STREAM

MBA-740 Marketing Strategy Project

Executive Summary

The internet has revolutionized deli e of ideo o te t. Mo ies, tele isio p og a s, spo ts, a d
even personally developed content are becoming increasingly available via internet streaming. One
method companies have used in an attempt to profit from this technology is through the development
and sale of streaming media players which are add-on devices that allow traditional televisions to
e o e “ a t TVs, capable of displaying content from a variety of internet sources.

The main area of strategic control in this market lies in gaining access to content. XStream is the first
company to strike deals with the three major networks and ESPN to provide online access to live
streaming sports content through a media player with exclusivity through then end of 2014.

The XStream XYZ is the first product developed by the XStream Company. It is a streaming media
appliance that provides the ability to play content directly from the internet on any HDMI enabled
television or monitor. It connects directly to the HDMI port and is powered by either a wall connection
or via USB which can also be plugged into capable televisions. The XStream XYZ has the ability to stream
content from all major media providers including ABC, NBC, CBS, FOX, ESPN, Amazon Prime, Hulu,
NetFlix and YouTube. Once the system has been connected to the desired services, it has the capability
to p o ide ha el-f ee ope atio . It does this through robust and easy-to-use search capability (using
both typed and voice). In addition, the XStream XYZ will provide recommendations for viewing based on
the use ’s past ie i g ha its, sea hes o pleted, e ie s a d si ila use s’ ie i g ha its. Thus, the
XStream XYZ offers the target segment, the following value proposition:

For 20-40 year-old males who make greater than $50 thousand per year and are generally
early adopters of new technology who seek to stream video from multiple services to
replace Cable TV, the XStream XYZ provides the ability to stream video from Hulu, Amazon,
NetFlix, CNN, ESPN3, CBS, NBC ABC and 150 additional services as well as video from a home
se e hile p o idi g o te t i a ha el f ee a ith e te si e sea h a d
recommendation capabilities allo i g use s to ut the a le.

The XStream XYZ will be priced at $74.99 retail and $55 wholesale. This is comparable to its closest
competitor, the Roku 2 and is in the middle of the range for streaming media appliances. Breakeven will
occur at 29,680 units at the retail price and 56,413 units at the wholesale price.

The device will be initially sold only at the company’s website www.xstream.com and via phone but will
be sold at Best Buy as soon as production is sufficient to fulfill the initial purchase order. Additional
negotiations are underway for further distribution channels.

Advertising for the product will be conducted via an integrated campaign consisting of television and
internet advertising, supported by a robust social media presence by the company. The initial
advertisements for the XStream XYZ will introduce the brand to the consumer as part of a beachhead
strategy to get consumers interested in the product and begin word-of-mouth. Subsequent ads will
continue the introduction of the product and increase the desirability of one of the product’s unique
channel free feature.

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Company Profile

The XStream Company was established in December 2013. It currently produces only one product, the
XStream XYZ streaming media appliance which will be available for purchase in January 2014.

External Market Analysis

Economic Situation

The United States economy continues its sluggish recovery from the recession of 2008. Quantitative
Easing by the Federal Reserve has pumped billions of dollars into the money supply and has resulted in
the stock market recovering to more than 100% above its recent low. In spite of the increasing money
supply, inflation remains low. Consumer spending continues to increase, with the month of October
2013 posting a 0.4% increase. The Consumer Electronics Association®, predicts consumer electronics
spending to rise by 2.6% during the 2013 holiday season, this compares to a 4% increase during the 2012
seaso . CEA’s stud also fou d that 68 pe e t of o su e s i di ate the ill spe d the same or more
this holiday season compared to last.1

Disruptive Technology

The internet has revolutionized deli e of ideo o te t. Mo ies, tele isio p og a s, spo ts, a d
even personally developed content are becoming increasingly available via internet streaming. Content
is becoming increasingly detached from the delivery medium. In the past, certain programs were only
available via over-the-air broadcast to be displayed on a television. This differentiated them from other
types of video content such as movies and home video. However, broadband internet streaming has
allowed all three major types of content (movie-length programs, television-length programs,
individually produced videos) to be displayed on television, computers, tablets and/or phones. This
leaves little differentiation between types of programming other than length and production source. In
addition, the ability to search for desired content, coupled with recommendation engines has all but
eli i ated the eed fo t aditio al ha els as have been historically applied to television. However,
current streaming media systems continue to treat each content source as a channel. One method
companies have used in an attempt to profit from internet video streaming technology is through the
development and sale of streaming media players which allo t aditio al tele isio s to e o e “ a t
TVs, capable of displaying content from a variety of sources.

