undergraduate consulting club - competition guide 2015
TRANSCRIPT
UCC CASE COMPETITION – COMPETITION GUIDE 2015
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WELCOME Welcome to the 2015 UCC Case Competition at the University of Minnesota. We are delighted to see such dynamic and diverse future global leaders participating this year. The case competition is designed to enrich and challenge your creativity, analytic and problem solving skills and help prepare you for a career in today’s rapidly changing business environment. We encourage you to take full advantage of this opportunity to dive in, connect and learn. We look forward to hearing your ideas and seeing your presentation. Good luck,
Sibi Murugesan (Vice President, Case Study Author) & the UCC Executive Board
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RULES AND RESOURCES The following information is provided to help all participants have a positive and productive experience throughout the entire case competition. RULES
The case may not be shared or distributed to anyone outside of the competition at any time.
Teams will have about 3 days (85 hours) to work on the case.
Each team will receive electronic copy of the Competition Guide
Students may not receive help from any professors or faculty members. All work presented must be the work of solely the participating team members.
Only competition staff and judges may attend the presentations.
Teams who have not yet presented will not be able to view other teams’ presentations.
QUESTION PROTOCOL Any questions regarding the case and/or competition logistics should be sent to [email protected] with the subject line of “2015 UCC Case Competition Question.” While teams are allowed to reach out with data related questions, requests seeking guidance on analytic process or final recommendations/opportunity will not be able to be addressed. When submitting a question, please include your team’s name. Questions will be addressed between 4-5 pm daily on Wednesday and Friday. Questions for Thursday will be answered in person at the Q&A session on 4/16 in CSOM 2-231 from 5:30 pm – 6:30 pm. All answers will be emailed to team captains. This is meeting is not required to attend. FINAL DELIVERABLE
Teams may submit only one final presentation to the judges
The presentation must be in Microsoft PowerPoint, with printed handouts for judges
The presentation must be in English
Final PowerPoints must be e-mailed to [email protected] by 8 AM on Saturday 4/18/2015.
SUPPLIES We will project your presentation for you. Please put your presentation on the flash drive.
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PRIZES
FIRST PLACE: $2,000 for the team
SECOND PLACE: $500 for the team
THIRD PLACE: $250 for the team CASE COMPETITION DAY SCHEDULE Saturday April 18th, 2015 Below is a preliminary schedule of events for the day of competition. Please note that all times are tentative and may be subject to change. The UCC will notify all team captains of any changes made. 8:00 AM - Teams submit final version of power point to [email protected] 9:00 AM - Judges arrive to Carlson; Judges' Briefing 9:30 AM - Preliminary presentations begin 12:00 PM - Lunch is catered 1:00 PM - Preliminary Presentations resume 3:00 PM - Final Presentations begin 4:00 PM - Announcement of winners; informal networking
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DAY OF COMPETITION LOGISTICS Important Notes
The day of the competition, students will report to CSOM L-126 at least 10 minutes prior to their assigned presentation time
Each team will prepare and distribute printed handouts of presentation slides to all 7 judges
Each team will save their PowerPoint on a flash drive
Teams are not permitted to revise their slides at any point after the 8AM submission.
