Case Studies in Strategic Management

In the Pay TV industry, it would be difficult and expensive to enter the market. The barriers to entry involves costly infrastructure that is already controlled by the big players in the market. Whether programming is coming over cable, fiber, DSL, or satellite dish, the costs to implement this infrastructure is very high. The cost to launch a satellite in 1997 was $51 million, which would be close to $80 million in present dollars (DISH). The threat of new entry is low.

In foxtel company provide different channels to the consumers and also spend time with family and provide entertainment.

Due to entry of other networks in the competition, the situation has started to become more challenging for TFC as many advertisers are moving to its competition. Hence, when selecting the appropriate strategy, consideration of the channel’s collaborators is also necessary for TFC in order to build or maintain a good reputation and relationship.

Publicly held companies are not successful by chance. They have to utilize systems that will determine their future and identify potential financial risks, be they environmental or by fellow competitors. The company will focus on five areas of concern that will lead the public to a better understanding of its goals and areas that need improvement. It will make public by means of an organizational statement an outline detailing its purpose as well as general guidelines for accomplishing it. The company will then reveal (with concrete evidence

I believe that CRTC’s intentions were good in terms of the implementation of “skinny-basic” packages. However, I believe that this decision occurred too late in the game to be both beneficial for consumers, and TV service providers. At this point in time, in order to gain access to much cheaper online streaming options, many Canadian’s as well as cord-cutters, have already abandoned their cable and satellite subscriptions. Therefore, if this decision had been implemented a few years back, then the retention of subscribers would potentially remain higher, thus generating more revenue for BDU’s. Furthermore, these online options appeal to consumers due to the deliverance of more choice and flexibility in terms of when and where they can watch their desired content, which is the main reason CRTC does not regulate internet content. Despite these digital challenges, TV continues to prevail as powerful medium.

Rogers Cable is the leader in Canada’s cable television market, with a over 2.3 million cable television subscribers and 500000 internet subscribers. In 1993 the Canadian government relaxed the norms of telecommunications industry followed by an application in 1999, allowing local carriers to change the content of the information passing through their networks. This led to increased competition in the market and the customers enjoyed a lot of choice. As such Rogers Cable focused completely on increasing its subscriber base and

Within the Distributor Division, content would be manipulated as needed within consolidated departments. Once it reached the advertisement stage, it would be separated into PayTV (commercial) and Streaming (ads), because advertisements would be different for each.

The provision of entertainment can be done in many different ways, and each company has their own unique method of doing so. Turner Broadcasting has historically lacked innovation in the growing marketplace. They have had an adaptive growth strategy through delayed acquisitions, including historical acquisitions of Court TV and Legacy Film Properties and more recent acquisitions of Bleacher Report and iStreamPlanet. When John Martin took over as the CEO of Turner, however, he introduced a change in strategy called “Turner 2020”. Turner is now focusing on being the front runner and pioneer of innovative concepts. This begins with a consumer centric strategy focusing on content creation and the increased investment in internal projects. Additionally, Turner is working “to keep audiences engaged and bring (along) new viewers” while driving change in the industry. The resulting ownership, from Turner 2020, of innovative technology as well as creative intellectual property, generates various revenue creation streams. Turner has not eliminated the capability of adaptation, however, is creating an overwhelming focus on modernization. Shifting the focus of the company from adaptive to innovative will ideally guide Turner’s growth in the

This report demonstrates the evaluation of current performance of JD Sports Company. Method of Analysis includes Ansoff’s matrix and Porter’s generic growth strategies to discuss the nature of the market which JD Sports invest in. The financial methods are including the flexibility and stability of JD sports which judged by the liquidity, current ratio, operation capital, gearing and profit margin of this company. These figures could be collected from the annual report or balance sheet. This report analyzed the JD sport’s position in the market, and used generic and external growth method to expand market size. Such as acquired a lot stores to improve business profitability. Obviously, JD has expanded to the European

The company decided to do a survey among the customer who has DirecTV to improve their quality of services, and what could impact their satisfaction with the service provided. After analyzing the studies and the results of the aspects study, it turns out that the most factor that decreases the customers’ satisfaction with the service is DirecTV has a dish which some customer could hesitate to have because of the problem that dish could, for example, losing the signal when it rains. AT&T faced some weakness like weather damages, but with the new technology and shape of the dish which resists the wind and keeps the signal running

According to Gottfried (2015), the acquisition of DirecTV by AT&T is not without risks, DirecTV’s long term value hinges on AT&T’s “ability to navigate the transition between traditional TV viewing and TV viewed over the Internet.” Furthermore, Gottfried (2015) points out that there is evidence that the Pay-Tv industry is declining, and the opportunity for expansion from the acquisition is small since AT&T offers a video service through

Peter Nicholson wishes to convert the factory in the north east to production of the electric taxi. Using data in Appendix C, Table 1, calculate payback period and the average rate of return.

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.

Globalization changes have impacted Burger King in the following ways; since the company began in 1953 with its first restaurant in Jacksonville, Florida and opened several locations across the United States, the company began its international expansion in 1969 with its first international franchise location in Canada, followed by Australia in 1971, and Europe in 1975. The setting up of franchises outside the United States was as a result of fast food opportunities arising outside the United States. So as to fully integrate in the international market, Burger King had to adopt and embrace

Future- oriented: Strategic management encompasses forecasts, what is anticipated by the managers. In such decisions, emphasis is placed on the development of projections that will enable the firm to select the most promising strategic options. In the turbulent environment, a firm will succeed only if it takes a proactive stance towards change.