Entity Dossier
entity

Sky Media

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

"In November 1987, Jarvis and Heatley were pleasantly surprised to discover that while the Sky name was being used for pay TV overseas, no one had trademarked the name in New Zealand so they registered their new company as Sky Media. In February 1989, it was changed to Sky Network Television Ltd. Jarvis and Heatley were the original investors with Heatley, who had more financial resources, gradually increasing his share as the costs mounted. Green, who had a mortgage and young family, was not a shareholding investor but nonetheless committed by ‘taking a leap in the dark’ and leaving his secure job in a small manufacturing company to join Heatley and Jarvis. He had the technical understanding they needed and says he was promised they would see him right in the future. He feels disappointed, though not bitter, that in his view those promises were never made good."

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

"To set up towers in remote high spots was not only beyond Sky’s financial resources but the process of getting resource consents would have taken years, quite aside from the physical and financial challenges of getting power and infrastructure to the difficult-to-access sites. In that field, TVNZ subsidiary Broadcast Communications Ltd (BCL) literally held the high ground. It had the towers and access agreements already in place with landowners to allow it to reach and maintain the towers. At considerable cost, Sky partnered with BCL. In February 1989, *The New Zealand Herald* announced that Sky and TVNZ’s broadcasting services division had agreed ‘a multi-million-dollar contract’ for the state broadcaster to provide ‘a total transmission service for Sky Media’.[1](private://read/01jectdbce729daxqkxt7cbe8r/#mn18)"

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

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