Roger,
Thanks for your kind words and many congratulations on your marriage . . . I hope the honeymoon lasts for years. :)
The article you posted was filled with very interesting comments, IMO. I'll keep this short, but would like to address a couple of the main things that jumped out at me.
But Vulcan, perhaps because it is driven by a few key personalities rather than a layer of megacorporation managers, seems to project a more unified vision of what it will put on those pipes leading into the home. AT&T hasn't given clear signals of how Excite's Internet site is included in its future.
Here's a very well-composed post worth looking at regarding the competition, T/ATHM/Excite/AOL(?). There may be some disputable issues, but the tug-of-war and lack of clear direction is well illustrated. It's not important to understand all the fine points (because I certainly don't), but it paints a picture in stark contrast to the unity and focus we have come to take for granted from the VV/GNET/HSAC camp. (And make sure you read the last line.)
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While Brand X is using all the energy of it's "megacorporation managers" to decide if it's going left or right, we're left in the enviable position of knowing what direction we're generally headed and are able to focus talent and resources on achieving that goal. As, stockholders, we have only to be patient while the job gets done (because it is a monumental task and won't happen overnight).
I was also particularly enthusiastic over these quotes, because they validated my belief that broadband content must be approached as a new and separate product.
Building the portal requires more than a few quick fixes to the existing Go2Net Internet site, said Russell Horowitz, Go2Net's chief executive officer.
"To create the definitive offering, you need to bring together the leading companies with particular expertise in a number of areas, and create a company that is a convergence of that expertise," Horowitz said.
"It's not like anyone's ever done this before," said David McCourt, RCN chief executive. "We cannot follow someone else's mold, because we're creating something from scratch."
Doesn't sound like works from people who feel like they're playing catch-up. The more I kick around the whole concept of this (Broadband Partners) structure the more convinced I am of it's brilliance. I'm pleased that the content for Charter will be from the ground up and not just a tweaking of the current site. I also think the idea that GNET will contribute content to a separate company (in which it is a partner) has great merit, because it frees GNET up from being trapped into the mindset that they have to provide it all (as might be the case if content was developed in-house, through a separate broadband division). We all know that GNET has some very strong points and also some glaring weaknesses (in terms of being able to provide a comprehensive content package). The BP setup allows them to build on their strengths (read "vertical") while integrating outside expertise, either through additional partnerships or contract arrangements, for those areas in which they are lacking. And while there are bound to be some internal struggles, it seems to me that everyone's roles are generally understood.
The only thing from the article that disappointed me was hearing that I'd still have to get off the couch to actually watch that movie. <g>
...Here's one possible permutation, Horowitz said. Imagine viewing a movie trailer on television, clicking a button, finding out its next showing at the nearest theater and buying tickets over the television, all without getting off the couch.
Guess I lied about keeping this post short. :)
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