Cable T.V. and Customer Retention

Recently, I decided to test the waters for a less expensive television experience. I have been a loyal cable subscriber for thirty-five years, but friends have told me that other systems, especially satellite, are cheaper. I went online to DirectTV.com to check their packages. We have been spending about $112 a month. The equivalent package from DirectTV appeared to be about $81 a month. I was shocked at the size of the price difference. DirectTV was more than 25% less expensive than Comcast, my cable supplier.




Given the size of these price differences, I did some investigation in what is happening in the market. Today there are four potential television service suppliers: cable, telephone companies, such as AT&T and Verizon, satellite and internet companies, such as Netflix and Hulu. The cable companies command 60% of the market. Phone companies have less than 15% of the market. The satellite firms, including DirectTV and Dish, control most of the rest. The internet firms are still small, though they may become larger in the future. Over the years, the cable companies have held a high price umbrella over the satellite companies. Now the phone companies are getting under this umbrella as well. The cable companies lost two million subscribers last year. The phone companies picked up most of that loss, while the satellite firms picked up a bit. The combination of the phone and satellite companies took virtually all the growth there was in the market.



Customer retention is a big deal. Even in fast-growing markets, you would like to be able to retain your customers when competitors seek them out. The cable companies have sought to retain customers by emphasizing more services to higher spending customers. These customers tend to be less price-sensitive. It appears that the cable companies are going to have to alter their courses. They simply can not afford to let their competitors take away their market share. Eventually, the competition will be as big and as strong as they are. They will lose the market leverage that a leader enjoys. For examples see GM in autos, IBM in the PC market and U.S. Steel in the steel market.



The T.V. market is speaking in clear tones. The phone and satellite companies offer a better value proposition. The cable companies have to listen soon.

Cable T.V. and Customer Retention

Recently, I decided to test the waters for a less expensive television experience. I have been a loyal cable subscriber for thirty-five years, but friends have told me that other systems, especially satellite, are cheaper. I went online to DirectTV.com to check their packages. We have been spending about $112 a month. The equivalent package from DirectTV appeared to be about $81 a month. I was shocked at the size of the price difference. DirectTV was more than 25% less expensive than Comcast, my cable supplier.

Given the size of these price differences, I did some investigation in what is happening in the market. Today there are four potential television service suppliers: cable, telephone companies, such as AT&T and Verizon, satellite and internet companies, such as Netflix and Hulu. The cable companies command 60% of the market. Phone companies have less than 15% of the market. The satellite firms, including DirectTV and Dish, control most of the rest. The internet firms are still small, though they may become larger in the future. Over the years, the cable companies have held a high price umbrella over the satellite companies. Now the phone companies are getting under this umbrella as well. The cable companies lost two million subscribers last year. The phone companies picked up most of that loss, while the satellite firms picked up a bit. The combination of the phone and satellite companies took virtually all the growth there was in the market.


Customer retention is a big deal. Even in fast-growing markets, you would like to be able to retain your customers when competitors seek them out. The cable companies have sought to retain customers by emphasizing more services to higher spending customers. These customers tend to be less price-sensitive. It appears that the cable companies are going to have to alter their courses. They simply can not afford to let their competitors take away their market share. Eventually, the competition will be as big and as strong as they are. They will lose the market leverage that a leader enjoys. For examples see GM in autos, IBM in the PC market and U.S. Steel in the steel market.


The T.V. market is speaking in clear tones. The phone and satellite companies offer a better value proposition. The cable companies have to listen soon.

Hey, We Got New Features

We have written several times about the Customer Buying Hierarchy. See some examples HERE, HERE, and HERE. This Hierarchy holds that customers buy Function, Reliability, Convenience and Price, and in that order. Most people assume that new Functions or Features drive a great deal of market share change. In most industries, this is not the case. In a Hostile industry, it is not the case at all. I recently read of two industries who stress Function innovation today. One will succeed with this kind of innovation. The other will have, at best, fleeting success with it. Function innovations work best, and are sometimes critical to the success of a company, in high-growth and stable high-profit industries. (See the Perspective, “When to Compete on Features” on StrategyStreet.com.) They are much less helpful in a very tough Hostile industry.

The TV broadcasting industry is stable and highly profitable. It has become somewhat more competitive over the last few years, as cheaper satellite broadcasters take share from the dominant cable TV firms. Innovation has kept prices high and stable. This industry caught a break a few years ago when high-definition television made its debut and caused sales of new televisions to soar. These soaring television sales pulled with them new high-definition channels and premium services offered by the television broadcasters. These were Function innovations. An industry leader had to offer them in order to stay competitive in the market.

Now the industry may have caught a break with another new technology, 3-D. Broadcasters, content providers and television manufacturers are all betting that 3-D will be the next big Function innovation in television. So far, DirectTV has taken the lead in offering 3-D content. This, again, is a Function innovation which should appeal to customers in a fast-growing market.

The hotel industry is Hostile today. The recession has taken the air out of the sales of hotel companies. In response to the fall-off in demand, the leading hotel companies are searching around for their next “new thing” to attract customers away from one another. Obviously, there is less demand to go around, so the only hope a company has to improve its revenues is to take customers from another competitor. Now the industry leading competitors are trying a Function innovation to take market share. This Function innovation is in bathrooms. Many hotels are investing in bathroom upgrades, including better hairdryers, new packaging of soaps and shampoos, larger and thicker towels and bathroom throw rugs, among other innovations.

These Function innovations in a Hostile marketplace will move very little market share. The reason is that virtually all competitors will copy the Function innovations as soon as it is clear that they appeal to customers. We have seen Function innovations fail before. Remember the more comfortable beds? How about the flat screen high-definition televisions? Or what about the new paint and decorations? Wifi in every room? All of these innovations had a very short period of uniqueness. Once hotel competitors saw they helped the top and bottom line, everyone copied them. Now they are all taken for granted.

Sometimes an industry turns Hostile when Function innovations can no longer produce lasting market share benefits. Then customers have to make their buying decision on Reliability, Convenience or Price. Reliability and Convenience are much more costly benefits on which to stake a company’s reputation with customers, so relatively few companies really invest to achieve superb Reliability and Convenience. That is why these benefits usually mark the industry winners in very tough markets. (See the Perspective, “Reliabiilty: The Hard Road to Sustainable Advantage” on StrategyStreet.com.)