Star Wars & Sc-Fi Talk

Franklin

Captain
Here is a Foreign policy interview with naval analyst Chris Weuve who talks about what space warfare and a aircraft carrier in space might look like.

Aircraft Carriers in Space

Naval analyst Chris Weuve talks to Foreign Policy about what Battlestar Galactica gets right about space warfare.

Last month, Small Wars Journal managing editor Robert Haddick asked whether new technology has rendered aircraft carriers obsolete. Well, not everyone thinks so, especially in science-fiction, where "flat tops" still rule in TV shows like Battlestar Galactica. So FP's Michael Peck spoke with Chris Weuve, a naval analyst, former U.S. Naval War College research professor, and an ardent science-fiction fan about how naval warfare is portrayed in the literature and television of outer-space.

Foreign Policy: How has sci-fi incorporated the themes of wet-navy warfare? How have warships at sea influenced the depiction of warships in space?

Chris Weuve: There are a lot of naval metaphors that have made their way into sci-fi. They are analogs, models of ways to think about naval combat. When people started writing about science-fiction combat, it was very easy to say that a spaceship is like a ship that floats on the water. So when people were looking for ways to think about, there was a tendency to use models they already understood. As navies have changed over time, that means there is a fair number of models that various science fiction authors can draw on. You have a model that resembles the Age of Sail, World War I or World War II surface action, or submarines, or fighters in space. Combine a couple of those, and you have aircraft carriers in space. I'm not one who gets hung up on the real physics because it is science fiction. But all of these models are based more upon historical analogs then analysis of the actual situation in space.

FP: Let's reverse the question. Has sci-fi affected the way that our navies conduct warfare?

CW: This is a question that I occasionally think about. Many people point to the development of the shipboard Combat Information Center in World War II as being inspired by E.E. Doc Smith's Lensman novels from the 1940s. Smith realized that with hundreds of ships over huge expanses, the mere act of coordinating them was problematic. I think there is a synergistic effect. I also know a number of naval officers who have admitted to me that the reason they joined the Navy was because Starfleet Command wasn't hiring.

FP: How do these different space warfare models differ from their oceanic counterparts?

CW: Science fiction authors and moviemakers tend to gravitate towards historical models they -- and their audience -- understand. So, sometimes you end up with "submarines in space" -- but a submarine is a vessel designed to hide under the water, which obscures your vision and forces you to use capricious sensors like sonar. Space, on the other hand, is wide open, and any ship putting out enough heat to keep its crew alive stands out from the background, if you have enough time to look. Other times we get "dreadnoughts in space," with gunnery duels like Jutland -- but again, hiding is hard, so this battle should take place at extreme range. Or you get "airplanes in space," which largely ignores that airplanes work in the real world because they take advantage of the fact that air and sea have different attributes.

All of these models are fun, and some work better than others, but they all present space combat in a way that doesn't really fit with the salient attributes of space. And lest I get a thousand emails from people who say I don't understand how combat in their favorite universe works -- yes, I do. My answers are necessarily approximations for this interview. Someday I should write a book.

FP: So how would actual space war differ from naval warfare?

CW: That's hard to say, since we haven't seen space warfare of the type we see in science fiction, and the results are very dependent on technological assumptions. But let me turn that question sideways: what are the salient features of naval warfare, and do these match up?

You can sum up the difference with the "two media and three Hs." The two media are the air and the water. Submarines operate in the water. Ships operate on the water. And aircraft operate in the air, though the limitations of the air dictate that aircraft can't stay there very long, and must land either ashore or at sea to rest and replenish. This is self- evident, but naval combat is defined by these simple truths.

The "three Hs" are history, hiding, and hydrodynamics. For the first H, history, there were only two two types of warships: "battleships" and "scouts and auxiliaries." They usually didn't call them by these names, but that's a good functional description. The battleships fought, and the scouts and auxiliaries scouted and carried troops, materiel, messages, and the like. In the 20th century, though, we got changes: new weapons (torpedoes) that make a new type of ship, the escort, necessary, and new platforms (submarines and airplanes) that used the new weapon (and added aerial bombs). These new weapons had the frightening ability to, at least on paper, kill a battleship with a single blow. And one warfare area (surface combat) becomes three -- surface, subsurface, and air. That's historically how things developed, with different time periods having their own particular characters, as new technologies were developed and old ways of doing things were superseded. Science fiction navies, however, are often a mishmash of time periods, with all of the "cool bits" mixed together. So, they don't make sense given the assumptions of the fictional universe or the non-fictional universe from which they were drawn.

