The San Jose Consulting Group

A Strategic Analysis on

.

Performed By Junior Analysts…
Ed Work
Randy Seese
Tom Jozinovic
David Bolhorst
Lawrence Kuechler

Strategic Introduction

The digital video recorder (DVR) market is experiencing rapid growth, with an expected consumer base of 19.6 million DVR units in homes by the year 2006. Tivo implemented an aggressive marketing strategy in the late 1990’s; as a result Tivo Inc. has become the most recognizable brand name and thus setting the standard in this exploding industry. But Tivo is not without shortcomings. It faces inabilities to effectively reach large amounts of the DVR market due to the current monopolies that cable and satellite companies enjoy. The fairly expensive retail price of the Tivo unit could possibly jeopardize the company’s ability to stay competitive in the market for an extended period of time. The rapid growth of this industry is also creating increased competition for Tivo, and it seems the management of Tivo will be left with some crucial decisions to make if they are to continue to survive in this industry. Currently, Tivo develops DVR software and stand-alone units with a selling focus towards television viewers seeking an improved and interactive viewing experience. A DVR unit is a set-top box that performs three different main functions: 1. Tivo and live television – Tivo allows the viewer to pause and rewind live T.V. programs so they don’t miss a moment of their show. No longer does a trip to the bathroom or the refrigerator keep the viewer from watching their entire program. Tivo also automatically records the show you are watching as you are watching which allows you to rewind it as far as fifteen minutes into the past. This means if a friend walks in the room and didn’t catch the first ten minutes of the show the viewer can rewind it back to the beginning and watch it again. Tivo also allows the viewer to fast forward through commercials that took place as it was recording the show. So typically after starting the show over the viewer could eventually catch back up to live television by fast forwarding through commercials. 2. Tivo and recording – Tivo also works as a video and television program library storing the viewers recorded movies and programs on its hard drive. Tivo’s hard drive comes with a certain amount of memory and the customer can choose anywhere from 40-120 hours of memory when they purchase their unit. Viewers can then set-up their Tivo to tape any show they want, much like a VCR, however Tivo can store many more programs than a VCR tape would be able to. In addition the viewer can program Tivo to tape the favorite shows every time they come on no matter what channel they are on. This means that if a viewer likes “Friends” the Tivo is able to record all six episodes in one day from different channels through just one command. Viewers are also able to give Tivo commands of what shows they like and Tivo will automatically find similar shows and tape them. 3. Tivo Home Media Option – A final option with Tivo for extended cost is networking Tivo programs throughout your household. This means that a viewer can save a program on their living room T.V. and later transfer it to their bedroom television. This allows the viewer much more memory space because they have multiple units but also more convenience because they are not limited to a certain room in their house to watch a movie or program they have saved.
As the above indicates the DVR is a very versatile machine and because it allows consumers to watch what they want, when they want, the Tivo and DVR market may prove to be more profitable than any of us realize. Tivo has not and is not on its way to creating a sustained competitive advantage in the industry. Though the most easily recognized brand of DVR’s, Tivo has yet to make a profit in its near six years of existence. The latest figure was a 4.4 million dollar loss for the third quarter of 2003. Although that is a $10 million dollar improvement from the previous year, the Tivo situation still faces considerable roadblocks to sustained profits. Tivo remains reliant on developing and maintaining relationships with satellite and cable providers in order to remain competitive in the industry. Sixty-two percent of Tivo’s subscription growth came from an existing partnership with DirecTV to offer DVR services in conjunction with satellite television. As of now, the situation of this current relationship is up in the air. Presently, DirecTV’s parent company is in the works to be acquired by News Corp. News Corp. already owns the British firm NDS, which is developing it’s own DVR technology. If this relationship breaks down, Tivo will find it difficult to find another parent with enough clout in the cable/satellite industry to record profits. Other communication giants, such as DISH network and Comcast (DVR out in Jan. 04’), supply generic DVR’s and services for a lower price and cheaper monthly fees. With television viewers separated so clearly based upon service providers, a long-lasting mutually beneficial relationship with a cable/satellite company is a required element for Tivo to achieve success. The prospects of Tivo being successful in this industry for a sustainable amount of time are slim and uncertain. The stand-alone unit for the Tivo cannot financially compete with the DVR packages that television providers are offering at discount prices. Tivo is at risk of becoming a niche product, comparable to Apple computers in that only a select few will have a desire to own the product. On the other hand, Tivo may be able to achieve profitability and success by concentrating on their core competencies of software development and marketing. Tivo has diversified itself in the industry by promoting its DVR as the user-friendly system in the market. This is due to their software, which is made up of many different menus the viewer will use when operating a Tivo DVR. These menus are said to be simpler for the viewer to understand and use which had pushed many consumers towards Tivo however high quality software isn’t the main thing that has sold their DVR’s. Marketing seems to be Tivo best competence thus far because it has established their name in the market resulting in many consumers acknowledging DVR’s as “Tivo’s”. This has been extremely beneficial for Tivo because they have the set the standard in the market and are the most well known manufacturers of DVR’s. Tivo could attempt to leverage their visibility to consumers as a selling point in creating profitable relationships with third party DVR manufacturers. The question however, is will the competences be enough to bring Tivo to profits? While the answer is hard to find, currently it seems these competences will not suffice. Tivo does have a brand name advantage but consumers are slowly seeing more advertising for generic DVR’s and the price is so much less it has been hard for consumers to ignore. While some are still chasing after the name and the user-friendly system others will gladly take the more complicated less popular DVR for the drastic price cut. Currently a Tivo unit will cost a consumer $100-250 with a $10-15 per month fee. Customers of a cable company such as Comcast will be able to get a DVR unit in January 04’ for free and pay only $10 per month. Some other cable companies have advertised as low as $5 per month. This is the very reason that competition is growing so quickly in the DVR market and why so many companies, especially in cable and satellite, are interested in manufacturing their own units. An important lesson learned from Tivo is that consumer demand of the DVR market is less oriented toward superior quality and differentiation than it is towards low costs. With the amount of complimentary products to television viewing, along with considerably high monthly cable and satellite bills, consumers are looking to save money in certain areas. With generic DVR’s offering the same basic abilities as Tivo, though in an inferior manner, consumers are choosing to save their dollars. If executives expect to turn Tivo into a profitable company in the DVR industry, they must focus on company strengths such a software development while phasing out their weakness of manufacturing. Tivo cannot compete with the economies of scale that Comcast and DISH possess, thus making the Tivo stand-alone unit a financial liability to the company. By ceasing unit production and instead redoubling efforts to research and development, Tivo can continue to generate innovative and consumer friendly software for DVR devices. Third party manufacturing companies that lack sufficient research and development could be possible suitors of Tivo’s widely known software interface.

