Blockbuster Movie Quotes

Now, though, I must rent a movie." "You're going to do that?" "Of course. I'm a werewolf, not a cretin. We have Blockbuster cards." It blew my mind. Werewolfs rented DVDs. At my local Blockbuster.

Movies were America’s way of softening up the rest of the world, Hollywood relentlessly assaulting the mental defenses of audiences with the hit, the smash, the spectacle, the blockbuster, and, yes, even the box office bomb. It mattered not what story these audiences watched. The point was that it was the American story they watched and loved, up until the day that they themselves might be bombed by the planes they had seen in American movies.

After all, we're currently living in a Bizarro society where teenagers are technology-obsessed, where the biggest sellers in every bookstores are fantasy novels about a boy wizard, and the blockbuster hit movies are all full of hobbits and elves or 1960s spandex superheroes. You don't have to go to a Star Trek convention to find geeks anymore. Today, almost everyone is an obsessive, well-informed aficionado of something. Pick your cult: there are food geeks and fashion geeks and Desperate Housewives geeks and David Mamet geeks and fantasy sports geeks. The list is endless. And since everyone today is some kind of trivia geek or other, there's not even a stigma anymore. Trivia is mainstream. "Nerd" is the new "cool.

What if most of the technologies readers and cinemagoers are presented with in bestselling books and blockbuster movies are not science fiction, but science fact? What if they currently exist on the planet, but are suppressed from the masses?

If life is a movie most people would consider themselves the star of their own feature. Guys might imagine they're living some action adventure epic. Chicks maybe are in a rose-colored fantasy romance. And homosexuals are living la vida loca in a fabulous musical. Still others may take the indie approach and think of themselves as an anti-hero in a coming of age flick. Or a retro badass in an exploitation B movie. Or the cable man in a very steamy adult picture. Some people's lives are experimental student art films that don't make any sense. Some are screwball comedies. Others resemble a documentary, all serious and educational. A few lives achieve blockbuster status and are hailed as a tribute to the human spirit. Some gain a small following and enjoy cult status. And some never got off the ground due to insufficient funding. I don't know what my life is but I do know that I'm constantly squabbling with the director over creative control, throwing prima donna tantrums and pouting in my personal trailor when things don't go my way. Much of our lives is spent on marketing. Make-up, exercise, dieting, clothes, hair, money, charm, attitude, the strut, the pose, the Blue Steel look. We're like walking billboards advertising ourselves. A sneak peek of upcoming attractions. Meanwhile our actual production is in disarray--we're over budget, doing poorly at private test screenings and focus groups, creatively stagnant, morale low. So we're endlessly tinkering, touching up, editing, rewriting, tailoring ourselves to best suit a mass audience. There's like this studio executive in our heads telling us to cut certain things out, make it "lighter," give it a happy ending, and put some explosions in there too. Kids love explosions. And the uncompromising artist within protests: "But that's not life!" Thus the inner conflict of our movie life: To be a palatable crowd-pleaser catering to the mainstream... or something true to life no matter what they say?

All billionaire kids have bodyguards--at least that's what Max's dad had told him. But none were more qualified than Logan, who was a martial arts expert (with more black belts than one could count on tne fingers), a stunyt man (who had credits in no less than a dozen blockbuster action movies), a champion race-car driver (with a choice collection of exotic sports cars), and who could make a seriously mean peanut butter and jelly sandwich.

You see man we are just fucking extras!! Extras in a capitalist blockbuster!~page 75

The next few minutes were filled with more screams and bangs and crashes than a summer blockbuster movie. The dwarven guards made an excellent show of resisting before collapsing to the ground with defeated groans.

The frenzied hypernatalism of the women's magazines alone (and that includes People, Us, and InStyle), with their endless parade of perfect, "sexy" celebrity moms who've had babies, adopted babies, been to sperm banks, frozen their eggs for future use, hatched frozen eggs, had more babies, or adopted a small Tibetan village all to satisfy their "baby lust," is enough to make you want to get your tubes tied. (These profiles always insist that celebs all love being "moms" much, much more than they do their work, let alone being rich and famous, and that they'd spend every second with their kids if they didn't have that pesky blockbuster movie to finish.)

Three blockbuster comedies under his belt and he still felt like the weird wallflower at the movie premiere, the guy not making eye contact with anyone at the Golden Globes.

Fast Food Rule. Wanna know what the summer's blockbuster is going to be? See who McDonald's does the marketing tie-in with. Wanna know what blockbuster will do disappointing business? See who Burger King ties in with.

The colder and more crass the world has become, the more it scoffs at love at first sight. Popular television shows which would have made your grandmother puke, blockbuster movies so banal, vulgar, unfunny and shallow that only the brain-dead could find enjoyment in them, and best-selling fiction featuring either graphic descriptions of brutal, stomach-churning violence, or sexual depravity that drew no lines, had become completely acceptable, even the norm in our desensitized society.