For the second H, hiding, surface ships hide in four different ways: Behind the curve of the earth, behind the ocean interface where ocean surface meets the sky, by taking advantage of distance, and through the use of low-observability such as stealth technology. But in space, there is no curve of the earth or ocean interface to hide you from enemy radar, or even telescopes.

The third H is hydrodynamics: For a ship in the water, drag increases as the cube of speed. This is why ships have a top speed. As your speed increases, your drag increases exponentially, until you double the size of your engines but you really don't go any faster. In space, your top speed is more about reaction mass, but you have other issues that have to do with how big ship you can build before it starts to collapse in on itself. As ships grow bigger, they have to devote a greater percentage of their total mass to holding themselves together. Hydrodynamics limits and defines surface ships and submarines, just as aerodynamics limits and defines airplanes. In the real world, this means that combat craft either go fairly slow like ships or go fairly fast (like airplanes -- there's not much in between. You see similar patterns in a lot of science fiction, even though they should be thinking in terms of acceleration over time, rather than top speed. As with most of these things, written science fiction is better than video formats.

FP: You seem particularly concerned about the "aircraft carrier in space" concept.

CW: I don't think "concerned" is the right word. Let's call it amused. Aircraft carriers are a particularly good model to illustrate how the differences between the ocean and the air really drive how naval combat works, and hence don't work so well when converted to space. An aircraft carrier is built around three things: the flight deck, which functions as the airplanes' doorway between the sea and the sky, and also the parking lot for the airplanes; the hangar deck, where essential aircraft maintenance is carried out; and the propulsion spaces, because you really want that flight deck to be moving fast to generate wind over the deck, which in turn makes it easier to land and take off. Everything about the "airport" aspects of an aircraft carrier point towards making it big: big engines, and big flight deck that is also elevated away from the turbulence of the ocean surface. So, since you need a big ship anyway, we decide to put a lot of planes on, plus extra fuel, command and control facilities, a hospital, a post office, and so on. You name it, an aircraft carrier has it.

But in space, you don't need that doorway between the sea and the sky, because your "fighter" is operating in the same medium as the mothership. You don't need a flight deck. You just need a hatch, or maybe just a clamp that attaches the fighter to the hull if you don't mind leaving it outside. You don't need the big engines or the big elevated flight deck. And hence it doesn't make nearly so much sense to put all of your eggs in one basket. There might still be some efficiencies in grouping them together, but the fighters are probably more analogous to helicopters rather than F-18s. Almost every ship in the U.S. Navy carries a helicopter, or at least could temporarily. And before the emails start, Battlestar Galactica is one of my favorite TV shows.

FP: So it sounds like sci-fi space warfare is transplanted naval warfare, but a very mixed bag when it comes to realism?

CW: It is kind of a mixed bag, but "realistic" is a word that I have problems with. For a lot of these models, the assumption drives the conclusion. The ability of your laser cannon drives a lot of the problem. If you have a faster-than-light propulsion or communications capability, that also drives the problem. If you do a fairly simple extrapolation of current technology, what you end up with is space combat as sort of ponderous ballet with shots fired at long distance at fairly fragile targets where you have to predict where the target is going to be. You don't end up with space fighters. You don't end up with lots of armaments. On the other hand, if you look at the modern U.S. Navy and then go back 300 years, there are things now that would be incomprehensible to people back then. They would get some parts, but not others. Our scientific knowledge is greater than ever in human history, so there's a greater chance that we have a complete understanding of the physics in the future. But then again, you don't know what you don't know. I remember seeing a submarine book when I was in high school. A Jules Verne type of book, with a submarine with a sled that hung underneath the sub, with some kind of contact sensor to let you know if you were close to the bottom. They didn't know about sonar. It was a perfectly logical, perfectly clever solution to a problem. It also turned out to be perfectly wrong.

FP: What about ships turning in space like airplanes?

CW: Babylon 5 was closer in that it understood that there is no air in space and you don't bank. But even on that show, the ships would be under thrust, and then they decide to go back the way they come, they would spin around and almost immediately start going in the opposite direction. That doesn't work. They ignored the fact that acceleration is cumulative. But I do like that they can rotate in flight and fire sideways. Babylon 5 and the new Battlestar Galactica are far and away the best in trying to portray vector physics. There are a lot of problems with the way they do it, but I'm willing to give them an A for effort.

