A famous Oatmeal cartoon showed the cartoonist making a good faith effort to buy Game of Thrones. He finds that the show is not available on iTunes, Netflix, Amazon, or Hulu. He tries to buy HBO Go, but it's only available as an add-on to a cable package. Finally, the cartoonist gives up trying to pay for the show and pirates it through Bit Torrent. This cartoon is probably the best ever expression of the "piracy is a customer service issue" thesis.
In a way, this doesn't make any sense for HBO, which makes its money off subscriptions and would ostensibly welcome an opportunity to sell subscriptions to another market segment. HBO claims that (a) people aren't interested in a la carte HBO Go and (b) the transaction costs are too high to do their own billing, etc. The technical term for these explanations is "bullshit." Cord cutters are a relatively small market segment but a fast growing one and I think it unlikely that cable subscriptions will fully rebound when the recession ends since the issue isn't just price but convenience. Moreover, I see no reason why HBO can't handle billing and other logistical issues when the Metropolitan Opera and the NFL, not to mention Netflix, don't seem to have any trouble running their own separately billed streaming video services. Of course there are transaction costs associated with billing, but it can't possibly be anywhere close to the cost of a basic cable package.
And here we get to the real issue. It's not that HBO would like to cut out the middleman and sell to us directly, rather requiring you to buy basic cable is the whole point. Cable is a total cash cow and a more flexible business model means lower revenues. The reason is that the incumbent business model of cable combines the features of bundling (basic cable) and a two-part tariff (premium cable channels) for a perfect storm of price discrimination. For much the same reason as Disneyland could only lose money if it sold a la carte tickets to Splash Mountain for $20 without requiring $80 park admission (which includes access to Main Street, Jungle Cruise, etc), cable companies would lose money if you could buy HBO Go for $20 without first buying basic cable (which includes access to ESPN, Mtv, etc). Basically, economic theory (and some reasonable assumptions about the structure of demand) suggests that an a la carte video market could not make as much money as a bundled video market.
So, that's why the cable companies don't want you to buy a la carte HBO Go, but why is that HBO's problem? Let's contrast it with the NFL. The NFL offers standalone access because the credible threat of a streaming business model gives them more leverage to negotiate with the MSOs. In contrast, HBO doesn't want leverage because most of its sister companies are part of the basic cable ecosystem. (They used to have an actual MSO as a sister company but they spun off Time Warner Cable in 2009). Time Warner makes a lot of money from HBO subscriptions, but it makes even more money from carriage fees on CNN, Cartoon Network, and most of the cable networks starting with the letter "T." Unlike HBO (which would do well under an a la carte model) most of these other channels rely more on channel-surfing audiences than cult followings and so couldn't sell subscriptions on their own and would have to settle for something like a Hulu Plus or Netflix business model, probably with less money per subscriber and far fewer subscribers than they currently get through basic cable. Basically, cord-cutting would help HBO but devastate the rest of the company. For what is a media conglomerate profited if it gain a few hundred thousand a la carte HBO Go subscriptions, and lose its carriage fees and ad revenue? What can a media conglomerate give in exchange for its Turner and WBTVG divisions?
Time Warner more or less acknowledges in their investor report that disruptive innovation could screw them: "Furthermore, advances in technology or changes in competitors' product and service offerings may require the Company to make additional research and development expenditures or offer products or services in a digital format without charge or at a lower price than offered in other formats." This is on the first page of the "risk factors" section of the report, whereas piracy doesn't come up until the third. This order is consistent with my own reading of the industry and with the history of the recorded music industry, the proximate problem of which is not piracy but digital singles.
So basically, we can call this the "HBO has to take one for the team" model. We can get a similar result with a slightly weaker model which doesn't require long-term corporate cross-subsidization but treats HBO as autonomous from the rest of Time Warner. In the short-term, HBO itself is highly dependent on cable companies. The target market for a la carte HBO Go would be households with broadband but no cable, or about 5% of all US households. This is dwarfed by the 20% of households that have cable but no broadband. Moreover, although 70% of households have both cable and broadband, most of them aren't familiar with streaming video through set-top devices. So as a rough ballpark, let's say that half of US households have cable but either lack broadband and or wouldn't know how to use it with a set-top device (even if they already own a Blu-Ray player or game console with built-in streaming support). This means that the number of households HBO could appeal to with a la carte HBO Go are one tenth as numerous as the households they rely on cable companies to reach. And HBO does rely on the cable companies to reach these households through marketing promotions and the like. If HBO figures that angering the cable companies could cost them even a small fraction of these households then they're better off alienating Matthew Inman and myself rather than angering Comcast. The same logic explains why Netflix is interested in creating a cable channel and recent rumors that Hulu will switch to the HBO Go business model.
