Establishment of the business development department in Cable Boss - OMI

• Main Author: Villasis, Emmylou G.
• Format: text
• Language: English
• Published: Animo Repository 2015
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/4986
• Institution: De La Salle University

Sister companies CABLE BOSS and OMI are the leading Philippine sub-licensors for the airing rights of more than 90 of the most well known channels offered in over 500 of the 700 small to medium-sized cable TV systems nationwide. Recent technological developments in the Pay-TV industry however have put at risk the sustainability of these systems. They are slowly losing market share to giants PLDT and Sky Cable. These conglomerates are able to invest the huge funds necessary to upgrade delivery platforms to fully exploit the advantages provided by broadband-enabled IPTV in terms of reach, channel capacities and audio-visual clarity. Faced with sustainability issues, this Integrative Action Research was conducted, through a collaborative effort by a core group belonging to CABLE BOSS and OMI. It aimed to establish and activate the Business Development Department as a viable intervention to address threats to the survivability and growth of both companies. Scheins (1999) ORJI Model, McKinseys (1980) 7S Model, Kotters (1996) 8-Step for Leading Change and the Ansoff Matrix (1957) were used as frameworks. Within an experimental period, the composite team of the Business Development Departments was organized, its functions and individual responsibilities were identified, a customized criteria for critical decision-making was designed, project ideas and proposals came out, and an actual project was implemented.