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專欄 - Geoff Colvin

康卡斯特CEO:蘋果教會我們的事

Geoff Colvin 2012年12月17日

杰奧夫·科爾文(Geoff Colvin)為《財富》雜志高級編輯、專欄作家。美國在管理與領導力、全球化、股東價值創(chuàng)造等方面最犀利也是最受尊重的評論員之一。擁有紐約大學斯特恩商學院MBA學位,哈佛大學經(jīng)濟學榮譽學位。
康卡斯特CEO布萊恩·羅伯茨在其商業(yè)帝國中移植了蘋果模式:保持簡單,不斷革新。借此,康卡斯特實現(xiàn)了快速發(fā)展,成為了美國最大的媒體公司,超越了迪士尼、新聞集團,乃至時代華納這些赫赫有名的傳媒巨頭。

????這的確是當前的趨勢,但即便如此,我們的有線語音賬戶仍增加了幾十萬個,這是因為它不僅僅是有線語音,還是一項物超所值的服務。如果照看孩子的保姆手機無法接通,你肯定想撥打家里的座機,確定是否有人會接聽,這對于用戶來說,價值是多少呢?曾經(jīng)可能價值100美元,今天或許只有25美元。有許多人說:“你知道嗎?有線服務只是作為我家安保系統(tǒng)的備用設備。”我們也在努力將有線技術進行捆綁,而不是作為一種獨立的產(chǎn)品。通過有線技術,我可以把語音留言轉錄,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候,能顯示我的通訊錄和我生活的方方面面。通過有線技術提供的一體化的電信體驗,與我們的生活依然息息相關。不過,我們同時也在關注無線技術,因為它顯然是目前的增長點所在。但我們希望尋找合作伙伴,而不是建立屬于自己的無線網(wǎng)絡,因為目前這么做的時機并不成熟。威瑞森無線(Verizon Wireless)已將其所有產(chǎn)品向我們的客戶和技術人員開放,以便實現(xiàn)創(chuàng)新。如此一來,我們就可將客戶的Xfinity家用產(chǎn)品與其平板電腦、移動電視、下載內(nèi)容、用戶喜好、個人記錄等無縫整合,然后通過威瑞森無線網(wǎng)絡在特定市場進行銷售,為用戶提供卓越的服務。

????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。原因何在?為什么現(xiàn)在這種下降的趨勢反而停止了?

????之前,我們有很多競爭對手——直播電視集團(DirecTV)、碟形網(wǎng)絡公司(Dish Network)、威瑞森、美國電話電報公司(AT&T)等。競爭迫使我們加大了創(chuàng)新力度,增加了更多高清節(jié)目,促使我們加強了對寬帶和電話的重視。在住宅業(yè)務方面,我們發(fā)展最快的是寬帶。這款產(chǎn)品已有十年時間;通常情況下,我們察覺不到增長的速度。我們還調(diào)整了公司策略,開始將同一個產(chǎn)品系列應用于商業(yè)。公司增長最快的部分是將同一款產(chǎn)品針對商業(yè)應用進行修改,然后將其提供給中小型企業(yè)。開辟新業(yè)務之后不到五年時間里,我們就將實現(xiàn)超過50%的營業(yè)利潤率,實現(xiàn)數(shù)十億美元的收入。

????過去十年,我們面臨的競爭愈加激烈,但公司現(xiàn)金流每年都在增加。 之前我們無法提供最優(yōu)秀的產(chǎn)品,結果流失了很多客戶。現(xiàn)在似乎我們能夠重新贏得他們的信任,這種感覺太好了。

????對于消費者而言,看電視這件事正變得日益復雜,你認為這是一個問題嗎?

????從蘋果(Apple)的卓越表現(xiàn)中,我們學到了如何將化繁為簡,如何讓其更加有趣、美觀和易用。如今,互聯(lián)網(wǎng)給消費者提供了越來越多的選擇。在我心目中,公司未來的目標就是要將海量的內(nèi)容進行個性化設計,使其更易于互動,隨時可以在任何設備上觀看和欣賞。

????許多年前,比爾·蓋茨曾說過,未來,我們在觀看電視節(jié)目時,可以直接點擊一位角色穿的鞋子,然后在線購買。這種設想會成為現(xiàn)實嗎?你有沒有考慮過將你們在編程、客戶知識與技術等領域的資產(chǎn)進行整合的新方式

????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?

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