CHAPTER 1

List key events and dates you are aware of in the history of your company.
(Tom Jozinovic)

➢ 1939 Television introduced to the public ➢ 1950 Zenith invents the first TV remote called the “Lazy Bones”. ➢ 1997 Michael Ramsey and James Benton developed the concept of Tivo that will give television viewers the ability to record, rewind, and replay live television. ➢ 1998 Tivo name and logo are developed ➢ 3/31/99 Tivo and Phillips Electronics sign an equity deal to support their partnership. ➢ 4/27/99 Tivo signs with an equity investment with Direct TV ➢ 7/27/99 Comcast International Capital, Cox Communications, Discover Communications, Walt Disney Company, Liberty Digital, Advance Newhouse, TV Guide International, make equity investments with Tivo. ➢ Sony and Tivo form a business alliance. ➢ 9/30/99 Tivo announces its official public offering. ➢ 2/29/00 Tivo + British Sky Broadcasting Groups ally to sell personal TV’s in the UK ➢ 6/07/200 Tivo unveils Tivo Takes. A fully interactive video program. ➢ 6/14/00 America On Line aligns with Tivo to form a strategic agreement and equity investment. ➢ 6/28/00 Thompson Multimedia to deliver Tivo in the UK ➢ 7/25/00 Tivo and Comcast Cable announce single market deployment of Tivo services. ➢ 5/24/01 Tivo granted new patent on personal video recording software and hardware design. ➢ 10/17/01 Tivo wins Emmy Award for outstanding achievement. ➢ 10/08/01 Tivo signs licensing agreement with Sony. ➢ 11/07/01 AT@T Broadband and Tivo introduce video recorders to AT@T cable customers ➢ 12/11/01 Tivo awarded two patents covering core DVR functions and home networking capabilities. ➢ Direct TV selects Tivo for next generation digital satellite receiver with DVR recorder. ➢ February 2002 Tivo airs an exclusive, promoting Lord of the Rings ➢ January 2003 Tivo and Toshiba align to develop DVD/DVR system ➢ January 2003 DirecTV introduces first HDTV with integrated Tivo DVR ➢ April 2003 Home Media Option available ➢ May 2003 Tivo has 88% increase in growth compared to 1st quarter with 703,000 subscribers ➢ 11/03/03 Tivo reaches 1 million subscription milestone

CHAPTER 2

At what stage in the industry life cycle is the industry in which your company is based? What are the implications of this for the intensity of competition both now and in the future? (Larry Kuechler)

Tivo Inc. is a part of the personal digital video recorders (DVR’s) Industry, which currently lies within the embryonic phase of the industry life cycle. While it is gaining popularity slowly, the advantages of having a DVR is still a mystery to many consumers, which gives the industry ample room for growth. As a result, competition in this industry is extremely high. Currently Tivo has approximately 1 million subscribers, which puts them slights behind Echostar, a satellite and generic DVR producer. Other competitors include Comcast, Scientific Atlanta and ReplayTV. According to estimates, 25 million consumers will be using DVR’s by 2007, leaving it clear that the future competition in the DVR market will be extreme.

How dynamic is the industry in which your company is based? Is there evidence that innovation is re-shaping competition? Has it done so in the past? (Larry Kuechler)

Tivo is based in the Digital video recorder industry. This industry is very dynamic and is characterized by innovation and low costs. Companies competing in the industry must be able to innovate with new features and options while keeping costs low enough to compete with low-cost leaders in the market. The constant innovation that occurs in this industry forces the re-shaping of competition. ReplayTv, with its 30-second skip feature, has innovated in such a way that they are facing legal troubles resulting from lawsuits by the major television programming providers. Tivo’s innovative thumbs up/thumbs down suggestions interface has resulted in Echostar and Comcast attempting to lure customers in through other methods, such as low prices or free units. These innovations have re-shaped the industry and how competitors market and produce their products.

Apply the 5 forces model to the industry. Overall, what conclusion does it lead you to draw about competition? (Larry Kuechler)

1. Risk of entry by potential competitors- The risk of new entrants is high.
There are low barriers to entry in this industry, as seen by the latest influx of new competitors who have produced generic DVR’s to compete with high end units such as Tivo. The market is still growing at an exceptional rate, so more and more potential competitors are jumping in to attempt to gain some market share. Though Tivo does have a strong, loyal following, there is still a large amount of consumers out there who don’t need all the features that Tivo has to offer, and are willing to purchase cheaper versions provided by new competitors.

2. Rivalry amongst established companies – The rivalry amongst companies is heating up. Price wars, especially because Christmas is around the corner, have begun to dominate the industry. Echostar provides a free DVR unit integrated into their satellite receiver, along with cheaper rates than what Tivo can offer. Comcast is coming out with its DVR that it plans to market the same way Echostar did. Even ReplayTV has cut the cost of its monthly service in order to tempt consumers to purchase their unit. Switching costs are relatively high for a consumer, so the initial purchase of a unit is where the battle for market share is won and lost.

3. The bargaining powers of buyers – This is very high for the DVR industry. There are ample substitutes for the end-user consumer to purchase that offer the same service that Tivo does. Tivo also faces high buyer power when dealing with satellite and cable industry, potential buyers of their technology to integrate into their own systems. There are relatively few cable and satellite providers, leaving Tivo with little power over them. These companies have the ability to dictate pricing of the Tivo technology because they can always develop or purchase their own generic DVR provider.

4. Bargaining powers of suppliers – this is low for a few reasons. The products that the suppliers sell have many substitutes; no single supplier has a product that is clearly unique or different. Tivo could even possibly build the same products its suppliers sends them. The main rationale for why supplier power is low is that the electronics industry is saturated with thousands of suppliers who produce similar products, and if required, a company could easily produce a product that they have never produced before just to meet demand.

5. Substitute products – There are few available. The VCR is a viable substitute product for consumers who want to record live television but don’t want to pay for a service like the DVR. Computer software also offers a viable option to record live television. Snapstream, a program that allows the consumers computer processor to record live television without paying any subscription fees has recently hit the market. Many technology savvy individuals might be interested in a product like this.

Is the competition in your industry global? Or do companies compete mostly within a single country or region? Is their evidence it is becoming more global?
(Larry Kuechler)

Because Tivo and the DVR industry is still in the embryonic phase it seems that they have yet to venture out as a global industry. In fact, the industry is still attempting to make itself known in its current location of current competition, the United States. In spite of this, Tivo has teamed up with major partners such as Sony and DirecTV, showing its possible preparation for an eventual entrance into the global market.