The Government set the stage economically by informing everyone that we were in a depression period, with very pointed allusions to the 1930s. The period just prior to our last 'good' war. ... Boiled down, our objective was to make killing and military life seem like adventurous fun, so for our inspiration we went back to the Thirties as well. It was pure serendipity. Inside one of the Scripter offices there was an old copy of Doc Smith's first LENSMAN space opera. It turned out that audiences in the 1970s were more receptive to the sort of things they scoffed at as juvenilia in the 1930s. Our drugs conditioned them to repeat viewings, simultaneously serving the ends of profit and positive reinforcement. The movie we came up with stroked all the correct psychological triggers. The fact that it grossed more money than any film in history at the time proved how on target our approach was.' 'Oh my God... said Jonathan, his mouth stalling the open position. 'Six months afterward we ripped ourselves off and got secondary reinforcement onto television. We pulled a 40 share. The year after that we phased in the video games, experimenting with non-narcotic hypnosis, using electrical pulses, body capacitance, and keying the pleasure centers of the brain with low voltage shocks. Jesus, Jonathan, can you *see* what we've accomplished? In something under half a decade we've programmed an entire generation of warm bodies to go to war for us and love it. They buy what we tell them to buy. Music, movies, whole lifestyles. And they hate who we tell them to. ... It's simple to make our audiences slaver for blood; that past hasn't changed since the days of the Colosseum. We've conditioned a whole population to live on the rim of Apocalypse and love it. They want to kill the enemy, tear his heart out, go to war so their gas bills will go down! They're all primed for just that sort of denouemment, ti satisfy their need for linear storytelling in the fictions that have become their lives! The system perpetuates itself. Our own guinea pigs pay us money to keep the mechanisms grinding away. If you don't believe that, just check out last year's big hit movies... then try to tell me the target demographic audience isn't waiting for marching orders. ("Incident On A Rainy Night In Beverly Hills")

He looks intimidating to some people, so that means they automatically cast him as the villain in that bad movie I was talking about. And me? People see me—Black, pretty, smart—and they cast me as someone whose feelings don’t matter. Like I’m made of steel and they can do whatever they want to me.

Watch movies. Read screenplays. Let them be your guide. […] Yes, McKee has been able to break down how the popular screenplay has worked. He has identified key qualities that many commercially successful screenplays share, he has codified a language that has been adopted by creative executives in both film and television. So there might be something of tangible value to be gained by interacting with his material, either in book form or at one of the seminars. But for someone who wants to be an artist, a creator, an architect of an original vision, the best book to read on screenwriting is no book on screenwriting. The best seminar is no seminar at all. To me, the writer wants to get as many outside voices OUT of his/her head as possible. Experts win by getting us to be dependent on their view of the world. They win when they get to frame the discussion, when they get to tell you there’s a right way and a wrong way to think about the game, whatever the game is. Because that makes you dependent on them. If they have the secret rules, then you need them if you want to get ahead. The truth is, you don’t. If you love and want to make movies about issues of social import, get your hands on Paddy Chayefsky’s screenplay for Network. Read it. Then watch the movie. Then read it again. If you love and want to make big blockbusters that also have great artistic merit, do the same thing with Lawrence Kasdan’s Raiders Of The Lost Ark screenplay and the movie made from it. Think about how the screenplays made you feel. And how the movies built from these screenplays did or didn’t hit you the same way. […] This sounds basic, right? That’s because it is basic. And it’s true. All the information you need is the movies and screenplays you love. And in the books you’ve read and the relationships you’ve had and your ability to use those things.

I bring messages and thanks from the others. Terry Gilliam sadly can't be with us tonight as they won't let him show his ass, which has been very favorably compared with Spielberg's ass. Graham Chapman can't be with us tonight, as sadly he is still dead. And John Cleese is finishing a movie. He has to get it back to Blockbuster by tomorrow.

Most of my friends didn’t believe in destiny. Nothing supernatural, nothing sent from above... no magic, no fate, just life, circumstances, and probability. But there were many signs from the universe pointing to Xuan. I never thought my love story would begin as a blockbuster, but everything that happened seemed like a big neon celestial sign that we were meant to be together. My friends would never understand, not really. If I hadn’t met Xuan, I would likely feel the same as them.