Each round will run as follows: o 5 Minutes: Presentation set up o 10 Minutes: Uninterrupted presentation o 10 Minutes: Q&A
DAY OF COMPETITION ROOMS & LOCATIONS All case competition rooms will be located in the Carlson School of Management on West Bank, adjacent to Hansen Hall. CSOM L -126 – UCC Case Competition Base; Team Check In; Team “Locker” Room CSOM 1-143 – Preliminary Round Location CSOM 2-224 – Final Round Location
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JUDGING/SCORING Rubric Judges will evaluate teams on the following 115-point scale. Introduction, Identification of Business Issue and Research Objective (15 points) · Analysis of Kable King & cable/TV industry · Clearly defined business issue Specific, actionable and critical research objectives, stated as questions Analysis (20 points) · Strategic orientation and focus · Insightful, critical Information to report vs nice to know Interpreting the Data (15 points) · Use of qualitative (primary research) and quantitative (UCC) data · Ability to mine the data and derive actionable insights · Creativity, thoughtfulness and validity of data points/output Final Recommendation and Opportunity (20 points) · Evaluation of feasible recommendation and opportunity (quantified) · Realism and practicality of recommendation and opportunity · Justification of recommendation and opportunity · Strategic orientation and focus · Logical tie-in to analysis Organization of Material and Overall Presentation (35 points) · Ability to defend position · Clarity and style of presentation · Polished deck telling a clear story · Slide progression (each slide builds on the previous slide) · Delivery · Smoothness and balance of work, teamwork Questions and Answers (10 points) · Presentation style, communication skills · Creativity · Professionalism · Use of Time
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HOW TO APPROACH THE CASE Tips & Suggestions There is no prescribed method for dividing the work of preparing the case analysis. One approach is detailed below, but teams are encouraged to work through the case using the method that best fits members’ strengths and preferences. DIVIDING THE WORK Each team member should have a role; it is the team captain’s responsibility to guide the team in defining & assigning work. One approach might include defining roles based on the judging criteria:
1. Introduction, Identification of Business Issue and Research Objectives: Greet the audience; provide a comprehensive overview of the situation, complication and key issues to be addressed
2. Analysis: Teams should have a fundamental understanding of Kable King’s business/product offerings, competitive landscape and current category/snacking category performance. The analysis should tie back to the research objectives and be insightful. The analysis should evaluate both external and internal factors. A SWOT analysis is one way participants could review the organization.
3. Recommendation and Opportunity: Normally, teams should analyze two to three alternatives. The recommended alternative should address the key issues and solve the problem stated.
4. Business Case: Teams should justify why their recommendation is the optimal solution and outline key benefits to Kable King.
5. Final Recommendation and Opportunity: The recommended plan of action must be realistic, practical and attainable. It should tie back to the research objectives and be supported throughout the duration of the analysis.
6. Conclusion: Teams should conclude their presentation with a summary of key points and then open the floor to questions from the judges.
PRESENTING Prior to presenting, the team should designate a member or members to change slides. There should be balance and flow between presenters. Practicing these transitions can be as important as the presentation itself. Sloppy or awkward transitions are distracting and show a lack of preparation to the judges. When entering the presentation room, team members should introduce themselves to the judges and quickly take their positions. We highly encourage all team members to present the case and answer questions.
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QUESTION PERIOD When the team has completed the presentation, all members should stand and wait for the judges to begin the question period. When a judge asks a question, be careful that several team members do not jump in to answer. Team members should discuss prior to the presentation who will answer certain categories of questions. If the question is unclear, ask for clarification before trying to present an answer. After a team member has answered a question, a follow up answer should only be given by another member of the team if it will add value to what was already said. Teams must also ensure that they do not contradict one another while answering questions. Many times judges will tell teams they do not agree at all with the solution presented. When this occurs, becoming confrontational will only hurt the team. It is at this time when confidence in the solution pays off. Teams should support their answers by revisiting the facts they presented and assuring the judge that the chosen plan is the optimal solution to the problem. Teams should also pay attention to the body language of the judges. When a judge begins to nod their head in agreement or present other similar language, the person answering the question should wrap up and allow for the next question to be asked. The objective is to efficiently answer questions in the 10- minute period. ATTIRE It is important to dress professionally while participating in the competition. Business professional attire is suggested. It is important that team members not only wear professional clothing, but that they are comfortable in their attire. THE FIRST PRESENTATION If this is your first case competition, you may be understandably nervous about the challenging and fast paced day. Each team can get off to a good start by having a game plan prior to leaving for the competition. Sometimes the excitement and adrenaline of competing can lead teams to become disorganized and unfocused. Communication is the key component that will allow teams to stay on track and complete the presentation to the best of their abilities. Communicating key information such as time remaining, potential roadblocks or new information will help all members fully prepare for the presentation and work as a strong unit. The most important thing to remember about presenting is to leave the outcome in the presentation room. Premature celebration or feelings of doubt may cause teams to lose sight of their strategies and not succeed in the competition. Whether teams win or lose, work well or poorly together, every participant will gain valuable experience from the competition.
