Telemundo Case Analysis

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Telemundo, the second-largest provider of Spanish language content worldwide, targets its programming to audiences around the world in more than 100 countries, in over 35 languages. The Mass-Market Strategy, which has no segment focus, allowed the network to reach massive audiences. Nevertheless, Telemundo also used other segmentation strategies to be able to compete with Univision, the other giant in the industry. Telemundo, to be able to fully penetrate the world market, it also used the Multi-Segment Strategy. The network heavily invests on its own productions with a particular target market in mind. For example, the adaptation of NBC’s “The Voice Kids,” which is its highest-rated series ever is targeted to children but also to parents as…show more content…
Also, the network own version of “Top Chef” filmed at the original show’s set in New Orleans has proved successful financially. Audiences from 30 to 60 years old followed the latest season. Yet, the backbone of the network’s successful programming is the novellas. This segment is targeted to women from 30 to 80; however, many men also watch this genre. In addition, it is not only targeted to Spanish-speaking audiences around the world but they are dubbed to 35 languages too. Another strategy used is the Adjacent-Segment Strategy. Telemundo invests in high quality productions, so the network bought the rights to the 2015 Women’s Soccer World Cup as an adjacent segment to the 2014 Men’s Soccer World Cup. This kind of sports events represents for the Spanish-language network one of its most valuable assets. These strategies offered the network the opportunity for market…show more content…
While the competition is branching out to English speaking audiences, Telemundo will stay focused on Spanish speaking audiences. The reason being that there are roughly 50 million Hispanics living in the United States. Almost half of them speak more English than English. From those, 14 million land in the advertiser-coveted 18-49 demographic. These factors put Telemundo in a product differentiation advantage towards its closest competition. Although Telemundo reaches 90 percent of households in the country, as its competition does, the network has the physical infrastructure to be the leader in the Spanish broadcasting industry. Another differentiation with its competition is that Telemundo produces its own programming while the competition imports programming from Mexico. This means, they have talent from another country, with which U.S. audiences don’t identify as well as with local celebrities. Thus, Telemundo invests more to bring bigger stars for its scripted programming. They “have by far the largest roster of Spanish-language talent, both in front of, and behind, the cameras.” This strategy creates customer value because continuous improvement is one of the keys of product performance. Furthermore, the programming that Telemundo has created in the last years has built the foundation for a brand identity. According to Telemundo’s president, the network is having the

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