Are you chuckling yet? Because then along came you. A big, broad meat eater with brash blond hair and ruddy skin that burns at the beach. A bundle of appetites. A full, boisterous guffaw; a man who tells knock know jokes. Hot dogs - not even East 86th Street bratwurst but mealy, greasy big guts that terrifying pink. Baseball. Gimme caps. Puns and blockbuster movies, raw tap water and six-packs. A fearless, trusting consumer who only reads labels to make sure there are plenty of additives. A fan of the open road with a passion for his pickup who thinks bicycles are for nerds. Fucks hard and talks dirty; a private though unapologetic taste for porn. Mysteries, thrillers, and science fiction; a subscription to National Geographic. Barbecues on the Fourth of July and intentions, in the fullness of time, to take up golf. Delights in crappy snack foods of ever description: Burgles. Curlies. Cheesies. Squigglies - you're laughing - but I don't eat them - anything that looks less like food than packing material and at least six degrees of separation from the farm. Bruce Springsteen, the early albums, cranked up high with the truck window down and your hair flying. Sings along, off-key - how is it possible that I should be endeared by such a tin ear?Beach Boys. Elvis - never lose your roots, did you, loved plain old rock and roll. Bombast. Though not impossibly stodgy; I remember, you took a shine to Pearl Jam, which was exactly when Kevin went off them...(sorry). It just had to be noisy; you hadn't any time for my Elgar, my Leo Kottke, though you made an exception for Aaron Copeland. You wiped your eyes brusquely at Tanglewood, as if to clear gnats, hoping I didn't notice that "Quiet City" made you cry. And ordinary, obvious pleasure: the Bronx Zoo and the botanical gardens, the Coney Island roller coaster, the Staten Island ferry, the Empire State Building. You were the only New Yorker I'd ever met who'd actually taken the ferry to the Statue of Liberty. You dragged me along once, and we were the only tourists on the boat who spoke English. Representational art - Edward Hopper. And my lord, Franklin, a Republican. A belief in a strong defense but otherwise small government and low taxes. Physically, too, you were such a surprise - yourself a strong defense. There were times you were worried that I thought you too heavy, I made so much of your size, though you weighed in a t a pretty standard 165, 170, always battling those five pounds' worth of cheddar widgets that would settle over your belt. But to me you were enormous. So sturdy and solid, so wide, so thick, none of that delicate wristy business of my imaginings. Built like an oak tree, against which I could pitch my pillow and read; mornings, I could curl into the crook of your branches. How luck we are, when we've spared what we think we want! How weary I might have grown of all those silly pots and fussy diets, and how I detest the whine of sitar music!

Over the past three decades I’ve appeared in nearly a hundred movies and television shows. I’ve been a leading man and a supporting actor and worked in almost every genre. But whatever else I’ve done or whatever else I might do, The Princess Bride will always be the work with which I am most closely associated; and Westley, with his wisp of a mustache and ponytail, the character with whom I will be forever linked. Not Glory, which earned higher critical praise upon release and won more awards; not Days of Thunder or Twister, both of which were summer blockbusters. Not even Saw, which was shot in eighteen days on a budget smaller than most movies spend on catering, and earned more than $100 million; and that’s just fine by me.

This is why people are so disappointed with the present. We talk so much about how wonderful tomorrow's going to be that even if it's great, it can't help but be a letdown. Tomorrow is like a summer blockbuster for which the studio starts showing trailers the previous November. By the time it comes to your complex, you feel like you've already seen it. All the best lines and biggest explosions. The most provocative coming-out-of-the-water bikini shot. You will already have seen the making-of-the-feature and heard the actors on the press junket talking about what a privilege it was to work with so-and-so and how they all did their own stunts. So because you feel like you've already seen it, by the time it comes, you have no desire to fork over $15 and actually sit through it in a theater. What's happened is that you've already experienced something which hasn't happened yet. In fact, when you think of it, the only reason to go to the movies isn't to see the feature but to get a taste of the future, to see the trailer for the NEXT big blockbuster and to experience THAT before it happens. And this phenomenon isn't limited to the movies, it is the we live today. And it is why I encourage you to ignore the hype of what's to come, and to get some popcorn and gummy bears during the previews, and to thoroughly enjoy the feature. In real time. Not in the black hole of expectation.

The best entrepreneurs don’t just follow Moore’s Law; they anticipate it. Consider Reed Hastings, the cofounder and CEO of Netflix. When he started Netflix, his long-term vision was to provide television on demand, delivered via the Internet. But back in 1997, the technology simply wasn’t ready for his vision—remember, this was during the era of dial-up Internet access. One hour of high-definition video requires transmitting 40 GB of compressed data (over 400 GB without compression). A standard 28.8K modem from that era would have taken over four months to transmit a single episode of Stranger Things. However, there was a technological innovation that would allow Netflix to get partway to Hastings’s ultimate vision—the DVD. Hastings realized that movie DVDs, then selling for around $ 20, were both compact and durable. This made them perfect for running a movie-rental-by-mail business. Hastings has said that he got the idea from a computer science class in which one of the assignments was to calculate the bandwidth of a station wagon full of backup tapes driving across the country! This was truly a case of technological innovation enabling business model innovation. Blockbuster Video had built a successful business around buying VHS tapes for around $ 100 and renting them out from physical stores, but the bulky, expensive, fragile tapes would never have supported a rental-by-mail business.

