Comcast’s new, on-demand service, launching in April, is an attempt to break NBCU’s unsustainable dependence on sales to Netflix and other SVODs. Peacock provides a path of digital transition for advertising-funded TV with a revamped low-load, high cost-per-thousand model.

Reach will be built with a free online tier and distribution to Comcast subscribers. Peacock seeks carriage from other pay-TV operators, with which reciprocal deals would make sense (i.e. HBO Max on Comcast alongside Peacock on AT&T’s platforms).

In Europe, where Comcast has no existing major free-TV offering to transition, launching Peacock will be challenging but could present Sky with ideas to counterweigh Netflix on its own service.

Subscription game services will finally allow platform owners and developers to deliver truly accessible gaming experiences for all, across devices, at a lower entry price point, and curated to ensure consumer safety—both in terms of cost transparency and content types.

Consumer comfort with subscriptions should be embraced by the games industry and has already started in mobile. Apple’s Arcade subscription is the test case, providing focused all you can eat games that minimise exposure to violent gameplay, and the ‘free to play’ wild west.

Core gamers remain the most vital and profitable games customer segment, but they have been overserved and are an obstacle to broadening the reach of games. Now is the time to move beyond this group, to restructure, expand, and normalise the games market in the next decade.

We have recently completed our December survey of UK mobile users, which shows increased purchase intentions for handsets in general and camera phones in particular.  We summarise the results in this note, which are good news for handset manufacturers, but more mixed for the operators.

In January the UK Competition Commission (CC) is expected to issue its report on the pricing of mobile termination rates, an issue that was referred to it by Oftel after the UK operators rejected Oftel's initial decision. In this note we speculate on the likely contents of the report, and the impact on the UK mobile industry.

This report provides our forecasts for the growth rate of digital television homes in Europe over the next three years. We split countries into four groups and predict how the numbers of households with access to digital delivery of television will change in each group. The growth in satellite delivery has slowed considerably during late 2001 and 2002. The digitalisation of cable has stalled almost everywhere. So the only major uncertainty lies in the growth of digital terrestrial homes. This year has seen the failure of two of the four existing services, but the rebirth of the UK operator, in the form of the BBC's Freeview, may herald a more successful era. First indications are that Freeview is doing well. In other countries, however, the obstacles to the growth of a free-to-air service are more significant than in the UK and we do not believe that DTT will experience rapid growth in many other countries, despite the plethora of launches planned in the next few years.

In the next few days, NTL expects to emerge from Chapter 11, relieved of $11 billion of debt. While the long negotiations over financial restructuring have been in progress, NTL management has been conducting a huge cost reduction exercise largely out of the public eye.

This note looks at the position of TPS, the satellite pay-TV venture largely owned by TF1 in France. We particularly focus on the issue of payments for football rights because sports rights have become the crucial ingredient in pay-TV success, in France and elsewhere.

Universal Music is an important component of Vivendi’s business. As M. Fourtou shuffles his cards, the disposal or flotation of Universal becomes more likely by the day and this report values this market-leading record company.

One response to the growth of the satellite and cable households has been for terrestrial broadcasters to launch their own digital channels. These channels are beginning to absorb significant fractions of the total programming budget and in this report we look at the implications for the parent broadcasters. We examine E4, Channel 4’s main satellite entertainment channel, showing that it is likely to remain a drain on the parent for many years to come. Rather than ‘strengthening the brand’ of terrestrial broadcasters, which is the reason normally given for diversification into satellite channels, our research shows that E4 and other services do nothing for the parent company and divert programming expenditure that would otherwise be usefully spent on the terrestrial service.

Weak revenue growth has been a feature of both European and US fixed line incumbent operators over the last six months, with the root of the problem lying in poor growth, or even decline, in the volume of voice calls. This report looks at the reasons.