Help
CEOExpress Home | News Center | Contact Us
  McKinsey Quarterly

 
Industries
Automotive
Energy, Resources, Materials
Financial Services
Food & Agriculture
Health Care
High Tech
Media & Entertainment
Nonprofit
Public Sector
Retail
Telecommunications
Transportation
Function
Corporate Finance
Economic Studies
Governance
Information Technology
Marketing
Operations
Organization
Strategy
Search Articles:

All of these words Any of these words
Summary
Please note: The McKinsey Quarterly has agreed to a special arrangement for CEOExpress members that allows member access to their articles. Articles must be clicked on directly through the links below to gain access to this group of articles.
Reprogramming European cable
European cable companies are deeply in debt and losing money, but restructuring their debt and reducing their costs won't solve these financial difficulties. The fundamental problem is the strategy that pushed the providers into debt: they are trying to sell a combination of premium TV, broadband Internet access, and cable telephony to customers who just aren't interested enough. Most of these companies need to arm themselves with radical new strategies—perhaps even inviting competitors to sell products over their networks—to survive.

The take-away: Cable companies will have to slow down their new investments and shed their monopoly mind-set to survive in Europe's postbubble marketplace.
  


Articles provided by The McKinsey Quarterly
© 1992-2003 McKinsey & Company, Inc

 

Copyright ©1999-2024 CEOExpress Company LLC.