Paramount Pictures

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Paramount's centennial logo

Paramount Pictures is the film production and distribution company that formerly owned the Star Trek franchise and which still holds the rights to the Star Trek feature films. Paramount is owned by the current version of the media conglomerate Viacom, which is in turn controlled by National Amusements.

Brad Grey, previously a television producer, is the current CEO. It is his intention to establish Paramount as a leading media company again, willing to take risks and lure creative talent back. As part of this venture, he lured Gail Berman (one of the original producers of Buffy the Vampire Slayer) into the corporate offices as President.

Paramount Pictures has, for decades, operated its own theater, the Paramount Theatre of the Arts (notice British spelling), currently located at 2025 Broadway Oakland, California, for premiere viewings of its productions.

History with Star Trek

Paramount formally acquired the Star Trek franchise on 27 July 1967 when Lucille Ball's Desilu Studios, the company producing Star Trek: The Original Series (as it was later coined, but then still officially known as simply Star Trek), was purchased for US$17 million dollar by Gulf+Western, which owned Paramount at the time. Paramount Pictures at that time operated its own, hitherto insignificant, television production department, into which Desilu was incorporated to form Paramount Television, through which it now produced and owned the Star Trek television series. As a result of Gulf+Western's purchasing of Desilu, Paramount not only came into ownership of Star Trek, but acquired, aside from the ones that were no longer produced, the three other Desilu television shows that were in production at the time, Mission: Impossible (referenced on Star Trek), Mannix and The Lucy Show, as well. It were actually these three productions, considered hugely successful at the time, that Paramount was particularly interested in, not Star Trek, which was essentially thrown into the deal.

Paramount, which came under ownership of the former Viacom when that company took over the remnants of Gulf+Western in 1994, produced and distributed all Star Trek films and television shows from 1967 through 2016 (Star Trek Beyond), leaving the first season and the two preceding pilot episodes of the Original Series, the sole exceptions.

Syndicating Star Trek: The Original Series

Viewed as a commercial failure at the time, Gulf+Western actually wanted to exclude Star Trek from the purchase deal initially, or as then Desilu executive Herb Solow had later put it, "Paramount didn't want Star Trek, because it was losing too much money each week and didn't have enough episodes to syndicate successfully. That was a wise business decision at the time." Yet, Lucille Ball only wanted to sell her company wholesale, lock, stock and barrel, forcing a reluctant Paramount to also accept the legal liabilities of the unwanted property. (NBC: America's Network, p. 218)

One week after the acquisition, alarmed by his financial auditors, Gulf+Western founder, co-owner, president and driving force behind the acquisition, Charles Bluhdorn, called one of Desilu's former negotiators, Ed Holly, utterly aghast. Holly recalled, "Just a week or so after the merger, when Bluhdorn had started seeing the cost figures, he called me in the middle of the night. All I heard was 'What did you sell me? I'm going to the poorhouse!' I said, 'Charlie, you must be looking at Star Trek and Mission: Impossible. Those shows are costing almost to the dollar what our projections showed they would cost. You and your people made the judgment that that was all right." (Desilu: The Story of Lucille Ball and Desi Arnaz, 1994, pp. 297-298) Not in the least reassured by Holly, Bluhdorn decided to visit the set of Star Trek in person to witness a day of production for himself. Finding it an underwhelming experience, what he saw on that day made him highly skeptical, but, even hough it was his prerogative as the temporary chairman of the board of Paramount Pictures, he stopped short of actually ordaining the series' cancellation. Instead, he had a small army of Paramount and NBC financial executives and accountants descend on Star Trek to go through the finances of the production with a fine comb, which inevitably resulted in more severe budget slashes and creative meddlement from the uninitiated. This turned out to be the reason for the subsequent departure of the driving forces behind the show, Solow, and the producers Gene Roddenberry and, at a later stage, Robert Justman. (Inside Star Trek: The Real Story, 1997, pp. 360-et al.) This circumstance only served to reinforce the decision to cancel Star Trek as soon as possible at the time, which – even though NBC and Gulf+Western financial experts, balking at the by them perceived too high production costs, were already pushing for it directly upon the acquisition – was ultimately a call made by television network NBC at the end of the series' third season, reportedly leaving the entire production at US$4.7 million in debt. (Star Trek Creator: The Authorized Biography of Gene Roddenberry, p. 399) Since, due to original contractual obligations, net profits (non-existent at the time) had to be shared between the studio, Roddenberry's production company Norway Corporation, performer William Shatner and NBC, Paramount went even as far as offering Roddenberry in 1970 the opportunity to obtain the Star Trek property he had created for US$100,000-$150,000. Roddenberry however, was nowhere near able to raise this amount on his own, and the property remained were it was, which turned out to be fortuitous for the studio as, again as per Solow, "History would show that Gulf & Western's purchase of Star Trek alone, the low-rated, money-losing second-year series on NBC, would become one of the most spectacular business moves in entertainment history." (NBC: America's Network, p. 220)