FP: Which are the most realistic sci-fi movies in portraying space warfare?

CW: There isn't any show that does a really good job across the board. Some do better at different parts. For example, the new Battlestar Galactica is probably the best at depicting life on board a ship. That ship is very spacious compared to a U.S. Navy warship, but the inside of it looks correct. One of my all-time favorite TV shows is Star Trek, especially Star Trek: The Next Generation. But one thing that drives me crazy is that on Star Trek, you're either on watch or off duty, when a real naval officer has a whole other job, such as being a department or division head. So he's constantly doing paperwork. Most shows don't get that right at all.

FP: And the worst shows for realistic space warfare?

CW: There are so many that are so bad. Star Wars is probably the worst. There is no explanation for why X-Wings [fighters] do what they do, other than the source material is really Zeroes [Japanese fighter planes] from World War II. Lucas quite consciously copied World War II fighter combat. He basically has said they analyzed World War II movies and gun camera footage and recreated those shots. Battlestar Galactica has other issues. One thing I have never understood is why the humans didn't lose halfway through the first episode. If information moves at the speed of light, and one side has a tactically useful FTL [faster-than-light] drive to make very small jumps, then there is no reason why the Cylons couldn't jump close enough and go, "Oh, there the Colonials are three light minutes away, I can see where they are, but they won't see me for three minutes?" C.J. Cherryh's novels address this a bit with the idea of "longscan," where you predict where they are going to be, but you might not know for some period of time what they actually did.

FP: So a universe of faster-than-light travel favors surprise attacks?

CW: It really, really does. You can go and mug somebody and they never see it coming. Of course, not all faster-than-light drives in fiction work the same way, but the Cylon drives certainly had that attribute.

FP: You have a list of factors that real navies must contend with, such as doctrine and acquisitions, that sci-fi navies don't. Can you elaborate?

CW: The full-up list is pretty long, but the different pieces group nicely into six major areas: 1) strategic assumptions, 2) strategic goals, 3) fleet missions, 4) fleet design, 5) force size, and 6) force management. These are the sorts of things one needs to think about when designing a navy. Most science fiction does not cover the whole model; at best it might cover Fleet Missions and Fleet Design in detail, with most other areas only vaguely defined.

Another issue is that modern naval warfare is very much tied to a logistics. There is a lifeline to the shore, and on top of that, there is this support network across the world, such as satellite, meteorological support, and land-based aircraft. Air campaigns are planned ashore. This idea that Captain Kirk leaves on a five-year mission? We go to sea for six or nine months at a time, with continuous logistical support, and when we come back, the ships are pretty beaten up. They need refit. It's hard to imagine these spaceships going out alone and unafraid without any sort of support. Most sci-fi authors ignore that, and haven't thought about what would be needed. Interestingly, the sci-fi authors of the 1950s were better at thinking it though. It was a time when everyone was talking about how a hydroponics section would be needed to provide food on a starship. Maybe nowadays you can say you have a magic power source, or nanotech to produce the materials you need. But I really get the impression that sci-fi doesn't really understand this stuff.

FP: The United States is in the midst of a major debate on what our defense policy, especially given shrinking budgets and the rise of China as Pacific sea power. Does sci-fi offer lessons on how the United States can resolve this?

CW: Fiction does not replace policy analysis. But science fiction is the literature of "what if?" Not just "what if X happens?" but also "what if we continue what we're doing?" In that way, science fiction can inform policy making directly, and it can inform those who build scenarios for wargames and exercises and the like. One of the great strengths of science fiction is that it allows you have a conversation about something that you otherwise couldn't talk about because it's too politically charged. It allows you to create the universe you need in order to have the conversation you want to have. Battlestar Galactica spent a lot of time talking about the war in Iraq. There were lots of things on that show about how you treat prisoners. They never came out and said that directly. They didn't have to. At the Naval War College, one of the core courses on strategy and policy had a section on the Peloponnesian War. It was added to the curriculum in the mid-1970s because the Vietnam War was too close, so they couldn't talk about it, except by going back to 400 BC.

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bd popeye

The Last Jedi
VIP Professional
I don't know about you guys, but I just HATE it they named them episodes 4-6. They are always episodes 1-3 in my mind... The new ones should be -1 to -3... for all they do is to diminish the greatness of the original.

Well.. when that Buck Rogers banner in the beginning of "the New Hope" it clearly states episode IV.
 

Xigwin

New Member
Greetings true believer it seems we are one step closer to achieving our greatest destiny, to master the Stars.

