“The idea was, instead of being forced to choose the one cable company that happens to be in your neighborhood, you can now just buy broadband, buy a little device from us, hook it up to your power, HDMI, put in your WiFI access key, and boom…you have beautiful HD quality, live, linear TV, an incredible user experience, and all integrated with the Web services from the variety of providers,” he added. “It’s a very concentrated market, and there’s not a lot of competition there,” said Huggers. “Between those groups, there’s probably about nine broadcasters that matter, and about five or six big distributors that matter,” said Huggers. If you look across the board, there’s the distributors and cable companies, big-name brands such as Comcast, Time Warner and so on, and then there’s the broadcasters too. It is absolutely enormous, and it’s built by a few companies.” “$100 billion of that is subscriptions, and $60 billion from advertising. “The upshot of this pay-TV market, is that the total value comes to around $160 billion per year,” added Huggers. Indeed, if you’re looking for more bang, you cold be paying much more than that – Huggers said his own pay-TV bill (in Silicon Valley) is around $170 per month.īut whichever numbers you use, it all amounts to a lot of money. “The average revenue-per-user there (US) is in the $80-$100 a month range, but for that you don’t get very much,” said Huggers. Indeed, of the 115 million TV households, around 100 million of them subscribe to a pay-TV service. Subscription TV in the Statesįor those not in-tune with the TV landscape in the US, it’s a very different beast to that of, say, Europe. “We built a complete, modern, end-to-end IP-delivered, over-the-top delivered, live, linear, catch-up TV platform,” added Huggers. This gave birth to the ‘Intel Media’ brand, which grew from a handful of people into an-almost-400 strong team in around 18 months. mobile devices, tablets and anything portable, you needed to go into digital media, you needed to have a direct relationship with the consumer.” “And his vision was that in order to stay relevant in other businesses than the PC and silicon business, i.e. “The previous CEO had recruited me out of the BBC,” said Huggers. The plan? To disrupt the home-entertainment market, and create a more direct connection with the consumer. The initiative was going to steer Intel away from its siliconized semiconductor roots, and into the software-centric media realm. This was of course a very bold move from Intel. Three months in, Huggers and a small group of people came up with a plan to “reinvent television”, which they presented to the Intel board – it was greenlighted, it got funding, and the rest – as they say – is history. I very quickly came to the conclusion that that was not a great business.” “Not many people know that – because three months into the job, I talked to the board, and said ‘this silicon business that we’re in, I think it’s pretty shit this was a group that was to sell chips to TVs and set-top boxes and such like. ![]() “Originally I was hired as corporate vice president to run a group called ‘Digital Home Group,” explained Huggers on stage. In honor of black history month, I am highlighting a very moving poem by one of the greats and one of my favorite poets/activists: MAYA ANGELOU.Huggers, who was Director of BBC Future Media & Technology (where he was chiefly responsible for building out iPlayer) before leaving for Intel in 2011, was at the Guardian Changing Media Summit in London yesterday to give a little more detail on the happenings behind the scenes at OnCue – how it all came about in the first place, and the reasons for the change of ownership.Īt the time of the deal in January, Verizon said that it would help accelerate “the availability of next-generation video services, both integrated with Verizon FiOS fiber-optic networks and delivered ‘over the top’ to any device.” When this will actually happen, however, very much remains to be seen. #psychology #lawyers #damages #clearasabelitz I’m going to show you how to talk about money. IF YOU ARE DEFENDING A CASE WITH PAIN AND SUFFERING YOU BETTER GET COMFORTABLE BEING: To the Puritanical, Calvinist values of INDUSTRY and RESTRAINT. I'm still sitting with my counsel, the family behind. ![]() ![]() PLAINTIFF’S HOUSE OF PAIN (AND SUFFERING) – IGNORE AT YOUR OWN PERIL
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