Yet, very shortly after the studio had made Roddenberry the offer, Paramount found that its hot potato was quickly turning into a hot property due to its huge and unexpected success in syndication in the early 1970s. In effect, the very first time Paramount sold syndication rights was already in 1969 while the third season was still being aired on NBC. The buyer, Kaiser Broadcasting (which operated a small chain of local television stations along the West, and East Coast), immediately started to broadcast Star Trek after NBC had canceled the series on a daily basis and, much to their delight, observed a steep rise in viewership and ratings, the latter identified in Star Trek-lore as the reason why the Original Series was canceled by NBC in the first place. (Inside Star Trek: The Real Story, 1997, pp. 417-418) The phenomenon was not lost on other local television stations, and thus the spectacular resurgence of Star Trek in syndication started. By early 1987, when a new television series, Star Trek: The Next Generation, went into pre-production, Variety magazine of 2 December 1991, was able to report that the Original Series had by then netted the studio already over US$1 million dollar per episode in domestic syndication fees alone – and thus excluding the by then substantial sales revenues abroad, as well as those stemming from home media format, and affiliated merchandise sales. Considering the average production cost of US$190,000 per episode, this turned out to be a more than healthy return on investment, especially since Paramount had not borne the costs of the, relatively most expensive, first season of a production that was essentially thrown into the deal (any Desilu book losses in regard to the Star Trek production, would have been accounted for in the purchase price paid by Paramount), arguably for almost free, as Susan Sackett, Roddenberry's personal assistant, had dryly noted that it was NBC which had borne most (but not all) of the production costs (also explaining why there had been NBC financial experts present in the first place at the due diligence audit back in 1967), not Paramount. (Starlog, issue 43, p. 14)

Now the truly ugly side of doing business in Hollywood came to the fore in full force, as it became concurrently known that the studio had shortchanged at least one of its other stakeholders, Roddenberry, who was still legally entitled a full one third of the net profits (in exchange for surrendering any and all other legal title to the series, save for his "Created By"-credit, according to James Van Hise). Roddenberry was by 1981 perpetually led to believe by the studio that the Original Series was still deeply in the red by as much as US$1 million dollar – or US$500,000 by 1982, again according to Van Hise (The Man Who Created Star Trek: Gene Roddenberry, p. 58) – as supposedly "proven" by doctored account statements handed over to him. Roddenberry instructed his attorney, Leonard Maizlish, to start legal proceedings in order to be given access to Paramount's records, apparently to no avail. "The greatest science fiction in show biz is in the accounting", Roddenberry declared chagrined, referring to the infamous "Hollywood accounting" industry phenomenon. (Starlog, issue 43, p. 14) Roddenberry had reasons to be suspicious, as it seemed unlikely that the by 1987 reported net syndication profit of US$78 million dollar was only realized in the intervening six years. While it is unknown what the outcome of the legal proceedings were, it should be noted that it was around this time that Roddenberry entered into his below-mentioned advantageous (financially that is, creatively it was an altogether entirely different matter) movie deal with the studio; It is conceivable that Roddenberry and the studio settled their Original Series accounts on that occasion, as Roddenberry became an affluent man from then on.

Launching the Star Trek movie franchise

As if to underscore Roddenberry's suspicions, Bluhdorn himself had by 1974 completely reversed his stance from the one he had back in 1967, and had by now become enamored with Star Trek due to its huge and unexpected success in syndication, embracing the property as something of a pet project. It was therefore, after he had been presented by a subordinate, Paramount's then chief financial officer Arthur Barron, with the idea of turning Star Trek into a movie, that he gave Barry Diller, freshly appointed in October 1974 as the new studio head, as one of his consignments, to turn the idea into a project. Not particularly interested in doing Star Trek in any format whatsoever and, by any standard, a formidable executive himself, Diller nevertheless did not want to repeat the mistake his immediate predecessor Frank Yablans made by antagonizing his new boss and his new-found infatuation with Star Trek and set to work. (The Keys to the Kingdom, Chapter 5)