Analyze the impact of the national context on the industry in which your company is based? Do local demand conditions, factor conditions, related and supporting industries, or the intensity of rivalry in the country your company is based help or hinder it? (Larry Kuechler)

The demand for digital video recorders has steadily grown since the general public began to understand and have access to the technology. Television has long been a centerpiece for American life. Television is used for entertainment and information, by a variety of homes, lifestyles and people. Tivo taps into this resource, offering a complimentary product that it hopes will become a certified household necessity. The company experienced a growth of 107,000 subscriptions in the second quarter of 2003, and just recently hit the 1 million mark for total subscribers. No other country surpasses the large T.V. viewing population of America, making the demand conditions of the United States a definite advantage for the firm.

The factor conditions of the U.S also prove to be an asset to Tivo. Capital can be obtained from private individuals or large corporate banks. Though it is dimmed, the spirit of entrepreneurship still lives in the U.S.A. With a vast supply of skilled and educated workers, Tivo has the ability to choose from a knowledgeable workforce that can’t be replicated in most other countries. Another advanced factor that the U.S.A provides is the communications infrastructure. Most homes already have televisions or phone lines in them. This factor helps contribute to the demand conditions as well.

Related and supporting industries for Tivo include cable and satellite companies, broadcasting stations, VCR’s, computer chip manufacturers and television set manufacturers. The broadcasting companies, such as ABC or Fox, have the ability to dictate the success of Tivo. Because Tivo is a complementary product to televisions, if Fox, ABC and other channels begin to offer substandard quality programming, the use of Tivo will drop considerably. But because the broadcasting firms in the U.S.A put out a surplus of television programs the public wants to see, a market for Tivo is created. The vast coverage of cable and satellite companies offerings services in the U.S also help Tivo. And though much of chip and television manufacturing is done over seas, this doesn’t impact the operations of Tivo in the U.S. to much extent. As long as the chips and T.V. sets remain compatible with the Tivo receiver, Tivo doesn’t have too much to complain about.

The intensity of rivalry for this industry is considerable. Tivo faces major competition from Echostar and Comcast, both companies that provide generic DVR’s given out with their satellite and cable service plans. ReplayTV is the largest competitor in the stand-alone DVR market, while SnapStream offers an alternative method for DVR’s by providing software that allows a PC to perform the same function as a digital video recorder. The amount of competition in the industry is forcing Tivo to evolve. Currently, Tivo is considering altering their business plan by shifting the production and research focus from DVR units to the development of software. The intense competition is forcing Tivo to cut costs while innovating its product, creating a better end product for consumers.

Tivo, a company currently on the forefront of the DVR industry, has an array of opportunities at its fingertips. First, the DVR industry is on the rise, with analysts expecting an increase to 25 million homes in 2007, up from 3 million homes today. With this exploding consumer base, Tivo can maintain high profit margins if it can secure a long- term significant market share. Tivo can also license out its product to electronic companies such as Panasonic to form strategic partnerships. The opportunities of new product innovations such as the new DVD recorder with Tivo capabilities could garner a lot of attention from television consumers in the near future. Advertising and promotion also lends itself to being an opportunity for Tivo. Tivo has sponsored content such as free concerts or special features that are paid for by companies seeking to advertise their products in a unique way. From special movie behind the scene features to free live concerts to promote a new CD release, Tivo has the opportunities to utilize this marketing aspect of their operating system. The global market is another temping opportunity. The United States is just one of many countries that enjoys viewing television and that can provide a strong consumer base for Tivo’s products. Once Tivo becomes more stable and accepted in the United States, a push for control of foreign markets could become the next step for Tivo, Inc.

The DVR industry is not without its threats though. A major threat to Tivo’s survival is that cable and satellite providers are producing their own generic DVR unit to market to their subscription base. DISH networks has already introduced a generic DVR that reached 1 million subscribers two months before Tivo hit that plateau, even though Tivo had been working towards the goal several years more. Comcast Cable is also beginning to introduce their own DVR technology to be offered out in conjunction with cable services. Ad campaigns have hit the air wave on behalf of Comcast that are essentially designed to increase the awareness of Comcast technology while eliminating the branding that Tivo has over the DVR industry. Tivo also faces the threat that the stand-alone box could become obsolete. DVR’s are being integrated into other set-top boxes and the stand alone version, which made up roughly 25% of Tivo’s third quarter new subscriptions, are being phased out. Because of this, the need for Tivo to form more strategic relationships with cable and satellite companies has magnified. Low barriers to entry are another obvious threat Tivo must be concerned about. As seen by the latest influx of heavy weight competitors, Tivo must continue to be wary of new competitors coming in who can offer cheaper, more innovative, or easier to use products. Tivo will face a serious struggle to hold onto market share if they can’t differentiate themselves through low price of product innovation. Lastly, consolidation of the DVR industry is a substantial threat facing Tivo today. Purchasing power of buyers is high because the possible customers of Tivo products, like Comcast, DISH, DirecTV, have a high degree of influence on the end users of television related products. By providing television services to their subscription bases, these communication giants can leverage their existing relationships with the consumers to better market and sell their products. An individual who can get a free or cheap DVR unit from Comcast that flawlessly connects to their cable system will rarely decided to purchase a Tivo, not matter how many features and add-on’s that are provided.
The demand for digital video recorders has steadily grown since the general public began to understand and have access to the technology.

CHAPTER 3

Identify whether your company has a competitive advantage in its primary industry. (Tom Jozinovic)

At this time it is clear that Tivo does not have a competitive advantage in its industry. In fact it is currently a company that is not receiving profit at all. However many analysts are saying the time of profit is coming quickly. Some say by the beginning of next year Tivo may actually be “in the black”, which makes this an extremely exciting and competitive time. Who will be able to step ahead of the rest and lead the market? We may soon find out.

For the industry where your company has the most sales, evaluate your company against the four generic building blocks of competitive advantage. On which building blocks is it strong? On which is it weak? What lessons can you draw from this to understand the performance of your company relative to its competitors?
(Tom Jozinovic)

Innovation

Tivo is rarely on the forefront of innovation in the industry. Instead, they are usually just a step or two behind. ReplayTV, a competitor of Tivo, introduced the concept of digital video recorders to the public several months before Tivo rolled out their own product. Also, ReplayTV introduced several add-ons that Tivo later implemented. ReplayTV was the first to offer 30-second time skips or the ability to automatically record any show with the viewer’s favorite actor or actress in it. The failure to be the innovation leader has not harmed Tivo significantly. In fact, television operators sued ReplayTV over an innovation that automatically skipped commercials on recorded shows. Even though Tivo is not the leader in innovation, it still remains strong in the industry. Tivo has shown and ability to improve their product without falling far behind the innovation leader, while maintaining stable relationships with companies such as Direct TV. They have not done well as an innovator but have done well to improve the technology. They have done this through developing a user-friendly operating system that can be easily integrating with existing satellite receivers such as those that Direct TV produces.

