User talk:XiaotianDavid/Sandbox

Proposal of Comcast-NBC Merger
After nearly nine months of negotiations, Comcast, the nation’s largest cable operator, announced an agreement on Thursday (December 3, 2009) to acquire NBC Universal from the General Electric (Arango, 2009). The deal NBC Universal was valued at around $30 billion dollars. This agreement creates a joint agreement, with Comcast owning 51 percent and General Electric owning 49 percent. Comcast will contribute its stable of cable channels, which includes Versus, the Golf Channel and E Entertainment, worth about $7.25 billion, and will pay General Electric about $6.5 billion in cash, for a total of $13.75 billion (Arango, 2009). Most of NBC Universal valued channels consist of USA, Bravo, SyFy, CNBC and MSNBC, and with the Comcast contributions will account for 82 percent of the company’s cash flow.

Approval of Comcast-NBC Merger
In January 18, 2011, FCC and DOJ approved the syndication of the largest cable operator of the United States, Comcast and the well-known broadcasting company of the United States, NBC Universal which is described as “mammoth entertainment giant” by the website of Wired, the magazine of Technology and Culture.

Scale of new company
The Comcast-NBC consolidation expands Comcast both vertically and horizontally within the media market. Vertical integration includes the combination of video producer (NBC) and video distributor (Comcast). Horizontal integration includes adding NBC’s programming, such as Bravo and others to Comcast’s programming, including the Golf channel, E! and others; secondly, adding NBC’s broadcasting station to Comcast’s video network.

Mark Leccese summarizes the huge scale of the new company personally:

“10 TV and movie production studios (including Universal Pictures), 20 cable channels, 11 regional broadcast TV stations, 15 Telemundo stations, 9 regional sports cable networks, one regional news cable station (New England Cable News), a whole bunch of websites, two pro sports teams in Philadelphia and two arenas, a food service vendor, a ticket agency, and four theme parks. And some other stuff.”

Some scholars also summarize and list the significant scale and scope of the new company more completely in their academic journal named The Proposed Comcast-NBC Universal Combination. This is the integrated-version list.

“Through the merger, Comcast-NBC would control media and entertainment properties including:

• Comcast’s cable systems, which currently serve 24.2 million subscribers, making Comcast the largest provider of multichannel video programming distribution (MVPD) services in the United States;

• Comcast’s broadband network, which passes more than 50 million homes and provides high speed Internet service to just under 15 million households, making Comcast the largest residential internet service provider (ISP) in the United States;

• A number of national cable networks, including NBC’s USA, Bravo, CNBC, MSNBC, Oxygen, and Syfy networks and Comcast’s E!, Style, Golf Channel, and Versus networks, as well as minority interests in the A&E, Biography, History Channel, Weather Channel, and Lifetime cable networks, and small interests in the Big Ten, NHL, and MLB cable networks;

• Comcast’s 10 regional cable sports networks;

• The NBC national broadcast television network, including NBC News (a leading source of global and national news with top-rated news programming), NBC Universal Sports and Olympics (which holds contracts to broadcast the 2010 Winter Olympics and 2012 Summer Olympics, NBC Sunday Night Football, NHL/Stanley Cup, the PGA Tour, the U.S. Open, the Ryder Cup, Wimbledon, and the Kentucky Derby), and NBC Entertainment;

• NBC’s Telemundo national broadcast television network, the second-largest Spanish language programming network in the United States;

• NBC’s ten owned and operated local broadcast stations, which carry the NBC network programming in large U.S. markets, including New York, Los Angeles, Chicago, and Philadelphia;

• NBC’s 16 owned and operated local broadcast stations, which carry the Telemundo network programming in cities with large Spanish-speaking populations, including Los Angeles, New York, Miami, Houston, Chicago, and Dallas;

• NBCU’s large television production operations, which produce broadcast network programming, NBCU Television Distribution’s broadcast program syndication operations, and a 3,000-title library of television episodes;

• NBCU’s Universal Pictures and Focus Features, which produce theatrical and non-theatrical films, as well as Universal Studio Home Entertainment’s extensive movie library with more than 4,000 titles;

• Digital media properties, including CNBC.com, IVillage, NBC.com, Fandango, and Daily Candy, which together generate more than 40 million unique users each month;

• NBC’s 30% interest in Hulu.com, a website that offers free, advertising supported streaming video of broadcast and cable television programs.”