As it turned out, Roddenberry had already approached the studio with a pitch for a Star Trek movie one year previously. Then Paramount President, Frank Yablans, was very interested, but due to Roddenberry's obtuseness at the negotiation table, the proposition fell through. (Inside Star Trek: The Real Story, 2nd ed, pp 420-421) Despite the failure of the negotiations, Yablans' interest in producing high-tech science fiction was peaked nevertheless and to this end he facilitated and arranged the funding for the establishment of two Paramount visual effects subsidiaries, Douglas Trumbull's Future General Corporation (FGC) and Carey Melcher's Magicam, Inc, a very short time thereafter. [6] Unfortunately, his immediate successors, Barry Diller and Michael Eisener, had zero affinity with science fiction and none whatsoever with visual effects in particular, and tried to shut down FGC immediately upon their ascent, which came back to haunt the production later on. Template:Brokenlink Yablans however, had failed to inform his boss of Roddenberry's prior overtures, and Bluhdorn perceived this as part of Yablans' overall lack of respect for him, which shortly thereafter led to his downfall. Barron incidentally, had approached Bluhdorn on his own accord. (The Keys to the Kingdom, Chapter 5)

Still, getting Star Trek off the ground again as a new live-action production turned out to be not as straightforward as it originally sounded, and for three years the project stubbornly refused to come into fruition. However, when Diller thought up a fourth television network for the company, Paramount Television Services, officially announced on 10 June 1977, he intended Star Trek to serve as its flagship as a new television series, Star Trek: Phase II (or Star Trek II as its official title was to be). Fully endorsed by Bluhdorn, who sensed an even more profitable repeat performance of the property, actual production of a new live-action production was finally started the same month. His initial enthusiasm notwithstanding, Bluhdorn soon found out that America was not yet ready for a fourth television network, informed as such by then Vice President of Research Mel Harris, as advertiser's interest did not materialize and he already pulled the plug on the network project near the end of July. Still, he allowed the production of Star Trek to continue, which was, aside from his own personal interest, in no small part due to the desire not to loose development costs already sunk in all previous revitalization attempts. Star Trek: Phase II eventually morphed into Star Trek: The Motion Picture.

Partly due to the studio's hitherto utter lack of experience with a technically complex and visual effects heavy productions of this magnitude, the production of The Motion Picture proved to be exceptionally difficult, troublesome, frustrating and, for those times, extremely costly, the latter in no small part due to the studio's mishandling of the visual effects production. As a result, Diller and his executive subordinates (close to nervous exhaustion) were bracing themselves for a financial disaster, which fortunately for them did not materialize. Immensely relieved of having dodged the financial bullet, Diller and his colleagues counted their blessings and were fully prepared to move on, entirely willing to leave Star Trek behind them. Yet, Bluhdorn was of different mind and ordered the development of sequels shortly after the premiere of The Motion Picture in early 1980. Bluhdorn personally selected Harve Bennett who would head, as executive producer, the production of the subsequent four Star Trek films, of which two, Star Trek II: The Wrath of Khan and Star Trek IV: The Voyage Home, were to become particularly successful.

For all intents and purposes, it was therefore Bluhdorn, who was responsible for the creation of the Star Trek movie franchise. (The Keys to the Kingdom, Chapters 5-7) For a more detailed treatise on the difficult birth of the movie franchise, please refer to: Star Trek: The Motion Picture: Production

Gene Roddenberry however, indeed responsible for some (but not all) production troubles, was by the studio increasingly perceived as very difficult to work with and was essentially removed by them from creative control over the movie, halfway through the production. Actually, Diller had already removed him once entirely from one the the previous revitalization attempts, Star Trek: Planet of the Titans. While the studio, as far as they were concerned, had seen the very last of Roddenberry, the realization also sunk in that by now, no Star Trek incarnation could ever be produced without the Roddenberry name attached to it while he was still alive, due to his by now firmly established stature in the general populace's awareness as the creator of Star Trek, strongly backup-ed by a small, but highly vocal hardcore of the more puritanical Trekkies. Adhering to the old adagio "keep your friends close, but keep your enemies closer", the studio came up with a crafty solution to the conundrum; Roddenberry was "bumped upstairs", given his own office at the studio with a handsome remuneration and given the formal title of "Executive Consultant", which meant that directors and creative staff could ask for his opinion on the project, though with the proviso that his advice was not needed to be taken. Required by the agreement to be kept in the loop, but lost in the studio's equivalent of the "Bermuda Triangle", no one ever thereafter heeded Roddenberry's copious, but unsolicited, advise for the subsequent five movies, nor did anyone even bothered to consult with him. Though for the studio perhaps a costly solution, it was far cheaper than to be bogged down by incessant lawsuits, which were sure to follow given Roddenberry's character, and dealing with the fallout from the Star Trek fanbase, which was equally sure to follow, and the resulting negative publicity. Still, this did not prevent Roddenberry in the slightest to relentlessly harass studio and production staff alike, on occasion even threatening with legal actions as Actor/Director William Shatner and Director Nicholas Meyer could attest to. The latter was bluff however, as the stipulations of his studio contract gave him no legal grounds, and no legal proceedings ever materialized during this period in time. (William Shatner Presents: Chaos on the Bridge; From Sawdust to Stardust, pp. 240-241; Star Trek Movie Memories, pp. 99, et al.)