Customer Responsiveness

Under customer responsiveness Tivo has managed to develop a few strenghts and weaknesses. Though they are not the innovation leader, Tivo has quickly responded to competitors’ innovations and consumer demands. Tivo has focused on providing a high quality reliable service that is easy to use and have teamed up with DirecTV to better provide for these demands. The pricing method that Tivo uses, though higher than some competitors, is also aimed for customer satisfaction. Tivo was the first company in the industry to offer monthly or lifetime plans, thus giving more flexibility to the customer. Customer response time for equipment and services varies. Depending on the shipping method (customers are given three options), it can take from one to ten days for a unit to be sent to the customer. After an hour-long customer service supported installment session, the service is up and running. Service after that is continuous and instantaneous via the Tivo equipment. Recently because of increased competition Tivo has not been able to respond to new customer needs. Many competitors such as Echostar have been offering the monthly service at a lower price. Some competitors have also offered the digital video recorder itself for free if you sign up for the service.

Quality

Tivo had not developed a clear strength in the quality of their product however they have stressed quality in product design and customer service. They offer a new user-friendly interface with such menus as the “To-Do List”, a list that helps users navigate through the Tivo recording process helping to ensure a quality experience for the consumer. In spite of Tivo’s features the performance of the machine doesn’t match up well when compared to ReplayTV’s unit. ReplayTV has higher quality video output due to special video input plugs on the rear console as well as a commercial skip button, which many consumers find appealing. They were also the first to offer networking to enable the customer to watch saved programs in different locations throughout their house; a feature Tivo has now added for an increased fee.

Efficiency

The efficiency building block is hard to analyze. Tivo is attempting to be a stand-alone unit, while other DVR providers in the industry, such as the non-name brand unit linked with EchoStar satellite services, come in conjunction with cable or satellite services. Tivo has clearly not been efficient in producing and selling their stand-alone units, however Tivo has been successful in selling and integrating their software into satellite systems such as Direct TV. The main competitor for the stand-alone market segment, ReplayTV, is a privately held company, thus making the financial records hard to gain access to. Although ROA is not an effective method of rating efficiency, when compared to Echostar, Tivo looked inferior. Tivo had a ROA of –68% compared to Echostar’s –10%. The economies of scale that Echostar can utilize give them a definite advantage when efficiency is considered. An interesting realization regarding Tivo that evolved from this analysis is that they lack a competitive advantage in any of the four building blocks. They are not the first to innovate; yet they are not the low cost leader. Though they are above average in all categories, they lead none of them. The strength of Tivo lies in the marketing efforts they have undertaken.

Are there any aspects of your company’s strengths and weaknesses that are not captured in the four generic building blocks? What are they? Do they represent additional building blocks of competitive advantage in your company’s industry? How does your company perform in these areas? (Tom Jozinovic)

Tivo has been able to develop a clear strength in mainly in one category: setting the standard. No DVR has differentiated itself in the market due to product design or innovative services, but Tivo has differentiated itself from the competitors in regards to visibility. Through numerous advertisements and promotions Tivo had been able to develop a brand name appeal. Examples include, sponsoring movie premiers such as the “Lord of the Rings” to partnering with large companies such as Direct TV, Dell, and AOL. Marketing and distribution are also strengths for Tivo. They have effectively marketed their product through the companies mentioned above. Tivo’s agreement with Direct TV to develop combination satellite/DVR receivers has allowed Tivo to get into more homes without selling and distributing their stand-alone units.

Does your company have any distinctive competence or competencies? If so, what are they? If not, is it trying to build any? (Tom Jozinovic)

Tivo has not succeeded in developing a clear distinctive competence; however by using aggressive marketing campaigns Tivo has been able to position themselves as the superior product providers in the digital video recorder industry. Tivo has been trying to build a distinctive competence by building and maintaining its existing relationships as well as maintaining consistent innovation in research and development.

How have the strategies your firm has pursued in the past contributed to the distinctive competencies it has (or is trying to build) today? How has luck contributed? (Tom Jozinovic)

Tivo initially focused on promoting and selling their product as a stand-alone unit. This strategy did not contribute to Tivo’s current strategy in building a distinctive competence, however in 1999 Tivo signed an equity agreement with Direct TV that has revealed a potential for supporting Tivo’s current efforts in building a distinctive competence. Tivo’s early focus on developing relationships with credible companies has allowed Tivo to build on competences. We do not believe luck has contributed to Tivo’s success. Through talented marketing and advertising Tivo has had the ability to attract investors.

Do the strategies currently pursued by your company build on its distinctive competencies? Do they involve attempting to build new competencies?
(Tom Jozinovic)

Tivo’s current strategies have the ability to build new competencies. Tivo has a number of strengths that can help it develop a distinctive competence. A major strength Tivo has is in marketing. As mentioned before Tivo has been able promote their product very effectively through partnerships with Direct TV, AOL, Best Buy and Dell. Tivo also has a number of very supportive equity investors. Acqua Wellington North American Equities Fund and Crosslink Capital and New Enterprises Associates together have contributed to purchasing more than 35 million dollars worth of stock. If Tivo can continue to market their product and maintain its relationships it will be able to develop a distinctive competence.

What are the barriers to imitating the distinctive competences of your company?

(Tom Jozinovic)

Tivo has developed many barriers that protect them from having their distinctive competencies imitated by its competitors. Product innovation is one of the main barriers that Tivo has established. By working with established companies such as Sony, Phillips, and Toshiba, Tivo has been able to custom tailor their digital video recording systems to fit into desk top cable boxes. Tivo spent four years of testing and development with Direct TV to have their DVR’s integrated with the new generation Direct TV digital satellites. Tivo’s technology and services have been used to promote many different products music videos, new car introductions, NFL games, and movie trailers. The many alliances and business partnerships that Tivo has developed make product innovation a formidable barrier to imitate for the competitors in the digital video recording industry. The second barrier that Tivo has established in this embryonic industry is the many patents that Tivo has acquired concerning DVR recording technology and the menus used to navigate the complex television schedules. Tivo has nearly fifty patents concerning DVR technology and services. The intangible assets Tivo possess pose a big barrier for Tivo’s competitors to overcome. The many product innovations Tivo has developed, as well as the intellectual and intangible assets are the two greatest barriers for Tivo’s competitors to overcome.

