is. For the kids, it's the visual elements: the colors, the costumes and the puppetry. For the adults, it's Hamlet basically. And the music is not geared to one age or gender or race. It's as universal a show as one can get.”
Well, maybe if Hamlet had stampeding wildebeest, Elton John music, and the circle of life. But the Disney experience is precisely what appeals.
Broadway has changed over the years. It is now inextricably tied up with broader entertainment trends. New York’s regular show-going audience has morphed substantially into an industry where out-of-towners and visitors rather than locals routinely fill the seats in the big shows.
Along the way, Broadway entertainment has become increasingly commoditised and integrated across the spectrum of other media and products, and the big shows become integral elements of international franchising and part of long-term marketing plans.
There was a time when the Broadway musical frequently had a significant literary pedigree and generally was a standalone venture that got its try-out in Philadelphia and New Haven. There it was tweaked and adjusted, and then finally put on to a Broadway stage. My Fair Lady began its life as a bit of Greek mythology that had been converted into a highly literate play, Pygmalion, by George Bernard Shaw, and then transformed by Lerner and Loewe into the musical, a show that held the record for decades for the longest continuous run on Broadway. There was Leonard Bernstein, Arthur Laurents and Stephen Sondheim’s West Side Story, a work that reaches back to Romeo and Juliet. For decades, musical theatre drew on such literary and cultural antecedents, which brought the complicated textures of a powerful story to the resulting show.
But consider the new and former Broadway champion: The Lion King and The Phantom of the Opera. The former’s lineage traces back to a popular Disney feature-length cartoon, with a slight detour along the way to the popular South African song, The Lion Sleeps Tonight, as well as New Age philosophy about the circle of life and Mother Earth. While the latter does actually reach back to a once-popular 1911 novel by Gaston Leroux, in its current form it really owes much more to one of those Mills & Boone romantic, semi-chaste bodice rippers: beast-meets-beauty-loses-beauty story.