While acknowledging this state of affairs as "speculation", an opposing view was proffered by authors Judith and Garfield Reeves-Stevens, who have claimed in their reference book Star Trek: The Next Generation - The Continuing Mission (page 3) that, "(t)he real reason for Paramount's concern about keeping Roddenberry tied to each Star Trek film was that every executive involved with the productions shared the maddening knowledge that no one had the slightest idea why Star Trek was a success...except Gene Roddenberry. Without his input, there was always the chance that the next movie wouldn't capture whatever it was that made Star Trek so enticing." While staunch Roddenberry supporters Reeves-Stevens' may have had a point where the studio executives themselves were concerned, their assertion was certainly contradicted by the directors, producers and screenwriters of the subsequent five movies, all of them, save Shatner's Star Trek V: The Final Frontier, highly successful and all of which produced without any creative input from Roddenberry whatsoever, and each of them in varying degrees of vehemence actually opposed by him.

Creating an overall Star Trek franchise

For all the troubles The Motion Picture represented for the studio as far as the production itself was concerned, it also represented the birth of the modern moneymaking property the studio was to eventually refer to as "The Franchise". Responsible for this was Vice-president of Marketing and Licensing, Dawn Steel, who was charged with coming up with an additional revenue stream after the February 1979 visual effects crisis during the Motion Picture production. She did so by organizing a vigorous merchandising and licensing fund drive, which climaxed in a highly imaginative presentation, held in the largest theater on the Paramount lot. A resounding success, the presentation was met with rambunctious enthusiasm by the attending prospective licensee companies. "It was the most unbelievable party Paramount ever had.", attending studio producer, Brian Grazer, remembered, to which then novice studio producer Jerry Bruckheimer has admiringly added, "She went to conventions and got every toy-maker, anyone who made T-shirts and key chains and raised every nickel she could. She shook the trees. There hasn't been that energy vortex in merchandise since she left.". Numerous companies signed up, including, at the time, unusual ones such as food industry corporations like Coca-Cola and McDonald's. The presentation marked the first time for Paramount that licensing revenues were generated, before a production had premiered. The successful fund drive made Steel's name in the motion picture industry, and a thoroughly impressed Paramount CEO Michael Eisner, who was (in)famous for not being easily impressed, promoted her the next day to vice-president of productions in features, getting her off to a stellar industry career. She had been working in the licensing department for less than six months. (New York Magazine, 29 May 1989, p. 45; 6 September 1993, p. 40; Star Trek: The Complete Unauthorized History, pp. 108-109)

For obvious reasons, Hollywood studios had, and to this day, have been exceptionally loathe to divulge particulars surrounding their revenue streams stemming from licensing and merchandising efforts, Star Trek not excepted. However, Steel, due to the unexpected and exceptional success of her 1979 fund drive, had understandably been somewhat more loose-lipped, unable to resist some bragging at the time. Revealing in January 1980 that General Mills featured Star Trek artwork on 37 million of their cereal boxes, McDonald's had spent US$20 million dollar on TV adds to promote 50 million Star Trek themed "Happy Meals", and that Bally had by that time already totaled up a sale of US$19.5 million of US$1.795 apiece Star Trek themed pin-ball machines, alone, she divulged that by that time she expected that at the most conservative estimations, licensed Star Trek related merchandise would at least amount to US$250 million dollar, with the possibility to reach double that. "Licensed children's merchandise is the last category to suffer in a recession: Dad will give up his suits, but his kids will still get toys and clothes.", she clarified, adding, "Our fee ranges from one to 11 percent, depending on the product." This statement indicated that the studio was to receive at the very least US$2.5 million, or at the very most US$55 million dollar in licensing and merchandising revenues, though it was unlikely that the upper estimate was ever met due to the mixed reception of the movie and the somewhat disappointing sales of related merchandise. (Playboy magazine, January 1980, p. 310)

Concurrently, parent company Gulf+Western, through Bluhdorn, had commissioned the development of an accompanying, The Motion Picture-themed, book line through subsidiary Pocket Books, which it had acquired in 1975 (and therefore a sister company of Paramount Pictures), and from here on end merchandising and licensing became an integral part of a proactive overall marketing strategy (considerably hammered out by Frank Mancuso, Sr., who was hired as the department's president after Steel had left), in the creation of a sustained Star Trek product line. [7]