Of course for the cable companies to punish HBO would require them to forgo their half of HBO subscription revenue. This sounds like cutting off your nose to spite your face but that's not unheard of, especially if doing so deters your face from pissing you off again by flirting with a disruptive business model. We see a similar dynamic with how theatrical exhibitors react whenever movie studios suggest closing the video release window from its current 17 weeks. (Ironically in this scenario it's the cable companies who are the innovators trying to disrupt the stodgy incumbents). For instance last year, Universal floated the idea of experimenting with tightening up the pay-per-view window for Tower Heist. The theaters were livid and threatened to boycott the test film. This despite the fact that the experiment was on ridiculously unappealing terms to the consumer: $60 to watch a mediocre film three weeks after theatrical premiere and that's only if you live in Atlanta or Portland. Ultimately Universal backed down, deciding it was better to keep their old trading partners happy than try to develop new ones.
(By the way, I'm sure you'll agree it's a total coincidence that Universal was bought by a cable company shortly before the Tower Heist incident. Similarly, a total coincidence that this same cable company has a history of playing hardball with internet companies that offer infrastructure for streaming video services that compete with cable TV).
All that is to say I can understand why HBO Go isn't available yet to cord cutters. Still, let's say that tomorrow HBO starts offering standalone HBO Go subscriptions (as I sincerely hope it does), how would I explain that? I could see this happening if HBO decides that the transition will happen eventually and it is better to do it while they can still do so favorably. We saw a similar dynamic ten years ago with the recorded music industry, which acceded to a low price point digital singles market as it saw its market share eroded by piracy, but only moderately so. In 2003, when the record labels agreed to participate in iTunes, unit sales were down about 15% from the pre-Napster peak, which wasn't fun but also wasn't catastrophic. Most people were still buying CDs when the record labels agreed to a legal digital singles market that would eventually destroy the CD market. They did so in order to transition consumers to a new model before most of us had fully committed to piracy. It's a lot easier to get someone to buy singles for $1 if they're used to buying CDs for $15 than if they're used to pirating singles for nothing. Similarly, as the number of cord-cutters increases this will be an increasingly attractive market for HBO, and not just because it can get these people as customers but because it can keep them from developing the habit of pirating content that isn't promptly made available through legitimate streaming markets. We may not be at that point yet, but I wouldn't be surprised if we reach it before HBO runs out of Fire and Ice novels to adapt.
My view on the Hillary Clinton email “scandal,” as expressed over the months and also yesterday, is that this is another Whitewater. By which I mean: that the political and press hubbub, led in each case on the press’s side by the New York Times, bears very little relationship to the asserted underlying offense, and that after a while it’s hard for anyone to explain what the original sin / crime / violation was in the first place.
The Whitewater investigation machine eventually led, through a series of Rube Goldberg / Jorge Luis Borges-style weirdnesses, to the impeachment of Bill Clinton, even though the final case for removing him from office had exactly nothing to do with the original Whitewater complaint. Thus it stands as an example of how scandals can take on a zombie existence of their own, and of the damage they can do. The Hillary Clinton email “scandal” has seemed another such case to me, as Trey Gowdy’s committee unintentionally demonstrated with its 11-hour attempted takedown of Clinton last year.
Hillary Clinton’s realistic attitude is the only thing that can effect change in today’s political climate.
Bernie Sanders and Ted Cruz have something in common. Both have an electoral strategy predicated on the ability of a purist candidate to revolutionize the electorate—bringing droves of chronic non-voters to the polls because at last they have a choice, not an echo—and along the way transforming the political system. Sanders can point to his large crowds and impressive, even astonishing, success at tapping into a small-donor base that exceeds, in breadth and depth, the remarkable one built in 2008 by Barack Obama. Cruz points to his extraordinarily sophisticated voter-identification operation, one that certainly seemed to do the trick in Iowa.
But is there any real evidence that there is a hidden “sleeper cell” of potential voters who are waiting for the signal to emerge and transform the electorate? No. Small-donor contributions are meaningful and a sign of underlying enthusiasm among a slice of the electorate, but they represent a tiny sliver even of that slice; Ron Paul’s success at fundraising (and his big crowds at rallies) misled many analysts into believing that he would make a strong showing in Republican primaries when he ran for president. He flopped.
Thenew Daily Show host, Trevor Noah, is smooth and charming, but he hasn’t found his edge.
It’s a psychic law of the American workplace: By the time you give your notice, you’ve already left. You’ve checked out, and for the days or weeks that remain, a kind of placeholder-you, a you-cipher, will be doing your job. It’s a law that applies equally to dog walkers, accountants, and spoof TV anchormen. Jon Stewart announced that he was quitting The Daily Show in February 2015, but he stuck around until early August, and those last months had a restless, frazzled, long-lingering feel. A smell of ashes was in the air. The host himself suddenly looked quite old: beaky, pique-y, hollow-cheeky. For 16 years he had shaken his bells, jumped and jangled in his little host’s chair, the only man on TV who could caper while sitting behind a desk. Flash back to his first episode as the Daily Show host, succeeding Craig Kilborn: January 11, 1999, Stewart with floppy, luscious black hair, twitching in a new suit (“I feel like this is my bar mitzvah … I have a rash like you wouldn’t believe.”) while he interviews Michael J. Fox.
Republicans may have a lock on Congress and the nation’s statehouses—and could well win the presidency—but the liberal era ushered in by Barack Obama is only just beginning.
Over roughly the past 18 months, the following events have transfixed the nation.
