DIRECTV 2009 Annual Report Download - page 8

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our national HD channels by 50% furthering our leadership
position in the industry. Last year we greatly enhanced our
user interface and programming guide with the launch of
SmartSearch™, a ground-breaking search engine that makes
it so much easier for our customers to find their favorite
shows faster than ever before.
In addition to offering great services, we must also continue
to build the strength of our brand through innovative advertising
and marketing campaigns designed to attract high-quality
subscribers. And of course, we have to continue managing
our costs with discipline to support margin expansion.
PUSHING THE INNOVATION ENVELOPE
This much is clear: given the continued advancements in
technology coupled with an evolving economic and consumer
environment, we must continue to refine DIRECTV’s strategic
and operational priorities.
As solid as our approach is today, we recognize that we can’t
be locked in to what’s worked in the past or closed off to new
approaches that open more opportunities for us to connect with our
customers. In first half 2010, we are conducting a comprehensive
review of our strategies – and the assumptions that underlie them.
Even now, based on my initial observations, I know we will be
making a few shifts in emphasis going forward.
The key factor driving our growth has been our vision to
provide the best television experience to our customers. While
that television experience remains critical, consumers also expect
with more choices and options while raising their expectations.
And in the pay TV marketplace, competition has intensified
while our programming partners continue to seek higher rates
for the content we show.
But the challenges we face can’t obscure the opportunities
we see. Everything in our research tells us that consumers remain
passionate about watching video – both inside and outside of
their homes. We know that video is the fastest growing service
on the Internet, as well as on phones and other portable devices.
Furthermore, the strong demographics of our higher quality
subscribers have provided a degree of insulation against the
economic downturn compared to most of our competitors.
And in Latin America, we continue to see tremendous growth
opportunities for years to come.
With that in mind, my goal is to build on DIRECTV’s successful
track record and take us to even higher levels of market share,
revenue, profits, and cash flow. To do that, we have to maintain
the many things we’re doing well – things that define the DIRECTV
experience – but also accelerate our innovative creativity to make
sure we attain our goal of delivering the best video experience
anytime and anywhere.
STRENTHENING OUR CORE
In the U.S., we must continue to lead the industry by introducing
compelling new products and services that differentiate us from
our competitors. For example, with the successful launch of
our new D-12 satellite, we now have the capacity to increase
Consumers expect us to
evolve into more of a full video
provider – delivering access
to their favorite programming
whenever and wherever
they want it.
6 DIRECTV