The percentage of U.S. broadband households with a streaming video media device has doubled since
2011, reaching 14% in 2013. Parks Associates analysts predict the number of connected TV devices
sold worldwide will reach 330 million annually by 2017, almost double the number to be sold in 2013.
Average product prices will decline over this time, but annual sales revenues will increase almost 100%
by 2017 as more households buy smart TVs, gaming consoles, Blu-ray players, and streaming video
media devices. 2

1
Annual CEA Holiday Forecast and Study Finds Consumer Tech Spending to Grow 2.6 Percent this Season,
accessed November 20, 2013. http://ce.org/News/News-Releases/Press-Releases/2013-Press-Releases/Annual-
CEA-Holiday-Forecast-and-Study-Finds-Consum.aspx
2
More U.S. Households Use Roku vs. Apple TV or Other Streaming Video Media Devices, a essed No e e 20,
2013. https://www.parksassociates.com/blog/article/pr-aug2013-connected-tv

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The largest companies to enter this market are Google and Apple. Google has produced two products,
Google TV and Chromecast targeting various user segments. Apple has produced the Apple TV product.
In addition, Roku and Boxee have produced several variants of their media players targeting different
segments of the market. In addition, other electronics companies such as Samsung and Western Digital
offer media players that attempt to provide the ability to play both local media and internet streaming
content. Microsoft Xbox, Sony PlayStation and Nintendo WiiU gaming consoles also have the ability to
stream media. In addition, many BluRay players have streaming media capability. Roku currently has the
largest overall market share. However, at the moment, no company has produced the de-facto
standard. There should be an opportunity for a superior product that better meets consumer to enter
the market. However, there is a risk that any of the existing competitors could take control of a majority
of the market and squeeze out competition. In addition, larger competitors have the financial resources
to aggressively compete on price.

Market Assessment

Market Trends

Apps currently dominate the market and competition appears to be focused on increasing available
content through inclusion of more apps that allow access to more services. In addition, the use of
mobile devices to replace remote controls is becoming more common.

Market Gaps

Because all current streaming media players focus on providing media in channels, there appears to be
a oppo tu it to e te the a ket ith a ha el f ee pla e that allo s the use to sea ch for
desired programming which will then be discovered, selected and presented in a channel agnostic
fashion by the media player. In addition, very few products have the ability to stream both online and
locally stored media content.

Core and adjacent markets

XStream is currently focused on its single (core) competency of producing streaming media player
devices. However, there may be a future opportunity to expand into the router market. In addition,
XStream technology can be licensed to television manufa tu e s to allo the to p odu e “ a t TVs.

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Value Chain Analysis

Figure 1 depicts the value chain for streaming media devices.

Data Collection

DVR Content Provider

Television
Transmission / ISP

Router

Streaming Device

Local Media Storage

Device components
<Various>

Figure 1

Strategic Control Points

The main area of strategic control in this market lies in gaining access to content. Exclusive access to
select networks or shows should allow a company to capture market share of viewers who have high
desire to access that content. XStream is the first company to strike deals with the three major networks
and ESPN to provide online access to live streaming sports content through a media player with
exclusivity through then end of 2014 in exchange for XStream providing the networks with data on user
viewing habits related to both sports and non-sports programming.

Core Competencies (across all players in the market)

The XStream Co pa ’s core competency is in providing streaming media players to consumers.

Google’s o e o pete e ai s i sea h a d ig data, Apple is p i a il a ha d a e ompany.
Western Digital is first and foremost a hard disk manufacturer. Roku and Boxee primarily produce
streaming media players.

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Future Scenario

The amount of content made available on the internet will continue to increase dramatically over the
next five years. In an attempt to extract value from this content, companies will endeavor to provide
more ways to access it. This will include putting the ability to stream into TVs, DVD/BlueRay players,
console games and stand-alone media streaming devices. Consumers will become more overwhelmed
with the amount of content and will seek technological solutions to this problem. Within 5 years,
streaming technology will likely become commoditized with very few differentiators. Brands that
become known for providing innovative solutions to consumers’ p o le s, e e those the did ’t k o
they had, will gain market share in an increasingly competitive market.