Summarize your company’s most important internal strengths and weaknesses in a table. Any distinctive competencies should be listed under strengths in boldface.
(Tom Jozinovic)
|Strengths |Weaknesses |
|Patents for pioneering innovations associated with DVR software|Stand-alone systems are not accepted as TIVO expected. |
|& hardware. |Need to have Board of Directors from companies that influence future|
|Marketing campaign has developed brand recognition in the DVR |of DVR industry. IE) Cable |
|market. |Single supplier for key product components |
|Licensing technologies to Sony, Toshiba, Pioneer, and DirecTV. |Over reliance on partners |
|With TIVO integrating their technologies with other company’s |Separated from customers by partners |
|products, TIVO can drive adoption for these next-generation |Cannot make financial obligation without more investments |
|products which will drive adoption for the TIVO service. |Outsource key value added functions |
|Unique capabilities to measure audience viewing of programs and| |
|commercials that can help broadcasters design programming with | |
|greater value to advertisers & help them effectively target | |
|messages. | |
|Equity investors such as Cox Cable, Comcast, Showtime, Disney, | |
|and TV Guide Interactive. | |

CHAPTER 4

How many different businesses need to be analyzed to give a picture of the overall success of your business? (Randy Seese)

The overall success of Tivo can be analyzed by looking at one line of business. Currently, the only product that is offered by Tivo is the Digital Video Recorder (DVR).

How differentiated are the products/services of this business? To the extent that they are differentiated, what is the basis of their differentiated appeal? (Randy Seese)

Tivo competes directly with the generic DVR that is offered through the cable companies and satellite providers. The generic version of the DVR offers features that are similar to that of a VCR, allowing viewers to rewind, fast-forward, pause, and record live television. The enhanced DVR available from Tivo includes many features that clearly differentiate their product offering and create value for their customers. First, Tivo has a “user-friendly” operating system which enables users to easily navigate through the various menus to select the programs that they wish to record. Another addition that makes their product superior to competitors is the “smart computer” feature. When a show is selected by a viewer to be recorded, this information is stored on the hard-drive of the computer. The system then is able to learn the preferences of its viewers and make suggestions of shows that may be of interest to them. There are also multiple options that Tivo offers that are not available with the generic DVR, including: • Season pass- the ability to record an entire season of your favorite show and skip any re-runs that may be aired. • Wishlist searches- automatically record shows by favorite actor, director, sports team, or topic. • 14 day advanced programming- choose to record shows for up to two weeks in advance. • Networking- DVR has the ability to communicate with other electronic devices. This allows viewers to program their DVR from anywhere that they have internet access. It also enables users to listen to music through their home entertainment system or view pictures from a PC on their television.

What is the business’ strategy toward market segmentation? If it segments its markets, to what extent does it do so? (Randy Seese)

Tivo currently offers only one product that is available to all customers; therefore they do not incorporate market segmentation into their business strategy. What distinctive competencies do you now believe the business has? (Randy Seese) When looking at the definition of distinctive competence; Company strengths that lead to a competitive advantage (which means achieving above average profitability in the industry), Tivo has no distinctive competencies.

What functional units seem to be the main driving forces in your company? (Randy Seese)

Though analyzing the company brings mystery to what functional units Tivo Inc. focuses on most. Analyzing customer satisfaction shows that Innovation, Research and Development, Marketing and Excellent Customer Service are the functional units that are driving this company. Tivo prides itself on being the pioneer of the digital video recording world. They were one of the first companies to provide a receiving unit and service that would allow television watchers to pause live TV and record programs without the need for a VCR. They succeeded in becoming innovators to this new sector of the home entertainment industry and they continue to make adjustments to their product, which makes it more user-friendly providing the user with an ultimate television viewing experience. In order to succeed as innovators, Tivo had to develop an excellent Research and Development unit that could decipher what features consumers wanted and then be able to incorporate them into their system. The R&D function must continually find new ways of improving their current features as well as develop new features to remain on the cutting edge of this market. Marketing is another functional unit that is driving Tivo towards success in the DVR market. By using an aggressive marketing campaign, Tivo has positioned them as the premier product offering in the DVR market. This has established brand recognition and has made Tivo the most recognized name in the DVR market. The final functional unit that drives Tivo Inc. is their customer service. Customer service is a very important aspect of a product that is in the embryonic stage of the product lifecycle. Customers may not necessarily understand all that there is to be known about a new product. Therefore, it is crucial to the company’s success that they are able to answer any questions that their customers may have in a timely fashion. If customers feel that their needs are not important to a company, they will take their business elsewhere.

Based on all the information you have gathered so far, do you know believe that your company has a sustainable competitive advantage? If not, what might it do to create a sustainable competitive advantage? Could you improve the business level strategies you have discussed? (Randy Seese)

Tivo does not have a sustainable competitive advantage. This is due primarily to the fact that they are competing in a market that is in the early stages of development. To date, Tivo has been experiencing a negative return on invested capital, which is how we measure the competitive advantage that a company has in its industry. However, Tivo does have strengths that can potentially lead them into a leadership position and attain a competitive advantage in the DVR market. They currently provide a multitude of features that are not available with the generic versions of the DVR that are offered by their competitors. They are the first movers in the industry and are constantly searching for ways to keep an edge on the rest of the field. By advertising through mainstream media channels and creating partnerships with well established firms, Tivo has been able to get their name out into the public which is helping them gain market share. Tivo may be able to become a major player in the home electronics market by broadening their product lines. With only the DVR Tivo is limiting their potential to the acceptance of this one product and is making themselves vulnerable to competitors, such as the cable and satellite providers. By diversifying their product offering they may be able to use their marketing efforts to segment different markets and provide more security to their long-run viability.

