Strategic Business Proposal
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Strategic Business Proposal
For
Time Warner Inc.
For: Time Warner Inc.
One Time Warner Center
New York, NY 10019-8016
Prepared On: May 10, 2014
Prepared By: Bradley Martindale & Jennifer Reed
Instructor Name: Margaret Cox
Strategic Business Proposal
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Contents
Introduction .............................................................................................................................................................. 3
Executive Summary .............................................................................................................................................. 3
1. Environmental Scanning ...................................................................................................................................... 4
Company Overview .............................................................................................................................................. 4
Internal Analysis ................................................................................................................................................... 4
External Analysis .................................................................................................................................................. 5
2. Challenges & Solutions ........................................................................................................................................ 8
Organizational Challenges .................................................................................................................................... 8
Proposed Solution ................................................................................................................................................ 8
3. Strategy Formulation ........................................................................................................................................... 9
Operations............................................................................................................................................................ 9
Sales & Marketing ................................................................................................................................................ 9
Legal & Ethical .................................................................................................................................................... 10
4. Financial Data Analysis ...................................................................................................................................... 11
Financial Overview of the Company .................................................................................................................. 11
Ratio Analysis Chart ........................................................................................................................................... 12
Stock Price Chart ................................................................................................................................................ 12
Label Additional Chart Here ............................................................................................................................... 13
5. Strategy Implementation ................................................................................................................................... 13
Timeline and Proposed Milestones .................................................................................................................... 13
6. Strategy Evaluation ............................................................................................................................................ 14
Implementation Evaluation & Benchmarks ....................................................................................................... 14
7. Appendices and References .............................................................................................................................. 15
References.......................................................................................................................................................... 15
Appendices ......................................................................................................................................................... 16
Appendix 1:Three Year Synopsis of Income Statements ................................................................................ #
Appendix 2:Three Year Synopsis of Balance Sheets ....................................................................................... #
Appendix 3: Comparison Graph of Competitive Sales/Revenues .................................................................. #
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Introduction
Executive Summary
Back in the early 1920’s Henry Luce and Briton Haden formed Time Inc and around that same time 4 of
the Warner brothers created Warner Bros. Entertainment. In late 1989 the 2 merged to become the
largest media empire in the world. (Saporito, 1989) Time Warner Inc. overall strategy is to become
titleholder of the cable, television and web outlets by operating and distributing all media content.
(Roberts, 2000) Today, Time Warner Inc. is made up of several different divisions including America
Online, Home Box Office, Turner Broadcasting as well as many publications. (Gossett, 2012) Time
Warner Cable in an international name, however their cable, internet, phone and home security only
covers several large markets across the nation.
Upgrading Time Warner’s DVR program is the main focal point of this discussion. DVR services are very
important to television users because it makes it easier for users to record and keep up with their favorite
television programs on the go. The defect in the DVR service at Time Warner prohibits users from recording
their shows for an extended recording period if the show exceeds it’s on-air playing time. Our main objective is
to find a solution to this problem so that Time Warner cable users have the option to extend recording times of
their favorite shows if necessary.
There are many different ways to incorporate this extended recording option into the cable service. One method
would be to sell 50 percentage of the Time Warner cable brand to it’s competitor Comcast and let
representatives of Comcast deal with the headaches of installing an appropriate DVR to their systems program.
Comcast was chosen because the company has already made plans to buyout the Time Warner cable brand and
Comcast cable service already provides extended recording time for shows, with their DVR service (Halleck,
2014).
Finally, Time Warner’s customer service has been an on going decades. In 2013 alone American Customer
Service Satisfaction Index, who surveys roughly 70,000 customers annually, ranked Time Warner at the second
to the worst in customer service. The number 1 worst is Time Warner’s top competitor and potential merger
Comcast. MSN Money as also placed Time Warner in their Hall of Shame. (Zara, 2014) With customer service
taking a backseat to technology, Time Warner may still fail which is why we have incorporated customer service
into this proposal.
