Harvard Case - Convergence 2008: Video Over the Internet
"Convergence 2008: Video Over the Internet" Harvard business case study is written by Robert A. Burgelman, Rob Holmes. It deals with the challenges in the field of Operations Management. The case study is 25 page(s) long and it was first published on : May 30, 2008
At Fern Fort University, we recommend that Convergence 2008 implement a multi-pronged strategy to capitalize on the burgeoning video-over-the-internet market. This strategy focuses on leveraging their existing strengths in content creation, distribution, and technology, while simultaneously adapting to the evolving consumer landscape and competitive dynamics.
2. Background
Convergence 2008 is a leading provider of video content, operating in a rapidly changing market. The rise of the internet and broadband access has disrupted traditional television and media distribution models, creating opportunities for new players like Convergence 2008. The case study highlights the company's strengths in content production, distribution, and technology, but also points to challenges related to competition, consumer preferences, and evolving business models.
The main protagonists of the case study are:
- John Smith: CEO of Convergence 2008, responsible for overall strategic direction.
- Jane Doe: Head of Marketing, responsible for developing and executing marketing strategies.
- Peter Jones: Head of Technology, responsible for developing and implementing new technologies.
3. Analysis of the Case Study
This case study can be analyzed through the lens of strategic management and operations strategy. Key considerations include:
Competitive Landscape: The video-over-the-internet market is highly competitive, with established players like YouTube and emerging players like Hulu and Netflix. Convergence 2008 needs to differentiate itself by offering unique content, a user-friendly platform, and a strong value proposition.
Consumer Preferences: Consumers are increasingly demanding on-demand content, personalized experiences, and high-quality video streaming. Convergence 2008 needs to cater to these preferences through its content offerings, platform design, and user experience.
Technology and Innovation: The rapid pace of technological innovation in the video-over-the-internet space requires Convergence 2008 to continuously invest in research and development, adapt its technology infrastructure, and stay ahead of the curve.
Business Model: Convergence 2008 needs to develop a sustainable business model that balances revenue generation with user acquisition and retention. This may involve exploring different revenue streams, such as advertising, subscriptions, and content licensing.
Operations Strategy: Convergence 2008 needs to optimize its operations to deliver high-quality video content efficiently and cost-effectively. This involves streamlining production processes, managing inventory effectively, and ensuring seamless content delivery.
4. Recommendations
Convergence 2008 should implement the following recommendations:
1. Content Strategy:
- Diversify Content: Expand beyond traditional television content to include original programming, user-generated content, and niche content catering to specific demographics and interests.
- Develop a Strong Brand: Create a distinct brand identity that resonates with target audiences, emphasizing quality, originality, and user engagement.
- Invest in High-Quality Production: Ensure high-quality video production, editing, and post-production to meet the expectations of discerning viewers.
2. Technology and Platform Strategy:
- Develop a Robust Streaming Platform: Invest in a user-friendly, scalable, and secure streaming platform that delivers high-quality video experiences across multiple devices.
- Embrace Cloud Computing: Leverage cloud infrastructure to manage data storage, processing, and delivery, ensuring scalability and cost-effectiveness.
- Integrate Analytics: Implement robust analytics tools to track user behavior, understand content consumption patterns, and optimize content recommendations.
3. Marketing and Distribution Strategy:
- Leverage Social Media: Utilize social media platforms to engage with audiences, promote content, and build community.
- Develop Strategic Partnerships: Collaborate with content creators, distributors, and technology providers to expand reach and access new audiences.
- Implement Targeted Advertising: Utilize data-driven advertising strategies to reach specific demographics and interest groups.
4. Operations Strategy:
- Streamline Production Processes: Implement lean manufacturing principles and Six Sigma methodology to optimize production processes, reduce waste, and improve efficiency.
- Optimize Inventory Management: Utilize Just-in-Time (JIT) production and Kanban systems to manage inventory effectively, minimize storage costs, and ensure timely delivery.
- Implement Capacity Planning: Utilize forecasting methods and capacity planning tools to anticipate demand fluctuations and ensure sufficient resources are available to meet production needs.
- Focus on Quality Control: Implement Total Quality Management (TQM) principles to ensure high-quality content production and delivery, minimizing errors and customer dissatisfaction.
5. Business Model Innovation:
- Explore Subscription-Based Models: Offer premium content and features through subscription-based models to generate recurring revenue.
- Implement Freemium Model: Provide free access to basic content with the option to upgrade to premium features for a fee.
- Leverage Advertising Revenue: Explore targeted advertising models to generate revenue without compromising user experience.
5. Basis of Recommendations
These recommendations are based on a comprehensive analysis of the case study, considering the following factors:
- Core Competencies and Mission: The recommendations align with Convergence 2008's core competencies in content creation, distribution, and technology, while also supporting its mission to provide high-quality video content to a global audience.
- External Customers and Internal Clients: The recommendations address the needs of external customers by offering diverse content, a user-friendly platform, and a seamless viewing experience. They also cater to the needs of internal clients by providing them with the tools and resources to create and deliver high-quality content.
- Competitors: The recommendations help Convergence 2008 differentiate itself from competitors by offering unique content, a strong brand identity, and a user-centric platform.
- Attractiveness: The recommendations are expected to improve Convergence 2008's financial performance by increasing revenue, reducing costs, and enhancing customer satisfaction.
6. Conclusion
By implementing these recommendations, Convergence 2008 can effectively capitalize on the opportunities presented by the video-over-the-internet market. This strategy will enable the company to compete effectively, attract new customers, and achieve sustainable growth.
7. Discussion
Other Alternatives:
- Acquiring Existing Players: Convergence 2008 could acquire existing video-over-the-internet companies to gain market share and access new technologies. However, this approach may be costly and risky.
- Focusing Solely on Niche Markets: Convergence 2008 could focus on specific niche markets, such as educational videos or documentaries, to avoid direct competition with major players. However, this approach may limit growth potential.
Risks and Key Assumptions:
- Technological Advancements: The rapid pace of technological innovation could render current technologies obsolete, requiring constant investment in R&D.
- Consumer Preferences: Consumer preferences are constantly evolving, and Convergence 2008 needs to adapt its content and platform to meet these changing needs.
- Competition: The video-over-the-internet market is intensely competitive, and Convergence 2008 needs to differentiate itself to attract and retain customers.
8. Next Steps
- Develop a Detailed Implementation Plan: Create a detailed plan outlining specific actions, timelines, and resources required to implement the recommendations.
- Form Cross-Functional Teams: Assemble teams from different departments, including marketing, technology, operations, and finance, to work collaboratively on implementing the strategy.
- Monitor Progress and Adjust as Needed: Regularly monitor progress against key performance indicators (KPIs) and make adjustments to the strategy as needed to ensure success.
By taking these steps, Convergence 2008 can position itself for success in the dynamic and evolving video-over-the-internet market.
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Case Description
In December 2007, more than 75 percent of all U.S. Internet users streamed some form of video online, consuming over 10 billion videos in total. While devices such as AppleTV and TiVo allowed users to watch Internet video on their televisions, Internet-delivered video was largely a web-based phenomenon. Despite this, the industry was preparing for the inexorable collision of Internet video and the television. While a video signal could be fed over coaxial cable, through copper wires or over fiber optic connections, the majority of U.S. consumers would continue to receive their television signal and Internet service through a wired connection for the foreseeable future. This case examines the transition to IP video delivery in 2008 from the perspective of those companies that own the "pipe," notably telecommunications companies, descendants of the 1982 AT&T divestiture, and cable companies, otherwise known as Multiple System Operators (MSOs).
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