Chapter 5
Which of the value chain activities does Tivo have a competitive advantage?
(Ed Work)

One of the major problems facing Tivo is the outsourcing of nearly all of the value chain activities. As stated by the Tivo managers in the 10K for 2003: “One of the greatest weaknesses for our company is the outsourcing of sales and marketing, and production activities to third parties.”
Tivo outsources its production activities to Sony, Maxtor, Phillips, Direct TV, and other companies. The production licensing method of expansion has not allowed Tivo to experience any learning affects, or economies of scale. Tivo paid out 16.4 million in revenue sharing and manufacturing subsidy payments. Although production, and sales and marketing related expenses have been steadily decreasing, this does not eliminate the problem Tivo faces in building their value chain competencies in-house from scratch. Research and Development is one of the strongest sections of the value chain for Tivo. Research and development are the only value chain activities that Tivo has total control of. Research and development expenses for 2003 were 20.7 million dollars. Research and development, in combination with intense marketing, was heavily emphasized in Tivo’s beginning seven years ago. R & D and marketing now have declining budgets, and the focus is shifting to professional and customer services and licensing. The intense marketing, although not done be Tivo, did create value for Tivo by promoting the Tivo name. Tivo is to the DVR industry as Kleenex and Xerox are to their respected industries. I personally remember seeing Tivo ads on TV before I even knew what a Tivo was, and it took seven years for me to finally see one “in the flesh”. Tivo was not the first company to make a DVR, but when talking to salesmen, Tivo is the first name that arises when asking about this emerging industry. If Tivo is coming close to a competitive advantage in the value chain it would be in the area of R&D, and marketing. Although a concerted effort was made in these value chain areas, the results are slowly fading away in the growing DVR market. Tivo must reinvent the business plan and value chain activities to change with the growing market conditions.
Can you identify any dominant product technologies used in the industry where your company has the most sales? Are there technological standards important in this industry? If so what are they? How were they set? (Ed Work)

The DVR industry, Tivo included, rely on three dominant product technologies to exist and succeed: Client server software platforms, service infrastructure, and the DVR hardware design. I believe that these standards were indirectly set by the computer industry, and Tivo reorganized these technologies to create a new industry. The client server software for Tivo is designed off of the Linux operating system. This software consists of all operational software, transactional databases, security systems, and application components. The service infrastructure manages the distribution of proprietary services, program guide data, and other content. The DVR hardware design is the easiest technology for competitors to imitate. This technology consists of a hard disk, memory chip, modems, mpeg digital video chips, and other smaller components. The hardware also incorporates a USB port for external devices to be plugged in. These three technologies are essential for Tivo, and all other premium DVR’s to operate and be competitive in the market. The network effects of technology are the size of the web of complementary products that will, in turn determine the demand of Tivo’s products. Tivo has many complementary products that could increase the demand for Tivo’s products, first of which is the cable and satellite/dish industry. The every increasing channels available for people to watch means that there is going to programs that overlap, and cannot be watched at the same time. NFL sports Sunday is a good example. A dedicated football fan has up to three or four games being broadcast at the same time of Sunday’s. The Tivo will allow the avid fan to view every game in its entirety, and even rewind those controversial plays. A second complementary product is the advancement in the home theater technologies. Companies like Circuit City, Fry’s, Good Guys, and Best Buy sell record amounts of DVD players, HD flat panels, surround sound home theater systems, and other electronics. The days of an 18 inch television with ½ inch speakers are a thing of the past. The home theater products have created movie theater like quality in homes, and also created a want for products like Tivo than can pause and record your favorite cable movies. A third complementary product for Tivo is the Personal Computer, or PC. The PC allows you to remotely access your Tivo from anywhere there is an internet connection. The home media option from Tivo allows you to also email and share your movies with other internet users. Broadband internet service has also assisted in this relationship between Tivo and PC’s. This vast network of complimentary products has had a positive effect on the demand for Tivo’s, and other DVR’s in the industry.
Where is the dominant technology in your industry on its S-Curve. Are there any alternative of disruptive technologies? How likely is it that your industry will experience a paradigm shift? (Ed Work)

The dominant technology of Tivo’s industry, the operating system for DVR’s, would be at the low point of The Technology S-Curve. DVR technology is a product that is still near the beginning of its evolution. Being introduced to the market in 1997, the DVR is quickly becoming a must have item for television viewers. DVR technology has persistently improved because of an increased effort in research and development. New custom features, options and improved interfaces are consistently being introduced. Currently Snapstream is an alternative technology to Tivo. Based around the same principles of saving live television onto a computer processor, Snapstream provides software for the PC that can be used in conjunction with a television set to offer the same capabilities of a DVR. The company also offers a variety of features Tivo and other DVR’s cannot. By utilizing the other strengths of a PC, Snapstream enables television viewing from any computer connected to the network, or the ability to change the format of saved television shows so that it may be burned onto a CD or DVD for later use. Snapstream has heavy requirements for PC speed and ability, thus segmenting its market towards avid computer users. Although it is a competitive technology, Snapstream has not transformed the industry and its competitors, thus it has not developed as a disruptive technology. Although Snapstream’s technology has not disrupted the industry it has great potential. It hopes that with decreases in computer prices it will be capable of replacing Tivo’s existing technology. The probability of a paradigm shift in Tivo’s industry is very unlikely because it has yet to reach the natural limit of technology.

Rewrite question 5 from Module A: Analyze the impact of the national context on your company’s industry. Do local demand conditions, factor conditions, related and supporting industries, or intensity of rivalry in the country where your company is based help or hinder it? (Ed Work)

The demand for digital video recorders has steadily grown since the general public began to understand and have access to the technology. Television has long been a centerpiece for American life. Television is used for entertainment and information, by a variety of homes, lifestyles and people. Tivo taps into this resource, offering a complimentary product that it hopes will become a certified household necessity. The company experienced a growth of 90,000 subscriptions in the second quarter of 2003, and is expecting to surpass the 1 million mark during the holiday season. The large T.V. watching population of American is surpassed by no one, making the demand conditions of the United States a definite advantage for the firm. The factor conditions of the U.S also prove to be an asset to Tivo. Capital can be obtained from private individuals or large corporate banks. Though it is dimmed, the spirit of entrepreneurship still lives in the U.S.A. With a vast supply of skilled and educated workers, Tivo has the ability to choose from a knowledgeable workforce that can’t be replicated in most other countries. Another advanced factor that the U.S.A provides is the communications infrastructure. Most homes already have televisions or phone lines in them. This factor helps contribute to the demand conditions as well. Related and supporting industries for Tivo include cable and satellite companies, broadcasting stations, VCR’s, computer chip manufacturers and television set manufacturers. The broadcasting companies, such as ABC or Fox, have the ability to dictate the success of Tivo. Because Tivo is a complementary product to televisions, if Fox, ABC and other channels begin to offer substandard quality programming, the use of Tivo will drop considerably. But because the broadcasting firms in the U.S.A put out a surplus of television programs the public wants to see, a market for Tivo is created. The vast coverage of cable and satellite companies that offer services in the U.S also helps Tivo. And though much of chip and television manufacturing is done over seas, this doesn’t impact the operations of Tivo in the U.S. to much extent. As long as the chips and T.V. sets remain compatible with the Tivo receiver, Tivo doesn’t have too much to complain about. The intensity of rivalry for this industry is considerable. Tivo faces major competition from Echostar and Comcast, both companies that provide generic DVR’s given out with their satellite and cable service plans. ReplayTV is the largest competitor in the stand-alone DVR market, while SnapStream offers an alternative method for DVR’s by providing software that allows a PC to perform the same function as a digital video recorder. The amount of competition in the industry is forcing Tivo to evolve. Currently, Tivo is considering altering their business plan by shifting the production and research focus from DVR units to the development of software. The intense competition is forcing Tivo to cut costs while innovating its product, creating a better end product for consumers.
What potential does your company have to add value to its products or services or to reduce the costs of value creation by expanding internationally? (Ed Work)