NASA Rethinks Warp Drives, Faster-Than-Light Travel May Be Possible

By Zach Walton · September 17, 2012

Think back on every major sci-fi work from your life. What’s the single event that propelled mankind, and space travel, into the future? Anybody who grew up with Star Trek knows that it’s the warp drive, or faster-than-light travel. Modern sci-fi fans only have to look to Mass Effect for a contemporary take on the importance of warp drives.

Unfortunately, warp drives aren’t real and they probably will never be real in our lifetimes. It’s a realistic, if somewhat pessimistic, take on the current state of space travel. NASA has never been one to let realism get in the way of their dreams and the agency now says that warp drives may be a possibility in the future.

The exciting part is that a warp drive concept is already out there. Mexican physicist Miguel Alcubierre proposed the first warp drive in 1994, but found that the energy costs associated with such a device would be problematic. In fact, scientists peg the energy required to be about equal to the mass-energy of Jupiter.

So how do scientists propose we overcome this gas giant sized energy problem? Just change the shape of the spaceship. The original warp drive was envisioned as a small ship that’s encircled by a flat ring that would warp space-time around the ship. The new model, proposed by Harold White of NASA’s Johnson Space Center, would see the flat ring molded into the shape of a rounded donut. The energy required by the transformation would be significantly less. White calculates that they would only need the energy-mass of the relatively tiny Voyager 1 space probe.

I don’t think I need to tell you how massive of a discovery this is. If proven true, White’s research could pave the way for faster-than-light space travel. We could make trips to Mars in mere minutes. Human-led research teams could break out of our solar system and explore potentially habitable planets in other galaxies. The ramifications are huge and I couldn’t be more excited.

For now, the researchers at Johnson Space Center are trying to create tiny warps in space-time. It would at least prove White’s theory that shape can make all the difference. Now we can start thinking about all the problems that traveling faster-than-light can cause.

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Good news is NASA proves that "Warp Travel or Hyperspace Jump" is indeed possible
Bad News is we will be too old or to DEAD to actually enjoy it

What do you guys think about it?
 
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AssassinsMace

Lieutenant General
I'd say this is huge news. More Star Wars movies ahead. Not sure if this is good news or bad news since George Lucas has been dropping the ball lately.

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Disney buying Lucasfilm for $4.05 billion
By RYAN NAKASHIMA | Associated Press – 36 minutes ago.. .



LOS ANGELES (AP) — Disney is paying $4.05 billion to buy Lucasfilm Ltd., the production company behind "Star Wars," from its chairman and founder, George Lucas. It's also making a seventh movie in the "Star Wars" series called "Episode 7," set for release in 2015, with plans to follow it with Episodes 8 and 9 and then one new movie every two or three years.

The Walt Disney Co. announced the blockbuster agreement to make the purchase in cash and stock Tuesday. The deal includes Lucasfilm's prized high-tech production companies, Industrial Light & Magic and Skywalker Sound, as well as rights to the "Indiana Jones" franchise.

Disney CEO Bob Iger said in a statement that the acquisition is a great fit and will help preserve and grow the "Star Wars" franchise.

"The last 'Star Wars' movie release was 2005's 'Revenge of the Sith' — and we believe there's substantial pent-up demand," Iger said.

Kathleen Kennedy, the current co-chairman of Lucasfilm, will become the division's president and report to Walt Disney Studios Chairman Alan Horn. Lucas will be creative consultant on new "Star Wars" films.

Lucas said in a statement, "It's now time for me to pass 'Star Wars' on to a new generation of filmmakers."

The deal brings Lucasfilm under the Disney banner with other brands including Pixar, Marvel, ESPN and ABC, all companies that Disney has acquired over the years. A former weatherman who rose through the ranks of ABC, Iger has orchestrated some of the company's biggest acquisitions, including the $7.4 billion purchase of animated movie studio Pixar in 2006 and the $4.2 billion acquisition of comic book giant Marvel in 2009.

Disney shares were not trading with stock markets closed due to the impact of Superstorm Sandy in New York.



Here's the official annoucement.


Burbank, CA and San Francisco, CA, October 30, 2012 – Continuing its strategy of delivering exceptional creative content to audiences around the world, The Walt Disney Company (NYSE: DIS) has agreed to acquire Lucasfilm Ltd. in a stock and cash transaction. Lucasfilm is 100% owned by Lucasfilm Chairman and Founder, George Lucas.

