Last year stories started circulating about a Microsoft plan to integrate pay TV into Xbox Live. Reports claimed they were close to finalizing deals with companies including Time Warner, the BBC, and HBO.
However, it now appears they weren’t as close as originally reported and their plans have been put on hold indefinitely. It seems TV executives weren’t impressed enough to offer terms acceptable to Microsoft, and the deal fizzled.
Citing an unnamed media executive personally involved in the negotiations, Reuters says Microsoft got so far as demonstrating their TV platform in action, but ultimately decided the price of programming was too high. Their source reportedly said, “They built Microsoft TV, they demoed it for us, they asked for rate cards but then said ‘ooh ah, that’s expensive.”
Combining this new information with previous reports about Microsoft TV, it appears their plan was to provide both Netflix-style video on demand, but with more current content, and a traditional (but web-based) pay TV service. In addition, they seemed to be considering producing exclusive content of their own.
Of course this is nothing new or shocking. Like so many other industries built around legacy technology, they have fought nearly every attempt to develop new business models.
Network executives have licensed TV series to Netflix with key episodes missing, demanded Hulu block viewers who chose to watch their free shows (and commercials) on TVs instead of computer monitors. On the other side of the equation, cable providers are punished if they help paying customers extend TV service beyond the living room.
[More]>>
Result for: business model
On Thursday, Blockbuster filed for Chapter 11 bankruptcy, meaning hundreds of stores will close over the next month as the company restructures.
Through bankruptcy, the company will eliminate about $900 million in debt, leaving the company with $125 million in debt to its senior bondholders. Other bondholders have been wiped out. Blockbuster’s common stock currently trades at 5 cents, meaning for the most part, all long term shareholders have been wiped out, as well.
CEO Jim Keyes said the restructuring will allow Blockbuster to “continue to transform our business model to meet the evolving preferences of our customers.”
Blockbuster has “a well-established brand name, an exceptional library of more than 125,000 titles, and our position as the only operator that provides access across multiple delivery channels — stores, kiosks, by-mail and digital,” added Keyes.
The company has about 3000 stores currently, with plans to close up to 1800 over the next year. 1000 closings were unveiled before the bankruptcy.
Throughout the bankruptcy, all stores and kiosks will remain open for current members.
Result for: business model
EMI Music has just purchased Digital Stores Limited, a company which provides online stores for artists including The Beatles, Queen & Oasis.
The acquisition is a logical one for EMI, which is in need of revenue streams outside of physical and online music sales. Although the business has been improving since the 2007 purchase by private equity firm Terra Firma, they still lost more than 600 million euros last year.
It also dovetails nicely with the recent trend of labels signing artists to 360 deals. These deals give the label a cut of everything from merchandise to tour revenue, and are becoming an increasingly important part of the modern music business.
Owning a company like Digital Stores also has a lot of potential for selling services to artists not otherwise affilliated with EMI. Both artists on other major labels and those who wouldn’t be signing with any major become potential revenue sources.
If they manage it well, this could be a key part of EMI’s transformation from a traditional label to an all around music marketing and artist services company. Of course any of the major labels could have done that already.
The stumbling block has never been capability. What they’ve lacked has been the will to change. As long as executives are fixated on preserving a dead business model that will remain a problem.
This purchase seems like a good move, but the follow through will determine just how successful it is.