Tivo may be able to add value to it’s product offering or lower the cost of their product to create more perceived value by taking advantage of the low-wage, highly skilled labor that is available outside the United States. For example, India is a country that has an abundance of highly skilled, cheap labor. A highly skilled workforce has the potential of creating a more innovative or higher quality product. This will create a greater perceived value in the mind of the consumer, therefore enabling them to charge more of a premium for their product and differentiate them from competitors. Also, this could help them lower their cost structure and put them in a better position to be able to compete on price, which seems to be a current weakness of Tivo. By expanding internationally, Tivo also has the opportunity to establish its presence in untapped markets.

What foreign market might it enter? What approach to that market might it take?
(Ed Work)

Tivo could have possible success in foreign markets that are intrigued by media entertainment. In October of 2000, Tivo launched the Tivo service in England, and have a headquarters in Windsor England. Other countries that may be receptive to the Tivo service include China, Japan, and Korea. These countries also show a great desire to have the best and latest in electronics technology. Being that Tivo is partners with Sony their move to Asia might not be as unlikely as one might think. Sony currently offers a product in Japan, with Tivo integrated technologies, called My Cast. The My Cast is a basic DVR that is not coupled with the Tivo service. One feature the My Cast does offer is the ability to program recordings from you DoCoMo, which is a brand of cellular phone in Japan. In order for Tivo to gain acceptance in the Japanese set top market, Tivo might have to think about making their units smaller. Japan and China are known for the small electronic units and so Tivo would have to follow suit. This may be a present a problem because Tivo would have to figure out how to get all of their components into a smaller shell. Another obvious problem Tivo will face is making their unit compatible with foreign satellite and cable providers. In order to enter these markets Tivo is going to have to present itself as the “cool new thing”. The main problem with Tivo entering a foreign market is that it hasn’t had amazing success in the U.S. market. Usually a company moves to foreign markets because they have used up their homeland market or there is a chance they will be more successful in the foreign market. As of now there is no proof that either one of these is true.

CHAPTER 6

Review the distinctive competences of your company that you identified in Modules B and C. Based on those distinctive competencies, can you think of any “filling-in-the-blanks” opportunities that would allow your company to expand sales to reach existing customers with existing competences? (David Bolhorst)

Because Tivo does not have a competitive advantage they do not currently have any distinctive competencies, however using aggressive marketing campaigns they have positioned themselves as the superior product provider in the Digital Video Recorder (DVR) industry.
Based on this positioning a good “filling-in-the-blank” idea may be developing a television which has features that are specified for use with Tivo’s DVR. The DVR unit could be built into the television rather than being a stand-alone box, which would cut down on extra unit space for the consumer. They may be able to design the television with higher digital quality and make their DVR compatible with digital TV. The Tivo television would be focused towards those who are looking to save space or eliminate the unsightly look of multiple set-top boxes Another “fill-in-the-blank” could be developing incremental memory upgrades for DVR units. Currently there are no DVR manufacturers who enable consumers to upgrade memory space on their DVR’s. Tivo could develop units that can take memory upgrades so consumers are able to purchase DVR’s with lower memory but as they realize they need more space they can purchase more memory. They could also leverage themselves as the only memory up-grade company on the market so as other companies develop these units Tivo could sell upgrades for those systems as well. This might be done much the same way a computer can be upgrades through RAM. One final “fill-in-the-blank” option may be bridging the gap between TV and internet by allowing people to store their recorded shows on the internet so they can view them on other computers when not at home. The technology would be very similar to the DVR system yet it would give the consumer more versatility in using their unit and their recorded programs. A drawback to this would be that it could prove to be very expensive as Tivo’s customer base continues to grow. All of the aforementioned would be great “fill-in-the-blanks” because they are slight advances using the technology Tivo is already using. They also would draw more people to the Tivo name because there are more products with innovative features that would work well with the present technology of the DVR.

The existing competencies of Tivo that can be focused on in brainstorming “white spaces” opportunities include marketing, software engineering and customer service. These valuable abilities can be transferred over into new and exciting markets that can potentially reap large profits. With Tivo currently in limbo regarding the future of their capabilities to make profits in the DVR market, “white space” opportunities are an important strategic concept Tivo needs to discuss. (David Bolhorst)

One “white space” opportunity that comes to mind is very similar to Tivo. The main difference is that instead of focusing on television, radio is the main attraction. Using the same concept of Tivo, the idea is that a processor can save songs, news or sporting events off of the radio. From there, a variety of options can be implemented. The unit can support two drives, one that stores the music straight off of the radio, and another, which can be used to “customize” the saved data. Songs and programs can be moved from one drive to another, allowing users to mix and match songs or programs in any order they like. A user can create CD’s from their customized collections. The user can save 2 weeks worth of Howard Stern shows, or every Warriors game of the season. The top 20 hits on Saturday morning KMEL 106.1 can be saved with ease now. These processors can be implemented in home stereos, walkmans, boom boxes, and most importantly, cars. Cars already have CD players included, so adding compact disc burning abilities to the vehicle isn’t a stretch of the imagination. The idea of creating CD’s has always included a personal computer. With this new software and unit, the user is no longer a prisoner to the PC when it comes to compact disc creation. Tivo can use their marketing competency to spread the word about their products. The company turned Tivo into the face of DVR’s, and can surely influence the masses when it comes to this new market. Another great “white space” opportunity would be monitoring viewing preferences and patterns for advertisers on television. Tivo could do this by keeping track of what people watch and record and then selling this information to cable companies and advertisers. This could prove to be very profitable because although most Tivo viewers fast-forward through commercials, regular cable and satellite viewers don’t have that ability. Cable and advertising companies could use information about Tivo user’s viewing patterns in order to market more effectively to traditional television viewers markets.

