What's Tv Worth?

Total Page:16

File Type:pdf, Size:1020Kb

What's Tv Worth? WHAT’S TV WORTH? APRIL 2016 1 13 3 We surveyed 1,502 TV consumers… • Age 16 to 74* • Watch at least 5 hours of TV per week • Have broadband at home • U.S. census balanced • Data collection completed in March 2016 • Prior to 2015, the age range for this study was 16-64. On slides with trending to 2014 or 11 earlier, the data is for viewers age 16-64 The New Normal: the average viewer combines multiple TV sources to make their own TV package ELECTRONIC SELL THROUGH SVOD ONLINE CHANNEL OR MCN SCREENS MVPD AND CONNECTORS Live VOD DVR TV Everywhere 2 “What’s TV Worth” tracks how consumers choose, use, and allocate their time across these options Which TV platforms consumers are using, USAGE independently and together The screens viewers watch on, and the devices DEVICES they use to connect their TVs to the internet Which sources viewers see as their “default” – the DEFAULT first thing they turn on when they want to watch Which TV platforms, and which specific brands, VALUE do consumers perceive to be most valuable Which features and attributes drive viewers to use CHOICE certain TV sources over others 3 Executive Summary Overview of Key Findings 4 Is 2016 the year the dust begins to settle? 5 SVOD is emerging as the dominant model for consuming TV Rising Usage High Perceived Value More users are adopting SVOD Perceptions of major SVOD platforms platforms, and many are using more continue to rise, while pay TV is flat than one % RATE “GOOD” use at least one SVOD, OR “EXCELLENT” VALUE 68% up from 47% in 2015 67% Ç Netflix streaming subscribe to 2 or more 61% SVODs – twice as many 37% 60% Ç as last year (19%) Amazon Prime 67% 49% prefer streaming subscribe to 3 or more, 46% 2016 PayPay TV TV 14% 43% up from 2% last year 2015 Ç Significantly higher than 2015 6 For the first time, more online viewing happens on TV sets than any other device WHICH DEVICES HAVE YOU USED TO WATCH ONLINE TV SHOWS? 72% TV Set 70% Computer 42% Tablet 36% Smartphone 7 Pay TV subscriptions are still ubiquitous • 89% of respondents have an MVPD subscription—unchanged since 2013 8 But traditional linear viewing continues to drift farther from the hub of the TV universe 2016: % WHO DEFAULT TO LIVE TV 2014 Age 16-64 Live TV’s position All viewers 43% 55% as the default source for TV continues to fall Netflix subs 35% 43% Age 18-24 27% 32% 9 State of the Cord Trends in MVPD usage 10 The proportion of viewers with some kind of pay TV subscription remains at about 90% DO YOU HAVE A PAY TV SUBSCRIPTION? Among viewers age 16-64 5% 5% 4% 5% 5% 6% 5% 6% 89% 90% 89% 89% 2013 2014 2015 2016 Cord Nevers: Have never had a pay TV subscription Cord Cutters: No pay TV, but have had in the past Subscriber: Have cable, satellite, or fiber TV subscription Q2A: Do you currently have any of the following television services in your home? 11 Q2B: Have you ever had a cable, satellite, or fiber optic TV subscription in your name? Among viewers 16-74, there’s no change since 2015 in proportion that subscribe to premium networks PREMIUM CHANNELS SUBSCRIPTION Among 16-74 year olds with a Pay TV subscription 39% 29% 26% 18% 18% 4% None of these 47% 2016 Q2E. Thinking about your service today, which of the following premium subscription channels do you currently get with your service from [PROVIDER]? 12 Millennials are just as likely as the average viewer to subscribe to premium networks PREMIUM CHANNELS SUBSCRIPTION Among 16-74 year olds with a Pay TV subscription TOTAL Age 16-74 Millennials Users Users 39% 42% 44% 46% 29% 27% 31% 32% 26% 25% 28% 31% 18% 16% 19% 18% 18% 16% 18% 18% Ç Significantly higher than total È Significantly lower than total Q2E. Thinking about your service today, which of the following premium subscription channels do you currently get with your service from [PROVIDER]? 13 Pay TV subs with Netflix or Amazon are more likely than average viewers to subscribe to premium networks PREMIUM CHANNELS SUBSCRIPTION Among 16-74 year olds with a Pay TV subscription TOTAL Age 16-74 Millennials Users Users 39% 42% 44% 46% 29% 27% 31% 32% 26% 25% 28% 31% 18% 16% 19% 18% 18% 16% 18% 18% Ç Significantly higher than total È Significantly lower than total Q2E. Thinking about your service today, which of the following premium subscription channels do you currently get with your service from [PROVIDER]? 14 Most pay TV subscribers still have HD and DVR (also the case in 2015) AS PART OF YOUR SERVICE, DO YOU HAVE…? Among 16-74 year olds with a Pay TV subscription HD service 69% DVR 56% Neither 16% Q2F: As part of your service, do you have…? 