《冰雪奇缘》重塑迪斯尼魔法？.docVIP

《冰雪奇缘》重塑迪斯尼魔法？ 　　Frozen is melting Disney CEO and Chairman Iger’s heart not just because of the cold， hard， cash it’s generating but also because the success of the film appears to show that Disney Animation Studios is finally， finally back in the groove. 　　The tale of two estranged sister princesses who must come together to de-ice their homeland， Frozen racked up the big numbers. It was the No. 1 all-time Disney animation debut， and won the Oscar for best animated film at the 86th Academy Awards； it’s the No. 1 album on both Amazon and iTunes. 　　Frozen also has what Disney （DIS） calls “franchise” potential， which means that its characters and themes will translate across the company to everything from toys to theme park rides to interactive characters. It’s a big deal， because there are only a relative handful of franchise brands at Disney. 　　In the Michael Eisner and Jeffrey Katzenberg heyday between 1984 and 1994， Disney Animation rolled out one musical blockbuster after another. There was The Little Mermaid， The Lion King， Beauty and the Beast， and many others. And then the pixie dust dried up. For years， the offerings were listless and underperformed. Morale dropped and talent departed as companies like Dreamworks and Pixar took the lead in animation. 　　And so， starting seven years ago， two of Pixar’s co-founders， John Lasseter and Ed Catmull， began to split their time between Pixar and Walt Disney Animation， in hopes of rekindling that Disney magic. Rather than trying to graft Pixar’s thriving culture onto Disney’s struggling one， they determined that the goal was to resurrect what had made Disney so special in the first place―the technically audacious， yet magical， fairy tale. 　　They did import one key Pixar attribute： They put the director， rather than the studio chief or the animation head， in charge of the story. Unlike many studios， Pixar lets the director determine the arc of the narrative. Technology is used in service of the story-telling rather