I’ve spoken with the CEO of DCDC over the years about this issue and repeatedly advised him that satellite delivery would, sooner rather than later, become uncompetitive compared to typical internet connections worldwide. My impression was that he resisted this transition because it dismantled DCDC’s strongest barrier to entry; once digital delivery is commoditised, the market inevitably shifts toward price competition, undermining the company’s core business model.
I suggested that the company either diversify or explicitly cater to the specialised needs of its key clients. This isn’t a difficult path, especially given that several of those clients are major studio stakeholders. Studios, with their unique technical and security requirements, naturally benefit from working with a large, established market leader like DCDC in the U.S. and similar players globally. Even so, it remains a marginal business — akin to trying to keep fax paper relevant in the age of email.
In contrast, independent filmmakers are far more likely to embrace the disruptive shift toward modern, flexible content-delivery models.
I suggested that the company either diversify or explicitly cater to the specialised needs of its key clients. This isn’t a difficult path, especially given that several of those clients are major studio stakeholders. Studios, with their unique technical and security requirements, naturally benefit from working with a large, established market leader like DCDC in the U.S. and similar players globally. Even so, it remains a marginal business — akin to trying to keep fax paper relevant in the age of email.
In contrast, independent filmmakers are far more likely to embrace the disruptive shift toward modern, flexible content-delivery models.
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