edithhopegardenjournal

NBCUniversal’s investments this month in Vox Media and BuzzFeed firmly place the audiovisual giant in a strong position to benefit from cross-platform advertising and content distribution. The company this month invested $200 million in each of the two leading digital firms that operate portfolios of sites and are strong players in social media distribution. The move will make it possible for them to jointly offer advertising packages for major events such as the Olympics and provide new avenues to promote the broadcast and cable programs and motion pictures from NBCUniversal. NBCUniversal is a subsidiary of cable/internet giant Comcast, which itself owns about 14% of Vox Media. The investments reveal the increasing importance of digital and social media as channels to consumers and that legacy media companies are gaining better understanding how they can be used to advantage. It also indicates that legacy companies like NBCUniversal do not have the capabilities and skills to directl

Comcast and Time Warner are awaiting regulatory responses to their application to merge and become the dominant player in cable television provision in the U.S. If permitted, the combined firm will control about 2/3rd of the broadband cable market and about 40% of the entire broadband market in the U.S. (which is used for both cable and the Internet). Independently, the two firms both have reputations for poor installation and repair services, poor billing and collection practices, high prices, and price increases above inflation levels. No one seriously believes their claims that the merger will be pro competitive, lead to more consumer choice, better service and lower prices. The companies have not been helping their case by appearing to be operations out of control when it comes to their customers.   In recent months customers seeking services have been kept on the phone for hours and forced to undergo forms of psychological abuse while they tried to get the changes they wished.   C

Cable and satellite companies are increasingly finding it difficult to get the growth in customers and revenue they would like. Over the past 4 decades they achieved growth first by introducing services in new markets and by acquiring smaller providers and then, as unserved markets and acquisition opportunities declined, by offering an increasing number of channels, telephone and internet services.   The strategy increased customers and revenue, but inevitably let to a mature market in which only lower growth was possible. In the past decade cable and satellite overcome that maturity and achieved growth by offering a variety of new services and products to consumers--allowing them to access programming at times it is not offered on their channels or systems or in different forms--and syndicating their original programs and finding new income through merchandising and related activities. The development of connected TV and use of video on laptops, tablets, and smartphones has spurred us

The European television industry is one of the most balanced in the world, with public service broadcasters, advertising-supported broadcasters, and pay television operators reasonably dividing television revenues among themselves. For the 27 countries of the EU, pay TV accounts for about 38% of total revenue, public funded broadcasters for about 34%, and advertiser supported television for about 28%.   Unlike the US where private television dominates, most Europe private television began after liberalization broke the monopolies held by public service and state television in most countries. It has taken decades for private television to establish a mature place in the market.   When looking specific countries, however, total spending on TV (advertising, subscriptions, public funding) is not evenly spread. Adjusted for population, it ranges between €5 and €30 per person among nations, with an average of €15. There a notable differences between southern, central, and eastern European na

Serving and satisfying customers is a crucial part of  value creation in any business,but U.S. communication firms continue to struggle with the very basics and are being heavily criticized for poor service, price gouging, billing problems, and generally poor customer relations. 40 percent of the top 15 companies that most dissatisfy customers are communications firms, according to the latest data from the American Consumer Satisfaction Index. The companies American most dislike include Facebook and cable systems, which operate as near monopolies and consumerss have no real competitors to turn to for better service. The scores for the companies are: Direct TV: 68/100 Facebook: 66/100 Comcast: 61/100 Time Warner: 63/100 Cox Communications: 63/100 Charter Communications: 59/100 These are failing scores on any grading system. The companies have little incentive to spend time and money to improve service and relations with customers b ecause there is no real competition that can discipline

The U.S. Federal Communications Commission has adopted rules designed to halt cable system operators from retaliating against independent channels when there are business disputes or discriminating against them in favor of ones in which they ownership stakes. The rules are intended to ensure that the monopoly power of cable operators is not used to deny viewer choice or harm competition channel providers. One rule is designed to prohibit systems from dropping channels when there are business disputes with systems that have been taken to the commission for resolution. Another rule is designed to create a more level playing field for independent channels by making it possible for them to reach more viewers. Comcast Corp., for example, has been accused in recent years of forcing competitors’ sports channels into premium packages that fewer viewers select. Given that price rises for cable services have far outstripped inflation rates in recent years, that service providers create bundles o

Increasing competition among cable, satellite, and broadband suppliers, combined with slower growth in consumer uptake because the industries have reached maturity, is leading to aggressive marketing efforts to wrestle market share from other companies. If the leading companies followed classic marketing strategies, they would be offering consumers better arrays of networks and services, better customer service, and/or better prices in efforts to attract more customers. Instead, many of the largest competitors have been engaging in acts that harm customers and consumers by using illegal and deceptive marketing practices and strategies designed to unwittingly wring greater revenue from their customers. Although the companies apparently think there are benefits in behaving badly, their marketing practices are increasingly getting them into trouble. Aggressive telemarketing—which has always offended consumers—has landed a number of leading firms in hot water. Comcast and Direct TV have ju