DirecTV strategy final
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Transcript of DirecTV strategy final
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Irma NegroniIrma NegroniMike KostoffMike KostoffVince RubieraVince RubieraWayne AndermanWayne AndermanAdam BerkAdam BerkSteve SherwoodSteve Sherwood
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IntroductionIntroductionIntroductionIntroduction• The DIRECTV Group is a world-leading provider of digital television
entertainment services. in the United States and Latin America. • Two business segments, DIRECTV U.S. and DIRECTV Latin America,
which are differentiated by their geographic location, are engaged in acquiring, promoting, selling and/or distributing digital entertainment programming via satellite to residential and commercial subscribers.
• DIRECTV Group provides digital television service to more than 17.1 million customers in the United States and over 5.3 million customers in Latin America.
• The DIRECTV Group reported revenues of $4.81 billion in the second quarter of 2008.
• The DIRECTV Group is composed of two main operating units - DIRECTV U.S., and Latin America.
Source: www.Directv.com
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MissionMissionMissionMission
“To deliver the best television experience in the United States to higher quality
subscribers. “
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Major BusinessMajor BusinessMajor BusinessMajor Business
“DIRECTV is dedicated to defining the best TV experience in the world through a mix of :(1) content, (2) technology (3) service
DIRECTV has contributed to the evolution of TV with HD programming, interactive features, digital video recorder (DVR) services, quality customer service, and electronic program guide (EPG).”
Source: www.Directv.com
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Major Business/ Core ProductsMajor Business/ Core ProductsMajor Business/ Core ProductsMajor Business/ Core Products• Content:
– Access to over 250 channels– 100% digital picture and sound, exclusive programming– Access is offered to homes, airports, hotels, restaurants, hospitals, office buildings, airplanes,
automobiles and portable electronics. – Currently offer over 90 National HD channels.
• Technology: – More than 7,500 employees operate DIRECTV’– DIRECTV is the first to deliver an interactive on-screen program guide and pay per view ordering
by remote control. – Their innovations have led to hundreds of filings for US patents as DIRECTV has introduced must-
have technologies to the TV viewing experience.• Service:
– For the seventh year in a row, DIRECTV scored higher in customer satisfaction than every cable company measured in the American Customer Satisfaction Index.
– More than half of their employees primarily work to deliver the highest level of service to customers
– An entrepreneurial spirit is alive in all that DIRECTV does, reinforcing values of leadership, innovation, decisiveness, agility, teamwork and integrity.
– Thanks to their employee’s abilities and innovative thinking, DIRECTV is competitive in a rapidly changing industry.
Source: DirecTV 10K
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Major MarketsMajor MarketsMajor MarketsMajor Markets
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Major MarketsMajor MarketsMajor MarketsMajor Markets
DIRECTV U.S. Gross Additions Mix
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Corporate History DevelopmentCorporate History DevelopmentCorporate History DevelopmentCorporate History Development
• 1990: Founded• 06/1994: Launched Service• 10/1994: National Availability• 11/1995: One Millionth Customer• 07/2001: Ten Millionth Customer• 12/2003: News Corp. acquires 34% interest in
DIRECTV• 10/2005: 15 Millionth Customer01/2006: 100%
Ownership of DIRECTV Latin America acquired• 10/2007: High definition revolution begins
with more than 70 national HD channels*
Source: DirecTV 10K
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External EnvironmentExternal Environment
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Threat of New Entrants – Threat of New Entrants – LowLow
Threat of New Entrants – Threat of New Entrants – LowLow
• DirecTV has achieved effect of Economies of scale• DirecTV prides itself on its differentiation strategy• Capital requirements are very high• Switching costs are high while in contract• Access to distribution channels is limited• Other cost disadvantages• Strict FCC policies and regulations• DirecTV will be expected to retaliate
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Bargaining Power of Suppliers – Bargaining Power of Suppliers – Low/MediumLow/Medium
Bargaining Power of Suppliers – Bargaining Power of Suppliers – Low/MediumLow/Medium
• Many suppliers offering many substitutes• DirecTV suppliers:
– Hardware (set-top boxes): Thompson, LG, Pace Micro– Satellite: Boeing, Loral, Hugh Electronics– Content: ABC, NBC, CNN, NFL, HBO, Showtime
• DirecTV is in important customer to suppliers• Content suppliers’ product critical to DirecTV’s customers• Content suppliers’ product is differentiated• Low switching cost for suppliers’ products• Suppliers do not pose credible threat
of forward integration
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Bargaining Power of Buyers – Bargaining Power of Buyers – MediumMedium
Bargaining Power of Buyers – Bargaining Power of Buyers – MediumMedium
• DirecTV buyers:– Residential– Business– Mobile (RVs, cars, boats, and aircrafts)
