The foundation of cable TV
The foundation of cable TV is an integrated system that uses radio frequencies to transmit television programming to subscribers who purchase a specific bundle set. Following that, the frequencies are conveyed through a variety of mediums, including fiber optic cables, coaxial cables, light impulses, and most recently, light. At the moment, the rising demand for cable TV is dependent on high-speed internet, effective phone services, and the incorporation of digital cable that enables online streaming (Waterman, Sherman, & Ji, 2013). As a result, the paper will concentrate on Direct TV in order to present the theoretical foundation for the project's goals and objectives. Direct TV is an American based direct broadcast satellite service provider currently based in El Segundo, California. Before its acquisition by AT&T, the company operated as an independent entity until 2015 when it became a subsidiary of its parent company. Direct TV offers both television and audio services to paying subscribers through satellite transmissions to television stations, private video and audio services. Subscribers are therefore able to access numerous channels transmitted and broadcasted live. In spite of its consolidated market portfolio, Direct TV has endured stronger competitive markets from other reputable cable TV providers such as Verizon and Dish Network but possesses a weaker digital integration framework (Chalaby, 2016).
Project Description and Identification of Goals
The project is aimed at establishing the challenges affecting subscribers of the cable TV channel since viewers have reportedly had issues with connectivity. Facilitating a comprehensive redesigning of the enterprise's network and aligning it with the organizational needs is expected to strengthen Direct TV's connectivity and distribution. The following goals will facilitate problem identification and provide appropriate intervention measures to mitigate against customer dissatisfaction:
To establish standards that will encourage digital adoption with integrated product support.
To enhance viewership experience through the adoption of mobile technology based on the creation of accessible applications.
To promote creativity and innovation through a service-oriented content production to meet specific customer needs.
Stakeholder and Role Identification
The primary stakeholders in the network redesign project are television networks such as CNBC that will produce and purchase content for broadcast while scheduling content to acquire and consolidate the most significant share of the viewership. The networks will help Direct TV make money mostly by advertising revenues for the commercials shown between various television programs while targeting viewers through specific demographics (Chalaby, 2016).
Similarly, cable companies will act as the secondary stakeholders in the distribution channels to television networks. To this end, Direct TV will form partnerships with other cable TVs such as ITV to help expand its subscriber base. Studios and production companies such as Warner Bros will come in handy to finance the production of television content for the television networks. Streaming video providers like YouTube will make television content more accessible, and this is where Direct TV will exploit to deliver its content to its millions of subscribers (Waterman et al. 2013).
Network Diagram
Figure 1: network map that includes the complex components of a network (Halog & Manik, 2011).
Project Timeline/Outline of the Network Engineering Life Cycle
Halog & Manik posit that the initial stage of the engineering lifecycle entails needs identification which ultimately contribute to the formulation of organizational objectives and goals (2011). The stage highlights system requirements to facilitate the desired internet connectivity integration for Direct TV. The system specifications reflect the technical requirements needed to guide system design and development. It entails gap identification, feasibility analysis, requirements, specifications, and the conceptual model. Preliminary system design comes second and is the stage where subsystems intended to perform the desired system function get designed and specified in strict compliance with setout specifications. It entails the definition of subsystems, testing requirement, and compatibility to establish eventual functionality and engineering models to be implemented.
Detailed design and development then follow and entail the development of the specified form of specifications. At this stage, individual interfaces that facilitate system interoperability are designed and produce product specifications tailored to facilitate successful implementation (Halog & Manik, 2011). Consequently, the production and construction phase become the stage where the product acquires a realistic form by specifications and requirements. Similarly, materials are deployed to facilitate the process of systems assessment to mitigate operational deficiencies and adapt the systems to continued improvement.
After complete and successful implementation, the newly deployed TV product will be used by the subscribers for its intended operational role. Systems modifications and continued improvements are also done at this stage (Halog & Manik, 2011). Lastly, the phase-out and disposal stage provide the project with the ability to monitor and assess effectiveness and efficiency and whether such efficiency is sustainable in the long run. Considerations are then made for continued operational support or the use of existing alternatives and the potentiality of conducting a total system overhaul at the expense of routine maintenance.
International/Cultural Concerns
The basic international concerns emanating from the cable TV industry arise from the proliferation of the industry by new entries into the market. With digital revolution seen as taking prominence in the poorly exploited mediums such as digitalization of content, the new entrants are creating a niche for themselves while acquiring a growing customer base by the day (Chalaby, 2016). The advent of internet technology has also led to the development of the shift from conventional viewing habits to the more mainstream approach where digital content is availed seamlessly on mobile devices. The threat, therefore, emerges from the reality of a crumbling satellite and cable TV industry as consumers opt for affordable internet-based plans.
The mass media has inadvertently influenced cultures over generations and continues to do so to date. Erosion of cultural norms and heritages is blamed on the television programs, and the proliferation of TV industry with violence-based programs identified as precursors to behavioral degradation (Chalaby, 2016). The use of the internet to access television programs is feared to further expose the audience to a permissive culture where social and cultural restraints become limited. The redesign of the network is therefore intended to create filters that will promote cultural cohesion by delivering content-specific products for various audiences.
Conclusion
The primary mandate of Direct TV is to establish a functional and collaborative environment where all media and their platforms get integrated to enhance the viewer experience. The consistency of the user experience becomes vital to the brand hence the need to provide the appropriate platforms that thrive on content production tailored to meet the specifications of various audiences through interconnected systems. Therefore, to deliver on the user experience, the cable TV company will need to focus multisectoral collaboration with the relevant stakeholders for sustainable growth and profitability. The development of appropriate network engineering tools will offer flexible methods to enhance functionality and management.
References
Chalaby, J. K. (2016). Television and globalization: The TV content global value chain. Journal of Communication, 66(1), 35-59.
Halog, A., & Manik, Y. (2011). Advancing integrated systems modelling framework for life cycle sustainability assessment. Sustainability, 3(2), 469-499.
Waterman, D., Sherman, R., & Ji, S. W. (2013). The economics of online television: Industry development, aggregation, and “TV Everywhere”. Telecommunications Policy, 37(9), 725-736.