15 As in previous years, fewer than 10 percent say they definitely play to cut their pay TV service HOW LIKELY ARE YOU TO HAVE A PAY TV SUBSCRIPTION A YEAR FROM NOW? Among 16-64 year olds with a Pay TV subscription 30% 30% 29% Definitely Will 69% still have my subscription Definitely or Probably 39% 41% 42% Probably Will will 24% 22% 22% Might or might not 7% 7% 7% Definitely/Probably Won’t 2016 2015 2014 Q2J1: One year from now, how likely are you to still have at least some service from [PROVIDER FROM Q2A]? 16 Is Pay TV Vulnerable? The of online TV options, today and in the future 17 As in past years, those with no pay TV are split roughly evenly between cord cutters and cord nevers WHICH OF THE FOLLOWING BEST DESCRIBES YOU? Among 16-74 yea r o lds Those without a pay TV subscription are split roughly evenly between cord cutters, and those who have never had pay TV Subscriber: Currently have a cable, satellite, or telco TV subscription Cord Cutter: 6% Don’t have pay TV now, but did in the past 89% 5% Cord Never: Don’t have pay TV now, and never have Q2A. Do you currently have any of the following television services in your home? Q2B. Have you ever had a cable, satellite, or fiber optic TV subscription in your name? 18 Cord cutters most often mention financial drivers-–but more than half say they switched to online TV sources WHICH OF THE FOLLOWING BEST WHICH WERE MAJOR REASONS* FOR DESCRIBES YOU? DROPPING YOUR PAY TV SERVICE? Among 16-74 yea r o lds Among cord cutters The service wasn’t worth the money 85% Subscriber: To save money 71% Currently have a cable, satellite, or telco TV subscription Decided to use online 53% 6% sources of TV instead 89% Not watching enough TV 22% 5% Moved and decided to do without Pay TV 14% Decided to use DVDs and other non- online sources 12% There was a change in my living situation 10% *Note: Reasons under 10% not shown Q2A. Do you currently have any of the following television services in your home? Q2B. Have you ever had a [PAY TV] subscription in your name? Q2D: How much of a reason was each of the following for dropping your subscription? 19 Compared to last year, cord cutters were more likely to mention issues related to cost or value WHICH OF THE FOLLOWING BEST WHICH WERE MAJOR REASONS* FOR DESCRIBES YOU? DROPPING YOUR PAY TV SERVICE? Among 16-74 yea r o lds Among cord cutters The service wasn’t 85% worth the money 68% Subscriber: To save money 71% Currently have a cable, satellite, 60% or telco TV subscription Decided to use online 53% 6% sources of TV instead 53% Not watching enough TV 22% 89% 20% 5% Moved and decided to 14% do without Pay TV 6% Decided to use DVDs and other non- 12% online sources 10% 2016 There was a change 10% in my living situation 24% 2015 *Note: Reasons under 10% not shown Q2A. Do you currently have any of the following television services in your home? Q2B. Have you ever had a [PAY TV] subscription in your name? Q2D: How much of a reason was each of the following for dropping your subscription? 20 “Cord nevers” also mentioned financial reasons first, followed by online alternatives WHICH OF THE FOLLOWING BEST WHICH WERE MAJOR REASONS FOR DESCRIBES YOU? NEVER HAVING PAY TV? Among 16-74 yea r o lds Among cord nevers You want to save money 81% Don’t think it is worth the Subscriber: money 80% Currently have a cable, satellite, There’s enough from online or telco TV subscription sources 61% 6% 89% You don’t watch that much TV 39% 5% Enough to watch from non- online sources 34% Never got around to signing up 7% Any other reason 9% Q2A. Do you currently have any of the following television services in your home? Q2B. Have you ever had a cable, satellite, or fiber optic TV subscription in your name? Q2E1: How much of a reason is each of the following for why you’ve never had cable,21 satellite, or fiber optic service in your Financial reasons in particular were mentioned more often in 2016 WHICH OF THE FOLLOWING BEST WHICH WERE MAJOR REASONS FOR DESCRIBES YOU? NEVER HAVING PAY TV? Among 16-74 yea r o lds Among cord nevers 81% You want to save money 62% Don’t think it is worth the 80% Subscriber: money 53% Currently have a cable, satellite, There’s enough from online 61% or telco TV subscription sources 50% 6% 39% You don’t watch that much TV 89% 27% 5% Enough to watch from non- 34% online sources 26% 7% Never got around to signing up 3% 9% Any other reason 2016 6% 2015 Q2A.