• Subscriptions are critical for DirecTV sales• Important product differentiations• Buyers locked in contract• Affordable competitive pricing• Buyers do not present credible threat of backward integration• Quality is important for customers• Customers are well informed
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Threat of Substitute Products – Threat of Substitute Products – HighHigh
Threat of Substitute Products – Threat of Substitute Products – HighHigh
• Internet• Rental Video (Blockbuster, Netflix)• Video on Demand (Apple TV, XBOX360)• Movie Theaters• Video Gaming• Blu-Ray DVD
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Rivalry Among Competitors – Rivalry Among Competitors – Very IntenseVery Intense
Rivalry Among Competitors – Rivalry Among Competitors – Very IntenseVery Intense
• Numerous of competitors (Satellite, Cable, Fiber)
• Matured industry• High fixed costs for all competitors• Low differentiation• Moderate switching costs• High strategic stakes for DirecTV• High exit barriers
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Industry Life CycleIndustry Life CycleIndustry Life CycleIndustry Life Cycle
Embryonic Growth Shakeout Maturity Decline
Time
Demand
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Broadcasting and Telecommunications Broadcasting and Telecommunications Industry 1987-2006Industry 1987-2006
Broadcasting and Telecommunications Broadcasting and Telecommunications Industry 1987-2006Industry 1987-2006
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Demographic SegmentDemographic SegmentDemographic SegmentDemographic SegmentUS population size: 305 Million
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Economic SegmentEconomic SegmentEconomic SegmentEconomic Segment
• Inflation rate: 4.9 % (September 2008)• Average for the last 12 months: 5.5% • Interest rate: 1.0% (October 2008)• Trade deficits: $59.1 billion (August 2008) • Personal savings rate: 2.8% (August 2008) • Gross domestic product: -0.3% (October 2008)
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Political/Legal SegmentPolitical/Legal SegmentPolitical/Legal SegmentPolitical/Legal Segment
• FCC- Federal Communication Commission regulations: • Leasing of satellites, assignment of frequencies, avoidance of
interference• Communications Act • SHVIA- Satellite Home Viewer Improvement Act• SHVERA- Satellite Home Viewer Extension and Reauthorization Act• ITU- International Telecommunications Union regulations• State telemarketing and advertising rules• Subscriber privacy rules• Theft of satellite programming signals
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Socio-cultural SegmentSocio-cultural SegmentSocio-cultural SegmentSocio-cultural Segment
• Women comprise 46% of the total U.S. labor force• 75% of employed women work full-time
• Diversity in the workplace: Racial minorities represent 32.3% of workforce.– African-Americans: 14.2%– Asians 5.2%– Hispanic: 12.3%
• Growing interest for environmental initiatives in the private sector
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Technological SegmentTechnological SegmentTechnological SegmentTechnological Segment
• Fiber optics lines to home to deliver video services.
• Digital video compression over phone lines.
• Growth of providers of digital media Satellite operators.
• Video-on-Demand over the Internet
• High Definition growing demand
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Global SegmentGlobal SegmentGlobal SegmentGlobal Segment
• Critical Markets: South America, Central America, Caribbean • Emerging markets represent large opportunity for DirecTV growth
• Economic downturns could lead to:– Decrease in consumer demand– Subscriber credit problems– Longer payment cycles or higher default rate
• Political factors-growth of populism in Venezuela, Brazil could lead to:– Changes in regulatory environments– Difficulty in obtaining approval
for important transactions
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Summary of ThreatsSummary of ThreatsSummary of ThreatsSummary of Threats
• Narrowing difference between service providers
• Increasing programming costs• FCC requirements• Economic slowdown
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Summary of OpportunitiesSummary of OpportunitiesSummary of OpportunitiesSummary of Opportunities
• Strategic Alliances• Growth of HDTV market• Increasing broadcasting market
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Internal EnvironmentInternal Environment
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Financial CapabilityFinancial CapabilityFinancial CapabilityFinancial Capability
Ratio Type 2007 2006 2005PROFITABILITYGross Profit Margin 0.155 0.171 0.066Net Profit Margin 0.088 0.099 0.027Return on assets 0.183 0.188 0.051Return on Equity 0.287 0.309 0.099LIQUIDITYCurrent Ratio 0.873 1.089 1.037Quick Ratio 0.809 1.037 0.930Inventory to net work. cap -0.507 0.588 2.889LEVERAGEDebt-to-assets ratio 0.276 0.291 0.324Debt-to-equity ratio 0.716 0.776 1.035Long term debt-to-equity 0.706 0.774 1.033ACTIVITYInventory Turnover 70.187 81.400 40.561Fixed-asset turnover 2.952 3.414 4.432Aver Collection Period 32.605 33.648 29.756
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Organizational Capability Organizational Capability Organizational Capability Organizational Capability
• Vision: “We are defining the best TV experience in the
world through a compelling mix of content, technology, and service.”
• Leadership capability:DTV is capable of quickly seizing opportunities by identifying customer needs and trends and capitalizing on them in record time. Example: growth in demand for HD technology and interactive programming.