Portfolio Strategy

XStream currently has only one product in its portfolio. The current strategy involves establishing this
product as a beachhead into the market. When sales of XYZ are able to produce sufficient profits,
XStream then intends to expand the XYZ product line to target different market segments and
eventually enter adjacent markets, in particular the Smart TV market, which would primarily focus on
selling the channel free streaming capability to existing television manufacturers.

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Market Segmentation

The market was initially segmented by demographic information: Gender, Salary, and Age

Demographics

Male

Salary < $50k Salary $50-100k

Age <20 Age 20-30 Age <20 Age 20-30

Age 30-40 Age >40 Age 30-40 Age >40

Salary > 100k

Age <20 Age 20-30

Age 30-40 Age >40

Female

Salary $50-100k Salary > 100k

Age <20 Age 20-30 Age <20 Age 20-30

Age 30-40 Age >40 Age 30-40 Age >40

Salary < $50k

Age <20 Age 20-30

Age 30-40 Age >40

Initial demographic research determined that Males between 20 and 40 with salaries of >$50k are far
more likely to make the decision to purchase consumer electronics for themselves or their household.
Based on this, consumers outside this demographic were removed from consideration. The market was
then further subdivided.

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Who Streams
Video?

Tech Savvy Not Tech Savvy

Early Adopters Early Adopters

Review conscious Review Conscious

Recommendation Recommendation
Conscious Conscious

Why Stream
Video?

Completely Save Money on Supplement

Replace Cable Cable Cable

Enable less
A la Carte Not Available
One Service expensive cable On Demand
pricing on Cable
package

Multiple Service Multiple Service Multiple service Multiple Service Multiple Service

Single Service Single Service Single Service Single Service

Description of further segment divisions

Tech Savvy – Consumers who are comfortable with new technologies, are able to set up new technology
unassisted and who are able to troubleshoot with minimum assistance. May be able to provide
assistance to others.

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Early Adopters – Co su e s ho e dea o to ha e the latest, leedi g edge te h olog . The a e

willing to try new technology even before it is well established. Early adopters include tech reviewers
and often recommend new technologies to their social networks.

Review Conscious – Consumers who will generally wait until new technologies are reviewed by
professional tech reviewers such as CNET, Consumer Reports, etc. They tend to select products to
purchase based on what they read in the reviews.

Recommendation Conscious – Consumers who make product purchase decisions based on

recommendations from friends and associates.

Completely Replace Cable – Consumers who choose to stream video content in lieu of paying for
traditional cable television.

Save Money on Cable – Consumers who choose to stream video content in an effort to save money on
their existing cable television subscription.

Enable less expensive cable package – Consumers who pay for a less co p ehe si e a le pa kage
and supplement the package with streaming content.

A la carte pricing – Consumers who only want to pay for certain episodes or movies rather than an entire
channel, therefore they stream to enable a la carte pricing of that content.

Supplement Cable – Consumers who stream video to supplement their existing cable subscription.

Not Available on Cable – Consumers who stream video to gain access to content that is not available
with their current provider or package.

On Demand – Consumers who stream video to enable access to content when they choose, instead of
when it is broadcast.

One Service – Consumers who only use one streaming service (NetFlix, Amazon, etc).

Multiple Service – Consumers who use more than one streaming service.

Segments to examine

A. Tech savvy, early adopters, replace cable, multiple service

B. Not tech savvy, recommendation conscious, supplement cable, multiple service, on demand
C. Not tech savvy, early adopters, reduce cost of cable, enable less expensive package, multiple
service
D. Tech savvy, recommendation conscious, supplement cable, single service, not available on cable
E. Not tech savvy, early adopters, replace cable, multiple service
F. Not tech savvy, recommendation conscious, supplement cable, multiple Service, not available
on cable
G. Not tech savvy, review conscious, supplement cable, single service, on demand
H. Tech savvy, review conscious, supplement cable, multiple service, on demand
I. Not tech savvy, review conscious, reduce cost of cable, a la carte pricing, multiple service