Recommended publications
  • 1 of 6 C O R P O R a T E Amazon/Acquisitions the Chart
    CORPORATE Amazon/Acquisitions The chart below delineates Amazon’s biggest acquisitions, according to Thomson Reuters Deal Intelligence, as reported by The Wall Street Journal: Company Deal Value (Billions) Whole Foods MarKet $13.70 Zappos.com $1.20 Twitch Interactive $0.97 Kiva Systems $0.78 Souq.com $0.70 Quidsi $0.55 Elemental Technologies $0.30 Atlas Air Worldwide $0.28 Alexa Internet $0.26 Exchange.com $0.25 SoftBanK/Charter In early August, Charter Communications passed on the idea of acquiring Sprint, which is majority owned by SoftBanK, a Japanese telecommunications company. Last week, rumors began to circulate that SoftBank is exploring a complex taKeover of Charter. FAST FOOD Little Caesars/Portal Pizza chain Little Caesars introduce The Pizza Portal, a machine that lets Machine customers who order pies to skip the line, grab their pizza and go in more than a dozen locations in the Tucson (AZ) area. How it worKs: download an app to order and pay for food, receive a three digit or QR code and once in the store enter or scan the code to open a self-service hot box at the shop. GLOBAL Nuclear Warheads Estimated nuclear warhead inventories, as reported by The Wall Street Journal: Country Warheads Country Warheads Russia 7,000 Pakistan 140 U.S. 6,800 India 130 France 300 Israel 80 China 270 North Korea 10* U.K. 215 Pakistan 140 *Projection 1 of 6 MOVIES TicKet Sales According to Nielsen, North American box office ticKet sales are down 2.9% even with ticKet prices higher than the prior year – maKing up for some of the diminished theater attendance.
    [Show full text]
  • Results 2017
    RESULTS 2017 Results 2017 Films, television programs, production, distribution, exhibition, exports, video, new media May 2018 Results 2017 1. ELECTRONICS AND HOUSEHOLD SPENDING ON FILM, VIDEO, TV AND VIDEO GAMES .......................................................................................................................................... 4 2. CINEMA ................................................................................................................................... 12 2.1. Attendance at movie theaters ............................................................................................ 13 2.2. Distribution ........................................................................................................................ 36 2.3. Movie theater audiences .................................................................................................... 51 2.4. Exhibition ........................................................................................................................... 64 2.5. Feature film production ...................................................................................................... 74 3. TELEVISION ............................................................................................................................ 91 3.1. The television audience ..................................................................................................... 92 3.2. Films on television ............................................................................................................
