Hoover's Industry Index (n.d.) describes aspects the TV broadcast and cable networks industry. This industry has seen acquisitions after federal restrictions were lifted, allowing for more cross-ownership of businesses among the different media (Hoover's Industry Index, n.d.).
In fact, in 2013, Comcast completed its purchase of media conglomerate NBCUniversal from GE and strengthened its presence in the industry.
Hoover's Industry Index (n.d.) described this industry opportunity as follows: "A variety of digital platforms provides the TV broadcasting industry with new distribution channels and revenue sources."
Select one of these top U.S. companies competing in this industry, listed below, and complete a more in-depth analysis of its strategy (if you see your chosen company for the final project on this list, do not choose it; select a new company to research for this assignment).
1. Once you have selected one of these companies, focus your analysis on Module Five topics to discuss how that company has strengthened its generic strategy through complementary strategic moves in this industry. In your analysis of its strategic moves, examine the timing of these moves.
2. Then, discuss this company's strategies for competing in international markets. How does the company enter foreign markets, complete internationally, and leverage any operations internationally? Use topics from Module Six in your analysis. Can you recommend any additional strategies for international markets?
The company selected is The Walt Disney Company. This is a diversified mass media company headquartered at Burbank, California. It is the world's second largest broadcasting and Cable Company in terms of revenue. The generic strategy being followed by The Walt Disney Company is differentiation. It provides high quality service which is unique. It also develops, produces, markets, and distributes content through unmatched breadth of media platforms. The Walt Disney Company earns sales revenues from five segments, namely media networks, parks & resorts, studio entertainment, consumer products, and interactive. The Walt Disney Company has differentiated its products and services in a way that has enabled to compete successfully. The target customer segment of The Walt Disney Company is not price-sensitive. The added price of the services provided by Walt Disney outweighs the added expense to acquire the service. The complementary strategy for growth that has been adapted by The Walt Disney Company is to "maximize market share". For this Walt Disney is pursuing sales growth. It is trying to penetrate new markets. It is also trying to optimize its capacity.
The Walt Disney Company is actively trying to enter new markets. In March 2014 it bought Maker Studios, a YouTube company that is generating billions of views each year for over $500 million to target teenagers and young adults. Further, In May 2014 Walt Disney entered into a contract with TV Asian Corporation in Japan to air an English dub of Doraemon anime series on Disney XD. The timing of this contract is important because at this time Walt Disney is seeking to increase its presence in Asian countries. Since, the complementary strategy of Walt Disney is to maximize market share, in July 2014, Walt Disney launched the beginning of 11 startups that would accelerate the company's growth. For increasing its market share and supporting its differentiation strategy, Walt Disney filed three patients ...
This solution explains aspects of the TV broadcast and cable networks industry. The sources used are also included in the solution.