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Organizational CapabilityOrganizational CapabilityOrganizational CapabilityOrganizational Capability• Corporate Citizenship:
DIRECTV's Corporate Citizenship department is responsible for developing and maintaining the company's strategy for philanthropic giving and public affairs. .
• Diversity: DTV seeks to meet federal diversity guidelines, and also seeks diversity of backgrounds for its employee workforce.
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Organizational CapabilityOrganizational CapabilityOrganizational CapabilityOrganizational Capability
• Human Resource Management12,000 employees: 11,300 full-time, 1,000 part-time. Pension plan, 401k, and standard benefits package. No labor unions in US. Some labor unions in Latin America.
• Organizational Control:DIRECTV Home Services: DTV sets the quality of installation and service standards, performs quality control, manages inventory andmonitors the overall service network performance.
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• Research and Development R&D 2005: $16.0 million
2004: $49.0 million 2003: $54.6 million
DTV invests heavily in technological firms that can provide cutting edge products, such as remote controls, set-top boxes, and smart cards.
• Patents: Over 1,650 issued patents worldwide Over 710 registered trademarks, including over 465 foreign registrations
Technological CapabilitiesTechnological CapabilitiesTechnological CapabilitiesTechnological Capabilities
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Technological CapabilitiesTechnological CapabilitiesTechnological CapabilitiesTechnological Capabilities• Products:
Set-top receivers that incorporate DVR and HD technology. • Constant upgrades:
2006- New HD-DVR capable of receiving and recording new MPEG-4 HD signals. Interactive and video-on-demand functionality.
2008- Ability to remotely schedule DVR recordings via the Internet or cell / mobile phone. Significantly increased the recording capacity of HD-DVR. Plans to introduce HD versions of interactive applications, and Whole-House and Portable Services.
• Young satellite fleet: 11 satellites, 5 uplink facilities, 3 broadcast centers.
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Technological CapabilitiesTechnological CapabilitiesTechnological CapabilitiesTechnological Capabilities
• Licenses: Licenses to broadcast services from 46 of 96 assigned Direct Broadcast Satellite frequencies in the Ku-band spectrum. Licenses in three orbital slots in the Ka-band spectrum.
• Optimum orbital slots:
Reduce obstructions and effect of rain.Allow single-dish solution for all customers
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Operational CapabilitiesOperational CapabilitiesOperational CapabilitiesOperational Capabilities
Customer Service: • Online services: view billing statements, add packages,
make payments to account, user manuals.• 31 Third-party owned care center inside and outside of
U.S.• Subsidiary DTV Customer Service LLC: 5 locations in US.
4,700 reps. 24/7 phone assistance.
Differentiation of Brand name:• Brand name recognition almost universal 93%
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Organizational CapabilitiesOrganizational CapabilitiesOrganizational CapabilitiesOrganizational Capabilities
Quality control:• Efforts to improve equipment quality (boxes,
Connectors, Switches)• Improve Field Technician Quality (Dish pointing,
trouble shooting skills, repeat visits)• Revamp repair facilities• Standardize connectors and cables to simplify
installation process • Implement hand-held devices across the
network.
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Organizational CapabilitiesOrganizational CapabilitiesOrganizational CapabilitiesOrganizational Capabilities
Efforts to Reduce Churn: • Focus on quality customers• Limit risky subscribers • HD and DVR penetration• Improved customer service• Continued steady improvement
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Organizational CapabilitiesOrganizational CapabilitiesOrganizational CapabilitiesOrganizational Capabilities
Efforts to improve subscriber quality: • Stricter Credit policies for accepting new
clients, new fraud management system • Extending term commitments from 12 to 18
months for basic equipment and 2 years for advanced equipment
• 2005 high risk was 28%, 2007 high risk was 10%.
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Organizational CapabilitiesOrganizational CapabilitiesOrganizational CapabilitiesOrganizational Capabilities
Supply Chain logistics initiatives: • Lower cost of recovered boxes -Multi-pack kit,
HSP pick-up • Revamp repair process- Implement auto
testers, Built-in Self Test (BIST)• Remove cables from boxes• Full production of recycled cards- Increase to
400-500K cards per month
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Core CompetenciesCore CompetenciesCore CompetenciesCore Competencies
Leading Brand Name: • Over 93% of consumers in United States are
aware of the DIRECTV service.
Substantial Channel Capacity and Programming Content:
• Delivers one of the widest selections of local and national programming available today in the United States
• Substantial capacity in the Ka-Band spectrum
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Core CompetenciesCore CompetenciesCore CompetenciesCore CompetenciesHigh-Quality Digital Picture and Sound, Including HD Programming:
• Video and audio programming is 100% digitally delivered • DTV offers the most comprehensive selection of HD
programming in the United States.
Strong Customer Service:• Top rankings in customer satisfaction for the industry for
seven consecutive years • Minimizes subscriber disconnection (“churn rate”) and
attracts new subscribers.