    [Show full text]
  • TRANSCRIPT CMCSA - Comcast Corp at UBS Global Media and Communications Conference
    Client Id: 77 THOMSON REUTERS STREETEVENTS EDITED TRANSCRIPT CMCSA - Comcast Corp at UBS Global Media and Communications Conference EVENT DATE/TIME: DECEMBER 04, 2017 / 1:45PM GMT THOMSON REUTERS STREETEVENTS | www.streetevents.com | Contact Us ©2017 Thomson Reuters. All rights reserved. Republication or redistribution of Thomson Reuters content, including by framing or similar means, is prohibited without the prior written consent of Thomson Reuters. 'Thomson Reuters' and the Thomson Reuters logo are registered trademarks of Thomson Reuters and its affiliated companies. Client Id: 77 DECEMBER 04, 2017 / 1:45PM, CMCSA - Comcast Corp at UBS Global Media and Communications Conference CORPORATE PARTICIPANTS Michael J. Cavanagh Comcast Corporation - CFO and Senior EVP CONFERENCE CALL PARTICIPANTS John Christopher Hodulik UBS Investment Bank, Research Division - MD, Sector Head of the United States Communications Group, and Telco and Pay TV Analyst PRESENTATION John Christopher Hodulik - UBS Investment Bank, Research Division - MD, Sector Head of the United States Communications Group, and Telco and Pay TV Analyst Okay. If everyone can please take their seats. Again, I'm John Hodulik, the media, telecom and cable infrastructure analyst here at UBS. And welcome to the 45th Annual Media and Telecom Conference. I'm pleased to announce our keynote speaker this morning is Mike Cavanagh, CFO of Comcast. Mike, thanks for being here. Michael J. Cavanagh - Comcast Corporation - CFO and Senior EVP Thanks for having us. Great to be here once again. Three years in a row. John Christopher Hodulik - UBS Investment Bank, Research Division - MD, Sector Head of the United States Communications Group, and Telco and Pay TV Analyst That's right.
    [Show full text]
  • Canadian Media Directors' Council
    Display until February 28, 2011 PUBLICATIONS MAIL aGREEMENT 40070230 pOstaGe paiD in tOrOntO MarketinG MaGazine, One MOunt pleasant RoaD, tOrOntO, CanaDa M4y 2y5 September 2010 27, $19.95 Pre P ared by: MEDIA Canadian Media Directors’ Council Directors’ Media Canadian DIGEST 10 Published by: 11 4 Y CELEBRATING E A 0 RS www.marketingmag.ca Letter from the President CMDC MEMBER AGENCIES Agency 59 Canadian Media Directors’ Council AndersonDDB Cossette Welcome readers, Doner DraftFCB The Canadian Media Directors’ Council is celebrating the 40th anniversary of the Genesis Vizeum Media Digest with the publication of this 2010/11 issue you are accessing. Forty years is Geomedia quite an achievement of consistently providing the comprehensive source of key trends GJP and details on the full media landscape in the Canadian marketplace. Fascinating to Initiative consider how the media industry has evolved over those forty years and how the content M2 Universal of the Digest has evolved along with the industry. MPG As our industry has transformed and instant digital access has become such an import- MediaCom ant component of any reference source, we are pleased to make the Digest and its valu- Mediaedge.cia able and unique reference information freely available to the industry online at www. Media Experts cmdc.ca and www.marketingmag.ca, in addition to the hard copies distributed through Mindshare Marketing Magazine and our member agencies. OMD The CMDC member agencies play a crucial role in updating and reinventing the PHD Digest content on a yearly basis, and we thank each agency for their contribution. The Pegi Gross and Associates 2010/11 edition was chaired by Fred Forster, president & CEO of PHD Canada and RoundTable Advertising produced by Margaret Rye, the CMDC Digest administrator.
    [Show full text]
  • SPANISH FORK PAGES 1-20.Indd
    November 14 - 20, 2008 SPANISH FORK CABLE GUIDE 9 Friday Prime Time, November 14 4 P.M. 4:30 5 P.M. 5:30 6 P.M. 6:30 7 P.M. 7:30 8 P.M. 8:30 9 P.M. 9:30 10 P.M. 10:30 11 P.M. 11:30 BASIC CABLE Oprah Winfrey b News (N) b CBS Evening News (N) b Entertainment Ghost Whisperer “Threshold” The Price Is Right Salutes the NUMB3RS “Charlie Don’t Surf” News (N) b (10:35) Late Show With David Late Late Show KUTV 2 News-Couric Tonight (N) b Troops (N) b (N) b Letterman (N) KJZZ 3 High School Football The Insider Frasier Friends Friends Fortune Jeopardy! Dr. Phil b News (N) Sports News Scrubs Scrubs Entertain The Insider The Ellen DeGeneres Show Ac- News (N) World News- News (N) Access Holly- Supernanny “Howat Family” (N) Super-Manny (N) b 20/20 b News (N) (10:35) Night- Access Holly- (11:36) Extra KTVX 4 tor Nathan Lane. (N) Gibson wood (N) b line (N) wood (N) (N) b News (N) b News (N) b News (N) b NBC Nightly News (N) b News (N) b Deal or No Deal A teacher returns Crusoe “Hour 6 -- Long Pig” (N) Lipstick Jungle (N) b News (N) b (10:35) The Tonight Show With Late Night KSL 5 News (N) to finish her game. b Jay Leno (N) b TBS 6 Raymond Friends Seinfeld Seinfeld ‘The Wizard of Oz’ (G, ’39) Judy Garland. (8:10) ‘Shrek’ (’01) Voices of Mike Myers.
