...Summary: DIRECTV is the largest and leading satellite television provider. It provides services in the United States and Latin America. DIRECTV subscribers total is 26.3 million in the U.S. and Latin America. DIRECTV provides programming to more than 300,000 commercial establishments including hotels, bar, restaurants, and sports club. A major challenge facing DIRECTV is increase market share while increasing profits in a highly competitive market. DIRECTV has capitalized on services offered in Latin America by increasing the capacity of Ku-band on two of Intelsat S.A. satellites. An evaluation of the company’s internal strengths and weaknesses and external opportunities and served as the foundation for this strategic analysis and marketing plan. The plan focuses on the company’s growth strategy, suggesting ways it can build on existing customer relationship and create new subscriptions. How to emphasis on the development of new available services and market those to existing and new customers. II. Environmental Analysis: Founded in 1990, DIRECTV is the leading satellite television provider in the United States. Formerly known as the DIRECTV Group, DIRECTV is headquartered in El Segundo, California, and has more than eighteen million consumers in the U.S. and more than six million in Latin America. At the end of 2010, DIRECTV had more than 25,000 employees international and had more than twenty four million in revenue. However, established in 1990, DIRECTV formally...
Words: 4159 - Pages: 17
...Kelvin Stubbs 02 September 2013 ENGL101-1303B-18 Composition and Critical Thinking DirecTV vs. Dish Network Through the years television viewing has evolved. Technology has supplemented our need to have entertainment right at our finger tips. Digital services now include streaming video, movies on demand, picture in picture and DVR technology (Digital Video Recorder). With most Americans living a fast paced lifestyle, no one has the time to dedicate to television anymore. Most Americans prefer to watch a show on their own time rather than watching a particular show when it airs on television. DirecTV and Dish Network are the two largest satellite television providers to offer these services. DirecTV offers better home entertainment and a superior DVR over Dish Network. With over 19 million US subscribers, DirecTV is the leader in satellite television services and for good reason (" How Many," 2013). DirecTV offers a better quantity of channels compared to Dish Network. DirecTV offers many channels that Dish Network does not. DirecTV offers channels like “TV One” and “The Audience Channel”. They also offer 20 more “channel favorites” on average compared to Dish Network. One of the most important channel additions includes the NFL Sunday ticket. While Dish Network offers many of the same channels, DirecTV offers a higher quantity of channels. DirecTV also offers better quality channels over Dish Network. In today’s society, people expect the same movie experience in the...
Words: 653 - Pages: 3
...UK, Australia and Asia. It is the world's second-largest media group as of 2011 in terms of revenue, and the world's third largest in entertainment as of 2009. The DIRECTV Group, Inc. (DIRECTV) is one of the leading providers of digital television entertainment services in the US and in Latin America. The company is engaged in acquiring, promoting, selling, and distribution of digital entertainment programs. They serve both commercial and residential customers through satellite. DIRECTV is also engaged in producing its own entertainment programs such as Hometown Heroes, Supreme Court of Comedy, Passions, Championship Gaming Series and others. Company Vision, Mission Statement News Corp. : "Creating and distributing top-quality news, sports and entertainment around the world." DirecTV: “To provide customers with the best video experience in the United States and Latin America both inside and outside of the home by offering subscribers unique, differentiated and compelling programming through leadership in content, technology and customer service.” Company History |June, 1994 – DirecTV launches services in the United States. | |October, 1994 – DirecTV attains nationwide availability....
Words: 3170 - Pages: 13
...Team #4a Eric Steele Jaci Perluss Assignment #4 Market Characteristics The Bundled Communication market caters to varying customers. Ranging from families in the suburbs to singles in the country to restaurants and bars. The marketing for Bundled Communications tends to lean towards offering multiple services as a package deal to try and entice customers to buy their services. These items can include television service, Internet service, phone services, and cell phone services. They pitch the idea that the more services a customer adds-on, the better the savings. The companies tend to focus their ads and commercials on savings and add-on products, and do not focus on selling to one particular segment over the other. (Bundled Communications Services - US - November 2013) Having few direct competitors in the marketplace has given the satellite and cable companies a monopoly on the market. With existing companies already laying the groundwork and providing services, it is labor and cost intensive to try and break into the market as a new company. The segments with which the market targets are the following (Segment Explorer): ● Low-Tech Country: Lower-Middle Class, Mostly Homeowners without kids, Own 1-2 TVs with satellite connection, and 45-64 years of age. ● Big City, Small Tech: Low Income, Frugal Families with Kids, Opted for satellite cable for options, Mix of renters and owners, and Ages range from 25-44 years of age. ● Bundled Burbs: Upscale Middle Class...
