Entity Dossier
entity

Channel Nine

Strategic Concepts & Mechanics

Relationship LeveragePay Consultants to Open Doors
Signature MoveGood Cop While Gibbs Plays Bad Cop
Competitive AdvantageMonopoly Infrastructure as Chokepoint
Capital StrategyHidden Cost of Frivolous Spending
Cornerstone MoveSell Before the Floor, Buy the Next Thing
Signature MoveNever Consider Failure as a Possible Outcome
Risk DoctrineBrierley's Bluff-Bid Brinkmanship Lesson
Cornerstone MovePhone Call to the Top, Then Show Up Anyway
Signature MoveStagger Contracts to Break Supplier Cartels
Cornerstone MoveExclusive Rights as Subscriber Magnet
Signature MoveResign from Everything When Time Becomes the Priority
Signature MoveCut-Throat Competition Even at the Dinner Table
Decision FrameworkRide Winners, Cut Losers at Ten Percent
Identity & CulturePhone Stops Ringing Test of Friendship
Strategic PatternState Broadcaster Arrogance as Opening
Operating PrincipleLucky Timing as Honest Accounting
Capital StrategySubscriber Economics Over Advertising
Risk DoctrineAnimal Intuition to Exit

Primary Evidence

"The regulation that first confronted Heatley, Jarvis and Green was daunting. Just to try to replicate the Australian situation of showing live racing in pubs meant first penetrating a dense thicket of bureaucracy and government-mandated monopoly. Technically, putting a satellite dish in a pub car park was not difficult. Nor was leasing transponder space—there was a satellite with a transponder capable of rebroadcasting from Australia to New Zealand, which potentially allowed Australian horse racing to be shown live across the Tasman. Jarvis had already talked with Kerry Packer’s Channel Nine about getting access to its racing channel’s content. But even if you owned your own pub—owned the land, owned the buildings—and bought your own satellite dish, paid yourself to have it installed and paid for the satellite space to receive the signal and the coverage, you would still need a licence from Telecom to set up the dishes and allow the telecommunications to go ahead."

Source:No Limits: How Craig Heatley Became a Top New Zealand Entrepreneur

"There were dilemmas everywhere the novice Sky team looked. What if the government changed its mind and the frequencies were never tendered? What if they were tendered but Sky lost the bid? Or won it but had nothing to broadcast? But if they signed up pay TV rights, then lost the bid, the money they had paid for content would be wasted. Would their chances of signing up rights, and winning frequencies, be enhanced if they had a demonstrable physical base? But what if they paid for a base, then did not win the frequencies or could not obtain the rights or both? However they looked at it, there was no way of escaping significant financial risk. On top of that, apart from Jarvis’s early discussions with Kerry Packer’s Channel Nine in Australia about televised horse racing, none of them knew how to go about signing international broadcasting rights for a TV company, let alone one that was not yet on air. The one outcome they did not consider was what might happen if they set up pay TV and not enough New Zealanders were willing to pay for it to make it viable. But as David Grieve observes, Heatley has an ability to look past problems. Grieve remembers that in the post-crash environment when people were being much more cautious in their spending, Heatley paid $2 million for a property at O’Neills Avenue in Takapuna. ‘He always seemed prepared to move forward, rather than move backwards.’"

Source:No Limits: How Craig Heatley Became a Top New Zealand Entrepreneur

"Heatley and Jarvis were introduced to Sam Chisholm, the Kiwi then-chief executive of Kerry Packer’s Channel Nine. Sky paid around $350,000 to Chisholm and some of his people to act as consultants—effectively to broker the introductions Sky needed to set up meetings. It felt like a lot of money to pay for not much but it was the price of opening doors."

Source:No Limits: How Craig Heatley Became a Top New Zealand Entrepreneur

Appears In Volumes