Influence
It is certain that the video marketplace has changed structurally with or without Comcast-NBC merger. More and more videos, programmes and advertisements are displayed on the Internet, not the traditional media channel, television. The video business model has gradually changed as time goes by. Comcast has reached to such a significant scale that owns large amounts of media and entertainment properties. However, facing the uncertainty of video marketplace, many people proposed their concerns :

A. How Comcast-NBC affects video market

One of the claims is “Comcast Would Be Able to Use its Vertically Integrated Position to Deny Rival Distributors Access to Programming or to Raise the Cost of That Programming” .Comcast-NBC will face two rival distributors – the satellite and telephone company and the new entrant. Of course, both of them are worrying about the domination which Comcast-NBC may be capable of establishing and the entry barrier. The big challenge for the satellite and telephone company is to find a new business model to convince the programmers that their model will benefit them more than Comcast-NBC. However,Comcast-NBC also keeps improving their business model,which is unhappy to the new entrant. The other claim is “Comcast Will Use the Merger to Change NBC into a Cable Network, at the Expense of Local Programming”. Some observers predicte that Comcast may convert NBC to a cable network. They think that Comcast must have to make some changes because NBC broadcast station traditionally has only one revenue path, the advertising;

B. How Comcast-NBC affects public policy applied to the range of competition, diversity and localism of media company

As far as media ownership, competition, diversity and localism are the three major topics. Once two or more media company amalgamated, many critics were always suggested immediately, such as the case of merge of News Corp/DirecTV and Sirius-XM. They thought that merger with too much power will harm the competition, diversity of the media marketplace and even the democracy of this country. Some of them directly called it “Merger to Monopoly”. FCC Commissioner Copps once criticized personally, “It will create a single company with enormous influence over politics, art and culture across the nation and especially in the New York metropolitan area.” No doubt localism is also affected by this merger. One obvious change is that the new entity who acts as a gatekeeper will limit the local or independent voices to get to the slots on the media distribution system. Free Press has conveyed this concern, “The new entity will have an incentive to prioritize NBC shows over other local and independent voices and programs, making it even harder to find alternatives on the cable dial.”

C. Whether the merger indeed benefits the shareholders and consumers

One of the claims is “A combined Comcast-NBCU might have the unique ability to craft new business models that benefit consumers”. With the development of new digital technologies to distribute videos, advertising revenues have not been generated in the new market. Therefore, these enterprise operators have to find out a new business model in order to make the revenues financially available. Facing the uncertain environment, the Comcast Senior Vice President for Corporate Development, Robert Pick still shows his determination. He says, “the combination would ameliorate the negotiations friction that had made it difficult for Comcast, primarily a distribution and communications company, to convince content owners and programmers to work with us to create and deliver more content to consumers in a greater variety of ways.”

D. How Comcast-NBC changes the price of video markets

Many observers predict that the price of distributing videos is going to fall dramatically in the near future because three distribution products of Comcast (Broadcast-TV-Internet) are all merging into the network. Wall Street Journal business columnist Holman Jenkins says, “Customers want the product for free. Comcast’s lifeblood, the $100-a-month cable bill and the $50-a-month broadband bill, increasingly look like duplicative expenses. And so on.” In order to recover the lost revenue from content, Comcast-NBC may enhance their business on service of advertising, subscription and etc.

Programming
Dick Ebersol, who has run NBC Sports for nearly 22 years starts to reshape the sports programming on Comcast. Ebersol decides to add new roles at Comcast programming. “Our great strength is the programming, production, marketing and relationship orientation of NBC Sports,” Ebersol said after the agreement of combination of Comcast and NBC were announced. He focuses on rebranding and developing two programming: the NBC’s sports golf programming and the Versus.

Ebersol rebranded the NBC’s sports golf programming and renamed it “the Golf Channel on NBC”. He said, “It’ll take 18 months to two years to blend more and more talent across the two.” Also, he will probably convert the name of the Versus to “ Somewhere down the road”.

Ebersol installed and organized the new execution team of the Golf Channel. He has appointed Mike McCarley, a former NBC Sports publicist who is now senior vice president of strategic marketing at NBC Sports, to run the Golf Channel. And he estimated that because McCarley has not run a network before, so probably he could have the marketing skills “to make the Golf Channel go pop.”

At Versus，Ebersol installed a three-man group: Jon Litner as president；Sam Flood as executive producer；Jon Miller as president of programming.

In The Media
Media coverage of the Comcast/NBC merger peaked in late December of 2010 and early January of 2011, however seemed minimal outside of primary democratic, free-speech advocates such as Al Franken. Large media outlets such as CNN and Fox News did cover the merger extensively through web articles; critics were disapproving of the general media's lack of televised coverage for the event.

In Popular Media
The popular T.V. series 30 Rock has somewhat parodied the merger with stunning accuracy. 30 Rock is produced by NBC, previously owned by GE. Season Four of the show aired in Fall of 2009 and ended with GE being taken over the fictitious company "KableTown". By coincidence or not, Season Five eerily aired the fictitious merger of GE and KableTown on the same date that Comcast and NBC officially merged.

AOL / Time Warner
On February 11th, 2000, AOL and Time Warner filed applications to the FCC requesting the acquisition of Time Warner by AOL. During the decision making process, the FCC was concerned with two major factors. The first being AOL's risk of becoming a monopoly and thus reducing market freedom; and, the concern that Time Warner content holdings will be favored over other websites through price discrimination. Similar issues are questioned with the Comcast and NBC merger, especially the concerns with net neutrality and price discrimination.

AT&T / T-Mobile
On March 20th, 2011 AT&T moved to purchase T-Mobile from Deutsche Telekom for $39 billion. Web-advocates are hopeful that the merger will bring new arguments to the table for net-nuetrality. — Preceding unsigned comment added by MotoFly1675 (talk • contribs) 00:51, 26 April 2011 (UTC)