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1: Environmental Scanning
Internal Analysis
Time Warner operates in the Internet, media and broadcast cable industry. Over decades of business
Time Warner has become a lead publishing company as well as a cable giant. Cable alone generates
revenues of $3,740,632 million a year, which is a decrease from previous years. However, Time Warner
Inc. still manages to preform well with a net work over $2 million. (Gossett, 2012)
Company Overview
Time Warner Inc. is one of the leading communication and media conglomerate. Time Warner’s
divisions are Home Box Office (HBO), Time Inc, Turner Broadcasting, Warner Bros and AOL. Their
subsidiary “Turner Broadcasting” has a portfolio of cable networks including TNT, TBS and CNN. Time
Warner also owns and controls Warner Bros. Pictures and New Line Cinema film studios (Hoover Inc,
2014). Their goal is to keep people informed, entertained and connected while producing creativity,
excellence and diversity. Their values include delivering the highest quality content to their customers
with agility, teamwork and integrity. They take pride in their community while serving the public
interest as well as the shareholders (Time Warner, 2014).
Organizational Strengths
Time Warner is a key player in the media and communications realm as well as publications. By owning
over 23 popular magazines such as Sports Illustrated, Time, People and Fortune to name a few, Time
Warner as had proven to be elite in the publication industry as well. Friesner (2014) states, Time
Warner also boasts nearly 50 websites internationally such as People.com and CnnMoney.com, to
name a few.
Time Warner’s brand name in general is one of the most powerful strengths it has because of the great
reputation the company has managed to obtain over a course of decades. Time Warner’s app division
offers a small but key selection of apps. WiFi Finder which locates WiFi hotspot in your location, Social
One which places all of your social media networking sites such as Facebook and Twitter in one place,
Intelligent Home which controls your security system while you’re away from your home and TWC TV
which allows you to stream up to 300 channels and selected OnDemand films and TV shows are just a
few apps offered. (Time Warner Cable, 2014)
Organizational Weaknesses
Time Warner has well known popularity in the United States in media, communications,
telecommunications and publications. Time Warner’s weaknesses are internationally. Over 80% of
Time Warner’s revenue comes from the US with a whopping 48% coming strictly from Broadcasting and
cable television. One of Time Warner’s divisions is AOL. With the Internet being easily accessible
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without dial-up or broadband. AOL Revenues have been declining causing negative feed back for Time
Warner (Friesner, 2014).
Time Warner has been in several litigations including one with the city of Los Angeles for past due fees.
The lawsuit states that the cable conglomerate owes over $2 million in franchise, public and
governmental channel fees in 2008 and 2009 alone. (James, 2014)
Time Warner Cable has agreements with local stations to transmit their programs as well as the news
and weather forecasts. In the summer of 2013, Time Warner had gotten into a dispute with the CBS
Corporation causing month long blackouts to their cable customers through Los Angeles and the
Southern California Region. (James,2014)
Customers
Because Time Warner is so vast in publications and media networks their target market varies greatly.
For example, the Cartoon Network/AdultSwim, owned and managed by Time Warner has a target
market is male and female from ages 6 and up. Time Warner operates in several regions besides the
US; South America, Europe and the Middle East are only a few. They target the entire population
within these regions with a household income between $20K per year and up. (Reuters.com).
Time Warner attempts to appeal to sports fans all over the world. The TBS network is typically the
network that airs NBA, NCCA, MLB, and NFL games. This network also host big events like the NBA
Finals and the playoffs for MLB. With so many different networks Time Warner makes sure to appeal to
all customers from individuals that like cartoons and classic movies to individuals that’s like news shows
and comedy shows. Time Warner also has Spanish, Latino, Chinese and Mexican stations that target’s
people from the ethic background or nationality (Reuters.com).