Words: 1203 - Pages: 5
...DIRECTV Stephone Bickham MGMT 422 October 11, 2015 Eugene Kaufman DIRECTV DIRECTV is your basis for the finest in audiovisual amusement, no matter where you are living. Observe the same cinemas and TV show anyplace, on your television, processer, tablet, or mobile phone with DIRECTV far and wide. DIRECTV also proposals extra full-time HD channels no additional television supplier comes close. And our leading-edge technology takes your amusement know-how toward an entire fresh level. DIRECTV is one of the earth's primary suppliers of digital television entertaining services distributing a low-grade audiovisual know-how across up-to-date technology, supreme software design, and business primary client facility to further than 37 million clienteles in the U.S. and Latin America. DIRECTV presents more than 190 around the clock HD channels in Dolby-Digital 5.1 theater-quality sound, admission to select software design, and the greatest inclusive group of game software design obtainable anyplace, comprising NFL Sunday ticket, NHL center ice, and NBA league pass. They distribute the finest in audiovisual entertaining to households, airfields, guesthouses, eateries, hospices, workplace edifices, aircraft, cars, and cellular phone expedients. DIRECTV is also the elite home of spectators, an exceptional TV know-how with innovative succession like the praised rascal and realm, sports conversation shows, elite performances. Clienteles can brook viewers live or observe spectacles...
Words: 1013 - Pages: 5
...¿QUÉ ES DIRECTV? Es el sistema de televisión satelital líder en el mundo, que ofrece más canales y una espectacular selección de programación que incluye películas, deportes, eventos exclusivos, noticias, programas infantiles, canales educativos, música y muchas alternativas más. La tecnología digital de vanguardia le brinda la nitidez de imagen y la pureza del audio con calidad inigualable. DIRECTV es el primer servicio de televisión vía satélite directo-al-hogar en llegar a América Latina y el Caribe. Desde su lanzamiento en 1996, DIRECTV llega a cientos de miles de hogares en más de 10 países en toda la región. A diferencia de otros servicios de televisión paga, DIRECTV ofrece la mejor programación internacional sin importar la topografía del país donde reside el suscriptor; un lugar recluido en las montañas o en la costa. El sistema DIRECTV fue creado en los Estados Unidos en el año 1994, y hoy es provisto en América Latina, México y Caribe por DIRECTV Latin America, LLC, a través de los satélites GALAXY III-R y el GALAXY III-C, que fue lanzado hacia fines del 2002; nos permite continuar ofreciendo la más alta calidad de imagen y sonido digital. Al tener ambos satélites alineados en el espacio, DIRECTV tiene la capacidad de transmitir más de 300 canales de video y audio digital. Visión Hacer de DIRECTV la mejor experiencia televisiva del mundo Misión Transformar el panorama de la comunicación mediante una combinación irresistible y diversa de contenido, tecnología...
Words: 3034 - Pages: 13
...the Appendix A. JetBlue Airways Corporation, which may also be referred to as JetBlue or JBLU by its ticker name. JetBlue is a passenger airline that provides customers with high-class amenities at a relatively low-cost. I. Areas of Operation A. Segment Assessments JetBlue operates through two segments: passenger and in-flight entertainment. (JetBlue Airways is a passenger airline. Co. operates primarily on point-to-point routes with its fleet of 120 Airbus A320 aircraft and 49 EMBRAER 190 aircraft. As of Dec 31 2011, Co. served 70 destinations in 22 states, Puerto Rico, Mexico and 12 countries in the Caribbean and Latin America. Co.'s onboard offerings include inflight entertainment systems which consist of 36 channels of DirecTV®, 100 channels of XM satellite radio and movie channel offerings; and a range of snacks and beverages. Co.'s subsidiary, LiveTV, LLC, provides in-flight entertainment, voice communication and data connectivity services for commercial and general aviation aircraft) (Business Summary, 2012). The company's other businesses include LiveTV, a wholly owned subsidiary which provides in-flight entertainment, voice communication and data connectivity services for commercial and general aviation aircraft. LiveTV has contracts with seven other domestic and international commercial airlines for the sale of certain hardware and installation, programming and maintenance of its live in-seat satellite television. It also has contracts for its XM Satellite...