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THE BIG QUESTION What role does Kable King’s current cable portfolio play in the cable/TV world to differentiate themselves from competitors and where should they plan to innovate in the future? SITUATION Facing stagnant growth in their base cable business, Kable King is looking for a new avenue for growth. It’s no longer about inventing the next big cable package but coming up with the next big TV idea. COMPLICATION Your client, Kable King, is one of four cable giants in the US market. The four giants all are very similar in product offerings. Kable King wants to differentiate itself from the other companies now and in the future and is looking for advice on how to make that happen. KEY QUESTIONS TO CONSIDER What role does Kable King’s current cable portfolio play in the cable/TV world and where should they plan to innovate in the future? As you develop your answer, be sure to take account of the following considerations:
Customer Segment Expansion Key TV Trends TV Innovations “Make Your Cable Bundle” Options Demographic Impact - Kids/Millennials/Seniors The Influence of Changing Media Any other key area of primary research (Student discretion)
CASE OPPORTUNITY Teams should work together to establish the business rationale and outline key elements of a strategic plan to help Kable King “win” in the TV world. The analysis should explore all, yet should not be limited to, the key questions outlined above. Once a recommendation is formed, teams then need to formulate a compelling business and execution/activation plan. KEY DELIVERABLE 1. Establish the business issue: determine what it is you want to accomplish with your analysis. Your goal is to clearly define the issue and the specific results to be achieved. This critical first step of establishing a clear understanding of the business issue will guide you throughout the duration of the analysis, further allowing you to:
Identify specific research objectives
Establish your role in developing an analysis that will lead to actionable recommendations
Provide a means for quantifying an opportunity
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2. Develop analysis: mine the data, highlight key implications and craft a business case with specific rationales for your recommendations. Your analysis is the basis of the client deliverable and provides answers in a logical flow. Suggestions to keep in mind as you begin telling your story:
Ask yourself what information is critical to report to the client vs. nice to know
Each slide needs to build upon the previous slide – one way of knowing if your story flows is by reading the headings on the slides; do they flow from page to page? If not, there may be something missing, or there may be too much!
3. Finalize analysis, provide recommendations and quantify the opportunity: identify and advise on possible courses of action for addressing the business issue. Ensure recommendations link back to the client’s research objectives and tell them to do something to improve their business. Ensure recommendations are:
Relevant and feasible
Linked to the research objectives, the client’s business issue and strategic priorities
Supported by the analysis and insights
Active not passive
Quantifying an opportunity
Providing next steps
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COMPANY BACKGROUND
In 1957, George Kable had a dream. He had been addicted to TV ever since he started watching cable back in college. He loved it so much that he dreamt of creating his own company to give excellent cable TV to millions across the country. He took all of the money he had saved for graduate school and used it to create his own company: Kable King. Fast forward a decade and Kable King was booming. After its humble beginnings in rural Minnesota, it had now expanded across the country, operating in New York, Los Angeles, Chicago and everywhere in between. Kable King was essentially the only cable company in the US, raking in millions of dollars in profit and giving excellent service to loyal customers. It seemed that Kable had definitely become king. Fast forward another two decades in the cable industry. The entrance of three almost simultaneous new players threatened the existence of Kable King. Each of the three new players ate huge chunks of Kable King’s market. TV Town gained large market share in the West Coast market while Cinemagic captured the East Coast. eStream took over the Southern market, leaving Kable King to function as the market leader in only the Midwest market. George Kable’s dream seemed shattered. Over the next decade, through creative marketing campaigns, increased customer service and better products, Kable King fought tooth and nail in every segment to regain lost market share. But they were not able to regain their status as “the king of cable.” Now, all four “Kable Giants” hold essentially the same market share in all 4 markets. Their product offerings are very similar as are the prices. Every now and again, a company might spike forward in market share due to a marketing campaign or a new promotion but on the whole, the four are very comparable. This has frustrated George Kable. He is tired of being “a part of the herd.” He wants to reestablish his company as the premiere cable company and return to the glory days. He has hired your firm to help solve this issue.
CURRENT STRATEGY OF KABLE KING In 2000, Kable King launched its overall strategy program named “Excellence in Every Channel.” The main goals of this new program were to return Kable King to focusing on the customer, through enhancing the ability to enjoy more quality channels/programming at lower costs, improving its public reputation and making TV watching as seamless as possible. The future is expected to bring increased digitalization of all links in the value chain and higher levels of personalization.