a young Goldman Sachs banker named Joseph Park was sitting in his apartment, frustrated at the effort required to get access to entertainment. Why should he trek all the way to Blockbuster to rent a movie? He should just be able to open a website, pick out a movie, and have it delivered to his door. Despite raising around $250 million, Kozmo, the company Park founded, went bankrupt in 2001. His biggest mistake was making a brash promise for one-hour delivery of virtually anything, and investing in building national operations to support growth that never happened. One study of over three thousand startups indicates that roughly three out of every four fail because of premature scaling—making investments that the market isn’t yet ready to support. Had Park proceeded more slowly, he might have noticed that with the current technology available, one-hour delivery was an impractical and low-margin business. There was, however, a tremendous demand for online movie rentals. Netflix was just then getting off the ground, and Kozmo might have been able to compete in the area of mail-order rentals and then online movie streaming. Later, he might have been able to capitalize on technological changes that made it possible for Instacart to build a logistics operation that made one-hour grocery delivery scalable and profitable. Since the market is more defined when settlers enter, they can focus on providing superior quality instead of deliberating about what to offer in the first place. “Wouldn’t you rather be second or third and see how the guy in first did, and then . . . improve it?” Malcolm Gladwell asked in an interview. “When ideas get really complicated, and when the world gets complicated, it’s foolish to think the person who’s first can work it all out,” Gladwell remarked. “Most good things, it takes a long time to figure them out.”* Second, there’s reason to believe that the kinds of people who choose to be late movers may be better suited to succeed. Risk seekers are drawn to being first, and they’re prone to making impulsive decisions. Meanwhile, more risk-averse entrepreneurs watch from the sidelines, waiting for the right opportunity and balancing their risk portfolios before entering. In a study of software startups, strategy researchers Elizabeth Pontikes and William Barnett find that when entrepreneurs rush to follow the crowd into hyped markets, their startups are less likely to survive and grow. When entrepreneurs wait for the market to cool down, they have higher odds of success: “Nonconformists . . . that buck the trend are most likely to stay in the market, receive funding, and ultimately go public.” Third, along with being less recklessly ambitious, settlers can improve upon competitors’ technology to make products better. When you’re the first to market, you have to make all the mistakes yourself. Meanwhile, settlers can watch and learn from your errors. “Moving first is a tactic, not a goal,” Peter Thiel writes in Zero to One; “being the first mover doesn’t do you any good if someone else comes along and unseats you.” Fourth, whereas pioneers tend to get stuck in their early offerings, settlers can observe market changes and shifting consumer tastes and adjust accordingly. In a study of the U.S. automobile industry over nearly a century, pioneers had lower survival rates because they struggled to establish legitimacy, developed routines that didn’t fit the market, and became obsolete as consumer needs clarified. Settlers also have the luxury of waiting for the market to be ready. When Warby Parker launched, e-commerce companies had been thriving for more than a decade, though other companies had tried selling glasses online with little success. “There’s no way it would have worked before,” Neil Blumenthal tells me. “We had to wait for Amazon, Zappos, and Blue Nile to get people comfortable buying products they typically wouldn’t order online.

Give the Audience Something to Cheer For Austin Madison is an animator and story artist for such Pixar movies as Ratatouille, WALL-E, Toy Story 3, Brave, and others. In a revealing presentation Madison outlined the 7-step process that all Pixar movies follow. 1. Once there was a ___. 3 [A protagonist/ hero with a goal is the most important element of a story.] 2. Every day he ___. [The hero’s world must be in balance in the first act.] 3. Until one day ___. [A compelling story introduces conflict. The hero’s goal faces a challenge.] 4. Because of that ___. [This step is critical and separates a blockbuster from an average story. A compelling story isn’t made up of random scenes that are loosely tied together. Each scene has one nugget of information that compels the next scene.] 5. Because of that ___. 6. Until finally ____. [The climax reveals the triumph of good over evil.] 7. Ever since then ___. [The moral of the story.] The steps are meant to immerse an audience into a hero’s journey and give the audience someone to cheer for. This process is used in all forms of storytelling: journalism, screenplays, books, presentations, speeches. Madison uses a classic hero/ villain movie to show how the process plays out—Star Wars. Here’s the story of Luke Skywalker. Once there was a farm boy who wanted to be a pilot. Every day he helped on the farm. Until one day his family is killed. Because of that he joins legendary Jedi Obi-Wan Kenobi. Because of that he hires the smuggler Han Solo to take him to Alderaan. Until finally Luke reaches his goal and becomes a starfighter pilot and saves the day. Ever since then Luke’s been on the path to be a Jedi knight. Like millions of others, I was impressed with Malala’s Nobel Peace prize–winning acceptance speech. While I appreciated the beauty and power of her words, it wasn’t until I did the research for this book that I fully understood why Malala’s words inspired me. Malala’s speech perfectly follows Pixar’s 7-step storytelling process. I doubt that she did this intentionally, but it demonstrates once again the theme in this book—there’s a difference between a story, a good story, and a story that sparks movements.

