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    10. HANSON A

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    9 views17 pages

    Hanson A

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    ArifaniRakhmaPutri

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    © All Rights Reserved
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    SATELLITE RADIO (B) INTRODUCTION As 2005 unfolded, the good times seemed to be just around the comer For the satellite radio business. XM Radio ended 2005 with almost 6 million subscribers, and Sirius with a shade over 3.3 million, both sur passing forecasts made a year earlier. Morcover, with churn rates only 1.5% a month, the lowest for any sajor subscription business, both companies could segue that their users clearly placed a high value on the product offering, Mel Karmazin, the CEO of ius, argued this was because, “Our programming is so compelling, so strong, and so sticky:"! Forecasts called for the two companies to have a combined sub- scriber base of 44 million by 2010, divided more or less evenly between the two companies. For 2006, the subscriber base was expected to reach 15 million, GROWTH RATES SLOW Late 2005 proved to be the high point of expectations for satellite radio. As 2006 progressed, the growth rate started to decelerate. The two companies ended the year with 14 million subscribers, one million less than forecasted (Sirius had 6 million and XM Rad 8 million subscribers). Moreover both comp: continued to lose money; Sirius Jost $513 million in 2006 and XM Radio lost $719 million. As inves- tors fretted about whether the companies. would ever gain enough subscribers to cover their fixed costs, the stock prices of both fell sharply. Despite subscriber growth throughout 2007—XM ended the year with 9 million subscribers and Sirius with 8.3 million—losses continued to mount. Sirius lost $327 million in 2007 and XM. $682 million. The 44 million subscribers forecasted for 2010 now seemed out ofreach. One analyst forecasted 32 million subscribers for the two companies by 2011. ‘Various reasons were offered to explain the slow ing growth rate. One was competition from other for- ‘mats for listening to music. By 2007, some 57 million ‘Ameticans were listening to some form of Web radio every week and analysts worried thatin the nearfutuee, Web radio might be streamed to cars using WiMax technology. Of more immediate concern, increasingly people were listening to music using iPods, more than 200 million of which had been sold by 2007. Many cars were now ftted with racks for Pods (about 40% ‘of cars sold in 2007 came with sound systems that were compatible with iPods). Another problem was the core demogeaphic for satelite radio seemed to be middle aged people. Many younger people would rather listen to their ‘own playlists downloaded from iTunes and played on iPods. While satellite radio offered music pro- gramming, people with iPods preferred to program their own music. A study by Forrester Research This case was prepared by Charles W. Hill, School of Busnes, Universiy of Washington. Reprinted by permission. crea “104 estimated that only about 13% of the population actually wanted satellite radio and that the percent- aye would shrink significantly if the satellite radio companies started to run advertising. Compounding matters was the auto business fac- inga sharp downturn. Because auto dealers were the ‘major distribution channel for satellite radio, as car sales shrank so did the number of new subscriber additions. What was a slowdown in sales became a majorerisisin 2008, as tight creditin the United States led to a sharp contraction in auto sales. Auto sales for 2008 were expected to total only 13.5 million, down from 16.1 million in 2007, Forecasts for 2009 suggested sales of 13.1 million. MERGER PROPOSAL In February 2007, the Sirius and XM Radio nounced plans to merge. Under the merger agree- ment, Sirius offered 4.6 of its shares for each XM share, leaving each side with 50% of the new venture. Sirius closed on the day before the announcement at $3.70 a share while XM was at $13.98. The merger valued the combined companies at $13 billion. The stock price of both companies dropped following the merger announcement, knocking $2 billion off the market capitalization of the combined entity. ‘The main benefit claimed for the merger was cost reduction, particularly marketing and programming costs. About 34% of XM's revenue in 2006 went to programming and marketing expenses, while 47% of rius’ revenue was eaten up by these costs, many of which were fixed. The costly war for content between the two companies, exemplified by Sirius $50 million ol with Howard Stern, would also come to an end. One analyst estimated that the combined company could save up to $4 billion through cost reductions lover six years. ‘The merger would also enable the new company to offer a wider range of channels. Although dupli cate channels would be eliminated, no longer, for example, would the National Football League be exclusive to one provider and Major League Baseball to another. This could help with subscriber retention and growth, Implementation problems included making radio receivers that were compatible with both satelite systems (something that the companies had already ‘Business Level Casos: Domestic and Global been working on under a Federal Communications Commission mandate) and in the long, run, ratio nalizing the satelite system. From a practical point of view, many subscribers might balk at having to replace their radios with ones that can receive sig- nals from both satellites, which could