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KABLE KING
Product Portfolio
74%
16%
10%
% of Revenue Breakdown
Cable Packages
Installation &Maintenance
Promo Space
11
4
73
12
6
56
32
52
0.9
0.0
4
11
6
77
15
2
64
30
10
1
0.7
0.0
5
12
0
83
14
5
65
27
15
8
0.7
0.0
2
B C P B C P + A C P A C P + H C P H C P + I & M P S
YEARLY NEW CABLE PACKAGE SALES (IN 100s)
2012 2013 2014
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Product
Offering Description Price Cost
Basic Channel
Package (BCP) 10 Channels $30/month $10/month
Basic PLUS
(BCP+) 25 Channels $40/month $15/month
Advanced
Channel
Package (ACP)
40 Channels $55/month $20/month
Advanced PLUS
(ACP+) 55 Channels $65/month $25/month
Hyper Channel
Package (HCP) 100 Channels $75/month $40/month
Hyper PLUS
(HCP+)
100 + Individual
Channels may be
purchased (on
average, 10 extra
channels are
purchases)
$65/month + $2/month
for each additional
channel purchased
$40/month + $1/month
for each additional
channel
Installation &
Maintenance
(I & M)
Kable King will install
your “KableBox” and
will service it
$100 for Installation
(onetime fee); $70 for
Maintenance/visit (on
average)
$10 for Installation (One
time cost); $45 cost for
maintenance/visit (on
average)
Promo Space
(PS)
Companies may buy
space on
“KableBoxes” to
advertise
$250 per KableBox $50 cost per KableBox
*All products are sold online through the company website, www.kableking.net, except for I & M (which is sold online but installed in person)
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Experience as a Customer
*Sample size: 5,000 randomly selected customers of the top 4 Cable Market Leaders
10%
12%
37%
41%
% Ranked as Top Driver of Satisfaction (2014)
Quality programming
Quantity of channels
Affordable packages
Personalization to preferences
17%
27%
35%
12%
3%6%
Kable King Customer Segmentation
YH
YH + C
OH
OH + C
S
S + C
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Customer Segments
Young Households
Young Household +
Children
Older Household
Older Household +
Children Seniors
Seniors + Children
Abbreviation YH YH + C OH OH + C S S + C
Segment Description
Head of Household is
between 18 - 35
Head of Household is
between 18 – 35 with Children
ages 1 - 17
Head of Household is
between 36 - 65
Head of Household is between 36 –
65 with Children ages 1 - 17
Head of Household is older than 66
Head of Household is older than 66 with Children
ages 1 - 17 Top Channels Watched (in no particular order)
1. Travel 2. Food
Network 3. ESPN 4. CW 5. NBC
1. Disney 2. Lifetime 3. Nickelodeon 4. QVC 5. NFL
1. CNBC 2. TNT 3. TBS 4. NBA 5. FOX
1. CNBC 2. FOX 3. Food
Network 4. NBC 5. AMC
1. CNN 2. Food
Network 3. History 4. AMC 5. NATGEO
1. CNN 2. CBS 3. BBC 4. A&E 5. Food
Network Average Salary of Kable King Customer Segment
$50,000 - $75,000
$80,000 - $100,000
$90,000 - $115,000
$95,000 - $125,000
$70,000 - $85,000
$80,000 - $95,000
654716
802 813 816
2010 2011 2012 2013 2014
Kable King Number of Customers (in 10,000s)
Number of Customers (in 10,000s)
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KABLE KING DIRECT COMPETITORS
TV TOWN
A Cable Company that offers a majority of channels but with a focus on around the clock TV shows and
reruns
Product Portfolio
Product
Offering* Description Price Cost
Basic Channel
Package (BCP) 10 Channels $12/month $10/month
Basic PLUS
(BCP+) 25 Channels $17/month $15/month
0
10
20
30
40
50
60
70
80
90
100
2010 2011 2012 2013 2014
Customer Satisfaction 2010 - 2014 (in %)
Kable King TV Town Cinemagic eStream
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Advanced
Channel
Package (ACP)
40 Channels $25/month $20/month
Advanced PLUS
(ACP+) 55 Channels $35/month $25/month
Hyper Channel
Package (HCP) 100 Channels $50/month $40/month
Hyper PLUS
(HCP+)
100 + Individual
Channels may be