    [Show full text]
  • BCE Inc. 2015 Annual Report
    Leading the way in communications BCE INC. 2015 ANNUAL REPORT for 135 years BELL LEADERSHIP AND INNOVATION PAST, PRESENT AND FUTURE OUR GOAL For Bell to be recognized by customers as Canada’s leading communications company OUR STRATEGIC IMPERATIVES Invest in broadband networks and services 11 Accelerate wireless 12 Leverage wireline momentum 14 Expand media leadership 16 Improve customer service 18 Achieve a competitive cost structure 20 Bell is leading Canada’s broadband communications revolution, investing more than any other communications company in the fibre networks that carry advanced services, in the products and content that make the most of the power of those networks, and in the customer service that makes all of it accessible. Through the rigorous execution of our 6 Strategic Imperatives, we gained further ground in the marketplace and delivered financial results that enable us to continue to invest in growth services that now account for 81% of revenue. Financial and operational highlights 4 Letters to shareholders 6 Strategic imperatives 11 Community investment 22 Bell archives 24 Management’s discussion and analysis (MD&A) 28 Reports on internal control 112 Consolidated financial statements 116 Notes to consolidated financial statements 120 2 We have re-energized one of Canada’s most respected brands, transforming Bell into a competitive force in every communications segment. Achieving all our financial targets for 2015, we strengthened our financial position and continued to create value for shareholders. DELIVERING INCREASED
    [Show full text]
  • Q1 2015 Press Release
    For Immediate Release This news release contains forward-looking statements. For a description of the related risk factors and assumptions please see the section entitled “Caution Concerning Forward-Looking Statements” later in this release. BCE reports first quarter 2015 results • Net earnings attributable to common shareholders of $532 million; Adjusted net earnings up 12.6% to $705 million; Adjusted net earnings per share of $0.84, up 3.7% • 3.6% higher Adjusted EBITDA driven by 2.8% increase in total revenues as all Bell operating segments generated positive revenue growth • Strong wireless financial results with 9.7% revenue growth and 10.7% higher Adjusted EBITDA; postpaid net additions up 3.7% to 35,373 • Wireline Adjusted EBITDA up 1.0%, positive for the third consecutive quarter • IPTV adds 60,863 net new customers; total subscribers now surpass 1 million • High-speed Internet net activations up 49.2% to 39,650; broadband market share leader with 3.3 million subscribers, up 4.3% • Improved customer service drives lower churn across residential and wireless services and reduced wireline operating costs MONTRÉAL, April 30, 2015 – BCE Inc. (TSX, NYSE: BCE), Canada’s largest communications company, today reported financial and operating results for the first quarter (Q1) of 2015. FINANCIAL HIGHLIGHTS ($ millions except per share amounts) (unaudited) Q1 2015 Q1 2014 % change BCE Operating revenues 5,240 5,099 2.8% Adjusted EBITDA(1) 2,094 2,022 3.6% Net earnings attributable to common shareholders 532 615 (13.5%) EPS 0.63 0.79 (20.3%) Adjusted EPS(2) 0.84 0.81 3.7% Cash flows from operating activities 1,045 982 6.4% Free Cash Flow(3) 231 262 (11.8%) Free Cash Flow per share(3) 0.27 0.34 (20.6%) “The Bell team’s steadfast execution of our strategy to invest in Canada’s leading networks, content and service delivered strong operating and financial results across the business in Q1 2015.
