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Impact of digital technology in entertainment industries
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Global Digitization
Their Effects on the Entertainment and Media Industries
In order for a modern entertainment or media company to flourish in the midst of the ever transforming technological age, there are certain characteristics that should be employed. Understanding the importance of the digital transition and how to incorporate it to maximize the value of digital links is imperative. Likewise, understanding how to get ahead of the ever present competition is another key. In addition, using proper legal tactics pertained to the global market will arm a company to conduct international business affairs. Lastly, acquiring the needed talent to develop and maintain an international company is another valuable tool. A company that builds their business upon these characteristics has a greater opportunity to remain competitive and profitable in the modern entertainment and media markets.
Literature Review
Why would an established company switch from a proven method of media delivery? According to the new federal broadcast regulations stipulated in 2009, local broadcasters were mandated to stop broadcasting by use of an analog signal and made to switch to digital (Kabelowsky, 2013). This was ordered because the digital signal opens up more space in the bandwidth and allows more channels and internet access to become accessible (Kabelowsky, 2013). Therefore, firmly established companies, like Time Warner transitioned out of the analogue era into the new and improved digital age. In addition to the federal mandates there are other benefits to switching from the analogue to the digital platform.
Mike Hogan, a Time Warner Cable spokesperson states:
"We are moving towards a higher-quality, digital-only experience by making channels that ...
... middle of paper ...
...Time Warner glean talent from all over the world, they offer all access to their content internationally as well.
Conclusions
Time Warner employs an All Access approach, where subscribers can receive content that is printed, online, and on tables anywhere. Although Time Warner maintains a global horizon, they still focus their content on a local level. There are over 80 million Time Inc. subscribers peppered throughout the world. Turner Inc. has over 30 channels in a variety of dialects in Asia Pacific, broadcasts to over 100 EMEA (Europe, Middle East, and Africa) territories, and transmits more than 50 signals to over 48 million households in Latin America (Time Warner, 2014). With consumers scattered throughout the world and content available on numerous platforms; Time Warner truly is setting the bar high in leading the next phase of the digital media evolution.
3. Shaw Direct provides direct-to-home satellite programming to more than 900,000 subscribers - largest in the country
This is one of AT&T’s strengths because they are able to target a wide range of segments. They have a variety of different products and services that can be tailored to each segment’s usage demand that sets them apart from their competitors. This is an opportunity for the company because they are providing lower costs to customers for their voice and data services by with the bandwidth. It gives the company growth opportunities due to the fact that they are covering both locations as well as mobile devices. The company has started to take measures to grab the opportunity by merging wireline customers with their 21-state serviced IP areas.
For many customers, our competitive advantage lies in our global network. We offer enterprise-grade network services in 182 countries representing 99 percent of the world’s economy.
Television, the phone, and the internet. These inventions have uniquely shaped the 20th century and have led to the 21st century being known as the age of information. These services are the primary ways we communicate, express ourselves, and reach out in our ever increasing global world. In the United States, these services are provided by a number of different firms, chief among them is Comcast, being the largest provider of Cable and internet in America, and a large telephone provider. Next to it stands Time Warner Cable, the second largest provider of cable in the United States. The decision for Comcast to buy Time Warner Cable for forty-five billion dollars in 2014 has led to many criticizing the merger, calling it a monopoly. Others have called the whole cable system an oligopoly. For it to be a monopoly or an oligopoly, it would have to fit their respective categories. The merger between Comcast and Time Warner Cable would not create a true monopoly, but would give it significant market power because it has monopoly resources and can be considered a natural monopoly. It will also further its power in a market dominated by oligopolies. People argue that it is not a danger to Americans for this merger to happen, but when one looks at the practices Comcast already uses, it paints
An artistic achievement that can demonstrate that the United States is in its Golden Age is its very influential fast growing entertainment business, a business very important to the U.S. economic activity. The U.S. entertainment has been popular around the world globalizing U.S. pop culture and the U.S. entrainment business economy. This globalization is a result of new innovations, that the U.S. itself developed, that allows film, music, and television, to spread worldwide. Because the U.S. is generally first to have such innovations the entertainment is commonly considered better quality thus appealing to the masses of people. Other factors that lead to the huge success of its entertainment business include their methods of distribution, which is through large and powerful foreign companies, and their large English-speaking market potential. High market ability and general international appeal of the U.S. entertainment business has put the U.S. in a “Golden ...
Before examining media practices, let’s establish what the major news networks are and who owns them. As most Americans know, ownership of media outlets is largely centralized around 6 main networks or mergers. Since 2000 the “Big Six” conglomerates (as they are often referred to) account for ninety percent of all media ownership including television, radio, newspapers, internet, books, magazines, videos, wire services and photo agencies. (Adams) In 2001, America Online (AOL) and Time Warner merged to become the world’s largest media organization. AOL Time Warner accounts for twelve television companies including Warner Brothers, 29 cable operations companies across the globe including CNN and Time Warner Cable, 24 book brands, 35 magazines including Time and Fortune, 52 record labels, the Turner Entertainment Corporation which owns four professional sports teams, and provides AOL internet services to 27 million subscribers in fourteen countries. In addition, the conglomerate owns multiple theme parks and Warner Brothers stores in thirty countries across the globe. AOL Time Warner is chaired by Steve Case, with Gerald Levin as CEO and boasts 79,000 employees worldwide. AOL Time Warner’s multi-faceted conglomerate brings in $31.8 billion in revenues annually. (New Internationalist)
Channel Exposure- AT&T is adequate in its point of sales. They intend to match most competitors in using Radio Shack, BEST Buy, Walmart, Mall locations, high visible real estate traffic.