stretch out the implementation over years. ‘The proposed merger faced two regulatory hurdles, ‘The Department of Justice had to agree to the merges, which created a: monopoly in satellite radio, and the Federal Communications Commission (FCC) also had to signoff. The FCC would have to reverse its mandate in 1995, when it allocated satellite radio spectrum, that “one (satellite radio) licensee will not be permitted to acquire control of the other remaining” one. Opposition to the merger quickly emerged from the National Association of Broadcasters (NAB), which represented conventional radio broadcaster, The NAB argued that a national satellite radio ‘monopoly could overwhelm local broadcasters. They claimed that the new company might win additional business in the biggest markets by offering them channels with local news, weather and information. In the end, the key issues centered on the defi- nition of the “relevant market” for Sirius and XM Radio. If the relevant market was defined narrowly as the market for satellite radio, then the merger seemed doomed on antitrust grounds. Alternatively, the satellite radio companies argued that the relevant market was all broadcast radio, of which satellite radio was just a small segment. The satellite compa- nies pointed out that 240 million people listened to conventional radio, and that satellite radio in total comprised less than $% of the combined satellite and terrestrial broadcast market. They also argued that their service was competing with Internet radio and other ways of consuming music, such as the iPod. In March 2008, the Justice Department gave the ‘go-ahead to the merger, and the FCC followed with ‘green light in July 2008, Both government bodies agreed ona broad definition of the relevant market. However, as part ofthe price for allowing the merger to proceed, the FCC required that new company to offer more content a la carte pricing schemes, with lower priced subscriptions schemes being offered for access to limited content, and higher priced schemes offered for access to premium content. This raised the possibility thar many subscribers might apr for a less expensive monthly subscription rate, which could materially impact the revenues of the new compai Case 13 Satolite Racio (8) ‘The FCC also mandated that there would be no increase in the price of the base subscription plan, which stood at $12.95 a month, for three years. IMMEDIATE AFTERMATH ‘The merger was consummated on July 29, 2008. The new company was called Sirius XM. Mel Karmazin, the CEO of Sirius, became the CEO of the combined entity. For the time being, XM would funetion as a wholly owned subsidiary of Sirius. In early Septem ber, Sicius XM estimated that the ner synergies from the merger would total $425 million, $25 million more than originally thought, and thar the company would generate positive cash flow in 2009. Sirius forecasted that it would end 2008 with 19.5 million subscribers and 2009 with 21.5 million. However, the continuing contraction in the United States, mobile industry, a result of the 2008 financial raised questions about how attainable ally was. Some 80% of all new subscriptions came though sales at auto dealers in 2007. References & Readings 1. Anonymous, “Howard's Way," The Economist, Janvary 14,2006, 65 2. Anonymous, “They Cannot De Sirius,” The Economist, Febnuaty 24,2007, 77 3. .C.Anselmo and M.A. Taverna, “Urge o Meng," Aviation Wook and Space Technology, February 26, 2007, 92. 4. Aegus Research, Sins XM Radio Ii, Sepeinbee 15,2008, 5. C.Holahan and A, Hesseldabl, “Sirius and XM Get the Justice Go-Ahead,” Business Weok Online, March 26, 208, crs lost some $4 billion between 2005 and 2007, and with no prospect of becoming, profit- able soon, Sirius XM now faces substantial fanding, issues. The company has $1.05 billion of debe that will become due in 2009. Its cash on hand, which stood at $42 million in September 2008, could fall substantially in 2009 asit pays down debr and spends $100 million on a new satelite that is planned. Mel Karmazin has pledged to nor issue any new equity to pay down debt, s0 a significant portion of the debt coming due in 2009 will have to be refinanced—not aan easy prospect given the credit crunch in United States financial markets By October 2008, the stock of the new company was trading at under $0.40. share, down froma high $3.40. The marker capitalization of the new com: pany was down to $1.2 billion. Ifthe stock trades at imder $1 for 30 consecutive days, it faces possible delisting from the NASDAQ stock exchange, which would have adverse consequences on its ability to raise capital. To avoid this possibility, Sirius XM was looking at the potential for a reverse 10 for 1 stock spl 6. Olga Kharif, “The FCC Approves the XM-Sirius Menges” Business Week Online, july 28, 2008, 7. Olga Kharif,“Sivius XM Is in a Serious Bind” Business Week Online September 18, 2008. 