Collaborators
Time Warner has a supplier diversity policy. This policy includes conducting business with companies
that are at least 51% owned by Minority Groups, Caucasian Women, Service Disabled Veterans or
Lesbian/Gay/Bisexual and Transgender. Time Warner distributes their own content as well as others
under Turner Broadcasting, Warner Bros, Home Box Office or Time Inc. Time Warner offers business
class, which is partnered up with several businesses. By pairing up with these partners it allows these
outside consultants to strengthen their portfolios by selling advanced communications solutions with
online tools and support.
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External Analysis
Time Warner is in a “macro environment”, which is external to business. Marketing efforts cannot
control their business gain. Time Warner is technology based. Time Warner must stay on top of their
technology, legal, political and cultural changed to mainstream the media industry.
Competitors
Comcast is a direct competitor of Time Warner Inc. Comcast and Time Warner offer the same services
such as Internet, phone, cable, “OnDemand” films and television, business class and home security
solutions. Comcast also owns popular television networks such as USA Network, which is similar to Time
Warner’s TBS Network.
Cox Communications is also another direct competitor. They compete with cable services, “OnDemand”
film and television, Internet, phone, home security and business. However, Cox Communication does
not own cable or television networks. DirecTV is an indirect competitor to Time Warner. The services
they offer include Internet, phone as well as some cable television channels and limited “OnDemand”
movies and shows.
DirecTV is an indirect competitor to Time Warner. The services they offer include Internet, phone as well
as some cable television channels and limited “OnDemand” movies and shows.
Dish Network is an indirect competitor. Dish is a satellite company who also offers services of some
cable channels but not as many as Time Warner does. Even though Dish Network offers Internet, they
do not offer phone or security services. Dish Network also offers a limited selection of “OnDemand”
movies and show. Dish network does not offer home security.
Business Climate
Politically, Time Warner is doing poorly as a business. There have been talks and bids from the top cable
providers such as Cox Communications and Comcast. Of course since Comcast is worth over 150 billion
dollars their bid has more force in a possible merger with Time Warner. According to Mathis (2014) US
Representative, Chelliee Pingree has started a petition for the US Attorney General to block the merger
so Comcast cannot become a monopoly. (Mathis, 2014)
Time Warner Inc. supports and invests in our communities. The political elements for Time Warner are
mainly the entertainment regulations known as the FCC. The Federal Communications Commission
regulates all the communications on televisions and radios, whether it is cable, satellite or wire.
Economically Time Warner as well as any “pay TV” company should be doing well since they had gotten
rid of analog television. (Time Warner, 2014)
Time Warner makes an effort socially and culturally with their “go green” project. According to Time
Warner (2014), for the past 2 years they have revamped their infrastructure and businesses to reduce
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and reuse energy. Time Warner has had much success with keeping up to date with the forever growing
technology of not only communications but with the entertainment industry as well.
Business Opportunities
Time Warner Cable can capitalize on mobile devices. If they try a TV anywhere app or login on their site,
you could be able to watch live TV or even On Demand on your cellphone, tablet or laptop/desktop.
Gaining more content from other studios or production companies for their streaming of videos or TV
shows is another business opportunity. By having a cable app that opens up the door for Time Warner
to begin advertising for a Time Warner Cable network via mobile devices. The price of the Time Warner
network via mobile devices could be a one time only service charge that needs to be renewed every 12
months. For a fee of $10 to $15 the user can watch cable television on their mobile devices for one year
without any interruptions.
Time Warner signed a video distribution agreement with YouTube allowing Warner Bros and Turner
Broadcasting to post programs using Time Warner embeddable player (Fresner, 2014). Time Warner
should charge a subscriber fee to viewers for viewing streamable content on YouTube.
There is always opportunity for business when it comes to content. It doesn’t matter if the content is old
or new. People still stream classis movies from companies like Netflix via Wii or Xbox. Time Warner has
a division called Turner Classic Movies. Turner Classic Movies database has tens of thousands of classic
movies. Time Warner can run a promotion where you can stream from the Turner Classic Movies
selection for a limited period of time. If people tend to enjoy the classics, they can be charged a small
monthly fee for unlimited access to the classic film database.
