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Harvard Case - Over the Top: The Rise of Streaming and the Television Industry Value Chain

"Over the Top: The Rise of Streaming and the Television Industry Value Chain" Harvard business case study is written by Craig Garthwaite, Amanda Starc, John Pavlus. It deals with the challenges in the field of Strategy. The case study is 42 page(s) long and it was first published on : Jun 7, 2023

At Fern Fort University, we recommend a multi-pronged strategy for traditional television players to navigate the disruptive force of streaming services. This strategy involves embracing digital transformation, fostering innovation, and strategically leveraging partnerships to secure a sustainable future in the evolving entertainment landscape.

2. Background

The case study 'Over the Top: The Rise of Streaming and the Television Industry Value Chain' explores the dramatic shift in the television industry, driven by the emergence of streaming services like Netflix, Amazon Prime Video, and Hulu. These services, bypassing traditional cable and satellite providers, have disrupted the established value chain, offering consumers a more convenient, affordable, and personalized viewing experience.

The case focuses on the challenges faced by traditional players like Comcast and Time Warner Cable, who are struggling to adapt to this changing landscape. The main protagonists are the executives of these companies, grappling with the need to innovate and find new ways to compete in a rapidly evolving market.

3. Analysis of the Case Study

Industry Analysis:

  • Porter's Five Forces: The case study highlights the intense competitive rivalry within the television industry, fueled by the entry of new players like streaming services. The bargaining power of buyers is increasing due to the abundance of choices, while the bargaining power of suppliers is declining as content creators seek broader distribution channels. The threat of new entrants is high, given the low barriers to entry in the streaming market. The threat of substitutes is also significant, with consumers increasingly turning to other forms of entertainment like gaming and social media.

SWOT Analysis:

  • Strengths: Traditional players possess established infrastructure, strong brand recognition, and valuable content libraries. They also have a vast customer base and expertise in content production and distribution.
  • Weaknesses: Traditional players are often burdened by legacy systems, high costs, and inflexible business models. They struggle to keep pace with the rapid innovation and agility of streaming services.
  • Opportunities: Traditional players can leverage their existing assets to create compelling streaming services, offer bundled packages, and explore new revenue streams like advertising and data analytics.
  • Threats: The continued growth of streaming services, the rise of piracy, and the increasing demand for personalized content pose significant threats to traditional players.

Value Chain Analysis:

  • Primary Activities: Traditional players need to re-evaluate their value chain, focusing on content acquisition, production, distribution, and customer service.
  • Support Activities: They must invest in technology, infrastructure, marketing, and human resources to effectively compete in the digital age.

Business Model Innovation:

  • Subscription-based models: Traditional players can offer subscription-based streaming services, competing directly with existing platforms.
  • Bundled packages: They can create packages that combine traditional cable services with streaming options, offering a more comprehensive entertainment experience.
  • Advertising-supported models: Traditional players can leverage their existing advertising expertise to monetize their streaming services through targeted advertising.

4. Recommendations

1. Embrace Digital Transformation:

  • Invest in technology and infrastructure: Upgrade existing systems to support streaming services, improve user interfaces, and enhance data analytics capabilities.
  • Develop robust streaming platforms: Create high-quality streaming services with a wide range of content, personalized recommendations, and user-friendly interfaces.
  • Leverage data analytics: Utilize data to understand consumer preferences, personalize content recommendations, and optimize marketing campaigns.

2. Foster Innovation:

  • Invest in original content: Develop high-quality, exclusive content that attracts viewers and differentiates from competitors.
  • Explore new content formats: Experiment with interactive content, short-form videos, and other innovative formats to engage audiences.
  • Embrace emerging technologies: Explore the potential of virtual reality, augmented reality, and artificial intelligence to enhance the viewing experience.

3. Strategic Partnerships:

  • Collaborate with streaming services: Partner with existing streaming platforms to expand content offerings and reach new audiences.
  • Form strategic alliances with technology companies: Collaborate with technology providers to develop innovative solutions and enhance streaming capabilities.
  • Acquire or invest in promising start-ups: Identify and acquire companies with innovative technologies and content offerings.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core competencies and consistency with mission: Leveraging existing strengths in content production, distribution, and customer service while embracing innovation aligns with the core competencies and mission of traditional players.
  • External customers and internal clients: The recommendations address the evolving needs of consumers seeking personalized and convenient entertainment experiences, while also empowering internal teams to adapt to the changing landscape.
  • Competitors: The recommendations aim to differentiate traditional players from streaming services by offering a unique value proposition, leveraging existing assets, and embracing innovation.
  • Attractiveness ' quantitative measures: Investing in technology, content, and partnerships can lead to increased revenue, customer satisfaction, and market share, ultimately improving financial performance.

Assumptions:

  • Consumers will continue to demand high-quality, personalized content.
  • Technological advancements will continue to drive innovation in the entertainment industry.
  • Traditional players will be able to adapt their business models and operations to the changing landscape.

6. Conclusion

The rise of streaming services presents a significant challenge to the traditional television industry. However, by embracing digital transformation, fostering innovation, and forging strategic partnerships, traditional players can navigate this disruption and secure a sustainable future. By adapting to the evolving needs of consumers and embracing the power of technology, traditional players can remain relevant and competitive in the ever-changing world of entertainment.

7. Discussion

Alternatives not selected:

  • Ignoring the shift towards streaming: This would result in declining market share and financial performance.
  • Merging with or being acquired by a streaming service: While this could provide access to technology and content, it could also result in loss of control and brand identity.
  • Focusing solely on traditional cable services: This would likely lead to further decline in customer base and revenue.

Risks and key assumptions:

  • The recommendations require significant investment and may take time to yield results.
  • The success of the strategy depends on the ability to adapt to rapidly changing technologies and consumer preferences.
  • The competitive landscape is dynamic, and new players may emerge, posing further challenges.

8. Next Steps

Timeline with key milestones:

  • Year 1: Develop a comprehensive digital transformation strategy, invest in infrastructure, and launch a streaming service.
  • Year 2: Focus on content acquisition and production, develop partnerships with technology companies, and explore new revenue streams.
  • Year 3: Evaluate the effectiveness of the strategy, make adjustments as needed, and continue to innovate and adapt to the evolving market.

By taking these steps, traditional players can position themselves for success in the rapidly evolving television industry, leveraging their strengths while embracing the opportunities presented by the digital age.

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Case Description

During the first quarter of the 21st century, the TV industry underwent rapid vertical consolidation.For decades, the industry had been divided into three basic levels: production (i.e., the studios that identified on-screen talent and facilitated the making of content); distribution (i.e., the TV channels that carried the content); and platform (i.e., the cable TV or satellite providers who brought the content to viewers). In the 2010s, however, an increasing number of companies in that value chain had begun to play on multiple levels. Streaming services such as Netflix were producing their own high-quality content, and both traditional TV channels and production companies (e.g., NBC, Paramount, and Disney) were circumventing the conventional value chain and building platforms to sell their content directly to viewers. This case uses a small set of examples--including the streaming service Netflix, the sports channel ESPN, and the movie channel AMC--to explore the economics of this new verticalized TV industry. It asks students how companies can create value and maximize profitability in TV.

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