Under the terms of the agreement and based on the closing price of Disney stock on October 26, 2012, the transaction value is $4.05 billion, with Disney paying approximately half of the consideration in cash and issuing approximately 40 million shares at closing. The final consideration will be subject to customary post-closing balance sheet adjustments.

"Lucasfilm reflects the extraordinary passion, vision, and storytelling of its founder, George Lucas," said Robert A. Iger, Chairman and Chief Executive Officer of The Walt Disney Company. "This transaction combines a world-class portfolio of content including Star Wars, one of the greatest family entertainment franchises of all time, with Disney's unique and unparalleled creativity across multiple platforms, businesses, and markets to generate sustained growth and drive significant long-term value."

"For the past 35 years, one of my greatest pleasures has been to see Star Wars passed from one generation to the next," said George Lucas, Chairman and Chief Executive Officer of Lucasfilm. "It's now time for me to pass Star Wars on to a new generation of filmmakers. I've always believed that Star Wars could live beyond me, and I thought it was important to set up the transition during my lifetime. I'm confident that with Lucasfilm under the leadership of Kathleen Kennedy, and having a new home within the Disney organization, Star Wars will certainly live on and flourish for many generations to come. Disney's reach and experience give Lucasfilm the opportunity to blaze new trails in film, television, interactive media, theme parks, live entertainment, and consumer products."

Under the deal, Disney will acquire ownership of Lucasfilm, a leader in entertainment, innovation and technology, including its massively popular and "evergreen" Star Wars franchise and its operating businesses in live action film production, consumer products, animation, visual effects, and audio post production. Disney will also acquire the substantial portfolio of cutting-edge entertainment technologies that have kept audiences enthralled for many years. Lucasfilm, headquartered in San Francisco, operates under the names Lucasfilm Ltd., LucasArts, Industrial Light & Magic, and Skywalker Sound, and the present intent is for Lucasfilm employees to remain in their current locations.

Kathleen Kennedy, current Co-Chairman of Lucasfilm, will become President of Lucasfilm, reporting to Walt Disney Studios Chairman Alan Horn. Additionally she will serve as the brand manager for Star Wars, working directly with Disney's global lines of business to build, further integrate, and maximize the value of this global franchise. Ms. Kennedy will serve as executive producer on new Star Wars feature films, with George Lucas serving as creative consultant. Star Wars Episode 7 is targeted for release in 2015, with more feature films expected to continue the Star Wars saga and grow the franchise well into the future.

The acquisition combines two highly compatible family entertainment brands, and strengthens the long-standing beneficial relationship between them that already includes successful integration of Star Wars content into Disney theme parks in Anaheim, Orlando, Paris and Tokyo.

Driven by a tremendously talented creative team, Lucasfilm's legendary Star Wars franchise has flourished for more than 35 years, and offers a virtually limitless universe of characters and stories to drive continued feature film releases and franchise growth over the long term. Star Wars resonates with consumers around the world and creates extensive opportunities for Disney to deliver the content across its diverse portfolio of businesses including movies, television, consumer products, games and theme parks. Star Wars feature films have earned a total of $4.4 billion in global box to date, and continued global demand has made Star Wars one of the world's top product brands, and Lucasfilm a leading product licensor in the United States in 2011. The franchise provides a sustainable source of high quality, branded content with global appeal and is well suited for new business models including digital platforms, putting the acquisition in strong alignment with Disney's strategic priorities for continued long-term growth.

The Lucasfilm acquisition follows Disney's very successful acquisitions of Pixar and Marvel, which demonstrated the company's unique ability to fully develop and expand the financial potential of high quality creative content with compelling characters and storytelling through the application of innovative technology and multiplatform distribution on a truly global basis to create maximum value. Adding Lucasfilm to Disney's portfolio of world class brands significantly enhances the company's ability to serve consumers with a broad variety of the world's highest-quality content and to create additional long-term value for our shareholders.

The Boards of Directors of Disney and Lucasfilm have approved the transaction, which is subject to clearance under the Hart-Scott-Rodino Antitrust Improvements Act, certain non-United States merger control regulations, and other customary closing conditions. The agreement has been approved by the sole shareholder of Lucasfilm.

Note: Additional information and comments from Robert A. Iger, chairman and CEO, The Walt Disney Company, and Jay Rasulo, senior executive vice president and CFO, The Walt Disney Company, regarding Disney's acquisition of Lucasfilm, are attached.