In July 2014, Eric Garner, an African American man reportedly selling loose cigarettes illegally, was choked to death by a New York City policeman.
That August, a white police officer, Darren Wilson, shot and killed an African American teenager, Michael Brown, in Ferguson, Missouri. For close to two weeks, protesters battled police clad in military gear. Missouri’s governor said the city looked like a war zone.
In December, an African American man with a criminal record avenged Garner’s and Brown’s deaths by murdering two New York City police officers. At the officers’ funerals, hundreds of police turned their backs on New York’s liberal mayor, Bill de Blasio.
Rand Paul, once viewed as the frontrunner, is leaving the Republican race after never gaining much momentum. So is Rick Santorum.
The story of Rand Paul’s presidential campaign, which he’s suspending today, is one of unfulfilled expectations.
Paul, a first-term senator from Kentucky, entered the race with high hopes. In January 2014, my colleague Peter Beinart deemed him the Republican frontrunner. A few months later, in October, Time named him “the most interesting man in politics.” But voters never seemed to agree, and he limped into Iowa trailing in the polls, and he ended up tallying less than 5 percent there—better than Jeb Bush, but still not a figure that set him up to compete down the road.
It’s understandable why Paul’s presidential prospects once seemed so bright. The nation was in the midst of what appeared to be a “libertarian moment.” Liberals and conservatives alike were joined in their backlash against an overweening security state, revealed by Edward Snowden. Newfound skepticism about the police fit in, too, and Paul was talking about the GOP’s dire need to reach out to minorities like no other candidate. The Tea Party, which had helped him upset an establishment candidate in the Kentucky Senate primary, was still a major force. His 13-hour filibuster of CIA Director John Brennan’s nomination won widespread acclaim. While rivals like Ted Cruz and Marco Rubio either alienated colleagues or flailed, Paul was consolidating the support—unexpectedly—of Mitch McConnell, the powerful Senate majority leader and fellow Kentuckian. Paul was also expected to bring in the organizational energy and know-how that his father, former Representative Ron Paul, had built over many years.
If passion is a job requirement, says the writer Miya Tokumitsu, employees have little room to complain about mistreatment at work.
It’s been said in many places and by many luminaries: Do what you love.
But what does this phrase actually mean?
Miya Tokumitsu, a contributing editor at Jacobin magazine and author of the new book Do What You Love And Other Lies About Success and Happiness, criticizes the pervasiveness of this idea in American work culture. She argues that “doing what you love” has been co-opted by corporate interests, giving employers more power to exploit their workers.
I recently spoke with Tokumitsu about work myths and why we should pay attention to them. The following transcript of our conversation has been edited for clarity.
Bourree Lam: Your book started as an essay, “In the Name of Love,” (which was later republished by Slate) that really touched a nerve with people. What were you talking about in that essay and why are people so drawn to it?
The championship game descends on a city failing to deal with questions of affordability and inclusion.
SAN FRANCISCO—The protest kicked off just a few feet from Super Bowl City, the commercial playground behind security fences on the Embarcadero, where football fans were milling about drinking beer, noshing on $18 bacon cheeseburgers, and lining up for a ride on a zip line down Market Street.
The protesters held up big green camping tents painted with slogans such as “End the Class War” and “Stop Stealing Our Homes,” and chanted phrases blaming San Francisco Mayor Ed Lee for a whole range of problems, including the catchy “Hey Hey, Mayor Lee, No Penalty for Poverty.” They blocked the sidewalk, battling with tourists, joggers, and city workers, some of whom were trying to wheel their bikes through the crowd to get to the ferries that would take them home.
The Islamic State is no mere collection of psychopaths. It is a religious group with carefully considered beliefs, among them that it is a key agent of the coming apocalypse. Here’s what that means for its strategy—and for how to stop it.
What is the Islamic State?
Where did it come from, and what are its intentions? The simplicity of these questions can be deceiving, and few Western leaders seem to know the answers. In December, The New York Times published confidential comments by Major General Michael K. Nagata, the Special Operations commander for the United States in the Middle East, admitting that he had hardly begun figuring out the Islamic State’s appeal. “We have not defeated the idea,” he said. “We do not even understand the idea.” In the past year, President Obama has referred to the Islamic State, variously, as “not Islamic” and as al-Qaeda’s “jayvee team,” statements that reflected confusion about the group, and may have contributed to significant strategic errors.
The justices will take on a complicated set of cases related to the birth-control mandate in the Affordable Care Act.
On Friday, the Supreme Court decided to tackle the case of the Little Sisters of the Poor, a group of nuns who believe, along with some priests, a Roman Catholic Archdiocese, and several universities, that the government is compelling them to violate their beliefs. Their claim: The so-called birth-control mandate of the Affordable Care Act places a burden on their religious exercise, even with an accommodation from the government.
The first thing to know about these cases is that they are incredibly complicated. The Court granted cert in seven different cases related to this topic, which means they’ve agreed to hear the questions in those seven cases. All of them have come through different circuit courts in the past months, where they’ve mostly lost. But, these cases are a big deal: They are the latest in a long series of challenges to this portion of the law, the most notable of which was last summer’s Hobby Lobby case, which involved for-profit employers.