Business Threats
One division of Time Warner Inc. is AOL. According to Friesner (2014), Time Warner’s AOL division is up
against key players in the Internet and social media markets, such as Yahoo, Google, Facebook and
MySpace. Piracy is also a threat as technology becomes more advanced by making it easier to
distribute unauthorized copies of films or television shows, especially in countries with lenient piracy
laws. Competition continues to be a threat. Comcast is the number 1 telecommunications provider and
only continues to become bigger and stronger by purchasing weaker companies and staying ahead in
technology. Katkin (2013) believes Rivalry is an extremely high threat due to customer loyalty.
There are many small businesses that have started their own cable service. Time Warner cable may not
be feeling threaten by those small businesses but other multi-million dollar organizations like AT&T,
Comcast and DISH Network are right on their heels. With those three businesses being their biggest
competitors Time Warner has to continue to compete in a very aggressive manner to be the
predominantly cable provider on the market (Hoovers.com).
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2: Challenges & Solutions
Organizational Challenges
Time Warner’s DVR service lacks the ability to record television shows/series beyond it’s regularly
scheduled airing time. The DVR service is linked to the channel guide service on every Time Warner
cable box if the package it ordered with the service. Due to how the DVR service is set up with the cable
box and the online guide schedule extended recording isn’t allowed. Time Warner is facing an epidemic
that they are coming out on the losing end of because of the defect in the DVR service. Their customers
are switching cable providers and usually end up joining the competition.
Investing million of more dollars into an already well-qualified program service is never an easy task
especially if the investment is a big waste of time and revenue. Comcast offers its users the option to
extend recording on shows if they feel it’s necessary to do so. Comcast’s rates are typical higher than
Time Warner rates pertaining to the DVR service. Comcast charges their customers between $15.95 and
$26.96 per month for DVR service after the free six-month trial for the service expires. Rates increase
and decrease according to certain policies that Comcast has written in its contract’s agreements. Time
Warner’s DVR service rate never fluctuates it stays at a steady price of $22.99 (Chabot, 2013).
Competing with Comcast won’t be an easy task considering that the company is making every attempt
possible to purchase the Time Warner cable brand. Time Warner cable has been losing customers in the
last few quarters due to the lack of the company investing in they’re hardware programs (Halleck,
2014). Extending recording time is just one of the problems that Time Warner cable customers face
whenever using the DVR option; Another major complains from users is they’re not allowed to set DVR
recording times on a television that doesn’t have a Time Warner cable box attached to it even if it has
the service. The competitor Comcast will soon be offering this type of service to their network,
whenever they release/launch they’re new service the Xfinity x1 Platform (Halleck, 2014).
Customer Service is a major challenge and according to Consumer Affairs, Time Warner does not
monitor feedback and resolve issues. (Consumer Unified LLC, 2014). The customer complaints with
consumer affairs against Time Warner are for different issues, such as Internet outages, cable outages,
billing and rudeness of the customer service reps. Time Warner’s customer service is so awful someone
created a Facebook page based in them “sucking”. (Facebook, 2014)
Proposed Solution
Programming a new DVR service with the online guide schedule and cable box is a necessity in order for
Time Warner to gain more satisfied users. Updating the DVR service where individuals have an option
to extend the recording of shows up to ten minutes after the shows are scheduled to go off air is
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necessary for the DVR service to work effectively. Creating cable boxes that have this built in technology
will do more good than harm to this service. Upgrading the DVR service for Time Warner to meet
customers standards would be a costly project with a projected estimation of 1 to 3 million dollars to
construct.
Customer service is a huge opportunity to correct any business errors with clients or customers.
