Business Case Studies & Business Publications

Pitching a Relaunch of “Little House on ...

Dikolli, Shane, Sh...

Case

Pitching a Relaunch of “Little House on the Prairie”: Accounting for Audience Nostalgia

Dikolli, Shane; Shackell, Margaret B.; Shields, Alison B.

C-2504 | Published March 25, 2025 | 10 pages Case

Collection: Darden School of Business

Add To Cart Buy Now

Product Details

A television producer, Greta Gordon, is considering relaunching the "Little House on the Prairie" television series. She has several critical issues to address, including the role of nostalgia, what audiences might expect, how modern cultural sensitivities might not align with aspects of the original books, and key decisions regarding the target audience and the most appropriate distribution channel for the television series. This case uses nostalgia theory to suggest a possible strategic decision for a new streaming series. Students must consider the strategy for aligning with a traditional book series and television show. They need to understand the implications of linking to work written in the past and analyze the way forward. They will also need to consider how to negotiate the best deal for the new show. Students will work on the following competencies: strategic and tactical planning, decision analysis, industry-specific knowledge, communication skills, and negotiation. This case was originally developed for students in accounting and marketing for entertainment and media management. It thus has an industry-specific slant, but it can be adapted easily to helping students develop critical thinking skills in any marketing, managerial, or cost accounting course.

After preparing and discussing this case, students will be able to do the following: - Identify the business potential of nostalgia and how it affects consumer behavior and decision-making in the entertainment industry. This objective is operationalized through developing a pitch for the relaunch of an iconic brand. - Apply management accounting concepts to long-term investment decisions that rely on consumer preferences. This objective is achieved through the development of financial analyses with consideration of relevant costs and the extent to which nonfinancial factors such as consumer preferences may have override implications from forecasted financial outcomes. - Assess strategic trade-offs in brand relaunch decisions. In particular, the case focuses on the challenges of balancing the expectations of legacy audiences and societal values with both new market demands and modern societal values. - Learn to craft a compelling pitch to strategic investment decision-makers who are sensitive to divergent consumer preferences.