The ability of DISH to continually bundle new services that are sports-oriented in addition to offering price-competitive services has emerged as a signification differentiator and core competency for the company (Solman, 2006).
The third major strength of DISH networks is their pioneering work in the area of providing MPEG-4 Service. Beginning in August, 2008 the company initiated offering MPEG-4 programming as part of its TurboHD Service. MPEG-4 is considered the best possible format or resolution for high definition television broadcasting. The technological advancements in MPEG-4 programming has emerged as a competitive advantage for the company, giving them a lead technologically against TiVo Services (Wildstrom, 2007).
The three major weaknesses of DISH Network Corporation are the Operations being too concentrated in specific areas, programming content is often difficult to access, and the subscriber base is dwindling through churn and attrition. For each of these specific weaknesses, strategies of minimizing them are provided.
The fact that DISH Network's Operations are too concentrated in specific areas of the global market, with 99% of revenues concentrated in the U.S. market alone. These places the company at significant risk to the costs of labor, raw materials, access rights and operating expenses by not operating in multiple geographies.
To alleviate this risk, DISH would need to successfully launch into entirely new markets, including Europe, Asia and the Middle East.
A second weakness of the company is that the programming relied on for operating the service is difficult to access compared to competitors including DirectTV (Grover, 2008). As their primary competitor, DirecTV is partially owned (38.4%) by News Corporation, this makes the ability to gain access to regional sports broadcasting...
TIVO PR Why is it hard for TiVo to do PR? Doing PR for TiVo is extremely difficult as the case illustrates. At the most fundamental level the benefits of the system are not easily defined through common allegories, as there are no comparable products or services available (during the period of the TiVo launch and case study timeframes). Compounding these challenges is the lack of feature richness and lack of user
As DirectTV appears to be the majority of DVR distribution today and a viable future competitor, look to balance out the risk of being too reliant on them with retailing relationships driven by bundling of lifestyle and line-of-interest channel content. For example there could be the sports bundle that includes ESPN HD for free for a year. This would serve to lock out competitors and also grow the advertising
In Media Economics: Theory and Practice, Alexander, a., Owers, J., Carveth, R., Hollifield, C.A., & Greco, a.N. (Eds.) (pp. 149-170). Mahwah, NJ: Lawrence Erlbaum Associates. http://www.questia.com/PM.qst?a=o&d=104347833 Alexander, a., Owers, J., Carveth, R., Hollifield, C.A., & Greco, a.N. (Eds.). (2004). Media Economics: Theory and Practice. Mahwah, NJ: Lawrence Erlbaum Associates. http://www.questia.com/PM.qst?a=o&d=5017691928 Digital Freedom Campaign Begins; Claims a Right to Download. (2006, October 26). The Washington Times, p. C09. http://www.questia.com/PM.qst?a=o&d=5002563949 Fischer, R.L. (2003, November).
Marketing TiVo Case Analysis Who should TiVo's target market(s) be? TiVo's target market should be the mass consumer market. The article notes that TiVo is faced with a choice between speeding consumer adoption or striving for increased levels of innovation to differentiate themselves from competitors. The best option for TiVo is to aim for the mass consumer market to speed consumer adoption. There are several reasons for this decision. The first reason is that
The evangelists will be more than willing to put up with any kind of marginal performance form its navigation, with the early adopters often finding the navigation of initial screens like a game to be solved and won. For the mainstream user however, these screens can be exceptionally challenging and difficult to overcome. And the mainstream customer is where TiVo could have taken off. For the couch potato, time is
Many financial analysts including Oppenheimer (2006) expect to see acceleration in subscriber growth. The consensus of industry analysts including IDC and Forrester Research is that DVR subscriber growth will hit a 60% CAGR over the next three years. We expect it to slow to 45% and 16% annual growth in 2007 and 2010, respectively. By the end of 2010 IDC estimates there will be roughly 52 million DVRs in
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