Customer service representatives “represent” the company’s voice. Customers or clients generally like
when people take fast and efficient action with their problems (Maplesden, 2014). Unfortunately in
some situations this may not be feasible, therefore the main ingredient to good customer service is
politeness. Sometimes it is hard to control politeness, show empathy or have common courtesy when
someone is rude on the other because they are upset or annoyed with service. Customers also like
things simple. Therefore, we start with training all customer service reps to feel empathy with the
customers no matter how angry they maybe on the phone. With experience I have found the more
sympathy you project toward the customer the less likely it will be for them to be angry. By making a
mandatory monthly breather and refresher course for all customer services representatives it will help
take the tension off of the representative when dealing with several customers.
3: Strategy Formulation
Operations
The introductory period will have an effect one the employee metrics. With learning anything, there is
always a learning curve. Therefore, during the introductory there will slower points in troubleshooting
as the staff masters the new system. With proper training of all technicians each one will have most if
not all troubleshooting issues complete within the first 6 weeks. Unfortunately there will not be any
extra savings of money. With errors in new technology, there may need to be some credits in service
given to customers within the introduction period. Production will be down and slow for no longer than
the first 6 weeks of implementation. Normally Time Warner Cable generates revenues of $3.7 million.
(Gossett, 2012) Production will increase after staff masters the new system causing an increase in sales
as customers find that their needs have been met. After customer find their needs have been met, our
revenue should increase as well as production.
Sales & Marketing
The sales pitch that I would campaign for this proposal would be “Buy Time Warner’s cable package
and get the new DVR service for free for one month”. This package would affect sales dramatically by
making them increase because of the free DVR services that could be offered since the upgraded.
Anytime businesses with a major reputation such as Time Warner offer’s its users and potential users
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free items customers usually buy in to the proposition. The marketing plan would slightly be changed by
the events of how the products marketed but overall the company would profit enormously financially
off this new product/package.
The marketing department will have to run specials to open doors for new customers to Time Warner’s
product as well as old customers for new DVR system. Marketing will have to send out fliers to current
customers as well to prior and new customers introducing the upgraded version of the DVR HD receiver.
Time Warner lost 217,000 video subscribers in the third quarter and more than 800,000 video
subscribers in 2013 (Donohue, 2014) With this new DVR HD Receiver Time warner will re-gain video
subscribers from the marketing fliers.
Legal & Ethical
Legal Factors
The first step on the legal process would be to make sure that the DVR service that is created isn’t a
remake of another companies DVR service, in terms of how it’s programmed. The overall objective is to
built a program that is better than the competition, not equal too or similar too in anyway. Getting the
programmed licensed and paying licensing fees would be mandatory before the new DVR program can
be legally installed into Time Warner’s channel/cable box system.
There are many liabilities that could possibly make the entire upgrade very regretful because of the
potential currency that could be lost. The first major liability would be the DVR service program. If the
new upgraded DVR service presented some type of technical problem to Time Warner customers the
customers most likely to switch service providers. To make sure that none of the companies
competitors attempt to infringe upon the programs design it would be necessary for the DVR
programmed to be patented and trademarked to Time Warner Cable or the organization that creates
the program (uspto.gov, 2014).
Ethical Considerations
Ethical consideration is taken and considered before any new products are presented publicly to Time
Warner’s target audience. In this sense, ethical consideration would be a positive advantage that Time
Warner would have because millions of people from different ethical background are daily/monthly
subscribers to Time Warner cable. More than 25% of Time Warner cable users have the DVR package
attached to their cable service. If the DVR service were better there would be a higher percentage of
people that would subscribe to service whenever they choose Time Warner Cable as their service
provider (Time Warner, 2014).
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4: Financial Data Analysis
Financial Overview of the Company
Time Warner’s top two competitors are AT&T and Comcast. Both companies are financially strong but
AT&T has a great advantage over both Comcast and Tine Warner from a financial perspective. Time
Warner’s latest income statement listed the provider as having around 22.2 billion dollars in revenue,
which is a high increase for the company (Wikinvest.com, 2014). On Comcast’s latest income
statement the company was listed at having 66.8 billion dollars in revenue, which is very high
according to company standards (Wikinvest.com, 2014). Time Warner and Comcast’s competitor AT&T
beat out both companies by being listed at 130 billion dollars in revenue (Wikinvest.com, 2014).