Investor Conference Call:

An investor conference call will take place at approximately 4:30 p.m. EDT / 1:30 p.m. PDT today, October 30, 2012. To listen to the Webcast, turn your browser to /investors/events or dial in domestically at (888) 771-4371 or internationally at (847) 585-4405. For both dial-in numbers, the participant pass code is 33674546.

The discussion will be available via replay on the Disney Investor Relations website through November 13, 2012 at 5:00 PM EST/2:00 PM PST.

About The Walt Disney Company

The Walt Disney Company, together with its subsidiaries and affiliates, is a leading diversified international family entertainment and media enterprise with five business segments: media networks, parks and resorts, studio entertainment, interactive media, and consumer products. Disney is a Dow 30 company with revenues of over $40 billion in its Fiscal Year 2011.

About Lucasfilm Ltd.

Founded by George Lucas in 1971, Lucasfilm is a privately held, fully-integrated entertainment company. In addition to its motion-picture and television production operations, the company's global activities include Industrial Light & Magic and Skywalker Sound, serving the digital needs of the entertainment industry for visual-effects and audio post-production; LucasArts, a leading developer and publisher of interactive entertainment software worldwide; Lucas Licensing, which manages the global merchandising activities for Lucasfilm's entertainment properties; Lucasfilm Animation; and Lucas Online creates Internet-based content for Lucasfilm's entertainment properties and businesses. Additionally, Lucasfilm Singapore, produces digital animated content for film and television, as well as visual effects for feature films and multi-platform games. Lucasfilm Ltd. is headquartered in San Francisco, California.

# # #

Contact:

Zenia Mucha
The Walt Disney Company
818-560-5300

Forward-Looking Statements:

Certain statements in this communication and the attachments may constitute "forward-looking statements" within the meaning of the Private Securities Litigation Reform Act of 1995. Such statements relate to a variety of matters, including but not limited to: the operations of the businesses of Disney and Lucasfilm separately and as a combined entity; the timing and consummation of the proposed merger transaction; the expected benefits of the integration of the two companies; the combined company's plans, objectives, expectations and intentions and other statements that are not historical fact. These statements are made on the basis of the current beliefs, expectations and assumptions of the management of Disney and Lucasfilm regarding future events and are subject to significant risks and uncertainty. Investors are cautioned not to place undue reliance on any such forward-looking statements, which speak only as of the date they are made. Neither Disney nor Lucasfilm undertakes any obligation to update or revise these statements, whether as a result of new information, future events or otherwise.

Actual results may differ materially from those expressed or implied. Such differences may result from a variety of factors, including but not limited to:
• legal or regulatory proceedings or other matters that affect the timing or ability to complete the transactions as contemplated;
• the risk that the businesses will not be integrated successfully;
• the possibility of disruption from the merger making it more difficult to maintain business and operational relationships;
• the possibility that the merger does not close, including but not limited to, due to the failure to satisfy the closing conditions;
• any actions taken by either of the companies, including but not limited to, restructuring or strategic initiatives (including capital investments or asset acquisitions or dispositions);
• developments beyond the companies' control, including but not limited to: changes in domestic or global economic conditions, competitive conditions and consumer preferences; adverse weather conditions or natural disasters; health concerns; international, political or military developments; and technological developments.

Additional factors that may cause results to differ materially from those described in the forward-looking statements are set forth in the Annual Report on Form 10-K of Disney for the year ended October 1, 2011, under the heading "Item 1A—Risk Factors," and in subsequent reports on Forms 10-Q and 8-K and other filings made with the SEC by Disney.



ROBERT A. IGER, CHAIRMAN AND CEO, THE WALT DISNEY COMPANY REMARKS FOR ANALYSTS REGARDING DISNEY'S ACQUISITION OF LUCASFILM LTD., AS PREPARED

As we just announced, The Walt Disney Company has agreed to acquire Lucasfilm and its world class portfolio of creative content – including the legendary Star Wars franchise – along with all of its operating businesses, including Industrial Light & Magic and Skywalker Sound.

George Lucas is a visionary, an innovator and an epic storyteller – and he's built a company at the intersection of entertainment and technology to bring some of the world's most unforgettable characters and stories to screens across the galaxy. He's entertained, inspired, and defined filmmaking for almost four decades and we're incredibly honored that he has entrusted the future of that legacy to Disney.

