Time Warner Corporation, entertainment industry, weather obstacles
Alike other sectors, success in the entertainment industry never arises overnight, but rather involves running the enterprise based on creativity and timely strategizing to weather obstacles which threaten the survival of the entities. Typically, the formidable strength of players in the entertainment landscape emerges from crafting timely strategies that actively integrate the enterprise future expectations with market requirements. Every individual who has operated entrepreneurial activities or worked in market-oriented enterprises appreciates that rule one is making a product that people want and then offering it to the target segment at a price they are willing to pay (Doctorow, 2012).
However, doing all that is never enough to guarantee the corporation success in setting it apart from the pack, but not a single enterprise thrives without
undergoing that vital starting point. In the chosen field of entertainment, modern companies have experienced no fast tracks to their status as they embrace piece meal growth patterns and continual adaptation to changing market requirements.
[...] Time Warner Inc. lies behind two media titans comprising Walt Disney and News Corporation in addition to emerging enterprises including NBC Universal Media LLC, Twenty-First Century Fox Inc., Discovery Communications Inc. and Liberty Interactive Corporation, which heighten the competitive pressure in almost every segment it serves (Morningstar, 2013). Besides, the company focus on leisure is greatly affected by the mushrooming alternatives following internet connectedness, thus affecting consumers demand for its mainstream products and services. Lastly, Time Warner's business suffers substantially when it cannot continue licensing or enforcing its intellectual property rights in which the enterprise is built (Thomson Reuters, 2010). [...]
[...] As a yardstick of performance evaluation, the system draws management attention to areas with substantial variances thus making the entire organization to remain cost-conscious. Lastly, it is a vital element of management by exception approach in simplifying bookkeeping activities in the integrated accounting systems where managers focus on pricing of products and services, and inventory valuation. TIME WARNER CORPORATION Bibliography Time Warner. (2012, November 6). Ethical Sourcing and Supply Chain. Retrieved August from http://www.timewarner.com/our-company/corporate-responsibility/leadingresponsibly/ethical-sourcing-and-supply-chain/ Doctorow, C. (2012, December 20). Why the Entertainment industry's Release Strategy creates Piracy. Retrieved August from http://www.theguardian.com/technology/2012/dec/20/entertainment-industry-creatingpiracy Duncan, G. [...]
[...] Mason, Ohio: South-Western Cengage Learning,. Wu, T. (2011). The Master Switch. The Rise and Fall of Information Empires. New York: Alfred A. Knopf. [...]
[...] TIME WARNER CORPORATION 9 Standard Costing Time Warner depends on outsourced and internal supply of raw materials to sustain its branded content in the three segments. Firstly, the company relies on paper suppliers such as UPM and AbitibiBowater Inc. in sustaining its influential magazines including Time, Sports Illustrated, Instyle and Real Simple (Rowzie, 2012). Given the spreading scale, it purchases products and services including office supplies, furniture, paper and printing for magazine and comic book production, DVD manufacturing and technology equipment and services ( Time Warner, 2012). [...]
[...] (2011, June 23). Viacom, Time Warner call a time-out on iPad fight. Retrieved August from http://www.digitaltrends.com/home-theater/viacom-time-warnercall-a-time-out-on-ipad-fight/ Elber, L. (2013, July 29). Les Moonves, CBS Chief Executive, Says Time Warner Cable Fee Dispute Unresolved. Retrieved August from http://www.huffingtonpost.com/2013/07/29/les-moonves-cbs-time-warner-cable-feedispute-unresolved_n_3672007.html Heisinger, K. (2008). Introduction to Managerial Accounting. Boston: Houghton Mifflin. Morningstar. (2013). [...]
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