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【经济学人】迪士尼传奇 | 取经号






Star Wars, Disney and myth-making


How one company came to master the business of storytelling


FROM a galaxy far, far away to a cinema just down the road: “The Force Awakens”, the newest instalment of the Star Wars saga, is inescapable this Christmas. The first Star Wars title since Lucasfilm, the owner of the franchise, was acquired by Disney in 2012 for $4.1 billion, it represents more than just the revival of a beloved science-fiction series. It is the latest example of the way Disney has prospered over the past decade from a series of shrewd acquisitions (see article). Having bought Pixar, Marvel and Lucasfilm, Disney has skilfully capitalised on their intellectual property—and in so doing, cemented its position as the market leader in the industrialisation of mythology. Its success rests on its mastery of the three elements of modern myth-making: tropes, technology and toys.


From Homer to Han Solo


Start with the tropes. Disney properties, which include everything from “Thor” to “Toy Story”, draw on well-worn devices of mythic structure to give their stories cultural resonance. Walt Disney himself had an intuitive grasp of the power of fables. George Lucas, the creator of Star Wars, is an avid student of the work of Joseph Campbell, an American comparative mythologist who outlined the “monomyth” structure in which a hero answers a call, is assisted by a mentor figure, voyages to another world, survives various trials and emerges triumphant. Both film-makers merrily plundered ancient mythology and folklore. The Marvel universe goes even further, directly appropriating chunks of Greco-Roman and Norse mythology. (This makes Disney’s enthusiasm for fierce enforcement of intellectual-property laws, and the seemingly perpetual extension of copyright, somewhat ironic.)


The internal mechanics of myths may not have changed much over the ages, but the technology used to impart them certainly has. That highlights Disney’s second area of expertise. In Homer’s day, legends were passed on in the form of dactylic hexameters; modern myth-makers prefer computer graphics, special effects, 3D projection, surround sound and internet video distribution, among other things. When Disney bought Lucasfilm it did not just acquire the Star Wars franchise; it also gained Industrial Light & Magic, one of the best special-effects houses in the business, whose high-tech wizardry is as vital to Marvel’s Avengers films as it is to the Star Wars epics. And when Disney was left behind by the shift to digital animation, it cannily revitalised its own film-making brand by buying Pixar, a firm as pioneering in its field as Walt Disney had been in hand-drawn animation. Moreover, modern myths come in multiple media formats. The Marvel and Star Wars fantasy universes are chronicled in interlocking films, television series, books, graphic novels and video games. Marvel’s plans are mapped out until the mid-2020s.


But these days myths are also expected to take physical form as toys, merchandise and theme-park rides. This is the third myth-making ingredient. Again, Walt Disney led the way, licensing Mickey Mouse and other characters starting in the 1930s, and opening the original Disneyland park in 1955. Mr Lucas took cinema-related merchandise into a new dimension, accepting a pay cut as director in return for all the merchandising rights to Star Wars—a deal that was to earn him billions. Those rights now belong to Disney, and it is making the most of them: sales of “The Force Awakens” merchandise, from toys to clothing, are expected to be worth up to $5 billion alone in the coming year. In all, more than $32 billion-worth of Star Wars merchandise has been sold since 1977, according to NPD Group, a market-research firm. Even Harry Potter and James Bond are scruffy-looking nerf-herders by comparison.


Those other franchises are reminders that Disney’s approach is not unique. Other studios are doing their best to imitate its approach. But Disney has some of the most valuable properties and exploits them to their fullest potential. It is particularly good at refreshing and repackaging its franchises to encourage adults to revisit their childhood favourites and, in the process, to introduce them to their own children. This was one reason why Pixar, whose films are known for their cross-generational appeal, was such a natural fit. Now the next generation is being introduced to Star Wars by their nostalgic parents. At the same time, Disney has extended its franchises by adding sub-brands that appeal to particular age groups: children’s television series spun off from Star Wars, for example, or darker, more adult tales from the Marvel universe, such as the “Daredevil” and “Jessica Jones” series on.

其他系列电影表明,迪士尼的策略不是唯一的。其他一些影城也竭尽全力地效仿迪士尼的做法。但迪士尼拥有最有价值的资源,并能最大程度开发这些资源,尤其 擅长再更新和再包装其产品,以此鼓励成人回忆他们的童年最爱,在此过程中,将喜好介绍给自己的孩子。皮克斯擅长制作吸引两代人的电影,这也使得它与迪士尼的合作成为天作之合。现在,怀旧的父母们也将把星球大战传承给下一代。与此同时,迪士尼通过增加吸引特定年龄的子品牌拓宽系列经营权:例如,源于《星球大战》的少儿电视节目,始于漫威宇宙系列的更黑暗、更成人化的故事,比如网飞公司的《超胆侠》和《杰西卡琼斯》等电影。

Do, or do not—there is no try


What explains the power of all this modern-day mythology? There is more to it than archetypal storytelling, clever technology and powerful marketing. In part, it may fill a void left by the decline of religion in a more secular world. But it also provides an expression for today’s fears. The original “Star Wars” film, in which a band of plucky rebels defeat a technological superpower, was a none-too-subtle inversion of the Vietnam war. The Marvel universe, originally a product of the cold-war era, has adapted well on screen to a post-9/11 world of surveillance and the conspiratorial mistrust of governments, large corporations and the power of technology. In uncertain times, when governments and military might seem unable to keep people safe or stay honest, audiences take comfort in the idea of superheroes who ride to the rescue. Modern myths also have the power to unify people across generations, social groups and cultures, creating frameworks of shared references even as other forms of media consumption become ever more fragmented.


Ultimately, however, these modern myths are so compelling because they tap primordial human urges—for refuge, redemption and harmony. In this respect they are like social-media platforms, which use technology to industrialise social interaction. Similarly, modern myth-making, reliant though it is on new tools and techniques, is really just pushing the same old buttons in stone-age brains. That is something that Walt Disney understood instinctively—and that the company he founded is now exploiting so proficiently.








1.Trope: on the interwebs really refers to an often overused plot device. It can also be de-scribed as another variation on the same theme. TV shows, movies, comics, games, anime', & books are full of tropes & many rabid fan-sites now name & track said tropes with a self-explanatory title for each one.类型化创作手法,广泛用于商业电影电视,漫画和游戏等等有特定题材的作品当中

2.Norse: adj., Norse means belonging or relating to Scandinavian countries in medieval times.(中世纪)斯堪的纳维亚的;与斯堪的纳维亚有关的

3.Greco-Roman:adj. characteristic of the ancient Greek and Roman cultures希腊罗马的

4.lead the way:带路,示范

5.dimension:a measurement in space尺寸

the size and extent of a situation规模,程度,范围

an aspect, or way of looking at or thinking about sth侧面

6.merchandising rights:



8.such a natural fit:真是天作之合

9.spun off:分离,剥离

10.fragment:n. a small part of sth that has broken off or comes from sth larger碎片,片段 v. to break or make sth break into small pieces or parts.(使)分裂





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