About Cabling Installation & Maintenance

Our mission: Bringing practical business and technical intelligence to today's structured cabling professionals

For more than 30 years, Cabling Installation & Maintenance has provided useful, practical information to professionals responsible for the specification, design, installation and management of structured cabling systems serving enterprise, data center and other environments. These professionals are challenged to stay informed of constantly evolving standards, system-design and installation approaches, product and system capabilities, technologies, as well as applications that rely on high-performance structured cabling systems. Our editors synthesize these complex issues into multiple information products. This portfolio of information products provides concrete detail that improves the efficiency of day-to-day operations, and equips cabling professionals with the perspective that enables strategic planning for networks’ optimum long-term performance.

Throughout our annual magazine, weekly email newsletters and 24/7/365 website, Cabling Installation & Maintenance digs into the essential topics our audience focuses on.

  • Design, Installation and Testing: We explain the bottom-up design of cabling systems, from case histories of actual projects to solutions for specific problems or aspects of the design process. We also look at specific installations using a case-history approach to highlight challenging problems, solutions and unique features. Additionally, we examine evolving test-and-measurement technologies and techniques designed to address the standards-governed and practical-use performance requirements of cabling systems.
  • Technology: We evaluate product innovations and technology trends as they impact a particular product class through interviews with manufacturers, installers and users, as well as contributed articles from subject-matter experts.
  • Data Center: Cabling Installation & Maintenance takes an in-depth look at design and installation workmanship issues as well as the unique technology being deployed specifically for data centers.
  • Physical Security: Focusing on the areas in which security and IT—and the infrastructure for both—interlock and overlap, we pay specific attention to Internet Protocol’s influence over the development of security applications.
  • Standards: Tracking the activities of North American and international standards-making organizations, we provide updates on specifications that are in-progress, looking forward to how they will affect cabling-system design and installation. We also produce articles explaining the practical aspects of designing and installing cabling systems in accordance with the specifications of established standards.

Cabling Installation & Maintenance is published by Endeavor Business Media, a division of EndeavorB2B.

Contact Cabling Installation & Maintenance

Editorial

Patrick McLaughlin

Serena Aburahma

Advertising and Sponsorship Sales

Peter Fretty - Vice President, Market Leader

Tim Carli - Business Development Manager

Brayden Hudspeth - Sales Development Representative

Subscriptions and Memberships

Subscribe to our newsletters and manage your subscriptions

Feedback/Problems

Send a message to our general in-box

 

Disney's Big Breakup? Wall Street, Iger Ponder A Magical Split

Bob Iger Disney stock

For Walt Disney Co. (NYSE: DIS) shareholders, their brokerage statements haven’t exactly been the happiest place on earth. The stock has lagged the S&P 500 for the past 10 years, although it’s certainly grown earnings and had numerous business successes during that time.

In the most recent quarterly earnings call on August 9, MoffettNathanson analyst Michael Nathanson asked a question that’s been bandied about in the media for the past few years, with the chorus growing louder recently.

"Given the thinking you've done about the future of Disney, why doesn't it make sense to create two Disney companies: one focused on parks, Disney+ and then the studio IP that drives that flywheel, and then one on everything else? So why not make a clean break?" Nathanson asked. 

As you might expect, Disney CEO Bob Iger wasn’t about to announce a company breakup in the conference call Q&A session. 

Looking At Strategic Options

Instead, he answered, "I'm not going to comment on the future structure of the company or the asset makeup of the company. As I've said, we're looking at strategic options both for ESPN and for the linear networks, obviously addressing all of the challenges that those businesses are facing." 

The term "strategic options" is often corporate-speak for "considering a sale." 

When Nathanson referenced other business units besides theme parks, the Disney+ streaming service, and production studios, he meant properties such as the ABC Television Network, eight company-owned ABC TV stations, ESPN, FX, and a 50% stake in the A+E TV Network, and Hulu, among others. 

Over the past year, it’s trailed its index by a significant margin, declining by 28.52%, versus the S&P’s gain of 5.79%. 

The stock got a bump immediately after the third-quarter report, as earnings topped Wall Street views, as you can see using MarketBeat’s Disney earnings data. But revenue came in short. The company said growth in streaming services was disappointing.

Disney+ Customer Numbers Declined

The number of paid customers for the Disney+ streaming service declined year-over-year, and fell below analysts’ estimates. One problem was the Disney+ Hotstar service in India, which saw a significant drop in subscribers after the network lost the rights to televise India Premier League cricket. 

But that specific problem drives home a big problem Disney has: The company’s focus may have become too broad. 

There’s a reason the era of the big conglomerates came to an end, and even in the modern era, Johnson & Johnson (NYSE: JNJ)spun off Kenvue Inc. (NYSE: KVUE) so each could concentrate on its core business. Similarly, General Electric (NYSE: GE), once a company with reach into numerous industries, spun off GE HealthCare Technologies Inc. (NASDAQ: GEHC), and plans to spin its energy unit, Vernova, into its own company in early 2024. 

Iger is aware that Disney’s portfolio of businesses may be spanning too many areas. He’s mentioned that the company may have grown too large. At the Allen & Co. conference in Idaho last month, Iger told a CNBC reporter that he would take an “expansive look” at the company’s TV business, saying some of those assets may not be core to Disney’s business. He did not elaborate any further on possible plans. 

3 Business Will Drive Growth

That theme, however, keeps coming up. In the August 10 earnings call, Iger said, “Moving forward, I believe three businesses will drive the greatest growth and value creation over the next five years. They are our film studios, our parks business, and streaming, all of which are inextricably linked to our brands and franchises.”

There are plenty of variables to consider. For example, while analysts believe the future of streaming is bright, Disney has a dilemma when it comes to ESPN. Rights to sporting events are costly, and leagues can switch carriers, as Disney recently saw with its Indian cricket streaming rights. 

Will customers pony up for a streaming version of ESPN, separate from additional services? A recent spate of layoffs at the sports network illustrates the need to cut costs. ESPN was once a gold mine for Disney, but revenue has been declining. 

While it won’t be easy to untangle all of Disney’s various business units, one thing is clear: Mickey Mouse, Disneyland and all the familiar iconic brands will remain part of the core company, even if other properties are unloaded. 

Stock Quote API & Stock News API supplied by www.cloudquote.io
Quotes delayed at least 20 minutes.
By accessing this page, you agree to the following
Privacy Policy and Terms Of Service.