An Analysis of Directv and Its Current Strategic Market Plan

IV. Business Model and Strategic Plan Part III: Assumptions, Risk and Change Management Plan; Summary of Strategic Objectives; Balanced Score Card and its impact on stakeholders; the Communication Plan…………………..…………..15

Comcast holds about 20% of the market, Direct TV holds about 20%, and DISH holds about 14%, and so does Time-Warner Cable. Customer satisfaction with Pay TV providers is dropping across all competitors (The ACSI) which suggest low customer loyalty held in check by limited choices in many areas, or an inability for the consumer to see much difference between companies. Competitors have huge infrastructure investments that many not be salvageable causing a high barrier to exit. Also, the end product, TV, is largely the same between competitors. Rivalry is very high as no one holds a huge competitive advantage. It is likely very difficult to make a sustained profit in this market over the long term, and expanding to new markets may be the best choice to move

The background, mission, financial reporting standards, service targets, unique standing of the organization is discussed below. The financial statements and audited

threats and opportunities that must be properly addressed in order to prepare the company for the

Another characteristic or segmentation is related to the family life cycle stage of the end-users. This describes which kind of household would be targeted upon by a company like Netflix. The stages that are targeted have a relationship with the age characteristic. The users of Netflix are most likely to be either a starting family with or without children or a full grown family with older children.

For the past ten years, Hulu has been among the most competitive online streaming services. Beginning as a joint venture created by 21st Century Fox and NBCUniversal to “distribute their television programming over the Internet,” (Harvard 2017) Hulu has expanded generously, offering the four largest broadcasting networks. In the wake of a new television era, Hulu has the potential to serve as a Multichannel Video Programming Distributor (MVPD). The following write-up includes an analysis of Hulu’s current market standings, including an investigation of growth statistics as well as the company’s overall marketing situation.

1.From the annual reports you previewed, what is the company's corporate strategy? What are their company goals and were they successful in achieving those goals? Please list the company of the annual report you previewed.

Entering Argentine market in 1993-1994 was a good strategic decision for Continental as one of the TOP5 cable TV companies in the US despite certain risks for several reasons:

Increasing affiliate sales was also key. In particular, the deals with Cablevision/TCI in Argentina and Telemundo in the United States were very important. These deals would expand the viewership by 1.5 million people in Latin America and millions more in the United States. In turn, this increased viewership would help increase advertising sales, and would also strengthen NLA’s foothold within the region. It was also help to show the corporation that the NLA project was succeeding. This could lead to a larger budget and more dedicated resources from the corporation.

The organization has to consider the stakeholders, customers, community, and employees while performing its operations. Proper implementation of as well as the utilization of all the legal standards, ethical standards and social responsibility standards, assist an organization in achieving growth and success in the business environment. In the case of Arthur Anderson, the company has to focus on the development of strategic planning and implementation for effectively performing its operations.

Please read and analyze this case on market segmentation and targeting options for a cable television network dedicated to fashion programming. No research into the industry or firm is necessary. Please use only the information provided by the case.

Unfortunately, the competition has caught up and networks such as CNN and Lifetime have begun to offer competitive programs and thus competitive advertising outlets for the target audience. As a result, advertising sales is projecting a 10% decrease in the price for a unit of advertising (CPM) if the current strategy does not change. An internal weakness of TFC is that it does not know its customers intimately; as stated in the case “the channel didn’t have much in the way of detailed information about its viewers” (Stahl, 2007). Without this information TFC is unable to compete effectively against other networks who do know the target audience and their attributes and trends. If TFC is unable to maintain or increase its overall satisfaction ratings, they might face the possibility of being dropped by a network and lose a second source of revenue, affiliate fees.

Vital Information gained from financial reports and annual reports provided by the company will aid in determining a strategic plan to

DISCA Strengths Highly diversified across the globe – Discovery has made sure that all of its customers can watch their shows all around the world. Customers can view most of their content on any platform from anywhere in the world. Discover has also invested more than $1.4 billion in programming to keep expanding its ever-growing global portfolio. Within the last few years their market share within the US has grown by over 20% and globally, their market has increased by 12%. Continuous yearly increases further make Discover a leader in global diversification. Large number of customers/viewers – Discovery is a dominant force within its industry. With its expansive global reach, the company has acquired over 1.5 billion subscribers in over 180 countries. With their comprehensive makeup, and having over 100 channels to choose from, they Strengths High brand recognitionProducer of their own original contentVast amount of contentCan be used on a variety of devices (streaming capabilities)Easy user experience Low costWeaknessesCensorship and restrictions for films (heavy restrictions in China)Not all content is exclusive to Netflix (titles that can be watched elsewhere)Lacking on updated titles Rising subscription pricesToo dependent on receipt of government subsidies for its foreign venturesOpportunities Further expand original content Further expand into other countries (Europe and Asia-Pacific) Gaining access to niche markets Revenues from advertising Threats

Regardless of what type of entertainment platform you are using, you cannot go without being inundated with some sort of marketing attempt by one of the larger entertainment giants in the United States which is DirecTV. Since their inception, they have continued to be successful and took a gamble with business in Latin America, which has also proven to be successful. DirecTV gained 685,000 new subscribers in the 4th quarter of 2013, alone. (Ramachandran & Ben, 2013). With the growth and success in Latin American there are still political, financial, economic, and competitor risks they face. Utilizing good management techniques and well informed decisions, these risks are not insurmountable as long as they are aware of the environment around them.