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Essay on History of television
History of television for speech
History and development of television
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In the beginning, television programming was free for anybody with a television set and an antenna. Unfortunately, there weren’t very many channels to choose from and they were all loaded with ads. Later, cable companies found success for themselves by charging consumers to pipe an ever increasing number of channels into their homes. But it still seemed like there was never anything good, and it was all still loaded with ads. Now advanced telecommunications technology enables consumers to access television and video content on demand via the internet, provided they have a broadband, or high speed, connection. The increasing market penetration of broadband internet service may be leading consumers to abandon traditional television in favor of internet based on-demand video distribution, and forcing traditional television content producers to find new ways to maintain profits in the wake of this change.
Watching high quality video content on a television screen via the internet has become easy for the average consumer. Streaming video players, which connect televisions to the internet and allow someone to easily navigate the vast sea of internet video content, are readily available for purchase in electronics stores. One such product, the Roku 2 HD, retails for about $60 and allows access to hundreds of online video channels without subscription fees over a broadband internet connection (“Choose your Roku”, 2011; “Roku channel store”, 2011). Meanwhile, Cox Communications charges about $20 per month for a very basic programming package consisting of 23 channels (“Cox Communications”, 2011). Since the Roku only costs the equivalent of three months worth of the most basic cable television service and does not require a subscription ...
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...ly $734 million of that is from video (Perren, 2010, p. 74). While the advertising revenues are still small for online video, the number of people that are viewing is large, and it is getting larger quickly. In November 2010, The Washington Post published an article that that noted Netflix’s video service alone made up roughly 30% of all consumer internet traffic during the busiest times (as cited in Kang, 2011a). With so many consumers shifting over to online viewing, it is apparent that the industry will have to find a way to make it work.
The consumer trend towards broadband internet connections and internet based on-demand video services is clear. Cable companies will continue to lose their once dominant positions unless they are able to leverage these new technologies to improve their customers’ experiences while increasing value of their advertising space.
Electronic media content can be viewed differently according to personal opinions, but the First Amendment Rights of the United States Constitution lay the foundation for the legal system that is to be followed. These rights form a guide that help citizens have a stronger grasp on what is and isn’t acceptable within the eye of the law. Narrowing down to electronic media content, there has been a rise of tension involving first amendment rights of content regulations. The spectrum scarcity rationale has made it possible to control licensing schemes, along with direct content control to make sure rules are being followed according to the First Amendment. The differences between cable TV versus broadcasting are similar, yet contrasting.
The cable markets industry is heavily saturated with providers of video, data, and voice services. Comcast has built its core business on fiber optic cables; once a sustainable competitive advantage, but now may be a hindrance. As technology improves, customers are now using more bandwidth than ever to power the latest video and Internet services. Comcast is uniquely positioned within the cable markets industry because of its strong alliances, economies of scale, and strategic expansion efforts, true key success factors.
The video rental industry began with brick and mortar store that rented VSH tape. Enhanced internet commerce and the advent of the DVD provided a opportunity for a new avenue for securing movie rentals. In 1998 Netflix headquartered in Los Gatos California began operations as a regional online movie rental company. While the firm demonstrated that a market for online rentals existed, it was not financially successfully. Netflix lost over $11 million in 1998 and as a result significantly changed the business model in 2000. The new strategy included focusing on becoming a nationally based subscription model and focusing on enhancing the subscribers experience on their website. The change in strategic focus has allowed Netflix to grow into the largest online entertainment subscriptions service in the United States with over 6.3 million subscribers (Netflix).
Determining the right target segment requires an analysis of the customer, company and competition (fig. 2). TiVo's customer is defined by unmet needs in the market. While TV is one of the most ensconced and ritualistic elements of contemporary American life, there are still aspects of television viewing that do not fulfill customer needs. An estimated 68% of Americans complained that they felt "widowed" by their loved one during the Fall television season because their spouses were chained to their televisions during primetime from 8pm to 11pm. Additionally, parents expressed a difficult time getting their children to do homework during key television programming times. In general, this is evidence that consumers want greater control over their television consumption habits. Analysis of the TiVo Corporation reveals their core competencies, which include proprietary software, national distribution through established retail outlets such as Best Buy, Circuit City and Sears and product co-branding with trusted electronics giants Philips and Sony.
In this case study we will gain a better understanding of TiVo, Inc. and how it has struggled to find success in a market they are known to be the innovator. At this point there are very few television viewers in North American that do not know what TiVo does for TV viewing. However, most consumers do not know the history or struggles this company has been through since creating the product in the late 1990’s. After reading this case study it is clear the creators of the TiVo were visionaries but it is also clear they were not business people too. Sadly, this might be the eventual demise of the company that clearly had the market in the palm of their hand. We will examine some of their flaws and how TiVo might regain some of the momentum to become a profitable organization.
The year is 1952 and a young John Rigas purchased a cable company for a mere $300 in Coudersport, Pennsylvania with high hopes of building the company into a successful family owned and operated business (AICPA, 2005, para. 3); a business that would remain unparallel to the rest of its competition. In the late 1990s his dreams came to fruition; John Rigas, along with a few close family members and investors, purchased Century Communications for $5.2 billion and merged the companies together becoming the 6th largest cable company serving more than 5.6 million subscribers (AICPA, 2005, para. 4). Ensuring that the majority of Adelphia’s voting stock and control of the board remained in the hands of f...
Growing from a small provider of a few thousand, the company has grown to be a massive conglomerate encompassing far greater than simply cable services. Now owning NBC Universal, Comcast exerts great power within the market, employing a variety of strategies to expand itself and remain profitable. When it attempted to merge with Time Warner cable, several strongly opposed when considering the massive power it already possessed. In addition, growing sentiment against cable providers has resulted in the reduction of subscribers. Despite this, Comcast is in a high period of expansion within the business cycle. However, it should remain cautious of the changing environment of how consumers obtain television
Comcast Cable’s intent during the next five years is to continue increasing their market share by providing superior customer service to their existing customers and any potential customers. They will continue building their customer base through increasing residential and business service accounts. Comcast will continue
Throughout the 1970s, concerted industry efforts at the federal, state and local levels resulted in continued lessening of cable restrictions. These changes, couples with cables pioneering to satellite communications technology, led to a pronounced growth of services to consumers and a substantial increase in cable subscribers.
27 Jan. 2012. Greenblatt, Alan. “Television's Future.” CQ Researcher, Vol. 17 (2007, February 16): 145-168.
The outlook for Netflix has developed a trend of continuous growth with subscribers and providing products with a substantial cost advantage by distributing a wide variety of titles that appeal to different customer groups (Anthony, 2005). The success of Netflix was simply listening to consumer’s feedback regard...
In today’s technology boom, the new waves of doing business have transformed the way people shop and live. The same happened the way people access personal entertainment. With Internet, people can stream movie online without have to go theater, or the rental movie box.
There is strong competition with other companies that offer video streaming at no extra charge. Additionally, Netflix and its competitors are attempting to enter the digital world. Digitally offering television shows is an area of competition that has previously been controlled by
Clancy, Kevin J., and David W. Lloyd. Uncover the Hidden Power of Television Programming: --and Get the Most from Your Advertising Budget. Thousand Oaks, CA: Sage Publications, 1999