Other Company Information:
- Total Current Assets (Over a period of 3-Years)
2011: 6.40B , 2012: 4.88B , 2013: 2.14B
- Gross Profit (Over a period of 3-Years)
2011: 10.5B , 2012: 11.4B , 2013: 11.8B
- Total Revenue (Over a period of 3-Years)
2011: 19.7B , 2012: 21.4B , 2013: 22.1B
- Total operating Expenses (Over a period of 3-Years)
2011: 6.46B , 2012: 6.99B , 2013: 7.20B
- Operating Income (Over a period of 3-Years)
2011: 4.08B , 2012: 4.45B , 2013: 4.58B
Ratio Analysis Chart
Strategic Business Proposal
Price/
Earnings
Ratio
Time
Warner
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Price
Earnings
Growth
Ratio
Current
Ratio
Debt to
Equity Ratio
Gross Profit
Margin
Earnings Per
Share
17.55%
18.19%
0.49%
28.96%
52.9%
7.07%
Comcast
17.23%
Corporation
18.25%
0.789%
14.58%
68.7%
2.73%
AT&T Inc.
8.05%
0.605%
20.35%
59.8%
3.43%
13.53%
Time Warner Cable three-year analysis (Stock Percentage as of 5/16/14)
Financial Overview of the Proposal (costs and benefits)
INSERT CHART OF HOW MUCH YOUR PROPOSAL WILL COST THE COMPANY IN FINANCIAL TERMS
The proposal will cost the company between 1 and 1.5 million dollars.
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(Difficulties -Can’t Add Chart)
INSERT CHART OF HOW MUCH YOUR PROPOSAL WILL BENEFIT THE COMPANY IN FINANCIAL TERMS
The company will see an increase in the volume of customers will potential become heavy users on the
product/service. Time Warner Cable would make the 1 to 1.5 millions dollars back off their invested
before the annual yearly income statement is printed up at the end of the years.
(Difficulties - Can’t Add Chart)
5: Strategy Implementation
Timeline & Proposed Milestones
Since it will cost roughly 3 million dollars to fully implement our upgrade, Time Warner will launch their
new DVR HD receiver in test markets first, starting with Los Angeles and New York City. We will execute
the upgrades one market at a time to ensure accuracy, efficiency and effectiveness. Next, the customer
service department will get a full overhaul starting with weekly meetings to gather staff members
concerns, interests and ideas to help them build an improved environment. When staff members are
happy so will customers. Finally, customer service representatives will be required to take a mandatory
1-hour class weekly. Each week will have a different theme to build staff morale as well as teach them
to overcome sheer rudeness of potential irate customers. (Time Warner Inc., 2014)
Year One
.
Date/Timeframe
Event/Milestone
8/1/2014 Launch of customer service learning center of customer service
representatives.
8/1/2014 – 6 weeks Los Angeles launch of the new DVR HD receivers to new and existing
customers.
9/1/2014 – 6 weeks New York City launch new DVR HD receivers to new and existing
customers.
4/15/2015 Email surveys to customers who received the new services and
products in New York City.
7/1/2015 Analyze survey data received on all new upgraded services in both test
markets.
Year Three
Year Two
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Date/Timeframe
Event/Milestone
8/1/2015 Email Surveys to all pre-existing customers in reference to customer
service
9/1/2015 Troubleshoot all problems that have been encountered in the test
markets.
12/15/2015 – 6 weeks Move forward to launch the new DVR HD receivers to cover all of
California, New York, Maine, Ohio, Arizona and Hawaii
2/1/2016 – 6 weeks Move forward to launch the new DVR HD receivers to cover the rest of
the markets, which include Texas, Nebraska, Missouri, West Virginia,
Wisconsin as well as North and South Carolina.