purchased (on
average, 10 extra
channels are
purchases)
$55/month + $2/month
for each additional
channel purchased
$40/month + $1/month
for each additional
channel
Installation &
Maintenance
(I & M)
TV Town will install
your “TVBox” and
will service it
$30 for Installation
(onetime fee); $60 for
Maintenance/visit (on
average)
$10 for Installation (One
time cost); $45 cost for
maintenance/visit (on
average)
Promo Space
(PS)
Companies may buy
space on “TVBoxes”
to advertise
$150 per TVBox $50 cost per TVBox
*All products are sold online through the company website, www.tvtown.com except for I & M (which is sold online but installed in person)
*Products offered by Kable King and TV Town are essentially the same; prices are the only traits that vary
between the two companies*
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Customer Segments
Customer Segments
Young Households
Young Household +
Children
Older Household
Older Household +
Children Seniors
Seniors + Children
Abbreviation YH YH + C OH OH + C S S + C
Segment Description
Head of Household is
between 18 - 35
Head of Household is
between 18 – 35 with Children
ages 1 - 17
Head of Household is
between 36 - 65
Head of Household is between 36 –
65 with Children ages 1 - 17
Head of Household is older than 66
Head of Household is older than 66 with Children
ages 1 - 17 Top 5 Channels Watched (in no particular order)
6. Travel 7. Food
Network 8. ESPN 9. CW 10. NBC
6. Disney 7. Lifetime 8. Nickelodeon 9. QVC 10. NFL
6. CNBC 7. TNT 8. TBS 9. NBA 10. FOX
6. CNBC 7. FOX 8. Food
Network 9. NBC 10. AMC
6. CNN 7. Food
Network 8. History 9. AMC 10. NATGEO
6. CNN 7. CBS 8. BBC 9. A&E 10. Food
Network Average Salary of TV Town Customer Segment
$50,000 - $75,000
$80,000 - $100,000
$100,000 - $135,000
$95,000 - $125,000
$70,000 - $85,000
$80,000 - $95,000
17%
24%
33%
19%
3%4%
TV Town Customer Segmentation
YH
YH + C
OH
OH + C
S
S + C
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eSTREAM
A company that is very similar to the other 3 “Cable Giants” but has since acquired a smaller firm, gaining
the ability to stream certain movies over the internet
Product
Offering* Description Price Cost
Basic Channel
Package (BCP) 10 Channels $35/month $10/month
Basic PLUS
(BCP+) 25 Channels $45/month $15/month
Advanced
Channel
Package (ACP)
40 Channels $55/month $20/month
Advanced PLUS
(ACP+) 55 Channels $65/month $25/month
Hyper Channel
Package (HCP) 100 Channels $85/month $40/month
831
845
875
889897
2010 2011 2012 2013 2014
TV Town Number of Customers (in 10,000s)
Number of Customers (in 10,000s)
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Hyper PLUS
(HCP+)
100 + Individual
Channels may be
purchased (on
average, 10 extra
channels are
purchases)
$85/month + $2/month
for each additional
channel purchased
$40/month + $1/month
for each additional
channel
Installation &
Maintenance
(I & M)
eStream will install
your “eBox” and will
service it
$50 for Installation
(onetime fee); $70 for
Maintenance/visit (on
average)
$10 for Installation (One
time cost); $45 cost for
maintenance/visit (on
average)
Promo Space
(PS)
Companies may buy
space on “eBoxes” to
advertise
$200 per eBox $50 cost per eBox
*All products are sold online through the company website, www.estream.com, except for I & M (which is sold online but installed in person) ** Products offered by Kable King and eStream are essentially the same; prices are the only traits that vary
between the two companies*
***eStream offers in its HCP+ package the option to watch certain movies offered in its lineup online
through the Internet. This technology was gained as eStream acquired PhutureTech, a small tech company
focused on alternative media, in 2010***
Customer Segments
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Customer Segments
Young Households