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Core CompetenciesCore CompetenciesCore CompetenciesCore CompetenciesTechnology Leadership and Valuable Orbital Slots and Satellite-Based Technology:
• DTV’s holds authorizations by FCC to use desirable orbital slots and
broadcast spectrum. • DTV holds licenses to broadcast from 46 out of 96 available DBS
frequencies in the Ku-Band spectrum • DTV holds hundreds of patents and constantly updates its
hardware, offering customers the best and newest systems in the market.
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Summary of StrengthsSummary of StrengthsSummary of StrengthsSummary of Strengths
• Leading Market Position• Strong Financial performance• High customer satisfaction
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Summary of WeaknessesSummary of WeaknessesSummary of WeaknessesSummary of Weaknesses
• Continuing Churn Rate• Patent infringements
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Corporate Level StrategyCorporate Level Strategy
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HistoryHistoryHistoryHistory
• 1932 Hughes Aircraft• 1963 1st Communication Satellite into orbit • 1976 Acquired by GM• 1992 Acquired General Dynamics Missile• 1994 Direct TV Launched in U.S.• 1997 Sold Defense electronics unit• 1998 Majority Stake PanAmSat
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HistoryHistoryHistoryHistory
• 1999 Hughes Electronics bought US Satellite Broadcasting & Primestar
• Began building Spaceway Broadband Satellite Network
• 2003 agreement to construct 2 new satellites
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HistoryHistoryHistoryHistory
• 2003 DirecTV Latin America Chapter 11• 2004 Emerged from Chapter 11• Acquired Pegasus Satellite Television• 2005 Launched two satellites - HD
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DivesturesDivesturesDivesturesDivestures
• Sale of of HSN set-top receiver manufacturing operations
• Sale of 55% ownership in Hughes Software Systems
• 2005 sold 50% ownership in Hughes Network systems
• 2006 remaining 50% sold• Transferred 3 satellites to Telesat for use in
Canada
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Recent HistoryRecent HistoryRecent HistoryRecent History
• 2006 Intel and Microsoft agreement• Acquired the interests of news corporation
and Liberty Media in Sky Brazil• Merged with Directv Brazil • Acquired Darlenes Investment of 14% in
Directv Latin America
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Level & Type of diversificationLevel & Type of diversificationLevel & Type of diversificationLevel & Type of diversification
• Dominant level StrategyPrimary Goal is to provide subscribers with best
T.V. experience in the U.S.
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Type of DiversificationType of DiversificationType of DiversificationType of Diversification
• Geographic Diversification into Central America, South America and the Caribbean
• Interrelated with DTV USA through Technology• DTV is the leading provider of DTH digital T.V.
services throughout Caribbean, South America and Central America
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Latin AmericaLatin AmericaLatin AmericaLatin America
• High Quality Digital picture & Sound • Large Subscriber base• Relationship with DTV – international
programming – 65 international channels• Leading Brands – Strongest in each territory –
Spanish Soccer League
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Recent HistoryRecent HistoryRecent HistoryRecent History
• 2007 1st full year of performance that combined DTV and Skyplatforms in Latin America
• March 2008 Combined Platforms of DTV with Pan Americana – Sky Brazil – and Sky Mexico
• Passed 5 million subscriber level
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Means of DiversificationMeans of DiversificationMeans of DiversificationMeans of Diversification
• Growth mode – Ownership• 74% Sky Brazil 1.5 Million• 41% Sky Mexico 1.6 Million• 100% Pan Americana 1.7 million• Pan Americana includes Venezuela, Argentina,
Chile, Columbia, Puerto Rico and others
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Future Future Future Future
• Prepaid Service– Point of Differentiation – Access new segments– Venezuela in 2007– No one offers service
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Strategic Advantages to Pre Paid Strategic Advantages to Pre Paid Strategic Advantages to Pre Paid Strategic Advantages to Pre Paid
• Access to Subscribers in cash based economies• Competitors not able to offer Pre Paid –
Analog based• Protects & limits churn in case of economic
slowdown
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DIRECTV Business Level Strategy
DIRECTV Business Level Strategy
Acquiring Market Share, Customers Acquiring Market Share, Customers and Building Competitive and Building Competitive
AdvantageAdvantage
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Competitive StrategyCompetitive StrategyCompetitive StrategyCompetitive Strategy
Cost Leadership
Subscription prices to home media services are competitive to point of commoditization
Not the Competitive Strategy Chosen
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Competitive Strategy: Competitive Strategy: DifferentiationDifferentiation
Competitive Strategy: Competitive Strategy: DifferentiationDifferentiation
Geographic DifferentiationService Based-Content Based
Differentiation is Strategically FocusedOffering exclusive content Compelling programming
Interactive servicesExpanded International Programming
Video On Demand
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Competitive Strategy: Competitive Strategy: DifferentiationDifferentiation
Competitive Strategy: Competitive Strategy: DifferentiationDifferentiation
• Expanded High Definition– Launched DIRECTV 11 this year
• Boeing 702 Model Satellite• Increased channels to 1500 local stations• Increased HD to 150 National Channels
• Exclusive Content– Offerings not available on other MVPD– NFL Sunday Ticket, NCAA March Madness– Select Concerts Live, Original Series Programming– Championship Gaming Series: Viewer
inside game!
