This paper explores how to interpret and to explain the meanings of rating analysis in an attempt to develop appealing management strategies; such as channel positions, program segmentations, and audience division. How a channel group could combine rating analysis with audience, scheduling, and sales to develop appropriate management strategies as well. According to Picard's theory of "dual product market" and professor Wu's "value system", this research selects the Sanlih Satellite TV Group as the case to confront the wrong perception and miss- use of the rating in the cable market. This paper further emphasizes the interpretation and explanation of the rating analysis in developing management strategies. It is also important to combine the rating analysis with scheduling, sales, and audience profile. This paper finds that, after the formation of channel group environment, channel managers must tactically connect the rating analysis with channel positioning, program scheduling, audience profile and sales' skills to develop sophisticated management strategies. In so doing, these strategies will be able to fully represent the unique features of a channel group and will have chances to take lead in the highly comparative cable TV market.