    [Show full text]
  • Virgil, Aeneid 11 (Pallas & Camilla) 1–224, 498–521, 532–96, 648–89, 725–835 G
    Virgil, Aeneid 11 (Pallas & Camilla) 1–224, 498–521, 532–96, 648–89, 725–835 G Latin text, study aids with vocabulary, and commentary ILDENHARD INGO GILDENHARD AND JOHN HENDERSON A dead boy (Pallas) and the death of a girl (Camilla) loom over the opening and the closing part of the eleventh book of the Aeneid. Following the savage slaughter in Aeneid 10, the AND book opens in a mournful mood as the warring parti es revisit yesterday’s killing fi elds to att end to their dead. One casualty in parti cular commands att enti on: Aeneas’ protégé H Pallas, killed and despoiled by Turnus in the previous book. His death plunges his father ENDERSON Evander and his surrogate father Aeneas into heart-rending despair – and helps set up the foundati onal act of sacrifi cial brutality that caps the poem, when Aeneas seeks to avenge Pallas by slaying Turnus in wrathful fury. Turnus’ departure from the living is prefi gured by that of his ally Camilla, a maiden schooled in the marti al arts, who sets the mold for warrior princesses such as Xena and Wonder Woman. In the fi nal third of Aeneid 11, she wreaks havoc not just on the batt lefi eld but on gender stereotypes and the conventi ons of the epic genre, before she too succumbs to a premature death. In the porti ons of the book selected for discussion here, Virgil off ers some of his most emoti ve (and disturbing) meditati ons on the tragic nature of human existence – but also knows how to lighten the mood with a bit of drag.
    [Show full text]
  • Article Title
    International In-house Counsel Journal Vol. 11, No. 41, Autumn 2017, 1 The Future is Cordless: How the Cordless Future will Impact Traditional Television SABRINA JO LEWIS Director of Business Affairs, Paramount Television, USA Introduction A cord-cutter is a person who cancels a paid television subscription or landline phone connection for an alternative Internet-based or wireless service. Cord-cutting is the result of competitive new media platforms such as Netflix, Amazon, Hulu, iTunes and YouTube. As new media platforms continue to expand and dominate the industry, more consumers are prepared to cut cords to save money. Online television platforms offer consumers customized content with no annual contract for a fraction of the price. As a result, since 2012, nearly 8 million United States households have cut cords, according to Wall Street research firm MoffettNathanson.1 One out of seven Americans has cut the cord.2 Nielsen started counting internet-based cable-like service subscribers at the start of 2017 and their data shows that such services have at least 1.3 million customers and are still growing.3 The three most popular subscription video-on-demand (“SVOD”) providers are Netflix, Amazon Prime and HULU Plus. According to Entertainment Merchants Association’s annual industry report, 72% of households with broadband subscribe to an SVOD service.4 During a recent interview on CNBC, Corey Barrett, a senior media analyst at M Science, explained that Hulu, not Netflix, appears to be driving the recent increase in cord-cutting, meaning cord-cutting was most pronounced among Hulu subscribers.5 Some consumers may decide not to cut cords because of sports programming or the inability to watch live programing on new media platforms.
    [Show full text]
  • The Streaming Wars+: an Analysis of Anticompetitive Business Practices in Streaming Business
    UCLA UCLA Entertainment Law Review Title The Streaming Wars+: An Analysis of Anticompetitive Business Practices in Streaming Business Permalink https://escholarship.org/uc/item/8m05g3fd Journal UCLA Entertainment Law Review, 28(1) ISSN 1073-2896 Author Pakula, Olivia Publication Date 2021 DOI 10.5070/LR828153859 Peer reviewed eScholarship.org Powered by the California Digital Library University of California THE STREAMING WARS+: An Analysis of Anticompetitive Business Practices in Streaming Business Olivia Pakula* Abstract The recent rise of streaming platforms currently benefits consumers with quality content offerings at free or at relatively low cost. However, as these companies’ market power expands through vertical integration, current anti- trust laws may be insufficient to protect consumers from potential longterm harms, such as increased prices, lower quality and variety of content, or erosion of data privacy. It is paramount to determining whether streaming services engage in anticompetitive business practices to protect both competition and consumers. Though streaming companies do not violate existing antitrust laws because consumers are not presently harmed, this Comment thus explores whether streaming companies are engaging in aggressive business practices with the potential to harm consumers. The oligopolistic streaming industry is combined with enormous barriers to entry, practices of predatory pricing, imperfect price discrimination, bundling, disfavoring of competitors on their platforms, huge talent buyouts, and nontransparent use of consumer data, which may be reason for concern. This Comment will examine the history of the entertainment industry and antitrust laws to discern where the current business practices of the streaming companies fit into the antitrust analysis. This Comment then considers potential solutions to antitrust concerns such as increasing enforcement, reforming the consumer welfare standard, public util- ity regulation, prophylactic bans on vertical integration, divestiture, and fines.