This document identifies AT&T as one of the leader communications holding corporation in the United States and global. Operating worldwide with 307,550 employees, AT&T established its global headquarters in Dallas Texas, AT&T is known as the worldwide leading provider of IP-based communications services to businesses and the principal U.S. provider of wireless, high speed Internet access, local and long distance voice, directory publishing and advertising services for more than a century . AT&T continues to build on the heritage of its predecessor Bell by serving customers with a continuing assurance to the operation of pioneering products and services, consistent, high-quality service and excellent customer care.
...rom broadcast media also heralds an opportunity. In a world of self-service digital, where consumers compare everything according to value, online video is the ultimate table stakes. For mere pennies a day, consumers can get the content they want (that’s key) when they want it on whatever device they are using. They can watch their shows on their time from the mobile phone or a tablet or a computer or a smartTV. And that is the ultimate value for whatever it costs. Perhaps broadcast media can figure it all out in time. Perhaps they can stave off Judgment Day by evolving their business models to provide the kind of value consumers want. Then they become just another online video provider competing for the same eyeballs as everyone else. Changing their business model (away from subscriptions) would require Herculean efforts.
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...
Fahey is facing the declining sales of print media as in North America, NG magazine revenues fell from $23 billion in 2004 to $20 billion in 2009. Advertising sales have declined by 30-40% in 2009 as compared to 2007. Membership feeling among customers, which was a prime focus of the company once, is deteriorating and customer are seeing it as a mere subscription. Employee satisfaction is also going down and employees see poor conflict resolution and marketing decisions that did not make sense to employees. The dispersed digital initiatives which have been taken up to fulfil the growing need to go digital is not generating enough revenues and there is tough competition with global giants in digital content publishing world who have enormous amount of resources. Fahey wants to monetize their operations even more to propel the future growth. Another striking challenge Fahey is facing is that different product units are focusing on their own channel rather than NSG as a whole to generate content which will...
The Internet boom of the 1990’s gave rise to the popularity of America Online AOL and Time Warner saw themselves at a crossroads where old and new media would become one. The histories of both AOL and Time Warner are extensive and have not always been successful. Time Warner itself was created by two mega-mergers. The first merger was in 1989 between Time Inc., publisher of many magazines such as Time Magazine, and Warner Communications. Both companies have histories stretching as far back as 75 years or so. In 1996, this company merged with Turner Broadcasting, which brought CNN with its founder Ted Turner. These two mergers created a company ready to lead in any form of media. The company launched the HBO television network. Time Warner, headquartered in New York, had $27.3 billion in revenues in 1999 and a market value of $112.6 billion. On the other side of the merger there is new media giant AOL, today the biggest, richest, and most successful internet company in the world. It was founded in 1985 as Quantum Computer Services and by 1994, after changing its name, had a million subscribers. In its early years, it almost fell because of the problems associated with introducing unlimited access for a fixed monthly fee. As its number of users increased, so did its capacity problems, which made many customers angry because they could not get a connection. The problem was solved when AOL made a deal with MCI WorldCom, which led merge with its rival CompuServe.
Nationally-based media produce local television and movies, many media markets in countries of Africa, Asia, and Latin America are full of productions from the United States, Europe, Asia, Japan, and India. This phenomenon affects the profitable business and exerts a wide influence on society. CULTURE While American culture 's popularity and spread are primarily responsible for the growth of global entertainment cultures; it takes its cues increasingly from other parts of the
The idea inspired Reed Hastings and Marc Randolph, and then they founded Netflix in Scotts Valley, California in 1997 (Netflix, 2014). The company comes into play by developing a subscription-based streaming platform for movies and television shows. Unlike the traditional movie rental businesses such as Blockbuster and Redbox, Netflix’s innovation offers service via Internet, and it does not have any physical stores but instead delivers DVDs through postal mail in the U.S. Since then, Netflix has become the world’s leading internet television network with constant growth of customers to over 48 millions members in more than 40 countries in the North America, Europe, and the Latin America (Netflix, 2014). In this analysis, the main focus is examining the current market environment for Netflix. It identifies the type of market structure that Netflix is currently competing. The analysis also expands on the competitions, product differentiation, pricing strategy, and measuring the level of easy entry-and-exit.
One of the most seemingly logical methods to help the "international" attitude towards globalization and the media is to let every culture have the opportunity to subjectively represent their cultures and means of technological support. Cultural globalization includes the domineering dimension of the media. All the ideologies of the writers and researchers discussed in the paper seem to unanimously agree that while cultural globalization has its pros, there are most definitely cons on the other side.