Can you think of any “Premier plus 10” new competencies your company needs to build so it will be a leader in its existing fields in the future? (David Bolhorst)

Tivo is currently in a market that is beginning to see competition from Sonic blue’s ReplayTV, Microsoft’s Ultimate TV, and Echostar, the parent company of Dish Network. Many cable companies have decided that they are going to also offer these set top boxes to their customers as well. Several companies including Sony, Phillips, Thomson Multimedia, and Hughes also have made DVR’s with Tivo however it would be easy for any of them to begin to develop their own systems. Tivo and DirecTV are currently working to innovate products for the future, including a high-definition TV receiver, which will complement Tivo’s existing offering. Given the market situation described above there aren’t many new competences Tivo could establish that would set them ahead of the pack for the future. The main competence that will drive this market is research and development however it seems that Tivo already obtains this and does a fairly good job at it even though it is not a distinctive competence. Because everyone is able to use and build upon the DVR technology it is apparent that Tivo can still continue to be a major player in this market as long as they can continue to offer new and attractive features that will differentiate them from their competitors. This means One possible “Premier Plus 10” competence could be developing better sales. As our junior consultant group examined DVR’s in Bay Area electronic stores we found that there were few places a consumer could actually test a DVR from any company. Most stores we went to could give us information about the product but didn’t give us a chance to experience it, which we found very frustrating as “acting” possible consumers. By placing Tivo representatives in stores, especially around the holidays, to demonstrate their products features, could solve this problem and give them a great advantage against their competitors. This may help to push their product ahead of others because purchasing a DVR is not simply based on information, but for most people based on experience. When consumers get a chance to “play around” with Tivo they realize how useful it is and can decide if it is worth their money.

Can you think of any “Mega-opportunities” where your company might use some of its existing competencies to build ability to enter a new market that would also require development of new competencies? (David Bolhorst)

Tivo is in the business of providing digital entertainment for people to enjoy. Currently, Tivo’s main focus is the use of the Tivo device for personal in home use. Tivo may be able to leverage their competencies in the home arena to provide the Tivo service for public use. Tivo could enter a joint partnership with a franchise of sports bars to offer private Tivo booths for customers to view sporting events or movies. As is common in a traditional sports bar, the establishment would also provide food and drink to be served. The new Tivo Cafes would have to develop a system of charging customers for the Tivo service. Tivo may decide to enter into the business alone. Tivo would than be responsible for developing new competencies in the food and service industry to complement the existing competency in digital entertainment. A second “mega-opportunity” for Tivo could be sponsoring a sporting arena or stadium. They could have individual or group viewing areas where fans can watch the sporting event live and also on T.V. with the ability to use Tivo’s features. This could become widely popular because everyone at an athletic event wants to see the reply and many times stadiums won’t show the close and controversial plays on the jumbotron. Most avid sporting fans would love the chance to have a little control over their viewing using a Tivo and would be willing to pay a little more to have that feature. Another avenue could be a fan paying for a personal sized viewing screen that they hold and have control of in their seat. The effects of both these “mega-opportunities” would be two-fold; Tivo could make money off both of these new ventures and at the same time it would be a good marketing plan to give people a chance to use a Tivo DVR. They would go out to the bar or the game and have interactive control over what they are watching and then realize they would love to have it at home as well. Because they have already heard the name Tivo at the field, arena or bar that is most likely the name they will mention at the store.

Has your company carried out any diversification recently? Do you believe it has been wise? Based on the above analysis, would you recommend your company embark on any diversification? Analyze the dangers of that bureaucratization costs or failure to understand the competencies needed for the new business might cause serious problems. (David Bolhorst)

To date, Tivo has not carried out any diversification. Because Tivo is in the embryonic phase of the industry lifecycle, it makes since that they have not done so. In addition, Tivo has experienced net losses since its inception, which makes it quite difficult to consider adding any new businesses that are distinct from DVR technology. Tivo’s advantage is that they have many patents and technologies that may make them an attractive target for firms that are looking to diversify and take advantage of what Tivo has to offer. These companies may also be attracted to Tivo because they can take advantage of immediate tax advantages due to Tivo’s past loss from operations.

Has your company carried out any horizontal integration recently? Should it? (David Bolhorst)

Thus far Tivo has not carried out any horizontal integration. Because Tivo is a small company that has yet to obtain a positive return on invested capital it doesn’t make sense for them to horizontally integrate. Tivo should however focus on continuing to make relationships with other larger electronic, cable, or satellite companies that may be interested in merging with Tivo or buying them out. This we feel is critical in order to ensure Tivo’s existence in years to come.

Describe your company’ strategy toward vertical integration. Would you recommend your company have more of less vertical integration? (David Bolhorst)

Thus far Tivo has chosen to not vertically integrate. Their only in-house function has been research and development. We feel that Tivo could take advantage of backward integration, which could include acquiring the components that go into their software and DVR’s and the manufacturing facilities that make these products. Despite the possible advantages to backward integration Tivo must be careful not to get tied down to technology that is obsolete. In this high-tech and constantly evolving industry it would be easy for Tivo to buy large amounts of their current components only to find that they are insufficient in a few months compared to their competitors components. They then would have to buy the newer components and consume the cost of the old ones in order to keep up with the market. Because the industry in highly unpredictable we feel it would be in Tivo’s best interest not to integrate vertically as of now.

Identify approximately five companies whose executives might be interested in purchasing your study from the San Jose Consulting Group.

1. DirecTV 2. Comcast 3. America Online 4. Echo Star 5. Sony 6. NBC 7. Liberty Digital 8. CBS

Works Cited

1. Diaz, Sam “Despite Milestone, Tivo Faces Rugged Competition.” San Jose Mercury . 4 Nov. 2003

2. Wirednews.com

3. www.tivo.com. April 2003. Tivo Inc. 9 Dec. 2003

4. Casselman, Mitch and Nadeau, John. www.cata.ca/china/documents/TiVo.pdf. 29 Oct. 2002. Carleton University PhD Program. 9 Dec. 2003

5. Interviews with Tivo customers (Steve, Phil, Dave, Lofgren Family)

6. Interviews with store employees (Circuit City, Good Guys, Best Buy)

7. Phone conversation with Comcast salesman

8. Tivo DVR testing experience at Circuit City

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Opportunities

▪ The embryonic DVR industry

▪ Unique promotional and advertising capabilities

▪ New relationships with cable companies

▪ The Global market

Threats

▪ Low barriers of entry

▪ Generic DVR’s such as Comcast and Echostar’s units

▪ Buying power of satellite and cable companies

▪ The stand alone box becoming obsolete