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Analyst News Brief

TV Everywhere, the cable industry’s collective effort to get more video content to a growing online audience, came under new fire last week from various advocacy groups, including Free Press, the Media Access Project and the publisher of Consumer Reports.

The groups charged collusion and anti-competitive conduct, saying that cable and satellite operators and telcos that are kicking the tires on TV Everywhere couldn’t help but agree not to compete in their respective territories if the model was going to work. They want regulators to ask cable companies some “tough questions.”

Infix

Last Updated (Tuesday, 29 June 2010 20:21)

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Ty Ahmad-Taylor is the founder and CEO of FanFeedr, a real-time personalized sports feed. Previously, he was SVP of Strategy and Product Development at Viacom (NYSE: VIA) and, before that, Comcast.

I worked at two large cable television networks, and both believed—and continue to believe—that they are in the television business.

That seems logical enough – problem is, it isn’t true. And it’s a problem throughout the media industry. Most firms believe that they are in the business of distributing content through discrete channels, and that mischaracterization often leads to poor strategy and execution. (Read on for some of the latest examples.)

If you make television shows, films or music, your business is actually the audience business. The same goes for books, magazines and newspapers. Michael J . Wolf, former President of MTV Networks, put it this way when I spoke with him. “Television companies are in the programming business and the brand business. When you look at a network like Syfy, or Cartoon Network, or Nickelodeon, they mean something.”

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The Clearwire network faces two basic limitations needed to muster device availability: 1) coverage which determines TAM. total available market size, and 2) Extent of 'true mobility'. Both of these are impacted by operation in 2.5GHz frequency: signals do not travel as far or penetrate as well into buildings and other obstacles between base stations and users.

Handset manufacturers thinking about developing new or modifying existing devices to work on the Clearwire-Sprint network start with questions about how large the potential market will be. That determines the amount they can spend and time frame for development among the many alternative market opportunities they might pursue.

The handset market has always been a factor in network service decisions of consumer and enterprise customers: Availability of the RIM Blackberry line has been a pivotal requirement for many corporate clients. More recently, the Apple iPhone has been pivotal for a gain in subscribers by AT&T despite consumer complaints about network capacity. This has driven operators to work forge agreements to work closely on development and put efforts into marketing in exchange for availability to the hottest devices. The relationships have morphed as the 'device' has become a vehicle for popular applications: a triumvirate of open mobile web OS platform environment, device, and applications store(s) has emerged. The combination puts much more emphasis on user choice and, subsequently more control into the hands of companies that control the applications development environment.

Last Updated (Friday, 13 November 2009 19:39)

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