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Segmentation Validation

Segments A B C D E F G H I

Attributes
1. Multiple streaming 10 8 6 1 10 8 1 8 8
content providers
2. Stream Live Sports 7 2 2 1 7 1 2 2 6
3. Stream Locally stored 5 5 5 5 5 5 5 5 5
content
4. Control cable box 1 9 8 5 1 9 8 9 8
5. A la carte pricing 5 6 8 4 5 6 7 8 9
6. Channel-free program 8 7 5 2 8 6 3 7 5
listings
7. Search capability 8 7 7 3 8 7 3 7 8
8. Ease of Use 3 9 9 5 10 9 8 7 8
9. Social Features 4 7 3 8 3 7 3 3 4

Segment Evaluation

Segment Weight A B C D E F G H I
Size 3 2 9 1 2 2 6 5 4 6
Competition 5 9 3 3 6 9 2 4 7 4
Profitability 6 8 7 4 3 8 5 6 6 5
Growth 3 2 9 2 2 3 10 6 7 5
Fit 4 10 4 3 3 9 9 5 8 4
Sustainability 2 3 9 2 2 3 9 5 5 4
Total Score NA 151 145 64 76 150 142 119 146 107

Segment Selection

Based on segment evaluation, it appears that segments A and E are both the most suitable segment and
are essentially the same (tech-savvy and not tech-savvy are basically irrelevant between the two).
Therefore, our target segment will be:

Early Adopters who plan to use streaming as a replacement for cable TV and get their streaming content
from multiple services.

Value Proposition for selected segment

For 20-40 year-old males who make greater than $50 thousand per year and are generally
early adopters of new technology who seek to stream video from multiple services to
replace Cable TV, the XStream XYZ provides the ability to stream video from Hulu, Amazon,
NetFlix, CNN, ESPN3, CBS, NBC ABC and 150 additional services as well as video from a home
se e hile p o idi g o te t i a ha el f ee a ith e te si e sea h a d
recommendation capabilities allo i g use s to ut the a le.

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XStream Company Portfolio Analysis and Strategy

The XStream XYZ is the first product the company will be introducing into the market. It will be using a
beachhead strategy of providing channel-free viewing of exclusive video content that will allow the user
to replace their cable subscription with streaming via the internet. Additional revenue will be generated
through collection and eventual sale of data on user viewing habits.
At such time when the XStream XYZ is able to generate sufficient cash flow for expansion, variants of the
XYZ can be created to target different segments of the market. In addition, XStream intends, at some
point to expand its product line in an attempt to capture additional parts of the value chain, in particular
in the router market, where it is developing a router that will take the place of the streaming media
device and allowing any customer with a DLNA compatible device to receive video streamed from the
internet in a channel-free way. There should also be the opportunity to license XStream technology to
television manufacturers to allow them to make Smart TVs.

Conjoint Analysis for target segment (based on simulated survey)

Attribute Price Coefficient Attribute XStream XYZ

Importance Attribute Value
to purchase
decision
Price NA 15 NA
Brand (XStream) -2.50 13 0
ABC .62 5 1
NBC .79 4 1
CBS 1.04 3 1
Live Sports Streaming (ESPN3) 2.50 2 1
Amazon Prime Instant Video 1.33 6 1
NetFlix 1.31 7 1
Hulu Plus 1.12 8 1
HBO Go .72 12 1
YouTube 1.45 9 1
Cable News Channels .90 11 1
Number of Additional Channels/Services .009 1 148
Ability to Stream Locally Stored Content 1.52 10 1
Channel Free operation 1.14 20 1
Provide Recommendation 3.10 19 1
Search Capability 4.20 18 1
Ease of Use (10 = Easiest, 1 = Hardest) 1.32 14 8
Control/Stream from Cable Provider 0.08 21 1
iOS App 2.54 16 1
Android App 2.08 17 1

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Product Description

The XStream XYZ is a streaming media appliance that provides the ability to play content directly from
the internet on any HDMI enabled television or monitor. It connects directly to the HDMI port and is
powered by either a wall connection or via USB which can also be plugged into capable televisions. The
XStream XYZ has the ability to stream content from all major media providers including ABC, NBC, CBS,
FOX, ESPN, Amazon Prime, Hulu, NetFlix and YouTube. Once the system has been connected to the
desi ed se i es, it has the apa ilit to p o ide ha el-f ee ope atio . It does this through robust
and easy-to-use search capability (using both typed and voice). In addition, the XStream XYZ will provide
e o e datio s fo ie i g ased o the use ’s past ie i g ha its, sea hes o pleted, e ie s a d
si ila use s’ ie i g ha its.