8. T. Lowey and P. Lehman, “XM and Sirius: What a ‘Merger Won't Fis," Business Week, March 5, 2007, 31. and lower, and the increasing technology of HDTV, he demand for HD products is also increasing. With HDTV, users are offered a much bere picture qual- ity than standard television, with greater on-scicen arigy and smoother motion, sicher and more natural colors, and surround sound. HD Tivo Recently, TiVo issued the TiVo Seres3 that will allow customers ¢o record HD television shows and digi fal cable. As people experience HDIY, 1iVo service will be increasingly appealing. Once again, TiVo has ‘eszablished the technological standards inthe envi fonment. The TiVo Seris3 HID version allows con ‘sumers ro do many additional things and delivers both the audio and visual ix HD. “Tivo realizes that great quality videos need to be supported by great quality audio; chus, T'Vo puc a lorofeffor into audio development and received the certification of being the frst digital media recorder to mect the performance standard in HDTV. THX is wvell known for having developed the highest sean Gard of audio, mainly the surround systems, in the entertainment a8 well as the media industry. TiVo SERIES3 The now TiVo Series3, which is being sold for 5799, has the ability @ record two HD programs simultaneously while playing back 2 third previ ously recorded one. Iv also has two signal inputs land accepts cable TV and overthe-aie signals. It replaces the existing as well as the 30-second com- mercial skip. The neve HD Tivo is different ecanse there is no lifetime membership for tae HD TiVo References bepaheesvocony epulen wikipedia opto epuln wikis oglok High-definition televise Iepulegotronconipelpvineoezn Faults comcem/Tivo,- Corns reach DVI eal 2100-1041_3.5616961 ht Iepinewscom com/TVo and =i TV teaend teams! 2100-10383 6060475 hank ple technlonyreincom puter ftcompanycon/magazie/ vo hel Busnes Lovo! Cates: Domestic and Gots! compare to older DVR products. his shift of the To eevenue model TVe want 3 atthe {ubserpion based revene team Despite tat he eapabityof To bing abe to record and playback in HD, there are still many con- ‘raion or people before buying the Tie. The Sonate ofthe HD TiNo is he pce tag, wich i Grvy expensive for tos people, eecy when thee are DVRS offered for fre by cable companies. HD TiVo Enemies [Now that the HD trend is locking the entertainment industry, Tie competitors are also offering HD DVRs on their own and nor usta DVR. Comcast allows is subscibers co rent their DVR. bones for $13.94 per month a they do not sll thie DVR boxes to their customers. With the HD DVR boxes manulactured by Motorola. and Scientific Atlanta, users are able 0 navigate their own prefer: cnees just like uring a TiVo, excepe that TiVo may have better and more features built ino the TiVo boxes. Also, with the Comcast DVR boxes, users will be able to watch the variety of cable channels offered by Comesst with an additional monthly subscription fee to cable channels DirecTV, once a friend but may soon be 2 foe, allows subscribers to add an addtional DVR s Scripton service for $4.99 monthly on top ofthe cho sen monthly subseriprion service package ro DirecTV table channels, which ranges from $29.99 0 $65.99. Tike Comeast, DirecTV does no allow users to keep their DVR boxes; if 3 user isin need of an HD DVR box the user will need to pay an upfront cost of $299 with a $100 rebate. As for the basic DVR, DirecTV charges a $99.99 upfront cost hupulinnovate bogspot-com/2006/09/mike-ramsay~ co-founder of vee hupstwww acmgueuesorp/moduls.phpname pashowpazeni=S3pagen7 epfncw accion connate hy bepomoshav com 2006/08 -isoy-101-how-o ‘pile oe Ded iuhewwerpeeicionscomieobdO30807 hm Iapdicn:tvccommnciey combivo-Wshveheend php? thread 11843 HANSON (A) INTRODUCIION Hanson PLC is one of the en biggest companies in Britain, and is U.S. arm, Hanson Industries, i one of America’s sixty largest industrial concerns, A con fomerate with more than 150 differen businesses Grits porolio, Hanson PLC has grown primarily by maing acquisitions, By the end of 1989, the Company had secorded twenty-six years of winter: taped proft growth, cumulating in 1989 operating income of $1.61 billion on revenues of $11.3 billion find assets of $12.03 billion. The company’s share: folders have been major beneficiaries ofthis growth. Bexween 1974 and 1989, the price of the company’s thas on the London Stock Exchange increased tighiyfold, compared with an average increase of {Ekeenfold for all companies quoted on the London Stock Exchange during this period.' Along the wan, Hanson has gained a reputation for being one of the most successful rakeover machines in the world Its acquisitions during the 1980s included rhree ‘American conglomerates (U.S. Industries, SCM Corporation, and Kidde) and three major British Companies (London Brick, the Imperial Group. and ‘Consolidated Gold Fields) So high s Hanson's profile ‘hat Oliver Stone, in his film Wall Street, reporcedls teed Sir Gordon Whit, head of Hanson Industries, wethe model forthe British corporate raider (the one ‘who outmaneuvered the evil Gordon Gekko) Despite this impressive track record, as Hanson encers the 1990s analysts increasingly wonder about fhe strategy of the company. There is speculation “Conyighr © 2007 by Chale Seon ater an a a a seed or he at ee antl ren fhe cepa daconn ce 2 sho sh company may be on he vere of braking Ty Sa rang th uo Srl. he weet companys ounders facing thisspes- TOT ono en who bat and sl rn che con- ‘sre Lord Hanson and Sc Gordon White, ¢ eee sis and both ave promised 0 Com aan whe hey ae sre As one ier ae eee yea sated wil ish i of" Pe rc te arson i 050 Bg tha eet ake some spectaco deals ro contin Nee ow rots Acoring to many, cade sao Se Bnnes Shel sey gure Michael ia ae ly are wou many ebvious com ree er aman co buy Tisven Hanson wil Ter at yoorer and poorer oof manag de On the ther band, ate ead of 1989 Fianethad Sis bition nck ont blancs shee. Tins long wih iio nero Hed eich compay epee borrowing caps ¥en ny suas hati Hanson and White eel wih they eral undrae an xguston thar woulda the RJR-Nabico deal ia i. ‘Siler commentators qoasion the Jonge sii of the compa. Some a tha Hanson uae nre an an se epee that he Igo vet compas manent he Sa ered to one veenent anke, T' ser el tha Hagen na compari

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