Disney has had a great relationship with George that goes back a long way – with Star Wars theme attractions in our parks in Anaheim, Orlando, Paris and Tokyo. This acquisition builds on that foundation and combines two of the strongest family entertainment brands in the world. It makes sense, not just because of our brand compatibility and previous success together, but because Disney respects and understands – better than just about anyone else – the importance of iconic characters and what it takes to protect and leverage them effectively to drive growth and create value.

Lucasfilm fits perfectly with Disney's strategic priorities. It is a sustainable source of branded, high quality creative content with tremendous global appeal that will benefit all of Disney's business units and is incredibly well suited for new business models, including digital platforms. Adding the Lucasfilm IP to our existing Disney, Pixar and Marvel IP clearly enhances our ability to serve consumers, strengthening our competitive position -- and we are confident we can earn a return on invested capital well in excess of our cost of capital.

Star Wars in particular is a strong global brand, and one of the greatest family entertainment franchises of all time, with hundreds of millions of fans around the globe. Its universe of more than 17,000 characters inhabiting several thousand planets spanning 20,000 years offers infinite inspiration and opportunities – and we're already moving forward with plans to continue the epic Star Wars saga.

The last Star Wars movie release was 2005's Revenge of the Sith – and we believe there's substantial pent up demand. In 2015, we're planning to release Star Wars Episode 7 – the first feature film under the "Disney-Lucasfilm" brand. That will be followed by Episodes 8 and 9 – and our long term plan is to release a new Star Wars feature film every two to three years. We're very happy that George Lucas will be creative consultant on our new Star Wars films and that Kathleen Kennedy, the current Co-Chair of Lucasfilm, will executive produce. George handpicked Kathy earlier this year to lead Lucasfilm into the future. She'll join Disney as President of Lucasfilm, reporting into Walt Disney Studios Chairman Alan Horn and integrating and building the Star Wars franchise across our company.

Our successful acquisitions of Pixar and Marvel prove Disney's unique ability to grow brands and expand high-quality creative content to its fullest franchise potential and maximum value.

We've leveraged Pixar's terrific characters and stories into franchises across our company – from feature films to consumer products online games, major attractions in our theme parks, and more.

The 2006 Pixar acquisition delivered more than great Pixar content -- it also delivered the means to energize and revitalize the creative engine at Walt Disney Animation – which was crucial to our long term success. Animation is the heart and soul of Disney and our successful creative resurgence will be on full display this weekend when Wreck-It-Ralph opens in theaters across the country.

Our acquisition of Marvel three years later combined Marvel's strong global brand and world-renowned library of characters with Disney's creative skills, unparalleled global portfolio of entertainment properties, and an integrated business structure that maximizes the value of creative content across multiple platforms and territories. Our first two Marvel films – Thor and Captain America grossed a total of more than $800 million at the box office. This year, Marvel's The Avengers grossed more than $1.5 billion to become the world's third highest grossing movie of all time – and an important and lucrative franchise for us.

We're looking forward to a robust slate of new Marvel movies – starting with Iron Man 3 and Thor: The Dark World next year, followed by Captain America: The Winter Soldier in 2014. And, as we announced previously, Joss Whedon is writing and directing Avengers 2 and developing a Marvel-based series for ABC.

Pixar and Marvel both fit our criteria for strategic acquisitions – they add great IP that benefits multiple Disney businesses for years to come, and continue to create value well in excess of their purchase price. The acquisition of Lucasfilm is in keeping with this proven strategy for success and we expect it to create similar opportunity for Disney to drive long-term value for our shareholders.

We're clearly excited about this move forward. We believe we can do great things with these amazing assets….we have a proven track record of maximizing the value of our strategic acquisitions…. and we're poised to do the same with this one.



JAY RASULO, SENIOR EXECUTIVE VICE PRESIDENT AND CFO, THE WALT DISNEY COMPANY REMARKS FOR ANALYSTS REGARDING DISNEY'S ACQUISITION OF LUCASFILM LTD., AS PREPARED

Lucasfilm, and more specifically the Star Wars franchise, fits perfectly within the Disney portfolio of intellectual properties and the strategic and financial implications of this acquisition are compelling. Our team has spent a tremendous amount of time evaluating this deal and we have concluded we are uniquely positioned to maximize the value of Lucasfilm's IP in a manner that can generate substantial value for our shareholders above and beyond the purchase price.

In this transaction we will acquire rights to the Star Wars and Indiana Jones franchises, a highly talented and expert team, Lucasfilm's best-in-class post production businesses, Industrial Light and Magic and Skywalker Sound, and a suite of cutting edge entertainment technologies. Our valuation focused almost entirely on the financial potential of the Star Wars franchise, which we expect to provide us with a stream of storytelling opportunities for years to come delivered via all relevant platforms on a global basis.