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Competitive Strategy: Competitive Strategy: DifferentiationDifferentiation
Competitive Strategy: Competitive Strategy: DifferentiationDifferentiation
• Enhanced and Interactive Services– Mix Channel Functions– NASCAR Hot Pass
• Introduction of Video On Demand– Access by set-top box: 1000’s movies, cable,
network programming– Downloaded over broadband with DTV’s HD-DVR
• Expanded International Programming
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Competitive Strategy: Focused Competitive Strategy: Focused StrategyStrategy
Competitive Strategy: Focused Competitive Strategy: Focused StrategyStrategy
• Technology Leadership• DVR & HD Equipment
– Cornerstone of their strategy as discussed at Board level
– Set top receivers incorporate both– Remote Scheduling DVR: Web & Cell Phone
• Leaving Antenna’s on Buildings• Whole house and Portable services
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The Four Building Blocks of The Four Building Blocks of Competitive AdvantageCompetitive Advantage
The Four Building Blocks of The Four Building Blocks of Competitive AdvantageCompetitive Advantage
• Superior Customer Responsiveness– Mass Customization of subscription services– Customer call centers operate 24/7– Highest industry satisfaction awards including JD
Powers– Rankings give DTV a competitive advantage over
its competition by protecting market share
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The Four Building Blocks of The Four Building Blocks of Competitive AdvantageCompetitive Advantage
The Four Building Blocks of The Four Building Blocks of Competitive AdvantageCompetitive Advantage
• Innovation– DVR and HD box built into one– Whole House & Portable services:
• D/L of content for transfer to PC-Laptop from DVR• Media Share: Allows for content form PC to be
displayed on DTV (Music Videos Pictures)• Home Media center that allows access to all stored
content (Video Music Pictures)seamlessly to any set– Interactive game channel: puts viewer in games– Remote Schedule for DVRs via
internet/cell phone
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The Four Building Blocks of The Four Building Blocks of Competitive AdvantageCompetitive Advantage
The Four Building Blocks of The Four Building Blocks of Competitive AdvantageCompetitive Advantage
• Superior Quality and its Dimensions– Performance: Satellite over cable for Natural disaster
or storm related Terra Damages– Features: Digital Picture and Sound , up to date
technology, programming now remote– Durability: Satellites and Set top boxes.– Serviceability: Real Time Remote Servicing from
centers of technicians are same day to 24 hour turnaround.
– Aesthetics: Boxes are sleek and home theater designs…cutting edge
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The Four Building Blocks of The Four Building Blocks of Competitive AdvantageCompetitive Advantage
The Four Building Blocks of The Four Building Blocks of Competitive AdvantageCompetitive Advantage
• Superior Efficiency– 1000’s of Uniformed Outsourced and In sourced
Installers– Moving Programs: Keep service when you move.
Seamless transition. Call-its handled.– Service Bundling: Voice, Data, Media, Web– HD & VOD scheduler back again!– Support area of website: Do it all online
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Support EfficiencySupport EfficiencySupport EfficiencySupport Efficiency
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Value Chain AnalysisValue Chain AnalysisPrimary ActivitiesPrimary Activities
Value Chain AnalysisValue Chain AnalysisPrimary ActivitiesPrimary ActivitiesInbound Logistics
– Programming received from Content providers– Local Channels transmitted to uplink centers– 5 major uplink facilities provides HD local channels
Operations– Content “uplinked” to satellite– System Redundancy– Signal theft precaution—compromised Smart Card– Technician, Call Center, Work orders
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Value Chain Analysis Primary ActivitiesValue Chain Analysis Primary ActivitiesValue Chain Analysis Primary ActivitiesValue Chain Analysis Primary Activities
Outbound Logistics Superior– 11 geosynchronous Satellites to transmit– 1800 channel availability system wide– Programming range by competitors weaker
(e. g. Exclusive sport packages elusive to Dish)
Marketing & Sales Superior– Brand Awareness 93%, 140+ markets, – Direct sales generates 40% of new subscribers—Web—800– Bundled packages; Strategic partners: ATT & Quest
Service– Customer Satisfaction Index leader
• Industry average 64 2008; DTV 68
– Proactive Sales and Help 31 Domestic centers– Online interactivity for al l aspects of
business
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Value Chain Analysis: Support ActivitiesValue Chain Analysis: Support ActivitiesValue Chain Analysis: Support ActivitiesValue Chain Analysis: Support Activities
Infrastructure– Offices
• HQ Located El Segundo-Los Angeles, • Corporate offices in Denver & NY• 2 Digital Broadcast Centers: Colorado and L.A., Ca.• 5 uplink facilities for local programming delivery
– Care Centers: Call and Technical Diversification• 31 in 16 states, 25 cities—19 in 9 countries outside US
– Licenses: 46 of 96 broadcast frequencies in Ku spectrum– Orbital satellite slots: 3—increases channel capacity– Satellite risk management: Launch and orbit insurance– Installation: Home services performed 94% of all in home
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Value Chain Analysis: SupportValue Chain Analysis: SupportValue Chain Analysis: SupportValue Chain Analysis: Support
HR Management– 12000 employees, Benefits, Pension, 401k– High recruiting efforts for technicians– No labor union’s US—Latin America does
• DSH is in collective bargain with two field offices
Technology Development– Interactivity; Set top boxes; TiVo Alliances for software
upgrade– Portable satellite systems (think XM)– PC and whole house experience.
