Comcast 2014 Annual Report Download - page 36

Table of Contents
NBCUniversal
Each of NBCUniversal’
s businesses also faces substantial and increasing competition from providers of similar types of content, as
well as from other forms of entertainment and recreational activities. NBCUniversal must compete to obtain talent, programming
and other resources required in operating these businesses. For example:
All of our businesses’
ability to compete effectively depends on our perceived image and reputation among our various
constituencies, including our customers, consumers, advertisers, investors and governmental authorities. In addition, our ability to
compete may be negatively affected if we do not provide our cable services customers with a satisfactory customer experience.
There can be no assurance that we will be able to compete effectively against existing or new competitors or that competition will
not have an adverse effect on our businesses. For a more detailed description of the competition facing our businesses, see Item 1,
Business and refer to the “Competition” discussion within that section.
Changes in consumer behavior driven by newer products and services may adversely affect our businesses and
challenge existing business models.
Newer products and services, particularly alternative methods for the distribution, sale and viewing of content, have been, and will
likely continue to be, developed that further increase the number of competitors that all our businesses face and challenge existing
business models. These products and services are also driving changes in consumer behavior as consumers seek more control
over when, where and how they consume content and access communications services.
While our cable communications business is attempting to adapt to changing consumer behaviors, for example, by deploying our
X1 platform and Cloud DVR technology, products and services have emerged that may compete with our video services, including
services and devices that offer subscription video on demand services or the ability to download movies, television shows and other
video programming, any of which can be viewed on television sets, computers, smartphones and tablets. Some of these services
charge a nominal or no fee for access to their content, which could adversely affect demand for our video services, including for
expanded digital video packages, premium networks, and our DVR and On Demand services. Additionally, one traditional provider
of cable services has begun, and other companies have indicated they also may begin, to offer smaller packages of programming
networks directly to customers over the Internet at price points lower than our traditional video service package offerings, which
could adversely affect demand for our video services or cause us to offer more customized programming packages that may be
less profitable.
•
our cable networks, broadcast television networks and owned local broadcast television stations compete
for viewers with other similar networks and stations, as well as with other forms of entertainment and
content available in the home, such as video games, DVDs and the Internet
•
our cable networks compete with other cable networks and programming providers for carriage of their
programming by multichannel video providers and online digital distributors
•
our filmed entertainment business competes with other major studios and other producers of
entertainment content for sources of financing for the production of its films, for the exhibition of its films
in theaters, and for shelf space in retail stores for its DVDs and for distribution by online digital
distributors; it also competes for consumers with other film producers and distributors and all other forms
of entertainment inside and outside the home
•
our theme parks business competes with other multi-
park entertainment companies and with other
recreational and tourism activities
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Comcast 2014 Annual Report on Form 10
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