Pricing Strategy

Price based on Conjoint Analysis

Unit Price = 48 -
2.5(BrandX)+.62(ABC)+.79(ABC)+1.04(ABC)+2.5(ESPN)+1.33(Amazon)+1.31(NetFlix)+1.12(Hulu)+.72(HBO
)+1.45(YouTube)+.9(CNN)+.009(AddChan)+1.52(Local)+1.14(NoChan)+3.1(Rec)+4.2(Search)+1.32(Ease)+
0.08(Cable)+2.54(iOS)+2.08(Android)

Recommended Price for XStream XYZ based on Conjoint Analysis = $74.59

Planned Retail Price for Unit = $74.99

Planned Wholesale Price for Unit = $55

Cost per Unit (As reported by hypothetical accounting department)

Fixed Cost = $1525k

Average Fixed Costs (000s) = 1525/Quantity

Average Variable Costs = 32 - ln(Quantity Produced)

Total Unit Cost = 32 + (1525/Q) - ln(Q)

Unit Cost Produce 10k = $182.20

Unit Cost Produce 100k = $42.65

Unit Cost Produce 250k = $32.58

Unit Cost Product 500k = $28.84

Unit Cost Produce 1000k = $26.62

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Breakeven Analysis

P = Price ($), Q = Quantity (000s)

P – 32 = 1525/Q – ln (Q)

79.99-32 = 1525/Q – ln (Q)

47.99 = 1525/Q – ln (Q)

Q = 29.680

Breakeven Quantity = 29,680 units based on a retail price of $79.99

Breakeven Quantity = 56,413 units based on a wholesale price of $55.00

Competition Pricing

Roku2 = $79.99

Roku3 = $89.97

Google ChromeCast = $35

Boxee Box = $195

Apple TV = $89

Expected Competition Reaction

It is unlikely that competitors will initially respond to the introduction of yet another product into the
space. There is a limited window of opportunity to increase awareness among consumers before one of
the competitors is compelled to respond to the potential threat posed by the game-changing channel-
free way of accessing content provided by the XStream XYZ. However, at some point, the competitors
will likely introduce similar functionality into their products. The development time will further increase
the window of opportunity for XStream. Eventually, the competitors will likely introduce this
functionality into at least some of their products, provided the functionality is desired by customers. At
this point, one of the major competitive advantages enjoyed by XStream XYZ will be gone.

Distribution

Points of Access

XStream XYZ will initially be distributed only via the XStream.com website and via Amazon.com (XStream
as an affiliate provider). When production is sufficient, the product will be offered at electronics
retailers, including web sites such as NewEgg.com and major box stores, beginning with Best Buy, with
whom XStream already has a tentative purchase agreement to provide a limited number of units on a
trial basis. Negotiations are underway for distribution agreements with K-Mart/Sears, Wal-Mart and
Target.

XStream.com will provide the highest margins as XStream will receive the retail price for each unit.
However, expanding from a purely online sales model into brick and mortar stores, although reducing
margins due to selling at wholesale prices, will allow customers to get a more tangible view of the

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product and will allow for more impulse purchases. The increased volume expected from wider
distribution will rapidly make up for the loss of revenue from selling at the wholesale price.

Promotion

Branding Principles

 The brand is not yet established

o The XStream brand should be seen as offering unique value through its exclusive ability to
live stream sports programming from the major networks and ESPN. Other important brand
attributes include:
 Extreme technology.
 Creative solutions to modern problems.
 F eei g ou f o the a le o pa ’s o t ol.
 Not mired in the past.
 Leading the way into the future.
o The goal of the initial branding effort is to differentiate the XStream brand by highlighting its
channel-free technology and its unique access to content that will allow the user to
eliminate their cable subscription in favor of streaming video exclusively.

