Pixar

context: en: During this period Pixar continued its successful relationship with Walt Disney Animation Studios, a studio whose corporate parent would ultimately become its most important partner. As 1991 began, however, the layoff of 30 employees in the company's computer hardware department—including the company's president, Chuck Kolstad, reduced the total number of employees to just 42, essentially its original number. Yet Pixar made a historic $26 million deal with Disney to produce three computer-animated feature films, the first of which was Toy Story. By then the software programmers, who were doing RenderMan and IceMan, and Lasseter's animation department, which made television commercials (and four Luxo Jr. shorts for Sesame Street the same year), were all that remained of Pixar.Despite the total income from these projects the company continued to lose money and Jobs, as chairman of the board and now the full owner, often considered selling it. Even as late as 1994 Jobs contemplated selling Pixar to other companies such as Hallmark Cards, Microsoft co-founder Paul Allen, and Oracle CEO and co-founder Larry Ellison. Only after learning from New York critics that Toy Story would probably be a hit—and confirming that Disney would distribute it for the 1995 Christmas season—did he decide to give Pixar another chance. For the first time, he also took an active leadership role in the company and made himself CEO. Toy Story went on to gross more than $373 million worldwide and, when Pixar held its initial public offering on November 29, 1995, it exceeded Netscape's as the biggest IPO of the year. In only its first half-hour of trading Pixar stock shot from $22 to $45, delaying trading because of un-matched buy orders. Shares climbed to $49 before closing the day at $39.During the 1990s and 2000s, Pixar gradually developed the "Pixar Braintrust," the studio's primary creative development process, in which all directors, writers, and lead storyboard artists at the studio look at each other's projects on a regular basis and give each other very candid "notes" (the industry term for constructive criticism). The Braintrust operates under a philosophy of a "filmmaker-driven studio," in which creatives help each other move their films forward through a process somewhat like peer review, as opposed to the traditional Hollywood approach of an "executive-driven studio" in which directors are micromanaged through "mandatory notes" from development executives ranking above the producers. According to Catmull, it evolved out of the working relationship between Lasseter, Stanton, Docter, Unkrich, and Joe Ranft on Toy Story.As a result of the success of Toy Story, Pixar built a new studio at the Emeryville campus which was designed by PWP Landscape Architecture and opened in November 2000.
qas: question: zh_tw: 皮克斯的合作伙伴是誰？
answers: en: text: Walt Disney Animation Studios

question: zh_tw: 這兩家公司涉及的協議金額是多少？
answers: en: text: $26 million

context: en: Pixar and Disney had disagreements over the production of Toy Story 2. Originally intended as a straight-to-video release (and thus not part of Pixar's three-picture deal), the film was eventually upgraded to a theatrical release during production. Pixar demanded that the film then be counted toward the three-picture agreement, but Disney refused. Though profitable for both, Pixar later complained that the arrangement was not equitable. Pixar was responsible for creation and production, while Disney handled marketing and distribution. Profits and production costs were split 50-50, but Disney exclusively owned all story, character and sequel rights and also collected a 10- to 15-percent distribution fee. The lack of story, character and sequel rights was perhaps the most onerous aspect to Pixar and set the stage for a contentious relationship.The two companies attempted to reach a new agreement for ten months before it fell through in January 2004. The new deal would be only for distribution, as Pixar intended to control production and own the resulting story, character and sequel rights themselves while Disney would own the right of first refusal to distribute any sequels. Pixar also wanted to finance their films on their own and collect 100 percent of the profits, paying Disney only the 10- to 15-percent distribution fee. More importantly, as part of any distribution agreement with Disney, Pixar demanded control over films already in production under their old agreement, including The Incredibles (2004) and Cars (2006). Disney considered these conditions unacceptable, but Pixar would not concede.Disagreements between Steve Jobs and then-Disney chairman and CEO Michael Eisner made the negotiations more difficult than they otherwise might have been. They broke down completely in mid-2004, with Disney forming Circle 7 Animation and Jobs declaring that Pixar was actively seeking partners other than Disney. Despite this announcement, Pixar did not enter negotiations with other distributors, although a Warner Bros. spokesperson told CNN, "We would love to be in business with Pixar. They are a great company." After a lengthy hiatus, negotiations between the two companies resumed following the departure of Eisner from Disney in September 2005. In preparation for potential fallout between Pixar and Disney, Jobs announced in late 2004 that Pixar would no longer release movies at the Disney-dictated November time frame, but during the more lucrative early summer months. This would also allow Pixar to release DVDs for their major releases during the Christmas shopping season. An added benefit of delaying Cars from November 4, 2005, to June 9, 2006, was to extend the time frame remaining on the Pixar-Disney contract, to see how things would play out between the two companies.Pending the Disney acquisition of Pixar, the two companies created a distribution deal for the intended 2007 release of Ratatouille, if the acquisition fell through, to ensure that this one film would still be released through Disney's distribution channels. In contrast to the earlier Pixar deal, Ratatouille was meant to remain a Pixar property and Disney would have received only a distribution fee. The completion of Disney's Pixar acquisition, however, nullified this distribution arrangement.
qas: question: zh_tw: 皮克斯只想支付發行費用給哪家公司？
answers: en: text: Disney

question: zh_tw: 皮克斯和迪斯尼之間的衝突發生在哪一年？
answers: en: text: 2004