Young Household +
Children
Older Household
Older Household +
Children Seniors
Seniors + Children
Abbreviation YH YH + C OH OH + C S S + C
Segment Description
Head of Household is
between 18 - 35
Head of Household is
between 18 – 35 with Children
ages 1 - 17
Head of Household is
between 36 - 65
Head of Household is between 36 –
65 with Children ages 1 - 17
Head of Household is older than 66
Head of Household is older than 66 with Children
ages 1 - 17 Top 5 Channels Watched (in no particular order)
11. Travel 12. Food
Network 13. ESPN 14. CW 15. NBC
11. Disney 12. Lifetime 13. Nickelodeon 14. QVC 15. NFL
11. CNBC 12. TNT 13. TBS 14. NBA 15. FOX
11. CNBC 12. FOX 13. Food
Network 14. NBC 15. AMC
11. CNN 12. Food
Network 13. History 14. AMC 15. NATGEO
11. CNN 12. CBS 13. BBC 14. A&E 15. Food
Network Average Salary of eStream Customer Segment
$50,000 - $75,000
$80,000 - $100,000
$90,000 - $115,000
$95,000 - $125,000
$70,000 - $85,000
$80,000 - $95,000
45%
27%
17%
9%2%
eStream Customer Segmentation
YH
YH + C
OH
OH + C
S
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CINEMAGIC
A cable company that has a predilection for offering HD movie channels of many different genres
Product
Offering* Description Price Cost
Basic Channel
Package (BCP) 10 Channels $17/month $10/month
Basic PLUS
(BCP+) 25 Channels $22/month $15/month
Advanced
Channel
Package (ACP)
40 Channels $27/month $20/month
Advanced PLUS
(ACP+) 55 Channels $36/month $25/month
Hyper Channel
Package (HCP) 100 Channels $65/month $40/month
821879
932 9581034
2010 2011 2012 2013 2014
eStream Number of Customers (in 10,000s)
Number of Customers (in 10,000s)
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Hyper PLUS
(HCP+)
100 + Individual
Channels may be
purchased (on
average, 10 extra
channels are
purchases)
$75/month + $2/month
for each additional
channel purchased
$40/month + $1/month
for each additional
channel
Installation &
Maintenance
(I & M)
Cinemagic will install
your “CineBox” and
will service it
$80 for Installation
(onetime fee); $65 for
Maintenance/visit (on
average)
$10 for Installation (One
time cost); $45 cost for
maintenance/visit (on
average)
Promo Space
(PS)
Companies may buy
space on “CineBoxes”
to advertise
$175 per CineBox $50 cost per CineBox
*All products are sold online through the company website, www.cinemagic.com, except for I & M (which is sold online but installed in person) ** Products offered by Kable King and Cinemagic are essentially the same; prices are the only traits that vary between the two companies **
-
17%
27%
35%
12%
3%6%
Cinemagic Customer Segmentation
YH
YH + C
OH
OH + C
S
S + C
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Customer Segments
Young Households
Young Household +
Children
Older Household
Older Household +
Children Seniors
Seniors + Children
Abbreviation YH YH + C OH OH + C S S + C
Segment Description
Head of Household is
between 18 - 35
Head of Household is
between 18 – 35 with Children
ages 1 - 17
Head of Household is
between 36 - 65
Head of Household is between 36 –
65 with Children ages 1 - 17
Head of Household is older than 66
Head of Household is older than 66 with Children
ages 1 - 17 Top 5 Channels Watched (in no particular order)
16. Travel 17. Food
Network 18. ESPN 19. CW 20. NBC
16. Disney 17. Lifetime 18. Nickelodeon 19. QVC 20. NFL
16. CNBC 17. TNT 18. TBS 19. NBA 20. FOX
16. CNBC 17. FOX 18. Food
Network 19. NBC 20. AMC
16. CNN 17. Food
Network 18. History 19. AMC 20. NATGEO
16. CNN 17. CBS 18. BBC 19. A&E 20. Food
Network Average Salary of Cinemagic Customer Segment
$50,000 - $75,000
$80,000 - $100,000
$90,000 - $115,000
$95,000 - $125,000
$70,000 - $85,000
$80,000 - $95,000
741
776
803
826
845
2010 2011 2012 2013 2014
Cinemagic Number of Customers (in 10,000s)
Number of Customers (in 10,000s)