Photo: The Phantom of the Opera is based on a once-popular 1911 novel by Gaston Leroux.
Or as longtime New York Times drama critic Frank Rich wrote in his original review, it would be a “severe disappointment to let the hype kindle the hope that Phantom is a credible heir to the Rodgers and Hammerstein musicals that haunt both Andrew Lloyd Webber's creative aspirations and the Majestic Theater as persistently as the evening's title character does.
What one finds instead is a characteristic Lloyd Webber project, long on pop professionalism and melody, impoverished of artistic personality and passion. "The Phantom of the Opera is as much a victory of dynamic stagecraft over musical kitsch as it is a triumph of merchandising uber alles.” Careful, calculated merchandising, that is.
Both shows are still going strong on Broadway, on the West End, as well as appearing in a clutch of other cities around the world, including Cape Town and Johannesburg.
But the thing about these shows is that they are not independent, individual productions. Rather, they are cloned replicas – not a hair is different from one to the next. Once the original production’s team sets the next version in motion, local producers have to follow specifications and instructions hundreds of pages in length to make certain one production doesn’t vary by so much as a millimetre from the next one.
The audience expects to get the original show that has, somehow, been magically transported half way around the globe, lest they feel cheated. The highest praise comes when audiences can say, “it’s just like the West End version!”
In fact, if there is one thing that productions like these come the closest to paralleling, it is the fast food restaurant chain outlet. Go into a McDonald’s in Tokyo or Johannesburg or Des Moines, Iowa, and the hamburger will be – and it had better be – exactly the same thing, right down to the texture of the bun, the tang of the pickle and just the right squizz of mustard and ketchup. There is a huge manual for this too and secret inspectors check to make sure it is followed.
In fact, to watch The Phantom in Japan – or anywhere else with one of these franchise musicals – and the sole difference will be that the characters somehow have managed to learn to speak in fluid, colloquial Japanese while in the depths of the Paris Opera instead of speaking in their more natural English.
Productions like these are part of an intricate web of products and sales pitches that include DVDs and CDs, character dolls, children’s costumes for Halloween, authentic costume jewellery, children’s games, mugs, lunch boxes, toys, and other miscellaneous souvenirs. This draws impetus from the model pioneered by Walt Disney from the 1950s onward and refined further by the Star Wars empire of films, tie-in sales and a near-constant stream of products bearing the Star Wars imprimatur.
Central to the efflorescence of this kind of Broadway show from cartoon and comic book to live stage has been the sometimes-enigmatic presence of Julie Taymor. Taymor gets major credit for dragging the Disney cartoon tale of a lion cub forced to confront his inner and outer demons into being transformed into an engaging live theatre experience.
Taymor is something of an entertainment polymath, having directed opera and Shakespearean dramas as well as award-winning films. The “secret” engine of Taymor’s success actually lies in her experiments with the dance, drama and puppetry of Southeast Asia that combine high and low art simultaneously in these productions.
Taymor attended the Jacques LeCoq School of Mime in France and then apprenticed herself to the “guerrilla street-theatre-styled Bread and Puppet Theatre” of Chicago, which  aimed at audiences well beyond traditional theatre ones with its avowedly political message in the 1960s and 70s. Then, having won one of those MacArthur Foundation “genius” grants worth about R5.5million, she spent years studying and performing in Indonesia, absorbing a Southeast Asian theatrical vocabulary that became the bedrock of her theatrical world.
Ironically perhaps, Taymor became the logical – perhaps essential – choice to transform a children’s cartoon into a multilayered, mystical theatre piece – on behalf of Disney. After this astonishing success, Taymor embraced the even greater challenge of turning the dark universe of Spiderman into another show, Spiderman – Turn Off the Dark.
The result broke Broadway records for the cost of the production, the number of previews before it finally opened, and probably the number of rewrites needed as well as the number of leads injured before the play even opened. Taymor ended up being released from the project before it had yet another re-conception, but the die has been cast. In the future, a safe prediction is that more and more shows will come out of the universe of the comic book and the cartoon for a very simple reason – audiences around the world both love this material and know and embrace its legends and leitmotifs.
As The Lion King neared its monetary milestone, Thomas Schumacher, president of Disney Theatrical Productions, said of Taymor that “her vision, continued commitment to the show and uncommon artistry account for this extraordinary success.” He added that the show keeps finding and attracting new audiences “millions of whom are experiencing their first Broadway show at The Lion King. Surely, introducing so many to the splendor of live theater is our show's greatest legacy.”
In other words, people who never thought they would ever fork over a week’s wages to take their family to see a Broadway show continue to beat a path to the door of this one, and now they are going to line up to see Spidey as well.

RIM's Balsillie had radical plan to save company, report says

The former co-CEO and co-chairman apparently wanted to offer his company's network to carriers in the U.S. and elsewhere to boost the BlackBerry maker's financials.
 

RIM's former co-CEO Jim Balsillie.
RIM's former co-CEO Jim Balsillie.
(Credit: Stephen Shankland/CNET)
Research In Motion has decided to double down on its devices and the upcoming BlackBerry 10. But according to a new report, its former co-CEO and co-chairman had other ideas before he left the company in January.
According to Reuters, citing sources, Jim Balsillie held talks with North American and European carriers prior to his departure from RIM, offering them access to his company's proprietary network. If they had inked a deal, the carriers would have been allowed to route traffic from non-RIM smartphones through the BlackBerry maker's network for a fee. The move, Balsillie reportedly believed, would help RIM generate far more revenue, and benefit carriers that are looking to reduce some of the load smartphones are putting on their networks.
If RIM and Balsillie had been able to come to a deal, it might have been music to investors' ears. For months now, major investors have been calling on RIM to focus its efforts on its services and network and consider ditching its hardware business. They ostensibly believe that RIM can't keep up with Apple, Samsung, and countless other smartphone vendors in the hardware market, but could make a mark in services.
According to Reuters, however, those who hold the power at RIM, including current CEO Thorsten Heins, don't agree. And while Balsillie was in discussions with AT&T and Verizon in the U.S. and several carriers in Europe, Heins and former co-CEO Mike Lazaridis nixed his idea, deciding instead to focus on BlackBerry 10 devices, according to the news services' sources.
Although Balsillie reportedly wanted to offer access to RIM's network, he wasn't willing to hand over full access. Smartphone owners would have been able to place calls, send text messages, and use data services, but they would have only been able to access a few services, like Facebook and Twitter; much of the rest of the Web would have not been accessible.
RIM's network has been used exclusively for BlackBerry services since its inception, and for the most part, it has delivered an experience that customers are after. However, last year, RIM suffered an embarrassing multiday network outage that left e-mail services and BlackBerry Messenger offline. Whether that outage played a role in any of the negotiations Balsillie was engaging in is unknown.
Still, it's clear that Balsillie, like others who follow RIM, knew that something drastic needs to be done to fix the company. RIM announced last month that during the fiscal fourth quarter, it lost $125 million, down from the $934 million profit it generated in the prior year. Most troubling, RIM said that BlackBerry shipments fell to 11.1 million units during the period, dropping 80 percent year-over-year.
Looking ahead, Heins says that his company needs to make a "substantial change." Evidently, that change will not come byway of leveraging the BlackBerry network.
RIM did not immediately respond to CNET's request for comment on the Reuters report.

