Entity Dossier
Company

Nickelodeon

Strategic Concepts & Mechanics

Cornerstone MoveEquity Stakes for Distribution LeverageCompetitive AdvantageCableLabs Royalty-Free Standards PlayCornerstone MoveStock Architecture to Lock ControlCompetitive AdvantageBlackout as Franchise LeverageCapital StrategyTax-Sheltered Growing AnnuityCapital StrategyInsurance Company Capital Over BanksSignature MoveNever Bet the Whole FarmStrategic PatternWarrants as Industry Coordination CurrencyDecision FrameworkEmpathy as Negotiation ArchitectureSignature MoveThrow the Keys on the TableSignature MoveOwn a Small Piece of a Winner You Can't RunOperating PrincipleDecentralized Cowboys with Centralized BenchmarksRisk DoctrineWhat If Not as Decision FilterStrategic PatternScale Economics as Survival DoctrineSignature MoveAsk One Sharp Question to Crack Open IntelSignature MoveCash Flow Not Earnings as CurrencyCornerstone MoveBuy the System, Pay With Its Own Cash FlowIdentity & CultureIntrovert's Edge Through ListeningOperating PrincipleDenial as Quality ControlIdentity & CulturePrincipal or Employee, No Middle GroundSignature MoveInstinct Over Data as Decision DoctrineCornerstone MoveOne Dumb Step Then Course-Correct at SpeedOperating PrincipleCreative Conflict as Decision EngineDecision FrameworkSerendipity as Career Navigation SystemCornerstone MoveControl Hardwired or Walk AwaySignature MoveHire Sparky Blank Slates Over Credentialed VeteransCompetitive AdvantageContrarian Counterprogramming as Market EntryStrategic PatternScreens as Interactive Commerce SurfacesCornerstone MoveSeize Mismanaged Clay and Sculpt ItCapital StrategyCash the Lucky Check ImmediatelySignature MoveMaterial First, Never the PackageIdentity & CultureFearlessness Borrowed from Greater TerrorOperating PrincipleDrill to Molecular Understanding Before ActingSignature MoveSpin Out What You Build, Never Hoard ScaleSignature MoveTorture the Process Until Truth Rings

Primary Evidence

"JC and I had an early meeting at the convention center, and we walked the show floor before. What we saw opened our sleepy eyes—workers setting up booth after booth for new channels, including HBO, Showtime, ESPN, Nickelodeon, and MTV—more than we had ever seen before and nothing like we had expected. No longer would cable TV be a community antenna service merely bringing in the Big Three broadcast networks (ABC, CBS, and NBC). These companies were coalescing into a completely different business, an unprecedented platform for networks of all kinds: movies, music, news, history, education, food, and so much more. Millions of TV homes in America would want more choice in the channels they watched."

Source:Born to Be Wired

"The reason for the conflict was the way the original agreement had been written, with one critically important paragraph. It stated that all future cable channels owned by either Universal or Paramount were to be equally shared, so when Viacom bought Paramount, Universal took the position that it was entitled to own half of Viacom’s cable networks, which included MTV and Nickelodeon. Sumner Redstone, who controlled Viacom, went bonkers when he heard this extreme claim and countersued Universal, saying *he* ought to own the USA Network. As lawsuits tend to, this one dragged on for some time, and the final settlement gave Universal sole ownership of USA."

Source:Who Knew

Appears In Volumes