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Value Chain Analysis: SupportValue Chain Analysis: SupportValue Chain Analysis: SupportValue Chain Analysis: Support
Procurement– Purchase obligations in Programming commitments– Launch agreements with Boeing: Sea Launch
Consortium– Service contracts: Billing, Telemetry, Control
Services, BC center services– Transfer of control-Liberty Media-Chairman’s old
company
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International LevelStrategies
International LevelStrategies
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Global expansionGlobal expansionGlobal expansionGlobal expansion• Latin America 1995 - Historical perspective on
expansion• Radical
– $500 million on new, unproven market share– “Hail Mary” entry approach
• Market motives– Offensive (primary)
• First movers• Little infrastructure development• High revenues/Low cost• Competition moving into Latin America
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Global expansionGlobal expansionGlobal expansionGlobal expansion• Strategic motives
– Capitalize on system technologies already in place at home
– Existing cold war technologies converted into value chain
– First mover• Economic motives
– Capital • Ability to charge recurring fee revenue for sat service• 77 million households
– Resource exploitation• Existing aggressive prominent
partners
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Macro Business Level AnalysisMacro Business Level AnalysisMacro Business Level AnalysisMacro Business Level Analysis
• Country Selection: Mexico– Economic Soundness
• GDP (purchasing power parity): $1.353 trillion (2007 est.) • GDP - real growth rate: 3.2% (2007 est.) • GDP - per capita (PPP): $12,400 (2007 est.) • GDP - composition by sector: agriculture: 4%, industry:
26.6% , services: 69.5% (2007 est.) • Labor force: 44.71 million (2007 est.) • Unemployment rate: 3.7%• Household income: lowest 10%: 1.2%
highest 10%: 37% (2006)
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Macro Business Level AnalysisMacro Business Level AnalysisMacro Business Level AnalysisMacro Business Level Analysis
• Country Selection: Mexico– Finance
• Mexican pesos per US dollar - 13.5 (2008), • Debt – external: $179.8 billion (31 December
2007) • Solvency
– Revenues: $227.5 billion – Expenditures: $227.2 billion (2007 est.)
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Macro Business Level AnalysisMacro Business Level AnalysisMacro Business Level AnalysisMacro Business Level Analysis
• Country Selection: Mexico– Internalization
• Exports: $271.9 billion f.o.b. (2007 est.) • Exports – commodities: manufactured goods, oil and oil
products, silver, fruits, vegetables, coffee, cotton • Exports – partners: US 75.9%, Canada 6.3%, Germany 1.7%
(2007)• Stock of direct foreign investment - at home: $260.9 billion
(2007 est.)• Reserves of foreign exchange and gold: $87.19 billion
(31 December 2007 est.)• NAFTA
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Macro Business Level AnalysisMacro Business Level AnalysisMacro Business Level AnalysisMacro Business Level Analysis
MXN to USDMXN to USD
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Location Selection (Micro)Location Selection (Micro)Location Selection (Micro)Location Selection (Micro)
• Locations: Major urban areas of Mexico• Firm strategy, structure and rivalry
– Rivalry: Main competitor is Cable• Pay-TV only has 28% market share
– Strategy: Differentiation• Demand condition
– Purchasing Power is low – Few alternatives – Income is increasing as the economy improves– Primary segment: TV Watchers
• Governmental, Industrial/FDI Policies– NAFTA
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Timing of Entry (Returns)Timing of Entry (Returns)Timing of Entry (Returns)Timing of Entry (Returns)• Entry into Brazil: 1995 (DTV owned by Hughes)
– Market power• Teamed with top 3 LA media companies• New proprietary satellite systems• Same + Enhanced content – superior quality• Hughes had relationship with military and government
– Preemptive opportunities• Establish brand recognition through co-branding• First mover
– Strategic options• Access to existing infrastructure and content via partners• Few homes have to access conventional cable• Urban populations• Low Competition
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Timing of Entry (Risks)Timing of Entry (Risks)Timing of Entry (Risks)Timing of Entry (Risks)
– Environmental uncertainty• New unproven technology (1995)
– Operational risks• Backorder on dishes• Low call centers• Small base of installers• Markets operating on borrowed money
– Extra operational costs• Hiring & training phone representatives (language)• Hiring & training installers• Signal theft
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Entry ModeEntry ModeEntry ModeEntry Mode
• Entry mode: Latin America– Equity joint venture
• $500 million joint venture• Hughes 50%• Cisneros Group 20%• Televisao Abril & MVS Multivision 30%
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Joint Venture BuildingJoint Venture BuildingJoint Venture BuildingJoint Venture Building• Partner selection
– Compatible goals• Capture viewer market share
– Capacity• Strategic attributes
– All partners with industry experience– Technological skills in media delivery– Partners held prominent media market share
