票房收入的形成:来自宝莱坞的定性见解

Vijaya Patil, Hema Date, S Kumar, Weng Marc Lim, Naveen Donthu
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引用次数: 2

摘要

目的本研究以印度电影产业宝莱坞为个案,探讨票房收入的制作。设计/方法/方法本研究对印度电影行业的电影专家进行了深度访谈,并使用主题分析来分析访谈记录。这项研究揭示了几个值得注意的发现。首先,吸引普通观众(MASS audience)和小众观众(CLASS audience)的电影主导了票房。其次,观众更喜欢看基于真实事件的电影,如果电影的主题与他们产生共鸣,他们的参与度就会更深。第三,利益相关者的份额是可变的,并且随着时间的推移而变化。第四,电影的营销预算通常高于制作预算,这是由制片人的财力决定的。第五,大制作电影对小制作电影的主导地位促使小制作电影追求网络发行,而不是电影发行。最后,互联网接入通过销售卫星和音乐版权创造了价值和投资回报,而战略推广和发行则为票房收入带来了最大的收益。原创性/价值不同于以往的研究依赖于二手数据,本研究使用第一手定性数据来探讨票房票房的制作。这项研究还关注了另一个电影工业,宝莱坞,因为它是一个尚未被充分探索的广阔背景。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
The making of box-office collection: qualitative insights from Bollywood
PurposeThis study explores the making of box-office collection using the Indian film industry, Bollywood, as a case.Design/methodology/approachThis study conducts in-depth interviews with cinematic experts in the Indian film industry and analyzes the interview transcripts using thematic analysis.FindingsThis study uncovers several noteworthy findings. First, films that drew both general (MASS audience) and niche (CLASS audience) viewers dominate the box office. Second, viewers prefer to see films that are based on true events, and their engagement will be deeper if the subject of the film resonates with them. Third, stakeholder share is variable and changes over time. Fourth, the marketing budget for a film is typically higher than its production budget, and it is determined by the producer's financial resources. Fifth, the dominance of big over small banner films motivates the latter to pursue online rather than cinematic releases. Finally, Internet access creates value and returns on investment through sales of satellite and musical rights, while strategic promotion and distribution reap maximum benefit for box-office collection.Originality/valueUnlike past studies that rely on secondary data, this study uses primary qualitative data to explore the making of box-office collection. This study also focuses on an alternative film industry, Bollywood, as it is a vast context that remains underexplored.
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