Relaunching the Star Trek television franchise

The continuing success of the syndicated Original Series, now augmented with three successful theatrical movies (even The Motion Picture turned out to be far more profitable than the studio initially led to believe – see: Star Trek films: Performance summary) and with a fourth movie and the 20th anniversary of the franchise coming up, enticed now Paramount Television Group President Mel Harris to decide that it would be opportune to launch a brand new Star Trek television series, especially since the fourth movie, The Voyage Home, soon proved to be exceptionally successful. To this end he instructed in late summer 1986 his subordinate, Paramount Network Television President John S. Pike, to develop what was to become The Next Generation. Initially, the studio wanted to proceed without Star Trek creator Gene Roddenberry, which was, aside from his notorious eccentricities, partly due to his failing health. Yet Pike, heeding his movie predecessor's considerations, decided to bring him in on an active role nevertheless on 12 September 1986. (Star Trek: The Next Generation - The Continuing Mission, p. 7) Unfortunately, Roddenberry's eccentricities, aggravated by ill health and his notorious attorney Leonard Maizlish, soon reasserted themselves yet again, turning the production of the first two seasons of the new series into a repeat performance of what had happened during the production of Star Trek: Phase II - The Motion Picture.

In an ironic repetition of what Herbert Solow had to go through twenty-two years earlier, Pike had a tough time selling the series to the networks, as interest in science fiction for television was at an all time low at the time (after The Next Generation started its run, it was for years the only new science fiction series being aired). Most ironically, it was future Paramount President Brandon Tartikoff who declined to buy the series for NBC, which he headed at the time; in 1965 NBC had bought The Original Series. Pike was down to his last option, Fox Broadcasting Company (which, again ironically, was established by Barry Diller, now succeeding where he had failed for Paramount in 1977 in establishing a fourth television network for which Star Trek: Phase II was slated to serve as flagship), finding it interested, but only wanting to commit to a half season of thirteen episodes at an offer that was nowhere near enough to cover the projected budget of US$1.2 million dollar per episode, when he was approached by his colleague, Paramount Domestic Television President Lucy Salhany.

Salhany convinced Pike to produce the new series for direct syndication, an entirely novel idea at the time. Taking her cue from the syndication history of the Original Series, Salhany reasoned that even if the new series did not turn in a profit in first syndication run, the studio should still take its losses on this occasion, as subsequent runs would, not to mention the future revenues from associated sales, such as merchandise, home media formats, foreign sales and the like. In order to manage financial risk, a half season run of thirteen episodes, packaged with Original Series episodes was proposed to see if interest, especially from the side of advertisers, in the new series would materialize, to continue production if it did. Subsequent events proved Salhany's hunch correct. In ultimately doing so, Star Trek again made television history. Despite a troubled and rocky production during its first two seasons, The Next Generation went on to arguably become the most successful outing in the television franchise. (William Shatner Presents: Chaos on the Bridge; Star Trek: The Next Generation - The Continuing Mission, pp. 5-7)

Post-Next Generation productions

The late Brandon Tartikoff, now chairman of Paramount Pictures in 1991 and 1992, during The Next Generation's fifth and sixth seasons, was deeply impressed with the success of the six (at the time) Star Trek films and The Next Generation, and it was he, in a complete reversal of the position he had six years earlier, who initiated and authorized the creation of a third live-action Star Trek series to launch into syndication, Star Trek: Deep Space Nine. (Trek: The Unauthorized Behind-The-Scenes Story of The Next Generation; DS9 Season 1 DVD-special feature, "A Bold New Beginning")

By this time the studio's stance and attitude towards Star Trek had radically changed from the one it had back in 1967, as author Stephen Edward Poe observed two years later when he resided at the studio on an extended stay in order to chronicle the genesis of the fourth live action Star Trek series, Star Trek: Voyager. Poe noticed that studio employees, executives included, were almost unanimously and reverently referring to their Star Trek property as "The Franchise" due to its reliable and consistent revenue stream, having been from the mid-1980s through the 1990s Paramount's most profitable property, much to the envy of industry competitors. (Star Trek: Voyager - A Vision of the Future, pp. 50-51) Reporter Mark A. Altman disclosed that the entire franchise had already passed the US$1 billion dollar mark in total studio revenues by 1993 (Cinefantastique, Vol 24 #3/4, p. 16), which was upped to US$2 billion gross in Entertainment Weekly's Special Star Trek Issue of 18 January 1995. Voyager itself was actually conceived to serve as the flagship of Paramount's second attempt of operating a television network, established in 1994 as United Paramount Network (UPN). Unlike its unsuccessful 1977 predecessor, UPN fared somewhat better, only ceasing to exist in 2006, after it had aired the fifth live action Star Trek series, Star Trek: Enterprise.