Business news: Google stock wrinkle, Goldman Sachs settles charges, Best Buy hints of scandal

Published: Friday April 13, 2012/Business News Central   
google.pnga Google homepage honors Alexander Calder, a Stevens Institute of Technology alum from 1919
Google Proposes Changing Stock Structure to Maintain Its Control
Google Inc., the world’s largest Internet-search company, plans a new stock structure that gives the company more leeway in issuing shares, while letting management keep control over the direction of the business.
The stock change would create a new class of nonvoting shares that will be distributed to existing shareholders in what is effective a 2-for-1 stock split.Google announced the move as part of Google’s first-quarter financial results, which met or beat most analysts’ estimates, boosted by online-ad spending.
Google aims to prevent employee stock compensation and stock-based acquisitions from diluting the voting power of its founders. The Mountain View, California-based company wants the flexibility to be able to make long-term investments, using its shares, without the risk of losing control.
“Day-to-day dilution from routine equity-based employee compensation and other possible dilution, such as stock-based acquisitions, will likely undermine this dual-class structure and our aspirations for Google over the very long term,” Chief Executive Officer Larry Page and co-founder Sergey Brin said today in a statement posted online. “We have put our hearts into Google and hope to do so for many more years to come. So we want to ensure that our corporate structure can sustain these efforts and our desire to improve the world.”
First-quarter profit, excluding certain costs, was $10.08 a share, the company said on its website. Analysts had projected $9.64 on average, according to data compiled by Bloomberg. Excluding revenue passed on to partner sites, sales rose to $8.14 billion, matching estimates.
Page, who became CEO a year ago, has pushed Google deeper into display advertising and mobile services. This year the company will account for 16.5 percent of the U.S. market for display ads, which include banners and videos, according to EMarketer Inc. By next year, Google is projected to grab almost 20 percent, unseating Facebook Inc. as the market leader.
“The viability of Google is still very, very strong,” said Ron Josey, an analyst at ThinkEquity LLC in New York. He recommends buying the stock, which he doesn’t own himself. “There’s still a lot of room for growth across its multiple businesses.”
Google’s shares were little changed in late trading after the announcement. They had risen 2.4 percent to $651.01 at the close in New York.
While the stock proposal will be subject to a vote at Google’s annual meeting on June 21, Page, Brin and Chairman Eric Schmidt control the majority of voting power.
“We expect it to pass,” David Drummond, Google’s chief legal officer, said in the statement.
Google still gets most of its revenue from Internet search ads -- the text links that appear in query results. The average cost per click declined 12 percent in the first quarter after falling 8 percent in the fourth quarter. The number of paid clicks rose about 39 percent.
“The cost per click is worse than expected, but that looks like it was made up for by very strong paid click,” said Clay Moran, an analyst at Benchmark Co. in Delray Beach, Florida. He has a hold rating on the stock, which he doesn’t own. “There was good growth in revenue.”
The company posted first-quarter net income of $2.89 billion, or $8.75 a share, compared with $1.8 billion, or $5.51 a share, a year earlier.
Mobile search ads have become a bigger piece of Google’s business. Companies will probably commit 23 percent of their search-based ad spending to mobile devices by the end of this year, according to Marin Software, which helps manage about $3.5 billion annually in online ads. That’s up from 8.7 percent at the end of last year.