Points of Touch

 Google AdWords.
 TV Ads focused on networks and times when target segment is generally watching. Based on survey
data they are:
o Most likely network to watch: G4, SyFy, Comedy Central, Spike, ESPN family of networks,
and ABC/NBC/CBS/Fox Sports broadcasts.
o Most likely times to view: During major sporting events, prime time.
o Provide demonstration models to tech publications for review (Consumer Reports, CNET,
TechCrunch, LifeHacker, etc).
o Social media
 Purchase targeted advertising on Facebook and Twitter.
 Post regular informative updates on social media sites.
 XStream YouTube channel.

Advertising Frequency

 During the initial brand introduction phase, the XStream brand should be essentially flooding the
airwaves.
o TV ads running at least once per hour during prime-time and every 2-4 hours during non-
prime time on targeted networks.
o Bi-hourly social media updates.
o Maximum distribution of demonstration models to technology reviewers.

Integrated Communication

 Provide demonstration models to technology reviewers.

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 I t odu e a d ith ut the a le ads. Highlight the services Xstream XYZ provides, particularly
the unique offering of live-streamed sports content.
 Follo up ith ads to highlight u i ue hannel free ope atio of the X“t ea XYZ to both
differentiate the brand and increase the usto e ’s desi e fo a edia st ea ith channel-free
capability by highlighting the advantages of this capability.
 Targeted Twitter and Facebook advertisements and postings that highlight the two major themes of
the initial marketing campaign. ( Cut the a le , channels are history ).

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Creative Brief

Background/Overview

The initial advertisements for the XStream XYZ were intended to introduce the brand to the consumer.
They were part of an initial beachhead strategy to get consumers interested in the product and begin
word-of-mouth about the product. They featured the tag-line Cut the Cable with the XStream XYZ.
This television advertisement should continue the introduction of the product and increase the
desirability of one of the product’s unique features.

Target Audience

The target of this advertising effort is a 32 year-old male who makes $50k-$100k per year. He watches
network TV and live sports and subscribes to one or more paid streaming video services (NetFlix, Hulu,
Amazon Prime, etc). He is value conscious and would like to replace his existing cable subscription with
streaming video to allow him to access content both live and on demand through his TV. He tends to be
one of the first of his friends to try new technologies and is always looking for the next big thing. Once
they find technology they like, they are quick to recommend the technology to their friends and
associates.

Objective

Create a television advertisement that highlights the u i ue ha el-f ee ope atio of the X“t ea
XYZ to increase the desirability of this capability and build demand for the product.

Unique Selling Proposition (USP)

The USP of this ad should e that the X“t ea XYZ offe s a u i ue ha el-f ee apability that makes
it easier for the customer to find the content he wants. Channels are an anachronism that were
required in the early days of television but with modern streaming and search technology, are no longer
required or relevant. Consumers only care that they can access the content. They no longer need to be
o e ed ith What ha el is it o ?

AIDA

This advertisement should be focused on the attention and interest portion of the copywriters pyramid.
The intent is to generate brand awareness, increase the overall desirability of channel-free streaming
and encourage customers to visit the XStream website (or to call) to seek more information and
purchase.

Mandatory inclusions

The XStream logo (Fig 2) should feature prominently in the advertisement. In addition, the tag-line
Cha els a e histo should e i luded. The web-site www.xstream.com and the phone number 1-
800-XStream should be prominently displayed in the advertisement as well as specific direction to visit
the Xstream website or call for more information or to buy and information that the product is available
at Best Buy.

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STREAM

Figure 2 – Xstream logo

Metrics and measurement

Success of this advertisement will be indicated by an increase in visits to the XStream.com website and
can be specifically measured through the number of calls to the phone number provided, which is only
being used in this particular advertisement. Additional success indicators include increase in discussion
of the need (or lack thereof) for channels in content delivery in social media and in technology blogs.

Key response and schedule

This advertisement should be positioned to run on networks where early technology adopters generally
watch. These include G4, SyFy, Comedy Central, Discovery (during Mythbusters), Spike, ESPN family of
networks, and sports offerings of ABC/NBC/CBS/Fox. Broadcast frequency will be somewhat limited by
cost but should ideally run once per hour during primetime and major sports events and every 2-4 hours
outside of primetime.

Advertisement Story Board

<See Following Pages>

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