• Organizational attributes– Based in Latin America – high experience in those foreign
markets• Financial attributes
– Selection based on profitability and efficiency
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Joint Venture BuildingJoint Venture BuildingJoint Venture BuildingJoint Venture Building
• Partner selection– Cooperative culture
• Entrenched market share – behemoths
– Commensurate risk• Research is weak
– Continuous commitment• Millions at stake
– Complimentary skills• Content providers
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Global Integration Global Integration Strategy/StructureStrategy/StructureGlobal Integration Global Integration Strategy/StructureStrategy/Structure
• Integration - The global strategy– All decisions were coordinated from domestic HQ
• Structure – One company international division– DTV’s international joint venture interest’s are
managed as units reporting to a international division within the domestic DTV HQ
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Corporate GovernanceCorporate Governance
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Ownership ConcentrationOwnership ConcentrationOwnership ConcentrationOwnership Concentration• 474 institutional shareholders = 57%
– Ranging from Mutual Funds, Hedge Funds, Pension Funds, and Banks
• 50% of shares held by all insiders and > 5% owners.– SEC requires listing of all owners with > 5% holdings
Holder Shares % Out Value* Reported
Barclays Global Investors UK Holdings Ltd 56,789,297 5.12 $1,471,410,685 30-Jun-08
PRIMECAP MANAGEMENT COMPANY 51,260,210 4.62 $1,328,152,041 30-Jun-08
SOUTHEASTERN ASSET MANAGEMENT, INC. 49,914,782 4.5 $1,293,292,001 30-Jun-08
STATE STREET CORPORATION 29,139,692 2.63 $755,009,419 30-Jun-08
VANGUARD GROUP, INC. (THE) 21,730,018 1.96 $563,024,766 30-Jun-08
FMR LLC 20,927,363 1.89 $542,227,975 30-Jun-08
AXA 18,524,298 1.67 $479,964,561 30-Jun-08
JANUS CAPITAL MANAGEMENT, LLC 18,454,639 1.66 $478,159,696 30-Jun-08
THORNBURG INVESTMENT MANAGEMENT INC. 16,244,491 1.46 $420,894,761 30-Jun-08
MACKENZIE FINANCIAL CORPORATION 13,759,623 1.24 $356,511,831 30-Jun-08
TOP INSTITUTIONAL HOLDERSHolder Shares % Out Value* Reported
Barclays Global Investors UK Holdings Ltd 56,789,297 5.12 $1,471,410,685 30-Jun-08
PRIMECAP MANAGEMENT COMPANY 51,260,210 4.62 $1,328,152,041 30-Jun-08
SOUTHEASTERN ASSET MANAGEMENT, INC. 49,914,782 4.5 $1,293,292,001 30-Jun-08
STATE STREET CORPORATION 29,139,692 2.63 $755,009,419 30-Jun-08
VANGUARD GROUP, INC. (THE) 21,730,018 1.96 $563,024,766 30-Jun-08
FMR LLC 20,927,363 1.89 $542,227,975 30-Jun-08
AXA 18,524,298 1.67 $479,964,561 30-Jun-08
JANUS CAPITAL MANAGEMENT, LLC 18,454,639 1.66 $478,159,696 30-Jun-08
THORNBURG INVESTMENT MANAGEMENT INC. 16,244,491 1.46 $420,894,761 30-Jun-08
MACKENZIE FINANCIAL CORPORATION 13,759,623 1.24 $356,511,831 30-Jun-08
TOP INSTITUTIONAL HOLDERS
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Ownership ConcentrationOwnership ConcentrationOwnership ConcentrationOwnership Concentration
• Major direct holders
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Board Size and CompositionBoard Size and CompositionBoard Size and CompositionBoard Size and CompositionJohn Malone
Chairman
Chase CareyPresident and CEO
Neil R Austrian Director
Ralph H BoydDirector
Haim SabanDirector
Peter A LundDirector
Gregory B MaffeiDirector
James M CorneliusDirector
Charles R LeeDirector
Nancy S NewcombDirector
Non-Executive Executive
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CommitteesCommitteesCommitteesCommittees
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Government RegulationsGovernment RegulationsGovernment RegulationsGovernment Regulations• International Telecommunication Union
– United Nations: • Private sector telecommunications
– Latin American regulatory agencies– Legislative bodies in all countries DTV operates– Local Authorities
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Government RegulationsGovernment RegulationsGovernment RegulationsGovernment Regulations• FCC – Communications Act and other related acts
– The licensing of satellites, earth stations and ancillary authorizations
– The assignment of frequencies and orbital slots, the relocation of satellites to different orbital locations or the replacement of an existing satellite with a new satellite
– Compliance with required timetables for construction and operation of satellites
– Avoidance of interference by and to operations with operations of other entities that make use of the radio spectrum
– SHIVA AND SHERVA
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SEC RegulationsSEC RegulationsSEC RegulationsSEC Regulations
• Rule 13a – 15(f)– In their 2007 10k DTV States they have claimed:
• The effectiveness of their internal control over financial reporting
• Assessments were made using the criteria from the Internal Control- Integrated Framework by the COSO
– Independent audit firm used to perform internal audit
– Reviewed and by approved by the Audit Committee
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Executive CompensationExecutive CompensationExecutive CompensationExecutive Compensation• Base Salary
– Compensate for day-to-day performance at the executive’s level of responsibility.