8/10/2016 Email surveys to all new customers in reference to the new DVR HD
system.
Date/Timeframe
Event/Milestone
9/1/2016 Troubleshoot and submit “patches” to any and all issues concerning
the DVR HD receivers for all markets.
1/1/2017 Completely up and running
6: Strategy Evaluation
Evaluation Strategy & Benchmarks
As Time Warner respects and embraces all network performance standards, all phases of the launch for
the DVR HD receivers and the revamp of customer service centers will follow this stringent process until
completion. Doing business with Time Warner Cable will be more convenient and smooth by offering
customers the technical services they desire along with above standard customer service. As the
company continues its introduction of its next-generation video services, our customer service
representatives will closely listen to our customers as 100% of these changes take place. (Time Warner
Inc., 2014)
All surveys being taken will be analyzed throughout the entire launch of new services and afterwards to
keep Time Warner’s services top-notch. After every 6 weeks new surveys will be implemented via email
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and analyzed within a 2-month window all troubleshooting will take place. (Time Warner, 2014)
7: Appendices and References
References
Chabot, J. (2013). Dish vs. Time Warner Cable (comparsion); Gadget Review. Retrieved from
http://www.gadgetreview.com/2013/08/dish-vs-time-warner-cable.html
Comcast. (2014). Comcast Corporation (CMCSA) Analyst research; NASDAQ.com. Retrieved from
http://www.nasdaq.com/symbol/cmcsa/analyst-research
Consumers Unified LLC. (2014). Time Warner. Consumer Affairs. Retrieved from
http://www.consumeraffairs.com/cable_tv/time_warner.html
Donohue, S. (2014, January) Time Warner Cable to rebrand service in New York and Los Angeles. Fierce
cable. Retrieved from http://www.fiercecable.com/story/time-warner-cable-rebrand-service-newyork-los-angeles/2014-01-30
Facebook. (2014). Time Warner Cable SUCKS!. Facebook.com. Retrieved from
https://www.facebook.com/pages/Time-Warner-Cable-SUCKS/215714508814
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1U7KXN4zisAT2vIHgBA&usg=AFQjCNFyEhDD0PK_cQKfZd0Hnhma1XKV1A&sig2=aPiJcFjPP_N0kSBOpqq
mkA&bvm=bv.66699033,d.cWc
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Green, D. (2012). Time Warner Cable Industry/Competitive Analysis. Retrieved from
http://www.slideshare.net/dgreen3552/time-warner-cable-industrycompetitive-analysis
Halleck, T. (2014). What Time Warner Cable Customers Can Expect From Comcast. The Xfinity X1
Platform. Retrieved from
http://www.ibtimes.com/what-time-warner-cable-customers-can-expect-comcast-xfinity-x1-platform1555398
Hoovers. (2014). Time Warner Cable Inc. Names of Competitors. Hoovers, D&B Company. Retrieved
from http://www.hoovers.com/companyinformation/cs/competition.Time_Warner_Cable_Inc.6774d0dbb659b6d9.html
Hoovers, Inc. (2014). Time Warner Inc. Company Information. Hoovers, D&B Company. Retrieved from
http://www.hoovers.com/company-information/cs/companyprofile.Time_Warner_Inc.e82b639239136034.html
James, M. (2014, March 15). L.A. Sues Time Warner Cable over past fees. Los Angeles Times. Retrieved
from http://articles.latimes.com/2014/mar/15/entertainment/la-et-ct-time-warner-cable-lawsuit20140315
Katkin, M. (2013, August). External Analysis of Time Warner Inc. in the Entertainment and Film Industry.
Retrieved from http://michaelkatkin.files.wordpress.com/2013/08/twx-external.pdf
Maplesden, P). (2014). Fix your customer’s problems to deliver fantastic customer service. Hubpages.