    [Show full text]
  • INSTITUTION Congress of the US, Washington, DC. House Committee
    DOCUMENT RESUME ED 303 136 IR 013 589 TITLE Commercialization of Children's Television. Hearings on H.R. 3288, H.R. 3966, and H.R. 4125: Bills To Require the FCC To Reinstate Restrictions on Advertising during Children's Television, To Enforce the Obligation of Broadcasters To Meet the Educational Needs of the Child Audience, and for Other Purposes, before the Subcommittee on Telecommunications and Finance of the Committee on Energy and Commerce, House of Representatives, One Hundredth Congress (September 15, 1987 and March 17, 1988). INSTITUTION Congress of the U.S., Washington, DC. House Committee on Energy and Commerce. PUB DATE 88 NOTE 354p.; Serial No. 100-93. Portions contain small print. AVAILABLE FROM Superintendent of Documents, Congressional Sales Office, U.S. Government Printing Office, Washington, DC 20402. PUB TYPE Legal/Legislative/Regulatory Materials (090) -- Viewpoints (120) -- Reports - Evaluative/Feasibility (142) EDRS PRICE MFO1 /PC15 Plus Postage. DESCRIPTORS *Advertising; *Childrens Television; *Commercial Television; *Federal Legislation; Hearings; Policy Formation; *Programing (Broadcast); *Television Commercials; Television Research; Toys IDENTIFIERS Congress 100th; Federal Communications Commission ABSTRACT This report provides transcripts of two hearings held 6 months apart before a subcommittee of the House of Representatives on three bills which would require the Federal Communications Commission to reinstate restrictions on advertising on children's television programs. The texts of the bills under consideration, H.R. 3288, H.R. 3966, and H.R. 4125 are also provided. Testimony and statements were presented by:(1) Representative Terry L. Bruce of Illinois; (2) Peggy Charren, Action for Children's Television; (3) Robert Chase, National Education Association; (4) John Claster, Claster Television; (5) William Dietz, Tufts New England Medical Center; (6) Wallace Jorgenson, National Association of Broadcasters; (7) Dale L.
    [Show full text]
  • La Maitrise Du Streaming, Un Nouvel Enjeu De Taille Pour Les Groupes Médias
    La maitrise du streaming, un nouvel enjeu de taille pour les groupes médias Walt Disney Company a annoncé l’acquisition de 33% du capital de BAM Tech, société indépendante spécialisée dans les technologies de streaming vidéo, née au sein de MLB Advanced Media, une division de la Major League Baseball. Il s’agit de la dernière opération en date de rapprochement entre un acteur des contenus et un prestataire technologique devenu incontournable au moment où les services OTT de streaming en direct se multiplient. • BAM Tech passe du Baseball à l’univers Disney Walt Disney Company a annoncé l’acquisition de 33% du capital de BAM Tech, société indépendante spécialisée dans les technologies de streaming vidéo, née au sein de MLB Advanced Media, une division de la Major League Baseball créée en 2000 pour le lancement de MLB.TV qui diffuse en ligne les compétitions de la League. MLBAM reste la copropriété des 30 principales équipes de Baseball professionnel. L’opération valorise BAM Tech à hauteur de à 3,5 milliards de dollars. Et Disney disposerait également d’une option de 4 ans pour acquérir 33% supplémentaires. MLBAM a pris une autonomie croissante pour s’émanciper de l’univers du Baseball (applications MLB.TV) et plus globalement du sport U.S jusqu’à accorder son indépendance à BAM Tech, son entité opérationnelle en août 2015. Celle-ci est désormais devenue un prestataire de service majeur pour les grands networks et autres propriétaires de contenus. Ainsi, BAM Tech a réussi à se diversifier en gérant le streaming de HBO Now et PlayStation Vue après avoir fait ses preuves au sein de MLBAM dans le sport en direct via des plates- formes en marque blanche (WatchESPN, WWE Network, Yankee’s Yes Network, PGA Tour Live, les sites et applications de la NHL ou encore 120 sports et Ice Network, spécialiste des sports de glisse).
    [Show full text]