• Annual Bouns– Variable with performance, Paid in cash, short term
• Long Term incentives– Paid in stock, long term
• Employee Benefits• Perquisites
– Fixed, indirect, short-term• Post-Termination
– Both Fixed and variable, cash & stocks
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Ethical Codes and ProgramsEthical Codes and ProgramsEthical Codes and ProgramsEthical Codes and Programs
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Ethical Codes and ProgramsEthical Codes and ProgramsEthical Codes and ProgramsEthical Codes and Programs
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RecommendationsRecommendations
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Summary of unique strategiesSummary of unique strategiesSummary of unique strategiesSummary of unique strategies
• Differentiation– Geographic– Content based– Competitive advantage
• Think globally act locally– Expansion into Latin America
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Generalizable Lessons to OthersGeneralizable Lessons to OthersGeneralizable Lessons to OthersGeneralizable Lessons to Others
– Be a first mover in emerging markets when your strengths meet opportunities
– Carry Unique and exclusive programming– Customer satisfaction is your lifeblood in this
industry• Loyalty goes so only far though
– Competitive price– New products / services to further differentiate– Subscriber growth over short term profitability
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RecommendationsRecommendationsRecommendationsRecommendations• Competing with other MVPDs:
– Coopetition with RBOCs where video footprint is limited– I.e. Future contract with AT&T– 75% of all satellite customers will use RBOCs for voice and
data• Emerging digital media competition could materially
adversely affecting DTV– Need portable services sooner
• Carriage requirements may negatively affect our ability to deliver local broadcast stations, as well as other aspects– Increase lobbying power with RBOCs
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RecommendationsRecommendationsRecommendationsRecommendations• Leveled playing field
– Need higher investment in R&D – Increase differentiated services– Exclusive licensing agreements
• Build a bundle programming– target segments with suggested configurations
• Baby boomers– Completely customized line-up
• Churn rate– Contact customers at end of commitment– Local Pre-paid service– Stricter credit policies
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RecommendationsRecommendationsRecommendationsRecommendations
• Target High Density/Low infrastructure emerging markets– All you need is a box and a view of the sky
• Target MDU’s with greater strength• Stock issuance for high debt reduction
– Lowers cost of debt service coverage– Increase free cash flow– Recent buybacks of equity at depressed prices
mitigating dilution effect
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ReferencesReferencesReferencesReferences• www.Forbes.com Monday Matchup: DirecTV vs EchoStar, Aude Lagorce 8-16-2004 (Technology)• www.engadgethd.com "Tussle over DirecTV Latin America's Future" by Darren Murph 9-21-2008• www.newyorktimes.com "Hughes in Venture to Expand Direct TV" by Andrea Adleson March 10, 1995• www.newyorktimes.com "A Satellite Empire: News Analysis; Murdoch Gets Upper Hand in Deal on Cable with Hughes Deal" by
David D. Kirkpatrick April 10, 2003• www.directvlatinamerica.com Pirmary Source Various• www.direcTV.com Various Sources on site• DataMonitor: Company Profile DirecTV April 24, 2008• www.yahoo.com Financial sections• 2007 DirecTV Annual Report & DirecTV 2007 10k• Los Angeles Business Journal "Local Outifts Jump into Latin American TV: Fox and Hughes go after Spanish Language Viewers"
August 7, 1995• Global Advertising Strategies Corporation: www.ethnicusa.com DirecTV Case Study• Zuckerman, Sam. "Commerce reports big drop in nation's GDP." San Francisco Chronicle 30 Oct. 2008.• DirecTV Annual Report 2006• DirecTV Annual Report 2005• U. S. Department of Labor• U. S. Department of Commerce• Bureau of Economic Analysis• www.pcworld.com - “Early IPTV Uses Only a Little of Its Fat Pipe”• www.verizon.com• www.att.com• www.dishnetwork.com