By Shalini Ramachandran and Daisuke Wakabayashi
Apple Inc. executives had every reason for optimism when they
approached Walt Disney Co. in early 2015 to join the streaming
television service Apple planned to launch. Disney Chief Executive
Robert Iger is an Apple director and had said he was keen to strike
a deal.
Disney, which owns channels such as ESPN and ABC, was stunned,
though, when Apple executive Eddy Cue made demands that would have
upended decades of cable-industry and Hollywood practices, people
familiar with the discussions say.
In particular, Apple wanted to freeze for several years the
monthly rate per viewer it would pay to license Disney channels. TV
channels usually get annual rate increases and rely on them to fuel
profit growth.
Disney balked. Similar talks with media giants that included
21st Century Fox Inc. and CBS Corp. also stalled. When Apple
debuted its newest Apple TV set-top box last September, it
announced no streaming TV service.
Television is an important part of Apple's strategy to reignite
growth now that sales of the iPhone, the most popular and
profitable product in the Cupertino, Calif., company's 40-year
history, have fallen for two quarters in a row. New devices like
the Apple Watch, introduced last year, aren't popular enough to
pick up the slack. Apple's overall sales fell 15% in the latest
quarter.
Yet some of the same tactics previously used by Apple to such
success have hurt its efforts to revolutionize the TV-watching
experience, raising pointed questions about how it can revive its
growth.
For the past 15 years, Apple has barreled into industries from
music to mobile phones, persuading established companies to go
along with Apple's way of seeing the world. In the early 2000s,
Apple co-founder Steve Jobs muscled music labels into selling songs
online for 99 cents apiece instead of CDs for $15. Apple gained
huge influence in the music industry, which saw sales fall but
found a way to battle the existential threat from digital
piracy.
When the iPhone made its debut in 2007, Apple bucked tradition
by excluding carrier-specific software features. Eager to carry the
iPhone, wireless carriers agreed, which made Apple's phones easier
to use.
In online TV, Apple wants to combine a selection of popular live
channels with an on-demand library stockpiled with full seasons of
hit shows. The streaming TV service pitched to Disney would have
cost $30 a month.
Apple's roaring success and assertive negotiating style are
kinks in that strategy. Media companies worry that agreeing to
Apple's sweetheart terms could allow traditional cable-TV
distributors to demand the same deal and make it harder to recoup
their investments in original shows.
"We're challenged in a lot of ways, but we're not waiting for
this white knight to come racing in the way music was," one senior
TV executive says.
Apple executives have said television companies should embrace
their strategy, given the technological shifts sweeping through the
TV business.
Dish Network Corp.'s $20-a-month Sling TV and Sony Corp.'s
PlayStation Vue have live channels and on-demand programs. Amazon
and Alphabet Inc.'s YouTube are exploring similar
internet-delivered cable-TV services, while Hulu, owned by Fox,
Disney and Comcast, aims to offer a service early next year for
roughly $40 a month.
For Apple, the TV business remains a drop in the bucket. It
generates more than $1 billion in annual sales, compared with a
total of $233.72 billion in its latest fiscal year.
Apple has eyed TV for a decade, trying multiple strategies with
little success. In addition to the set-top box and delivering
channels over the internet, Apple considered building its own TVs
but then dropped the idea.
These days, Apple touts apps as "the future of TV" and is moving
to develop its own programming.
Apple's point man for TV is Mr. Cue, 51 years old, the company's
senior vice president of internet software and services. He grew
close to Mr. Jobs after starting as an intern in 1989. Mr. Cue
favors bright shirts and fast cars, is on the board of directors at
auto maker Ferrari NV and often spotted courtside at home games of
the NBA's Golden State Warriors.
Mr. Cue is also known for a hard-nosed negotiating style. One
cable-industry executive sums up Mr. Cue's strategy as saying:
"We're Apple."
By 2009, Apple executives were considering a subscription
streaming-TV service. To entice media companies, Apple offered
higher fees than pay-TV providers for their broadcast channels. But
Apple wanted only certain channels, so the effort fizzled.
Two years later, Time Warner Cable Inc. approached Apple with a
plan to offer a joint TV service over an Apple set-top box to
battle satellite and telecom rivals, say people close to the talks.
Apple Chief Executive Tim Cook and Mr. Cue began talks with Glenn
Britt, then the cable provider's CEO, and other executives.
Mr. Cook also approached Brian Roberts, the head of Comcast
Corp., the largest cable-TV provider in the U.S., and promised that
Apple's set-top box and service would be offered exclusively
through cable companies.
Apple sought payments of $10 a month per subscriber from the
cable providers and refused to rule out seeking an even higher
share of each monthly subscription in the future, according to
people involved in the talks. It also wanted users to sign in with
Apple IDs, even though Comcast and Time Warner Cable would handle
billing and customer service.