There are a number of ways our company will derive value from Lucasfilm's intellectual property—some of which can be realized immediately while others will accrue to us over time. George and his team have built Star Wars into one of the most successful and enduring family entertainment franchises in history, as well as one of the best selling licensed character merchandise brands in the U.S. and around the world. However, we believe there is great opportunity to further expand the consumer products business. Today, Star Wars is heavily skewed toward toys and North America. We see great opportunity domestically to extend the breadth and depth of the Star Wars franchise into other categories. We also plan to leverage Disney's global consumer products organization to grow the Star Wars consumer products business internationally.

Let me note that in 2012 Lucasfilm's consumer products business is expected to generate total licensing revenue that is comparable to the roughly $215 million in consumer products revenue Marvel generated in 2009, the year in which we announced our acquisition. With renewed film releases, and the support we can give the Star Wars property on our Disney-branded TV channels, we expect that business to grow substantially and profitably for many years to come.

We also expect to create significant value in the film business. We plan to release the first new Star Wars film in 2015, and then plan to release one film every two to three years. These films will be released and distributed as part of our target slate of 8-10 live-action films per year, and will augment Disney's already strong creative pipeline for many years to come. Lucasfilm has not released a Star Wars film since Revenge of the Sith in 2005. However, adjusted for inflation, as well as growth in both international box office and 3D, we estimate the three most recent Star Wars films would have averaged about $1.5 billion in global box office in today's dollars. This speaks to the franchise's strength, global appeal and the great opportunity we have in the film business.

We also expect to utilize Star Wars in other businesses including Parks & Resorts, in games and in our television business. These initiatives were also considered in our valuation.

Under the terms of the agreement, Disney will buy Lucasfilm for $4.05 billion, consisting of approximately fifty percent cash and fifty percent in Disney stock. Based on Friday's closing price of Disney stock, we expect to issue approximately 40 million Disney shares in this transaction. We continue to believe our shares are attractively priced at current levels and therefore, we currently intend to repurchase all of the shares issued within the next two years-- and that's in addition to what we planned to repurchase in the absence of the transaction.

Our valuation of Lucasfilm is roughly comparable to the value we placed on Marvel when we announced that acquisition in 2009. Our Lucasfilm valuation is almost entirely driven by the Star Wars franchise, so any success from other franchises would provide upside to our base case. I realize it may be a challenge for you to quantify our opportunity given the limited amount of publicly available information. But to give you some perspective on the size of the Lucasfilm business-- in 2005, the year in which the most recent Star Wars film was released, Lucasfilm generated $550 million in operating income. We've taken a conservative approach in our valuation assumptions, including continued erosion of the home entertainment market, and we expect this acquisition to create value for our shareholders.

In terms of the impact on our financials, we expect the acquisition to be dilutive to our EPS by low single digit percentage points in fiscal 2013 and 2014 and become accretive to EPS in 2015.

Our capital allocation philosophy has been consistent since Bob took over as CEO. In addition to returning capital to shareholders, we have invested, both organically and through acquisitions, in high quality, branded content that can be seamlessly leveraged across our businesses. Our acquisition of Lucasfilm is entirely consistent with this strategy, and we're incredibly excited by the prospect of building on Lucasfilm's successful legacy to create significant value for our shareholders.

[video=youtube;YyqlTi7lkhY]http://www.youtube.com/watch?v=YyqlTi7lkhY&feature=player_embedded[/video]
 
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bd popeye

The Last Jedi
VIP Professional
^^^ To-nite about 8pm CDST you will feel a shake rattle and roll coming from Iowa.. as I dance in the street celebrating the new Star Wars film.:p..
 

jackliu

Banned Idiot
^^^ To-nite about 8pm CDST you will feel a shake rattle and roll coming from Iowa.. as I dance in the street celebrating the new Star Wars film.:p..

I'm also very excited, hope they don't mess it up... however episode 1-3 has set the bar pretty low.
 

Maggern

Junior Member
When I first read this I thought it was an april fool's joke. Then the article specifically said it wasn't. Well, I still want to think it is.....How can the state of star wars change so dramatically so suddenly? Not only changing ownership, but suddenly a new movie??? Well, to the deepest depths of my soul I hope they repent the downfall of Episodes I-III with thre new ones that kick ass :)
 
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