TiVo 2007: DVRs and Beyond, Spanish Version Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Tom Rogers, CEO of TiVo, had set multiple tactical stakes on his business. In September 2007, that strategy was due for a major evaluation. TiVo was a maker of digital video recorder (DVR) products and a distributor of DVR technology. Rogers believed that macro-trends in the convergence of conventional television with the delivery of video content via broadband Internet -- the home entertainment sector, and the related catastrophe faced by firms whose business models relied on TV advertising--played to the unique strengths of TiVo. Leadership in a TV and DVR technology -centric user interface positioned TiVo to become something more than a consumer electronics company. That was the big bet of Roger.

Implementing it demanded making six other bets: continuing to sell stand-alone DVRs in the retail market, despite quickly eroding market share; distributing TiVo service in partnership with cable and satellite TV suppliers (which also functioned as TiVo's main adversaries in the DVR market);) developing a platform for DVR-based advertisements; entering the crowd research industry; leveraging TiVo's intellectual possessions both during litigation and in the market; and growing into non-U.S. marketplaces. In late 2007, a vital intellectual property litigation, and a pivotal new product, a major distribution deal with cable operator Comcast all were reaching points of impact that was critical.

TiVo 2007 DVRs and Beyond, Spanish Version Case Study Solution

PUBLICATION DATE: October 15, 2007 PRODUCT #: 710S13-PDF-SPA

This is just an excerpt. This case is about STRATEGY & EXECUTION