Paramount Television remained a dependent division of Paramount Pictures until 2006. In January 2006, the former Viacom was split into two separate, independent companies: CBS Corporation and a new Viacom. CBS Corporation was given ownership of Paramount Television, which was renamed CBS Paramount Television, currently known as CBS Television Studios, and thus gained ownership of the Star Trek franchise and television series, while Paramount Pictures, now part of the new Viacom, retained the rights to the Star Trek films through a license from CBS Television Studios, which remained the sole entity holding the copyrights to the Star Trek franchise.

More recently, Paramount Pictures had finished developing the 2009 feature film Star Trek and its 2013 sequel Star Trek Into Darkness, directed and produced by J.J. Abrams. The next Trek project is the 2016 sequel Star Trek Beyond.

Studio executives actively involved with Star Trek productions

(Note: This list is currently incomplete.)

In the list below, the name of the executive producers for any given production is also mentioned after its title. Formally, they are not part of the studio executive staff, but the creative managerial heads of the actual productions, and as such officially credited, which studio executives – Original Series executives Bill Heath, Herb Solow, Douglas S. Cramer and The Motion Picture's Lindsley Parsons, Jr. being the notably sole exceptions – are traditionally not. Yet, they do serve as the primary liaison between the actual productions and the studio oversight and consequently, they are answerable to studio executives. Note that even the highest Paramount executives had bosses; Diller, for example, was answerable to Gulf+Western President Bluhdorn, who, while relatively far removed from the production, did make some momentous decisions concerning the Star Trek movie franchise, as related above, aside from being responsible for acquiring the franchise for Paramount in the first place. Also listed are the executives involved with the Star Trek television franchise, since these productions were until 2006 part of Paramount Pictures, as explained above.

note: Executives listed in order of hierarchy

• Star Trek films
  • Star Trek: The Motion Picture, Executive Producer: Gene Roddenberry
    • Barry Diller - Chairman of the Board, President Paramount Pictures
    • Michael Eisner - President of Production in Features (from August 1977 onward)
    • Jeffery Katzenberg - Vice-President of Production in Features (from August 1977 onward)
    • Lindsley Parsons, Jr. - Vice-President of Production in Features (from November 1977 onward)
    • Don Simpson - Vice-President of Production in Features (from November 1977 onward)
    • Dawn Steel - Vice-President of Marketing and Licensing
  • Star Trek II: The Wrath of Khan, Executive Producer: Harve Bennett
    • Barry Diller - Chairman of the Board, President Paramount Pictures
    • Michael Eisner - President of Production in Features
    • Jeffery Katzenberg - Vice-President of Production in Features
    • Dawn Steel - Vice-President of Production in Features
  • Star Trek III: The Search for Spock, Executive Producer: Harve Bennett
    • Barry Diller - Chairman of the Board, President Paramount Pictures
    • Michael Eisner - President of Production in Features
    • Jeffery Katzenberg - Vice-President of Production in Features
    • Dawn Steel - Vice-President of Production in Features
    • Frank Mancuso, Sr. - President of Marketing and Licensing
  • Star Trek IV: The Voyage Home, Executive Producers: Harve Bennett, Ralph Winter. The death of Bluhdorn in 1983 and the departure of Diller, Eisner and Katzenberg, all within a timespan of two weeks in 1984, initiated a substantial reorganization of Paramount Pictures, most notably the formation of a dedicated television division and a dedicated movie division, which were previously somewhat intermingled departments. (Star Trek Movie Memories, 1995, p. 239)
    • Frank Mancuso, Sr. - Chairman of the Board, President Paramount Pictures
    • Ned Tanen - President Motion Picture Group
    • Dawn Steel - President of Production Motion Picture Group
    • David Kirkpatrick - Vice-President of Production Motion Picture Group
    • Teddy Zee - Vice-President of Production Motion Picture Group
• Star Trek television series
  • Star Trek: The Original Series, Executive Producers: Gene Roddenberry (Season 1 - 2), Fred Freiberger (Season 3)
    • Lucille Ball - Chairwoman of the Board, President Desilu Studios (Season 1 - 2)
    • Oscar Katz - Vice-President of Programs Desilu Studios (TOS: "The Cage", "Where No Man Has Gone Before")
    • Herb Solow - Assistant Vice-President of Programs Desilu Studios ("The Cage", "Where No Man Has Gone Before")
    • Herb Solow - Vice-President of Programs Desilu Studios (Season 1 - 2)
    • Argyle Nelson - Vice-President of Production Desilu Studios (Season 1 - 2)
    • Bill Heath - Post Production Executive (Season 1)
    • Charles Bluhdorn - President Gulf+Western, Chairman of the Board Paramount Pictures (Season 2 - 3)
    • John T. Reynolds - President Paramount Television (Season 2 - 3)
    • Herb Solow - Vice-President of Programs Paramount Television (Season 2)
    • Douglas S. Cramer - Vice-President of Programs Paramount Television (Season 3)
  • Star Trek: Phase II, Executive Producer: Gene Roddenberry
    • Charles Bluhdorn - Chairman of the Board, President Gulf+Western
    • Barry Diller - Chairman of the Board, President Paramount Pictures
    • Michael Eisner - President Paramount Television (until August 1977)
    • Jeffery Katzenberg - President of Television Programming (until August 1977)
    • Mel Harris - Vice-President Research Television Programming
  • Star Trek: The Next Generation, Executive Producers: Gene Roddenberry (Season 1), Rick Berman (Season 2 - 7), Michael Piller (Season 4 - 7)
    • Brandon Tartikoff - Chairman of the Board, President Paramount Pictures (Season 5 - 6)
    • Sherry Lansing - Chairwoman of the Board, President Paramount Pictures (Season 7)
    • Mel Harris - President Paramount Television (TNG Season 1 - 3)
    • John S. Pike - President Paramount Network Television (TNG Season 1 - 6)
    • Lucy Salhany - President Paramount Domestic Television (TNG Season 1 - 3)
  • Star Trek: Deep Space Nine, Executive Producers: Rick Berman, Michael Piller (Season 1 - 3), Ira Steven Behr (Season 4 - 7)
    • Brandon Tartikoff - Chairman of the Board, President Paramount Pictures (Season 1)
    • Sherry Lansing - Chairwoman of the Board, President Paramount Pictures (Season 2 - 7)
    • Kerry McCluggage - President of Production Television Group
    • Tom Mazza - Vice-President of Current Programs and Strategic Planning, Network Television
  • Star Trek: Voyager, Executive Producers: Rick Berman, Michael Piller (Season 1 - 2), Jeri Taylor (Season 1 - 4), Brannon Braga (Season 5 - 6), Kenneth Biller (Season 7)
    • Sherry Lansing - Chairwoman of the Board, President Paramount Pictures
    • Kerry McCluggage - President of Production Television Group
    • Tom Mazza - Vice-President of Current Programs and Strategic Planning, Network Television

