Author: Cohan, Peter S.
Title: Video Entertainment Cord-id: uydm2gef Document date: 2020_9_26
ID: uydm2gef
Snippet: Video entertainment was delivered to consumers via three different technologies. Satellite and cable broadcasters were declining rapidly while so-called over-the-top (OTT) content providers – which did not require consumers to pay cable or satellite broadcasting fees – were booming. Satellite and cable broadcasters were shrinking because compared to OTT content providers, their prices were too high and the quality and variety of their content were relatively poor. Satellite and cable TV prov
Document: Video entertainment was delivered to consumers via three different technologies. Satellite and cable broadcasters were declining rapidly while so-called over-the-top (OTT) content providers – which did not require consumers to pay cable or satellite broadcasting fees – were booming. Satellite and cable broadcasters were shrinking because compared to OTT content providers, their prices were too high and the quality and variety of their content were relatively poor. Satellite and cable TV providers could compete with OTT service providers by trying to offer their own high-quality content. Yet their profit models were dependent on consumers paying satellite and cable fees and advertisers “polluting†the content consumers were viewing. Meanwhile OTT service providers were in a constant battle to spend on new content that would enable them to increase the number of subscribers each month. The video entertainment industry’s dynamism offered excellent examples of how important a CEO’s strategic mindset is to achieve long-term success. Lessons for leaders include
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