ONCE YOU’VE HOOKED readers, your next task is to put your early chapters to work introducing your characters, settings, and stakes. The first 20-25% of the book comprises your setup. At first glance, this can seem like a tremendous chunk of story to devote to introductions. But if you expect readers to stick with you throughout the story, you first have to give them a reason to care. This important stretch is where you accomplish just that. Mere curiosity can only carry readers so far. Once you’ve hooked that sense of curiosity, you then have to deepen the pull by creating an emotional connection between them and your characters. These “introductions” include far more than just the actual moment of introducing the characters and settings or explaining the stakes. In themselves, the presentations of the characters probably won’t take more than a few scenes. After the introduction is when your task of deepening the characters and establishing the stakes really begins. The first quarter of the book is the place to compile all the necessary components of your story. Anton Chekhov’s famous advice that “if in the first act you have hung a pistol on the wall, then in the following one it should be fired” is just as important in reverse: if you’re going to have a character fire a gun later in the book, that gun should be introduced in the First Act. The story you create in the following acts can only be assembled from the parts you’ve shown readers in this First Act. That’s your first duty in this section. Your second duty is to allow readers the opportunity to learn about your characters. Who are these people? What is the essence of their personalities? What are their core beliefs (even more particularly, what are the beliefs that will be challenged or strengthened throughout the book)? If you can introduce a character in a “characteristic moment,” as we talked about earlier, you’ll be able to immediately show readers who this person is. From there, the plot builds as you deepen the stakes and set up the conflict that will eventually explode in the Inciting and Key Events. Authors sometimes feel pressured to dive right into the action of their stories, at the expense of important character development. Because none of us wants to write a boring story, we can overreact by piling on the explosions, fight sequences, and high-speed car chases to the point we’re unable to spend important time developing our characters. Character development is especially important in this first part of the story, since readers need to understand and sympathize with the characters before they’re hit with the major plot revelations at the quarter mark, halfway mark, and three-quarters mark. Summer blockbusters are often guilty of neglecting character development, but one enduring exception worth considering is Stephen Spielberg’s Jurassic Park. No one would claim the film is a leisurely character study, but it rises far above the monster movie genre through its expert use of pacing and its loving attention to character, especially in its First Act. It may surprise some viewers to realize the action in this movie doesn’t heat up until a quarter of the way into the film—and even then we have no scream-worthy moments, no adrenaline, and no extended action scenes until halfway through the Second Act. Spielberg used the First Act to build suspense and encourage viewer loyalty to the characters. By the time the main characters arrive at the park, we care about them, and our fear for their safety is beginning to manifest thanks to a magnificent use of foreshadowing. We understand that what is at stake for these characters is their very lives. Spielberg knew if he could hook viewers with his characters, he could take his time building his story to an artful Climax.

The answer is we created buzz: that powerful, widespread phenomenon that can determine the future of individuals, companies, and movies alike. Buzz is the riddle every enterprising person is trying to solve. It’s a grassroots, word-of-mouth force that can turn a low-budget flick into a multimillion-dollar blockbuster. You feel its energy in Internet chat rooms, at the gym, on the street, and all of it is stoked by a media hungry for the inside scoop. Buzz is marketing on steroids.

Some viewed Chinese investors as the latest “dumb money” to hit Hollywood. It is no doubt true that financing movies is not the smartest way for any investor, from anywhere in the world, to earn the best returns. Others had a different theory—that some wealthy Chinese individuals and businesses were seeking to get their money out of China, where an autocratic government could still steal anyone’s wealth at any time, for any reason. Certainly Hollywood had long been a destination for legal money laundering. But those who worked most closely with the Chinese knew that the biggest reason for these investments was a form of reverse-colonialism. After more than a decade as a place for Hollywood to make money, China wanted to turn the tables. The United States had already proved the power of pop culture to help establish a nation’s global dominance. Now China wanted to do the same. The Beijing government considered art and culture to be a form of “soft power,” whereby it could extend influence around the world without the use of weapons. Over the past few years, locally produced Chinese films had become more successful at the box office there. But most were culturally specific comedies and love stories that didn’t translate anywhere else. China had yet to produce a global blockbuster. And with box-office growth in that country slowing in 2016 and early 2017, hits that resonated internationally would be critical if the Communist nation was to grow its movie business and use it to become the kind of global power it wanted to be. So Chinese companies, with the backing of the government, started investing in Hollywood, with a mission to learn how experienced hands there made blockbusters that thrived worldwide. Within a few years, they figured, China would learn how to do that without anyone’s help. “Working with a company like Universal will help us elevate our skill set in moviemaking,” the head of the Chinese entertainment company Perfect World Pictures said, while investing $250 million in a slate of upcoming films from the American studio. Getting there wouldn’t be easy. One of the highest-profile efforts to produce a worldwide hit out of China was The Great Wall, starring Matt Damon and made by Wanda’s Legendary Pictures. The $150 million film, about a war against monsters set on the Chinese historic landmark, grossed an underwhelming $171 million and a disastrous $45 million in the United States. Then, to create another obstacle, Chinese government currency controls established in early 2017 slowed, at least temporarily, the flow of money from China into Hollywood. But by then it was too late to turn back. As seemed to always be true when it came to Hollywood’s relationship with China, the Americans had no choice but to keep playing along. Nobody else was willing to pour billions of dollars into the struggling movie business in the mid-2010s, particularly for original or lower-budget productions.