Historical overview

Founded by Adolph Zukor in 1912, Paramount Pictures is America's second oldest, still-operating, motion picture studio behind Universal Studios. Its logo – the highly-recognizable, majestic Paramount mountain – has been part of the company from the beginning, thus making it the oldest surviving Hollywood film logo.

Paramount Pictures was the company responsible for the first film to win the Academy Award for Best Picture, the silent 1927 World War I picture Wings. Since then, Paramount has produced the Academy Award-winning films Going My Way (1944), The Lost Weekend (1945), The Greatest Show on Earth (1952), The Godfather (1972), The Godfather, Part II (1974), Ordinary People (1980), Terms of Endearment (1983), Forrest Gump (1994), Braveheart (1995), and Titanic (1997). Among the other acclaimed films they have produced are Double Indemnity (1944), Stalag 17 (1953), The War of the Worlds (1953, based on the book by H.G. Wells), The Ten Commandments (1956), Breakfast at Tiffany's (1961), The Man Who Shot Liberty Valance (1962), Once Upon a Time in the West (1968), Chinatown (1974), Saturday Night Fever (1977), Grease (1978), Top Gun (1986), Fatal Attraction (1987), Saving Private Ryan (1998), and Zodiac (2007).

Since Star Trek was owned by Paramount Television, many of Paramount Pictures' classic films have been featured or referenced on the various shows, including I'm No Angel (1933), For Whom the Bell Tolls (1943), Sunset Boulevard (1950), Shane (1953), To Catch a Thief (1955), and Rosemary's Baby (1968). The former two are now under ownership of Universal Studios as they own most pre-1950 Paramount sound features.

Upon the acquirement of Desilu, Paramount Pictures turned two other former Desilu properties into franchises by releasing in 1987 an acclaimed feature film adaptation of The Untouchables (originally an older Desilu television series, also referenced on Star Trek), and by releasing in 1996 the first film of the highly successful Mission: Impossible film franchise starring Tom Cruise. Other television series they subsequently produced included The Odd Couple, Happy Days, Taxi, Cheers, MacGyver, Wings, Frasier, 7th Heaven, and The 4400. They also continued to produce the news magazine Entertainment Tonight.

