康卡斯特CEO：蘋果教會我們的事
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????誰才是美國最大的媒體公司？答案可能出人意料。不論是收入還是市值，康卡斯特（Comcast）均領(lǐng)先于迪士尼（Disney）、新聞集團（News Corp）和時代華納（Time Warner）等眾多競爭對手。公司的發(fā)展速度連其CEO布萊恩·羅伯茨都感到驚訝。康卡斯特由羅伯茨的父親成立于密西西比州圖帕羅市，最初只是一家小型有線電視公司，如今這家公司已經(jīng)擁有NBC環(huán)球（NBCUniversal）的多數(shù)股份，并且是美國最大的有線電視運營商（截至目前），最大的住宅互聯(lián)網(wǎng)服務(wù)提供商，美國第三大電話公司。53歲的羅伯茨最近接受了《財富》雜志（Fortune）杰夫·科爾文的采訪，他在采訪中講到了公司報道去年夏季奧運會的經(jīng)驗，繼續(xù)轉(zhuǎn)變的商業(yè)模式等。以下為采訪內(nèi)容節(jié)選： ????問：彼得·德魯克的經(jīng)典問題之一：你們從事的是什么行業(yè)？ ????答：很明顯，我們可能是獨一無二的跨界企業(yè)，現(xiàn)在的業(yè)務(wù)綜合了媒體與技術(shù)。康卡斯特NBC環(huán)球擁有令人不可思議的品牌組合，并且我們可以通過多種方式將這些品牌和體驗提供給消費者。我們不再是一家單純的有線電視公司或廣播公司。我們現(xiàn)在正處于媒體與技術(shù)變革的前沿。 ????融合媒體與技術(shù)的一個很好的例子，就是你們對奧運會的報道，這似乎正是你在收購NBC時預想的一種模式。每一項體育賽事都通過各種設(shè)備在線直播，同時也會通過傳統(tǒng)電視媒介進行直播或轉(zhuǎn)播。你將此次報道稱為一場試驗。你從中學到了什么？ ????我從中學到了很多東西。我們的第一要務(wù)是努力不在奧運會上賠錢。考慮到之前幾屆奧運會的情況，似乎我們肯定會賠錢。所以，最終能實現(xiàn)收支持平衡，甚至還有少量的利潤，我們覺得很幸運。我們已經(jīng)決定在2020年之前，繼續(xù)奧運會報道，這一決定需要公司投入數(shù)十億美元（44億美元），而去年公司在奧運會上的表現(xiàn)為我們開了一個好頭。 ????我們曾經(jīng)預測，公司在倫敦奧運會的收入將比北京奧運會減少10%。畢竟，在北京奧運會上，邁克爾·菲利普斯曾經(jīng)狂攬八塊金牌，還有誰能超越他？而且，（北京）時區(qū)距離我們太遠，因此許多賽事均在美國現(xiàn)場直播，而對于在美國現(xiàn)場直播，歐洲最為困難。因此，我們預測倫敦奧運會收入較前一屆將減少10%，結(jié)果卻是增加了10%。原因何在？這是因為NBC充分利用了社交媒體。此外，我們還利用了所有網(wǎng)絡(luò)【NBC、CNBC、MSNBC、波多黎各電視臺（Telemundo）、Bravo電視臺、美國有線廣播網(wǎng)（USA Network）等】，而不是僅限一種渠道。電視直播時長也創(chuàng)下了歷史記錄。我們將每一場比賽放到網(wǎng)上直播，并開發(fā)了移動應(yīng)用。而通過筆記本電腦或手機，我們借助公司的有線電視服務(wù)Xfinity，提供關(guān)于每一位美國運動員的點播信息。在17天里，我們完成了4,000萬至5,000萬次點播服務(wù)。 ????這樣一來，公眾就可以有足夠多的方式接觸和體驗奧運會，這預示著未來模式的前途一片光明。與其他任何媒體或電信公司不同，目前，我們有能力將一項正在發(fā)生的賽事或一條新聞或一部電影，在一個極其分散的世界里盡可能廣泛地傳播。 ????電話行業(yè)是你正在大規(guī)模參與的另外一項事業(yè)。語音電話已經(jīng)成為一項無線業(yè)務(wù)，但你卻賣掉了公司的無線頻譜。你對未來是怎樣看的？ |
????America's biggest media company isn't what you think. Comcast (CMCSA) takes in more revenue and commands a higher market value than Disney (DIS), News Corp. (NWSA), Time Warner (TWX), or any other competitor. Even CEO Brian Roberts marvels at how the company has risen. Founded by his father as a small cable-TV system in Tupelo, Miss., Comcast is now majority owner of NBCUniversal, as well as the country's largest cable operator (by far), the largest residential Internet service provider, and the third-largest phone company. Roberts, 53, talked recently with?Fortune's?Geoff Colvin about what he learned from last summer's Olympic coverage, continually changing the business model, and much else. Edited excerpts: ????Q: The Peter Drucker question: What business are you in? ????A: We're now clearly in the cross-section, maybe uniquely, of media and technology.?Comcast NBCUniversal?has an incredible array of brands and ways to deliver those brands and experiences for consumers. We're no longer a cable company or a broadcaster. We're right at a cusp of change in media and technology. ????An example of media and technology was your coverage of the Olympics, which seemed to be a model of what you envisioned when you bought NBC. These events were streamed live online through every kind of device and also broadcast on traditional TV, sometimes live, sometimes taped. You called it a laboratory. What did you learn? ????A bunch of things. The first job was to try?not to lose money on the Olympics. Based on the prior couple of Olympics, it looked as if we would lose money, and we were very fortunate to break even, maybe even make a small profit. That bodes well for the multibillion-dollar [$4.4 billion] decision we made to carry the Olympics through 2020. ????We had projected we'd be about 10% below Beijing because Michael Phelps won eight gold medals, and how could you top that? And the [Beijing] time zone was so far away that a lot of events were broadcast live in the U.S. Europe is the most difficult for that live factor. So we budgeted it down 10% and in fact came in up 10%. Why? Well, social media was something the NBC team embraced. We also used all our networks [NBC, CNBC, MSNBC, Telemundo, Bravo, USA, and many others], not just one. The number of hours of television was unprecedented. We put every single event live online and had mobile apps. The cable side of the company, Xfinity, had on-demand information on every American athlete on laptops, on mobile phones. We had 40 million to 50 million on-demand sessions in 17 days. ????So the public could not get enough ways to experience and touch the Olympics, and that bodes well for the future model. This company is in a position to take an event or a news happening or a movie and expose it as widely as possible in a very fragmented world, different from almost any other media or telecommunications company out there. ????Telephony is another thing you're doing in a big way. Voice is becoming essentially a wireless business, but you've sold your wireless spectrum. What's the future? |
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