Netflix’s algorithm has a deeper (even if still quite limited) understanding of your tastes than Amazon’s, but ironically that doesn’t mean Amazon would be better off using it. Netflix’s business model depends on driving demand into the long tail of obscure movies and TV shows, which cost it little, and away from the blockbusters, which your subscription isn’t enough to pay for. Amazon has no such problem; although it’s well placed to take advantage of the long tail, it’s equally happy to sell you more expensive popular items, which also simplify its logistics. And we, as customers, are more willing to take a chance on an odd item if we have a subscription than if we have to pay for it separately.

Don’t do that.” “Why not?” “Because I want to learn what’s in here—” He taps my temple with his finger. “—before I learn what’s in here.” He cups my center, holding tightly to my heat for a moment before he withdraws. My heart skips a beat and my belly clenches. “You want to go watch a movie?” he asks. “I think Phil got Lethal Weapon III at Blockbuster.” “Are you serious? I’ve been dying to see that.” I get to my feet. He holds out the shorts I didn’t put on earlier. “Put some clothes on. Please.” He holds his hands together like he’s praying. “My dick won’t be able to stand it if he finds out there’s nothing but a pair of panties between him and where he wants to go.” My belly flips like there are a thousand butterflies trying to get free. “Okay.” I take them from him. He clutches a hand to his heart. “Oh my God. She actually did something I asked her to do!

ORIGIN OF HOLLYWOOD On ride the masked men, wrapped in white sheets, bearing white crosses, torches held high: mounted avengers of the virtue of ladies and the honor of gentlemen strike fear into Negroes hungering for damsels’ white flesh. At the height of a wave of lynchings, D. W. Griffith’s film The Birth of a Nation sings a hymn of praise to the Ku Klux Klan. This is Hollywood’s first blockbuster and the greatest box office success ever for a silent movie. It is also the first film to ever open at the White House. President Woodrow Wilson gives it a standing ovation. Applauding it, he applauds himself: freedom’s famous flag-bearer wrote most of the texts that accompany the epic images. The president’s words explain that the emancipation of the slaves was “a veritable overthrow of Civilization in the South, the white South under the heel of the black South.” Ever since, chaos reigns because blacks are “men who knew none of the uses of authority, except its insolences.” But the president lights the lamp of hope: “At last there had sprung into existence a great Ku Klux Klan.” And even Jesus himself comes down from heaven at the end of the movie to give his blessing.

That probably means something to someone from the last century. The HAL reference also. The execs are always trying to throw in callbacks to their latest blockbuster remakes of once-great movies that have been rebooted to death.

For years my inevitable conclusion has been that the films of the seventh art are beautiful, powerful and soporific, and that blockbuster movies are pointless, very moving and immensely satisfying.

this moment past peak oil, a large percentage of blockbuster movies are apocalyptic; superheroes are in vogue. What does the black imagination have to offer to the survival of human life on planet earth?

If we lack either self-awareness or confidence in who we are, we run the risk of allowing others to define who we are or who we should be.

There’s no business like show business. Yet, when it comes right down to it, that’s the industry every marketing team—no matter what business they’re actually in—pretends to be in when they’re launching something new. Deep down, I think anyone marketing or launching fantasizes that they are premiering a blockbuster movie. And this illusion shapes and warps every marketing decision we make. It feels good, but it’s so very wrong.

Today it’s no secret that movie studios release blockbuster action films to meet the higher energy levels of summer audiences, more intellectual fare for the winter months, and romantic comedies for spring.

This isn't a drill, sir!" "What d'you mean this isn't a drill?" It couldn't be! It wasn't possible. Things like that only happen in blockbuster sci-fi movies, not in real life! "It's not a drill, sir! This is the real thing! You'd better get up here right away sir! Sir? Sir!" But Commander Ortez was already on his way -- and he was running. When he eventually made his theatrical entrance on the bridge, nothing had happened yet. He wheezed. "Well?" He appealed, ready for anything. After that, this had better not be a drill. Or else.

Very few kids step out of a youth ministry because the programs are lousy. Kids will actually forgive all kinds of programmatic mediocrity if they are certain they belong. Consider what most teenagers do on weekend nights. They don’t usually have brilliant, hypercreative plans (you’ve seen them meandering through Blockbuster for hours, looking for a movie to rent). They simply “hang out” with their friends. If our youth ministries don’t provide students with the opportunity to be with the kinds of friends they want, it won’t matter how spiritual, cutting-edge or outrageous our programs are; kids will not stick.

Since the publicity campaigns for these blockbusters have proven effective in the popcorn economy, studios recycle their elements into endless sequels, such as those for Spider-Man, Pirates of the Caribbean, Shrek, and Mission Impossible, which then become the studios’ franchises on which they earn almost all their profits.

The answer is they became obsessed with understanding what subscribers watched and why. Netflix understood that there were thousands of movies as good or better than the new releases of the day. But that did not matter unless subscribers believed the same.

SAM WASSON: But The Godfather was a startling example of smart distribution, blockbuster distribution, an essential element in the burgeoning equation of how to assemble, manufacture, and sell not just a movie, but a giant hit.