In addition to Mission: Impossible and Star Trek, Paramount Pictures also holds the rights to such successful franchises as Beverly Hills Cop, Friday the 13th, Indiana Jones, and the films featuring Tom Clancy's Jack Ryan character (The Hunt for Red October, Patriot Games, etc.).

In 2003, Paramount Pictures relaunched itself, with a new CGI logo, nicknamed the "CGI Majestic Mountain." In 2005, following the CBS/Viacom split, Paramount Pictures purchased the production company DreamWorks SKG.

On 8 July 2007, Paramount Pictures set the record for fastest studio to earn $1 billion at the US box office in a single year, reaching the mark after 189 days. This is the first time they have held this record since 1998. [8] This achievement is due primarily to the success of the Paramount Pictures/DreamWorks release of Transformers, written by Star Trek (2009) scribes Alex Kurtzman and Roberto Orci.

The studio's 2008 slate of film releases began with the release of the J.J. Abrams-produced Cloverfield on 18 January 2008. This film, which only cost US$25 million to make, earned US$40 million at the box office in its opening weekend – the best January opening on record. It was the studio's 10th biggest opening after Shrek the Third, Transformers, War of the Worlds, Mission: Impossible II, Mission: Impossible III, Lara Croft: Tomb Raider, The Longest Yard, Mission: Impossible, and Deep Impact. Cloverfield broke the Martin Luther King, Jr. weekend record, as well, with a four-day total of US$46 million. [9] [10] Cloverfield is also notable as the film to which the first official teaser trailer for 2009's Star Trek was attached.

Paramount's other films opening in 2008 include The Spiderwick Chronicles, Stop-Loss, the highly-anticipated Indiana Jones and the Kingdom of the Crystal Skull, the Marvel Comics-based Iron Man, the animated Kung Fu Panda and Madagascar: The Crate Escape, The Love Guru, and The Curious Case of Benjamin Button. Iron Man earned $98.6 million on its opening weekend, marking the studio's best opening for a live-action release. [11] In 2009, in addition to Star Trek, Paramount is slated to release films such as Transformers: Revenge of the Fallen (also co-written by Roberto Orci and Alex Kurtzman), Nowhereland (starring Eddie Murphy, Vanessa Williams and Ronny Cox), and G.I. Joe: The Rise of Cobra (starring Rachel Nichols).

Paramount Studios sound stages

During production on Star Trek, Paramount Studios had thirty-two sound stages that varied in size from the smallest, Stage 22, to the largest, Stage 16, the former one never utilized by Star Trek. (A Vision of the Future - Star Trek: Voyager, p. 49)

• Star Trek stages
  • Paramount Stage 4
  • Paramount Stage 5
  • Paramount Stage 6
  • Paramount Stage 8
  • Paramount Stage 9
  • Paramount Stage 11
  • Paramount Stage 12
  • Paramount Stage 14
  • Paramount Stage 15
  • Paramount Stage 16
  • Paramount Stage 17
  • Paramount Stage 18
  • Paramount Stage 25
  • Paramount Stage 31
  • Paramount Stage 32
  • Paramount Stage M

Aside from the sound stages, several backlots and other places located on the Paramount lot, were also utilized during the filming of Star Trek productions. The exteriors of studio office buildings were used for location shooting for TOS: "Bread and Circuses", TOS: "Patterns of Force" and TOS: "Assignment: Earth". The "McFadden Street" and "Boston Street" backlots were used in TOS: "A Piece of the Action", while the "European Street" backlot was used in "Patterns of Force". The structure known as "B Tank" was used as a filming location for TOS: "A Private Little War", TOS: "The Omega Glory", Star Trek: The Motion Picture and Star Trek IV: The Voyage Home.

The "New York Street backlot" was utilized in TNG: "Emergence", VOY: "Non Sequitur" and VOY: "11:59".

Appendices

See also

• Star Trek corporate history

Further reading regarding Star Trek studio involvement

• The Making of Star Trek: The Motion Picture, March 1980
• Star Trek Movie Memories, November 1994
• The Making of Star Trek: Deep Space Nine, December 1994
• Inside Star Trek: The Real Story, June 1996
• Star Trek Phase II: The Lost Series, March 1997
• Star Trek: The Next Generation - The Continuing Mission, November 1997
• A Vision of the Future - Star Trek: Voyager, April 1998
• The Keys to the Kingdom, March 2000
• "The Little Program That Could: The relationship between NBC and Star Trek", Chapter 12: NBC: America's Network, August 2007, pp. 209-222
• Star Trek and American Television, April 2014

External links

• Paramount Pictures - official corporate website
• Paramount Theatre of the Arts - official theater website
• Paramount Pictures at Wikipedia
• StarTrek.com, the official Star Trek website