Words: 309 - Pages: 2
... Sylva, NC 28779 John.Baptista@btsol.com Microsoft Office Training Due Date March 24, 2015 Prepared by: Jason Batts (Training supervisor) Satellite Providers of WNC 123 main street franklin NC 28734 Jason.Batts@Satprownc.com Office # 828-371-4143 Fax# 828-371-4142 Our Story: We are Satellite providers of WNC. Established in 1990, we started in an office that was no bigger than 400 square ft., with 3 employees. We are now Western North Carolina’s leading independent retailer for Dish Network, DirecTV, Hughes net, and Exede FKA Wildblue. With over 25 employees we are continuing to grow more and more. As we continue to be a number one fulfillment provider in the area for satellite television and Internet, we have also extended our services into pre-wiring homes and commercial buildings for visual and audio needs, as well as custom home theater systems and integrated smart home systems. This has given us a huge advantage in our field to be with our customers every step of the way. Our goal here at Satellite Providers is to bring home entertainment and high speed satellite internet to the entire region in an efficient and quality environment. Project to be fulfilled. For us to continue to be the leading independent retailer for providing...
Words: 555 - Pages: 3
...TiVo A case study analysis Group 5 Suthasina Chaolertseree (4802641060) Nutnaree Chaisirivichien (4802640583) Passamon Rattanawenawatee (4802641326) Jirawat Mahatraiphop (4802640302) David Eberle (5102940037) TiVo: A case study analysis MK 413: Group 5 1. Management vision There are four directions that TiVo’s management team can choose; each strategy has issues that the management team should consider before making a decision. The first direction is doing stand-alone business. TiVo can successfully compete with others in this type of business and earn high profits due to its unique offering. Standalone business also gives TiVo flexibility in developing its product technology and in enhancing its brand awareness, which allows TiVo to set higher prices. On the other hand, the company will have more marketing expenses in order to compete in the market since it needs to pay for advertising costs itself. Moreover, cable companies can become new potential competitors since they can outsource consumer electronics manufacturing to produce DVRs for them and distribute DVR devices to their subscribers. Doing Comcast and Advertising business may require TiVo to assemble its product equipment with another consumer electronics product and to use co-branding causing TiVo’s brand awareness to decrease. Moreover, the management team needs to put huge effort in turning advertising-related business into one of its core businesses. Furthermore, TiVo’s monthly average revenue per unit...
Words: 2564 - Pages: 11
...Case study: Tivo Tivo delivers broadcasted content, makes house software and large storage devices, and provides software features to skip the advertisement. In deciding where to position itself in the value chain, TiVo management initially focused on software and service. To entice brand-name CE firms to manufacture and distribute TiVo, the company subsidized CE manufacturers up to $200 per box. After TiVo discontinued CE subsidies in 2002 in an effort to conserve cash, management discovered that there was not enough profit in the TiVo Series2 box for CE manufacturers to make their required margins. TiVo reduced the number of parts, outsourced to a very efficient contracting firm, and started selling boxes. In addition to the retailer deals, TiVo worked with manufacturers to gain broader distribution for the TiVo technology. Porter’s Five Forces Analysis The Threat of new entrants is high. TiVo confronted a rash of new entrants. Biggest part of the technology, such as PC, hard drives, MPEG is available to anyone. For hardware, capital requirements are high and TiVo is defending its intellectual property patents aggressively to compete with new entrants. While patents have contributed to keep TiVo’s advantage, litigation has been costly and time-consuming. Besides, TiVo also focused on innovating new technology and features. For software, capital requirements are low and therefore the threat of new entrants is higher than for hardware though the reputation of TiVo remained...
Words: 1011 - Pages: 5
...XM Satellite Radio is one of two that have won the licenses bids to join the duopoly with SIRIUS. SIRIUS currently has a head start in funding, strategy announcement, and product launch. XM needs to define their market segment, product and services offering, and pricing strategy. SIRIUS has revealed their marketing targets and we can use this to our advantage by targeting different segments. Tech-Seekers and Tech-Friendly markets would be ideal for XM. SIRIUS already announced that rural areas and truckers are their target markets. XM offers small, sleek antennas that would appeal to these markets. These markets are willing to replace their current car stereos with aftermarket stereos, which is aligned with our product concepts for the car market, approximately 46M customers. Pursue the home segment, which has approximately 51M customers in the Tech-Seekers and Tech-Friendly market segments. Both SIRIUS and traditional radio are not meeting or pursuing this market. XM will benefit from first mover in the home satellite radio. Advertising as a revenue stream needs to be considered. Limited advertising can be done on select channels, such as talks, where breaks are necessary. Sponsorship of particular channels can be done. The concept products display text. Sponsors name could scroll during limited breaks between sets of music. AM/FM radio has 18 to 20 minutes of commercials for every hour. For XM to differentiate as perceived commercial-free, advertising will be...