Blockbuster could have and should have understood the movie business better than anyone. But we know that was never the case because competitors saw what was coming before they did—every time. With its massive database to use as the ultimate guide to the future, Blockbuster should have led the way with its own ideas. But instead, they followed the path created by others with old, tired answers—and were always too late.

The fate of the two companies was starkly different, as was its leadership. In its 25-year history, Blockbuster had five CEOs, none of whom had much interest in the inner workings of the video rental business. Netflix is still run by its Co-founder, Reed Hastings, who wrote a $1.9 million check 23 years ago to start the company. He is a self-described “math wonk,” and it shows in the company’s obsession with following the numbers to what its customers want. Blockbuster had thousands of times more data about movie watching than Netflix but rarely used it in productive ways. Even though Netflix was a fraction of the size, its obsession with data created a knowledge advantage that became its ultimate weapon against Blockbuster.

The genesis of virtually all of Blockbuster’s difficulties came from its lack of intellectual curiosity, the ultimate example of which was the inept mismanagement of its massive movie viewing database. They never developed this goldmine of information that would have given them an incomparable base of knowledge with which to lead, instead of always following. When being biggest was not enough, Blockbuster lacked the business intelligence to know what to do next.

Instead of relentlessly pursuing fact-based solutions, complacency dominated. The result was a wanton ignorance that left Blockbuster defenseless against anyone who better understood why people watched movies.

Reed Hastings could not have known it at the time, but when he tried to sell Netflix to Blockbuster in 2000, his company already had a doctorate degree in movie knowledge as compared to Blockbuster—which never got past the first grade. Netflix could not beat Blockbuster with money, but they easily did it with a deep understanding of their customers’ behavior. Redbox did the same.

Wrestling can be ANYTHING. It’s everything. It’s world-class athletes. It’s Broadway, Shakespeare, summer blockbusters, best-selling novels, soap operas, high art. It’s nobodies from nowhere finding a way to say to the world: “Fuck you!” It’s entertainment, it’s movies, it’s music. … It’s EVERYTHING.

gave Twitter a cursory scroll, as if the news mattered as little as some blockbuster movie from my childhood playing on mute on a TV above a bar.

Like in business, the emergence of new players necessarily changes the way the game must be played. Blockbuster—the sole superpower in the movie rental business—failed to appreciate that a small company like Netflix and an emerging technology like the internet required them to reexamine their entire business model. Big publishers doubled down on old models when Amazon showed up instead of asking how they could update and upgrade their models in the face of a new digital age. And instead of asking themselves, “What do we need to do to change with the times,” taxi companies chose to sue the ridesharing companies to protect their business models instead of learning how to adapt and provide a better taxi service. Sears got so big and so rich from sending out paper catalogues for so many decades that they were too slow to adapt to the rise of big-box stores like Walmart and ecommerce. And believing itself without Rival, the behemoth that was Myspace didn’t even see Facebook coming.

When a movie or TV show is too heavily larded with these moments, you may be looking at the result of interference from producers and executives. They’ve trained themselves to see stories as connective tissues fusing together various categories of gratification. This is why so many would-be blockbusters play more like hodge-podges of disparate stimuli than satisfyingly integrated narratives.

To put it simply, blue-sky opportunities are about skating to where the puck will be, not where it is now. Sometimes blue-sky opportunities arise by thinking more broadly or reframing how you’re approaching a problem: Blockbuster saw its business as “video stores” and was locked into handing customers tapes and DVDs. Netflix focused on “content delivery,” and it didn’t matter if that content came from the mail or streaming video. By thinking about how to let customers watch movies and TV shows in a different way, Netflix saw a means to exceed Blockbuster’s local maxima and find a new global maxima.

But I preferred going to the movies over reading books. I vividly remember, when I was 12, crowding into the theater for Disney’s holiday blockbuster, a big-screen adaptation of Jules Verne’s Twenty Thousand Leagues Under the Sea. It blew my mind.

But kidnapping is only one of the ways that the Zetas have diversified. They have also branched out into extorting bars and discos; taxing shops; taking money from prostitution rings; stealing cars; robbing crude oil and gasoline; getting money from migrant trafficking; and even pirating their own Zetas-labeled DVDs of the latest blockbuster movies. Drug-trafficking organization is no longer a sufficient term for them; they are a criminal paramilitary complex.

