User talk:XiaotianDavid/Sandbox

Proposal of Comcast-NBC Merger

After nearly nine months of negotiations,

“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.”^[1]

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.

^[2]“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

• 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

• 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

• 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.”

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;^[3]

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

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.”[5]

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.

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. ^[7]

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

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. ^[10]

AOL / Time Warner

On February 11th, 2000,

AT&T / T-Mobile

On March 20th, 2011 AT&T moved to purchase T-Mobile from Deutsche Telekom for $39 billion. ^[13] 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)[reply]

Columbia Journalism Review “Who Owns What” webpage

Free Press ’s “Ownership Chart: The Big Six.”

• Comcast website

• NBC website

• CRS

• PFF