Words: 348 - Pages: 2
...generated with fewer than many of its competitors, shows that JetBlue has given its costumers what was promised. JetBlue began flying in February 2000, so in four years they made a great effort, this also shows that the company was dependable and that the costumers were happy to fly with JetBlue. Assurance: Neelman, the founder of JetBlue was very connected with his employees and his costumers, which made it easier for the customers to feel safe flying with JetBlue. “He traveled frequently on JetBlue flights, working alongside employees, talking with pilots in the cockpit, visiting with customers about their experiences, and asking how the airline could better serve them.” Tangibles: JetBlue offered its customers free XM satellite radio, DIRECTV satellite television, and Bliss Spa comfort kits. Passengers could watch live television, listen to satellite radio and they can also purchase 20th Century Fox inflight movies. It was the first airline to deploy the new Embraer 190 regional jet and the first to offer free live television. Empathy: JetBlue has won dozens of top awards for its performance and the second-lowest rate of customer complaints among the 10 largest U.S. airlines. Also, as previously mentioned Neelman was very involved with his employees and his customers asking them about their experiences, Responsiveness: After the company’s big loss of $20 million in the end 2005, Neeleman and Barger discussed a plan for recovery, which was very effective since their revenues...
Words: 529 - Pages: 3
...TiVo A case study analysis Group 5 Suthasina Chaolertseree (4802641060) Nutnaree Chaisirivichien (4802640583) Passamon Rattanawenawatee (4802641326) Jirawat Mahatraiphop (4802640302) David Eberle (5102940037) TiVo: A case study analysis MK 413: Group 5 1. Management vision There are four directions that TiVo’s management team can choose; each strategy has issues that the management team should consider before making a decision. The first direction is doing stand-alone business. TiVo can successfully compete with others in this type of business and earn high profits due to its unique offering. Standalone business also gives TiVo flexibility in developing its product technology and in enhancing its brand awareness, which allows TiVo to set higher prices. On the other hand, the company will have more marketing expenses in order to compete in the market since it needs to pay for advertising costs itself. Moreover, cable companies can become new potential competitors since they can outsource consumer electronics manufacturing to produce DVRs for them and distribute DVR devices to their subscribers. Doing Comcast and Advertising business may require TiVo to assemble its product equipment with another consumer electronics product and to use co-branding causing TiVo’s brand awareness to decrease. Moreover, the management team needs to put huge effort in turning advertising-related business into one of its core businesses. Furthermore, TiVo’s monthly average revenue per unit...
Words: 2564 - Pages: 11
...Lanning suggest that customers base their buying decisions on two criteria: 1) the benefits of the product and/or service and 2) price.1 Two reasons that sales were not taking off as anticipated relate to the marketing strategy. First, the TiVo value proposition was unclear to customers and sales people, as evidenced by the “amount of confusion in the press as to how the new product category should be introduced.” 2 Second, the market segmentation approach of targeting early adopters did not produce the leadership buzz that TiVo had anticipated. For their part, “TiVo’s marketing team argued that lack of awareness was a key cause of the discrepancy between the love for TiVo and its lackluster sales. Additionally, TiVo partnered with Philips and Sony for manufacturing and brand recognition. Philips and Sony provided a sense of reliability to the new product, but they were unable to provide support and training for the sales force. Coupled with a salesperson turnover rate of over 50% and the need for extensive explanations and demonstration, the result was an inconsistent message for an innovative technology.” 3 With regards to price, the $1,000 price tag often exceeded the cost of the television itself which created a dissonance that gave pause even to technophiles who were unclear of the value proposition. As a new technology, there was no reference point to indicate the relative value of the purchase. Tacking on an additional service fee to record and receive suggested...
Words: 1817 - Pages: 8
...1. Changes in the trend of media industry Media consumption patterns are slowly but steadily changing the digital home, and wireless connectivity enables similar changes outside the home. Disruptive technologies liberalized content release windows, regulatory changes, and a myriad of factors could dramatically change current trend lines of the customers. Before we start, let me first explain about the historical media disruptors. Firstly, the television forces radio out of national spotlight into locally based medium and then came the cable television, which evolves from relaying distant signals to narrow casting medium. Alternative newspapers emerge from counterculture voice to market threat, competing for advertisement revenue. Commercialization of the Internet and Web force “traditional” media to face the future and fight for advertisement revenue and consumer attention. The next generation of media, which is the DMB(Digital Multimedia Broadcasting), is now threatening the rest of the media. 2. What is DMB (Digital Multimedia Broadcasting)? According to the web-site scala.com, the definition of DMB is the process of broadcasting multimedia over the Internet, or satellite, to be tuned in by multimedia receivers, or players, capable of playing back the multimedia program. Through a process called multicast, a single broadcast can send programming to thousands of receivers, which can play back the content individualized to the location. This is one of the advantages...
Words: 1205 - Pages: 5