In the spring of 1935, an editor at the New York publishing house Macmillan, while on a scouting trip through the South, was introduced to Mitchell and signed her to a deal for her untitled book. Upon its release in the summer of 1936, the New York Times Book Review declared it “one of the most remarkable first novels produced by an American writer.” Priced at $3, Gone with the Wind was a blockbuster. By the end of the summer, Macmillan had sold over 500,000 copies. A few days prior to the gushing review in the Times, an almost desperate telegram originated from New York reading, “I beg, urge, coax, and plead with you to read this at once. I know that after you read the book you will drop everything and buy it.” The sender, Kay Brown, in this missive to her boss, the movie producer David Selznick, asked to purchase the book’s movie rights before its release. But Selznick waited. On July 15, seeing its reception, Selznick bought the film rights to Gone with the Wind for $50,000. Within a year, sales of the book had exceeded one million copies. Almost immediately Selznick looked to assemble the pieces needed to turn the book into a movie. At the time, he was one of a handful of major independent producers (including Frank Capra, Alfred Hitchcock, and Walt Disney) who had access to the resources to make films. Few others could break into a system controlled by the major studios. After producing films as an employee of major studios, including Paramount and MGM, the thirty-seven-year-old Selznick had branched out to helm his own productions. He had been a highly paid salaried employee throughout the thirties. His career included producer credits on dozens of films, but nothing as big as what he had now taken on. As the producer, Selznick needed to figure out how to take a lengthy book and translate it onto the screen. To do this, Selznick International Pictures needed to hire writers and a director, cast the characters, get the sets and the costumes designed, set a budget, put together the financing by giving investors profit-participation interests, arrange the distribution plan for theaters, and oversee the marketing to bring audiences to see the film. Selznick’s bigger problem was the projected cost.

Everyone knows the story of the sinking of the Titanic, which claimed fifteen hundred lives. But almost no one ever mentions a word about the 1948 sinking of the Chinese ferryboat SS Kiangya, which claimed nearly four thousand lives. Or the 1987 sinking of the ferryboat MV Dona Paz, which killed 4,345 people. Or the capsizing of the MV Le Joola, which claimed 1,863 lives off the coast of Gambia in 2002. Perhaps the Titanic sticks out because of its story potential: the famous and wealthy passengers, the firsthand accounts from survivors, and, of course, the eventual blockbuster movie.

Another example: suppose you’re watching the latest blockbuster movie at your local theater,

Building a Blockbuster How to write compelling content that sells The term “blockbuster” has unsettling military origins, but is now used to mean a film that has blown the box office away. It usually has high production costs and budget, but (hopefully) earns it all back and more with ticket sales. Blockbusters are usually BIG movies, large in scope, scale, and budget. They tell a big story, and reach a big audience. They’re also usually “high concept,” meaning that they can be described in a single sentence. (The most famous high concept pitch was for the movie Alien which they pitched as, “Jaws in space.”)

She was, for the foreseeable future, unemployed. She had lost her role in one of the biggest blockbuster series in movie history. Her tits were on the Internet. She had slept with a reporter. Her ex-boyfriend, who was fast becoming one of the most powerful people in Hollywood, probably did not care for her right now. Buster whistled when she finally finished reciting the particulars of her unpleasant situation. “Not bad,” he said. “Thank you,” she replied.

The story that follows is one of world wars and presidential politics, of entrepreneurial preachers and theological innovation, of blockbuster movies, sex manuals, and self-help books. It does not begin with Donald Trump. Nor will it end with him.

It was other studios, however, that were most damaged by Feige’s success. Why, their corporate bosses wanted to know, couldn’t they be as successful as Marvel? Of course other studios had hits, but nobody was pumping out two surefire blockbusters per year (soon to be three) like Marvel, with nary a flop in the bunch. Even the movies that clearly weren’t as good as the rest, like the second Avengers film, seemed to get a pass from audiences and critics, engendering no small amount of bitterness throughout the rest of Hollywood. “Marvel could have made a movie about someone picking his nose and it would have been 98 on Rotten Tomatoes,” complained Arad, who as a producer of Sony’s Spider-Man films now competed with his former employer.

I’m hoping someone will make a movie of this blockbuster e-book one day.

Four years earlier, Weissmuller had been the first to break the one-minute barrier in the 100-meter freestyle. (That he would later go on to play Tarzan in MGM’s blockbuster films and become an international movie star of the era is also worthy of note.)

Most interesting of all, unlike the vast majority of firms that fail when the industry shifts, Netflix had responded successfully to four massive transitions in the entertainment and business environment in just fifteen years: From DVD by mail to streaming old TV series and movies over the internet. From streaming old content to launching new original content (such as House of Cards) produced by external studios. From licensing content provided by external studios to building their own in-house studio that creates award-winning TV shows and movies (such as Stranger Things, La Casa De Papel, and The Ballad of Buster Scruggs). From a USA-only company to a global company entertaining people in 190 countries. Netflix’s success is beyond unusual. It’s incredible. Clearly, something singular is happening, which wasn’t happening at Blockbuster when they declared bankruptcy in 2010.

DVD technology allowed Netflix to create a completely new business model. Rather than renting out individual movies and being charged exorbitant late fees if they failed to return the VHS tape in time, Netflix customers paid $20 per month for a subscription to “unlimited” movies—provided they checked out just one movie at a time. This allowed Netflix to eliminate Blockbuster’s widely loathed late fees and capture the powerful and certain revenue stream from the proven model of a subscription service. Netflix took off, and even went public as a DVD-by-mail service. But Hastings never lost sight of his ultimate vision for Netflix—on-demand television delivered via the Internet

THE SECRETS OF WRITING BLOCKBUSTER COPY BY WATCHING MOVIES

WHAT MAKES A BLOCKBUSTER MOVIE TRAILER?

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