康卡斯特CEO：蘋(píng)果教會(huì)我們的事
|
????這的確是當(dāng)前的趨勢(shì)，但即便如此，我們的有線語(yǔ)音賬戶仍增加了幾十萬(wàn)個(gè)，這是因?yàn)樗粌H僅是有線語(yǔ)音，還是一項(xiàng)物超所值的服務(wù)。如果照看孩子的保姆手機(jī)無(wú)法接通，你肯定想撥打家里的座機(jī)，確定是否有人會(huì)接聽(tīng)，這對(duì)于用戶來(lái)說(shuō)，價(jià)值是多少呢？曾經(jīng)可能價(jià)值100美元，今天或許只有25美元。有許多人說(shuō)：“你知道嗎？有線服務(wù)只是作為我家安保系統(tǒng)的備用設(shè)備。”我們也在努力將有線技術(shù)進(jìn)行捆綁，而不是作為一種獨(dú)立的產(chǎn)品。通過(guò)有線技術(shù)，我可以把語(yǔ)音留言轉(zhuǎn)錄，并以電子郵件的形式發(fā)給我。我希望在電視上和在視頻聊天的時(shí)候，能顯示我的通訊錄和我生活的方方面面。通過(guò)有線技術(shù)提供的一體化的電信體驗(yàn)，與我們的生活依然息息相關(guān)。不過(guò)，我們同時(shí)也在關(guān)注無(wú)線技術(shù)，因?yàn)樗@然是目前的增長(zhǎng)點(diǎn)所在。但我們希望尋找合作伙伴，而不是建立屬于自己的無(wú)線網(wǎng)絡(luò)，因?yàn)槟壳斑@么做的時(shí)機(jī)并不成熟。威瑞森無(wú)線（Verizon Wireless）已將其所有產(chǎn)品向我們的客戶和技術(shù)人員開(kāi)放，以便實(shí)現(xiàn)創(chuàng)新。如此一來(lái)，我們就可將客戶的Xfinity家用產(chǎn)品與其平板電腦、移動(dòng)電視、下載內(nèi)容、用戶喜好、個(gè)人記錄等無(wú)縫整合，然后通過(guò)威瑞森無(wú)線網(wǎng)絡(luò)在特定市場(chǎng)進(jìn)行銷售，為用戶提供卓越的服務(wù)。 ????公司傳統(tǒng)的有線用戶數(shù)量連續(xù)幾年一直呈下降趨勢(shì)。原因何在？為什么現(xiàn)在這種下降的趨勢(shì)反而停止了？ ????之前，我們有很多競(jìng)爭(zhēng)對(duì)手——直播電視集團(tuán)（DirecTV）、碟形網(wǎng)絡(luò)公司（Dish Network）、威瑞森、美國(guó)電話電報(bào)公司（AT&T）等。競(jìng)爭(zhēng)迫使我們加大了創(chuàng)新力度，增加了更多高清節(jié)目，促使我們加強(qiáng)了對(duì)寬帶和電話的重視。在住宅業(yè)務(wù)方面，我們發(fā)展最快的是寬帶。這款產(chǎn)品已有十年時(shí)間；通常情況下，我們察覺(jué)不到增長(zhǎng)的速度。我們還調(diào)整了公司策略，開(kāi)始將同一個(gè)產(chǎn)品系列應(yīng)用于商業(yè)。公司增長(zhǎng)最快的部分是將同一款產(chǎn)品針對(duì)商業(yè)應(yīng)用進(jìn)行修改，然后將其提供給中小型企業(yè)。開(kāi)辟新業(yè)務(wù)之后不到五年時(shí)間里，我們就將實(shí)現(xiàn)超過(guò)50%的營(yíng)業(yè)利潤(rùn)率，實(shí)現(xiàn)數(shù)十億美元的收入。 ????過(guò)去十年，我們面臨的競(jìng)爭(zhēng)愈加激烈，但公司現(xiàn)金流每年都在增加。 之前我們無(wú)法提供最優(yōu)秀的產(chǎn)品，結(jié)果流失了很多客戶。現(xiàn)在似乎我們能夠重新贏得他們的信任，這種感覺(jué)太好了。 ????對(duì)于消費(fèi)者而言，看電視這件事正變得日益復(fù)雜，你認(rèn)為這是一個(gè)問(wèn)題嗎？ ????從蘋(píng)果（Apple）的卓越表現(xiàn)中，我們學(xué)到了如何將化繁為簡(jiǎn)，如何讓其更加有趣、美觀和易用。如今，互聯(lián)網(wǎng)給消費(fèi)者提供了越來(lái)越多的選擇。在我心目中，公司未來(lái)的目標(biāo)就是要將海量的內(nèi)容進(jìn)行個(gè)性化設(shè)計(jì)，使其更易于互動(dòng)，隨時(shí)可以在任何設(shè)備上觀看和欣賞。 ????許多年前，比爾·蓋茨曾說(shuō)過(guò)，未來(lái)，我們?cè)谟^看電視節(jié)目時(shí)，可以直接點(diǎn)擊一位角色穿的鞋子，然后在線購(gòu)買(mǎi)。這種設(shè)想會(huì)成為現(xiàn)實(shí)嗎？你有沒(méi)有考慮過(guò)將你們?cè)诰幊獭⒖蛻糁R(shí)與技術(shù)等領(lǐng)域的資產(chǎn)進(jìn)行整合的新方式？ |
????While that is certainly the trend, we still are adding hundreds of thousands of wireline voice accounts because it's more than wireline voice. It's a great bargain. If the babysitter's cellphone doesn't work, you want to call your house and make sure somebody answers -- how much is that worth to you? One day it was $100. Today maybe it's $25. There's a number at which a lot of people say, "You know what? Just as a backup for my home security system." We've also tried to bundle our wireline technologies to be more than a standalone product. I