TiVo 2007 Case Analysis After seven years of loss-making‚ and in the face of new competition and a changing environment‚ TiVo must now craft a strategy propelling them into profitability and securing a position with a sustainable competitive advantage. According to Exhibit 3‚ The Home Entertainment Ecosystem‚ TiVo’s future and ability to be profitable depends on two factors. Factor 1: Their ability to be successful in stand-alone DVR sales within retail stores Factor 2: Their ability to form
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This case is a classic example of exciting high potential technical innovations losing to the general inertia in adoption‚ primarily due to weak marketing strategies. TiVo being the pioneer in DVRs‚ were and are poised to capture the entire Television industry. Their weakness in Strategy stems from an imbalance in resource distribution between R&D and Marketing. The theme inferred being‚ Venture into only those domains in which the organization has considerable expertise and strong management
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TiVo is definitely an innovation to television. It is unique‚ and solves many consumer problems. It changes consumer behavior towards TV and allows individuals to be more efficient and flexible in when and how they view. After being on the market a few short years‚ it has attracted a certain demographic‚ and has a large reach into the markets. That being said it isn’t the growth that was expected‚ and there are a few hurtles TiVo will need to overcome to continue to drive success and growth. The
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TiVo in 2005 Analysis Introduction: TiVo is a personal TV provider for DVR technology (Software/service and Hardware). Incorporated in 1997‚ TiVo created an interactive television system with the idea of recording digital video on a hard disk. TiVo gives an opportunity to consumers to select what they wanted and when they wanted‚ by recording‚ playing back‚ and pausing live television. It has managed to gain over 3M subscribers as of 31st Jan 2005 along with a brand name for itself. TiVo converged
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STRATEGIC INFLECTION: TiVo in 2003 TiVo and Digital Video Recorder (DVR) Industry Since the first time of the new DVR (Digital Video Recorder) industry‚ TiVo was clearly the leader in this new field. The first commercial broadcast quality video recorder was released Betamax video system by Sony in 1975. Two years later‚ JVC released the competing standard VHS (Video Home System). JVC formed early alliances with Matshushita Electric which had a large global distribution network. As a result
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TiVo Case Analysis | Team Report – Team C | Andres GalindoTracey Keiter Mike MacIntyre Kristan King Nevins Martin Penagos Raghu Ramaiah | 10/14/2012 10/14/2012 Table of Contents Executive Summary 3 The Three C’s 3 Customer 3 Competitor 3 Collaborator 4 Segmentation 4 Targeting 4 Positioning 4 Marketing Mix 4 Price 4 Product 5 Promotion 5 Place 5 Recommendation 5 Conclusion 5 References……………………………………………………………………………………………………. Format for case write-up
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1. Analyze the situation from the consumer’s standpoint? What is TiVo? What factors facilitate adoption? Who is TiVo best suited for (Target audience)? TiVo is an innovative personal digital video recording device introduced in 1999. TiVo makes it possible to save TV programs on hard drive and replay them if required. TiVo possesses several advanced features such as‚ pausing and replaying live TV‚ recording without DVD‚ VCD or video cassettes‚ Electronic Program Guide (interface)‚ “thumbs up”; “thumbs
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TiVo Case Study 1. Draw a supply chain (or value net) that traces the various stakeholders involved in the TiVo value chain and their respective interactions. From this‚ what insights do you get about the relative value that each stakeholder adds in this process? TiVo struggles with finding ways to decrease the overall cost of customer acquisition. Costly components and services to assist customers with set-up combined with marketing costs to educate potential customers on the value and benefits
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CBE‚ Qatar University 12 Case Report: HBR TiVo in 2002 (Consumer Behavior) Marketing Management‚ Fall 2012 Eagles Team 1. Introduction: This brief report attempts to tackle the HBR TiVo in 2002 case study. The report highlights the main issues facing the company in 2002 and then proceeds to analyze the internal and the external environments around TiVo at the time with a special focus on relating the analysis to consumer behavior. The report finally ends with proposing a number of
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The case study was all about the launch of TiVo and the consumer behavior around the product. TiVo was launched in 1999 and didn’t quite receive the response the company had hoped for. As a result the marketing team led an effort to further understand the nature of TiVo’s appeal for existing and potential customers and to encourage other participators such as advertisers and television network to take accountability for TiVo’s relevance in the lives of consumers. The bulk of TiVo’s customer base
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