Some people close to the talks say Apple was reluctant to share
important details, including how subscribers would navigate the
channel menu. Comcast's Mr. Roberts didn't see Apple's proposed
user interface.
"How about you sketch it on the back of this napkin?" Apple was
asked at one meeting, say former Time Warner Cable executives. An
Apple official replied that the software would be "better than
anything you've ever had."
In 2013, Mr. Cue met with Mr. Britt, Time Warner Inc. CEO Jeff
Bewkes and other executives in Mr. Britt's office overlooking
Manhattan's Central Park. Time Warner owns HBO, TNT, CNN and other
channels.
Apple's Mr. Cue arrived 10 minutes late and was wearing jeans,
tennis shoes with no socks, and a Hawaiian shirt, says a person
familiar with the meeting. The other executives were wearing
suits.
The talks dragged on. Apple wanted full on-demand seasons of hit
shows and rights to a vast, cloud-based digital video recorder that
would automatically store top programs and allow ad-skipping in
newly aired shows.
TV-channel owners "kept looking at the Apple guys like: 'Do you
have any idea how this industry works?' " one former Time Warner
Cable executive says. Apple has said doing new things requires
changes that often are unsettling.
By late 2014, the discussions had gone cold. Apple changed
directions again, hoping to assemble a "skinny bundle" delivered
over the internet.
Apple's Mr. Cue began pitching Disney, Fox, CBS and other media
companies on the streaming-TV service. The goal was to attract
consumers who have dumped their cable-TV supplier with 25 popular
channels, anchored by the broadcast networks.
Apple sought access to full current and past seasons of hit
shows, as well as some global rights so the service could work
outside the U.S., say people familiar with the talks.
To give subscribers access to local affiliates, Mr. Cue asked
the big broadcast networks to cobble together deals with TV station
owners. Traditional cable and satellite companies usually negotiate
such deals on their own.
Channel owners typically want all their networks carried for the
highest monthly subscriber fees possible. Instead, Apple worked
backward from its desired $30-a-month retail price.
Apple predetermined that Disney's programming was worth $13 a
month per subscriber and asked Disney to pick which of its networks
to include, according to people familiar with the talks.
Time Warner's Mr. Bewkes urged Mr. Cue to include more content
and charge more to the service's users, a person familiar with the
matter says.
Disney gets about $10 billion a year in revenue from pay-TV
providers, and its executives worried that agreeing to Apple's
terms would entitle other distributors to the same treatment,
according to people familiar with the talks. When Disney asked
about including channels from its partly owned A+E Networks Inc.,
Apple wasn't interested.
Some media executives thought Mr. Cue was trying to bluff them
when he said: "We've got Disney and Fox. Are you guys in?"
Last summer, Fox and Apple agreed on a rate for channels like
Fox News and regional sports networks and began contract talks,
says a person familiar with the talks. Disney was moving toward
licensing just ABC, ABC Family (now called Freeform), Disney
Channel and a digital amalgam of all the ESPN channels called
WatchESPN, but didn't reach a final deal with Apple.
Mr. Cue has said the TV industry overly complicated talks. "Time
is on my side," he has told some media executives.
Apple now is trying two new approaches. It has revamped the
Apple TV device to allow TV networks and others to develop apps and
is working to make those accessible through a single login. Apple
also is beefing up its original programming.
The programming push includes the planned reality series "Planet
of the Apps," CBS spinoff "Carpool Karaoke" and a miniseries tied
to rapper Dr. Dre . Most of the programs promote Apple's streaming
music service and App Store.
Apple executives have had preliminary discussions with Hollywood
executives about making premium original shows on par with "House
of Cards." Apple also has discussed premiering original shows on
iTunes, with Apple guaranteeing a level of sales revenue to
producers.
Original programming could bolster iTunes' video-download
business, which has suffered as Netflix-like services gain
popularity.
Apple turned to little-known producer Chris Contogouris, who
worked on the movie "Spring Breakers," as a middleman in
negotiations for some projects, people familiar with the matter
say.
When he made a bid on Apple's behalf for a spinoff of the
British hit "Top Gear," Hollywood executives were bemused because
negotiations for high-profile shows usually involve high-level
executives from all sides. Mr. Contogouris wouldn't comment.
A person close to Apple says the company bid only to increase
the price for Amazon.com Inc., which ended up winning the "Top
Gear" spinoff. An Amazon spokeswoman wouldn't comment.
After Apple reported a profit slide Tuesday, Mr. Cook, the CEO,
said the company's TV efforts are just starting. "You shouldn't
look at what's there today and think we've done what we want to
do," he said.
(END) Dow Jones Newswires
July 28, 2016 12:10 ET (16:10 GMT)
Copyright (c) 2016 Dow Jones & Company, Inc.
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