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AOL TimeWarner Case Study

            
             As times change and large conglomerate corporations do not appear to have the same success as they once did, should AOL and Time Warner continue to focus on a complete merger or could another deal that wouldn't be so volatile be reached.
             SWOT analysis.
             Strengths: .
             o AOL is the leader and largest digital content provider.
             o Time-Warner has the largest network of analog content distribution. Magazines subscribers, TV stations, record labels, music distributions, book publishers etc.
             o Collectively both organizations would own distribution channels in every possible medium, from the Internet to magazine publications.
             o The conglomerate will have the most quality content to distribute to the largest audience.
             o Total projected revenues will be measured in hundred of billions of dollars.
             o In house content distribution will allow the conglomerate to save big dollars.
             Weaknesses:.
             o The Time-Warner company stands to loose its identity with this merger. AOL will be the official trading symbol.
             o If the deal goes sour both companies will loose large amounts of money. AOL is poised to pay a 71% premium on all Time-Warner stocks, also both firms are highly invested in each other already.
             o The public doesn't know how to perceive this deal. Nothing like this has been done before this will be a ground breaking maneuver. If it fails a lot of people will loose a lot of money.
             Opportunities:.
             o AOL is a content provider, Time-Warner has distribution is all mediums except for west coast broadband internet. Roadrunner is primarily only available in the Eastern United States this make a need for a broadband provider in the west. AT&T is a large national provider, a partnership with AT&T could provide AOL's content to the entire nation.
             o The "in house" distribution provides AOL a solid cost cutting measure internally, however use of these channels could be sold or leased to other firms that wish to use Time-Warner's infrastructure to distribute their content.


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