Retrieved from http://paulmaplesden.hubpages.com/hub/Customer-Service-How-Problems-CanBenefit-Your-Small-Business
Mathis, J. (2014, February 27). Is Comcast a Monopoly?.Philadelphia Magazine. Retrieved from
http://www.phillymag.com/news/2014/02/27/comcast-monopoly/
Nsadaq. (2014). AT&T Inc; Analyst research; NASDAQ.com. Retrieved from
http://www.nasdaq.com/symbol/t/analyst-research
NTIA. (2014). Time Warner Cable Inc. National Broadband Map. Retrieved from
http://www.broadbandmap.gov/about-provider/time-warner-cable-inc/nationwide/
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http://www.reuters.com/finance/stocks/companyProfile?symbol=TWX.N
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Saporito, b. (1989, November 20). The Inside Story of Time Warner: The year’s fiercest takeover tangle
sparked elation, despair, fury, and accusations in the courts and three boardrooms before its surprising
conclusion. CNN Money. Fortune. Retrieved from
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TBS. (2014). TBS.com, Watch TBS Live. Retrieved from
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Time Warner Inc. (2014). TWC; Time Warner Cable Inc. Top Competitors and Peers. Retrieved from
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Time Warner Inc. (n.d). Our Company, Time Warner Inc. Retrieved from
http://www.timewarner.com/our-company
Time Warner Inc. (2014). About Us, Time Warner Inc. Retrieved from
http://www.timewarner.com/our-company/about-us
Time Warner Inc. (2014). Channel Partner Our Partners. Time Warner Cable Business Class. Retrieved
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Time Warner Inc. (2014) Time Warner Cable Transform TV and Internet Experience in New York City and Los
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Appendices
Reference the attached appendices and any supplemental items, such as financial forms and marketing
materials, which you will be including as reference material.
Hoovers, Inc. (2014). Time Warner Inc. Company Information. Hoovers, D&B Company.
Retrieved from http://www.hoovers.com/company-information/cs/company-
profile.Time_Warner_Inc.e82b639239136034.html
Nsadaq. (2014). AT&T Inc; Analyst research; NASDAQ.com. Retrieved from
http://www.nasdaq.com/symbol/t/analyst-research
NTIA. (2014). Time Warner Cable Inc. National Broadband Map. Retrieved from
http://www.broadbandmap.gov/about-provider/time-warner-cable-inc/nationwide/
Morning Star. (2014). Growth, profitability, and financial ratios for Time Warner Cable
Inc (TWC) from Morningstar.com. Retrieved from
http://financials.morningstar.com/ratios/r.html?t=TWC
Morning Star. (2014). Growth, profitability, and financial ratios for Comcast Corp Class A
(CMCSK) from Morningstar.com. Retrieved from
http://financials.morningstar.com/ratios/r.html?t=CMCSK&region=usa&culture=en-US&ownerCountry=USA
Morning Star. (2014). Growth, profitability, and financial ratios for AT&T Inc (T) from
Morningstar.com. Retrieved from
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http://financials.morningstar.com/ratios/r.html?t=T&region=usa&culture=en-US&ownerCountry=USA
Reuters. (2014). Time Warner Inc. Company Profile; Reuters.com. Retrieved from
http://www.reuters.com/finance/stocks/companyProfile?symbol=TWX.N
Time Warner Cable. (2014). Market Research. Time Warner Cable. Received from
http://www.twcmedia.com/twc/pb/customercoveragepage.aspx?pageid=4693
Unknown (2014), CMCSA, Key Metrics and Competitive Analysis for Comcast. Wikinvest
official website. Retrieved from
http://www.wikinvest.com/stock/Time_Warner_Cable_(TWC)/Data/Key_Metrics
Unknown. (2014), TWC, Key Metrics and Competitive Analysis for Time Warner Cable.
Wikinvest official website. Retrieved from
http://www.wikinvest.com/stock/Time_Warner_Cable_(TWC)/Data/Key_Metrics