can get my voicemail transcribed and sent to me as e-mail. I want to be able to have my address book and all my life come up on my TV and video chat. The whole telecommunications experience through a wire is still very relevant. That being said, as we looked at wireless, which is clearly the growth engine, we wanted to partner rather than build our own. It just did not seem viable at this time to do something like that. So Verizon Wireless has opened up all their products to our customers and to our technologists to innovate, so we can make for consumers a seamless world?between our Xfinity home products?and your tablets, your TV on the go, your downloading, your preferences, your history, all coming together, and then market it with Verizon Wireless in certain markets where we give great deals to consumers. ????You've been losing traditional cable subscribers for several years. Why did that happen, and why does it now seem to be stopping? ????We had more competition --?DirecTV?(DTV), Dish Network (DISH), Verizon (VZ), AT&T (T). It forced us to innovate, to get more high def, to have more emphasis on broadband and phone. The fastest-growing part of?our residential company is broadband. It's a 10-year-old product; you don't usually see your rate of growth increasing. We've also adjusted our strategy by going into businesses with the same product suite. The fastest-growing part of the company is taking the same products, altering them for commercial use, and having them go into small and medium-size businesses. We will have a great operating margin, over 50%, and several billion dollars of revenue less than five years after starting up a new business line. ????We've grown cash flow every year while we had increased competition over the past decade, and it's nice to feel like we might be able to win back many of the customers we lost when we didn't have the best suite of products. ????Is it a problem that just watching TV is becoming very complicated for the consumer? ????Everything we could learn from what Apple (AAPL) has done so well is how to take really complicated things and make them simple, make them fun, make them beautiful and easy. As I think about where I'd like to see us go, it is absolutely to take this overwhelming amount of content choices -- now with the Internet so many more choices -- and make them personalized, make them easy to interact with and have anytime on any device. ????Many years ago Bill Gates said that one day we'd be able to click on the shoes of a character in a TV show and buy them online. Whether that happens or not, are you thinking about new ways to combine your assets in programming, customer knowledge, and technology? |
最新文章