Geosynchronous satellite

The Emergence of Satellite Radio While the transition of television to a digital technology with its improved picture and sound quality has been a much publicized and controversial process, television's venerable ancestor, radio, has stayed in the background. But this year, in the United States, radio broadcasting is making its own digital leap. Two start-ups are introducing a new type of radio broadcast--subscription-based digital audio sent from satellites. With satellite digital audio radio

One of the main advantages CraveTV can use to compete with Amazon and Netflix in terms of non-price competition is the Canadian orientated content that it provides. http://www.thetvaddict.com/2015/01/12/cravetv-vs-netflix-vs-shomi-comparison/ Although Crave TV lacks famous shows such as House Of Cards, they compensate for it through their catalog. Their parent company Bell Media has ownership of many networks and channels across Canada, which allows CraveTV to have different shows compared to its

powered digital satellite broadcast (DBS) channels first to the BBC and then to a joint venture between BBC and ITV. Both attempts failed due to high startup costs in building and launching dedicated satellites. The bidding for these channels was then moved to the private sector in April 1986. Additionally, the use of the untried D-MAC transmission standard that was viewed as a move towards HDTV was

Sirius XM Satellite Radio Inc. in 2014: On Track to Succeed After a Near-Death Experience? Amanda K. Mercado Pensacola State College • The competitive pressures that Sirius XM must contend with as a provider of radio entertainment services, principally for vehicle owners, is strong; this is a competitively unattractive industry. Using the five-forces of analysis model, the five competitive forces affecting industry attractiveness are: a. Competitive pressures stemming from buyer bargaining

Post 2007 (merger) •Introduction: * Sirius and XM, separate companies, began to compete in the satellite radio business in 2001 and 2002. Target market was car drivers and daily commuters who listened to their local radio stations that they preferred, but were limited to small service areas and less range and would lose frequency once out of that locality. Wall Street believed that satellite radio was the next opportunity in consumer electronics. * The business was very modest at first

Sirius XM has established a deep economic mote in its industry. Sirius Satellite Radio and XM Satellite Radio were the two largest satellite radio providers in the U.S., but these competitors were both losing. In 2008, they merged to become Sirius XM and are now the only satellite radio provider in the U.S. Due to high startup costs for a satellite company, Sirius XM does not have any competition. In 2014 Sirius XM had 27 million subscribers or about 13.5 % of the total market with annual sales approaching

Generic Strategy Sirius XM employs a broad differentiation strategy by pursuing continuous quality improvements, exclusive content with no commercial interruptions, monitoring the market for changes in consumer tastes and so modifies their programming. Other strategies include cost containment, renegotiation strategies, new avenues for delivery of their product and improving their sales techniques. The above strategies among others are responses to market change, technology, and competition. Other

1. Sirius XM does not have many competitive pressures so therefore it has good profitability potential in the vehicular radio industry. Through the five forces analysis the competitive forces that are the strongest or highest pressures would be the entry barriers, considering there will be a great deal of switching cost involved since there is a subscription price to pay to have Sirius radio in the car. They would also have to face the dominant player such as the standard am/fm radio which most people

British Satellite Broadcasting VS Sky Television Both the companies at the start go critically for the sake of having a good competition with each other. BSB was the consortium established in 1986. It was given the exclusive license to be the first UK’s DBS channel operator. As the 1986 was the starting point so that proved critical enough to BSB and therefore it suffered losses. By getting a 15-years authority by IBA to commence its services on three DBS channels, all BSB considered was a mega

1. BSB should have been able to identify potential competitors, particularly News Corporation. News Corporation was successful in US (in the US TV satellite industry), had experience transmitting television programs to Western Europe with a low-powered satellite and they already had presence in the UK with newspapers, which could allowed Sky to realize economies of scope. These economies of scope are even more significant if we take into account that News Corporation owns 20th Century Fox Studios