Tag Archives: Digital Media

Entertainment, Media

Media Companies (and Execs) in the Driver’s Seat for a Prosperous New Year

Media Companies (and Executives) on the Hot Seat in 2015 – NYTimes.com.

I respectfully disagree with the NYT article.   Media content providers, especially those who are trying to adapt to this brave new world, have significant opportunities moving into this new year.

Media needs a large cash infusion to their R&D to experiment with:

  1. Delivery paradigms.  Significant diversification in delivery mediums are still in their infancy.  Motion picture brands are, by and large, using media distribution brokers who bundle a large diversification of brand assets collectively to provide great depth of media choices.   Media brands/networks are distributed through a grouping of ‘channels’  delivered through the intermediary, e.g.  cable company.  Media content creators are competing with a crowded group of similar and dissimilar brands all within the same portal used by media bundled providers.   There are quite a few opportunities for delivery in lieu of the older paradigm, such as a distribution of brands around a genre would make it easier for the consumer to find and enjoy their media content.  For example, comedy.com, a portal for all media brands comedy, could be a great partnership across media companies.   This collective portal, an alignment of brands within the same genre,  living across media companies, may not only provide an easier, entertaining, and more enjoyable experience, it helps to innovate all those within this media partnership.   In addition to motion pictures, other formats such as text, photos and graphics, may be delivered through the same medium.  Several companies are already broaching this space such as Amazon, Google,  Microsoft Video, Netflix,Yahoo!, and AOL.  If media content creators don’t experiment with creative distribution initiatives, they may find themselves bargaining with 3rd party distribution for the cost of IP digital distribution.
  2. Creative reuse of existing assets.  This is one of my favorite opportunities media content creators can do.  Many brands are already capitalizing on the reuse of assets, which then spawn to be assets on their own.  Everything from one off episodes, or Webisodes, cast interviews, outtakes, interaction with live audiences through tweets (cast, director narration, and Q&A), mobile text contests,  mobile app for streaming, apps for audience real-time interaction, e.g. games, and actors retweeting fan favorite clip links .  Another one of my favorites are user created ‘favorite’ clips.  The media creator may limit the enthusiast / fan of the content to create e.g. 60 second clips to share on social networks.  The distributor needs to allow in and out points, and then the consumer can share through an email or social media.   These extra assets have great potential, but brands attempting  to socialize these   assets may have difficulty exposing them to viewership.  An integrated video  and dynamic , interactive media content may surface through clickable images, either through object recognition, or a simple image overlay, like a network ‘bug’.  Users may click through to the content, and instantly get a media teaser that will keep hold of the consumer, and manage the media experience.   The click through interactive experience is a whole world unto itself, which requires leaps and bounds of consumer experience usability studies, backed by wireframe prototypes.  The reuse of assets suffers from delivery paradigms, which fail due to a consumer content delivery void.
  3. New content driven by the consumer appetite for your brand will grow your revenue and audience affinity. This is an area which some organizations go ‘all in’, or have smaller budgets.  It seems that these new productions are hit or miss.  A single pilot should be exposed to several test markets, and if there is positive feedback, the brand or distributor could order more episodes.  On a tangent, there is opportunity for media production companies to go to colleges, and universities, provide budgets to, e.g. film classes to produce a trailer, or short . The best clips may turn into pilots for a show, which may be a one off distributed by web only, broadcasted, or both.

The lack of exposure to the brand, or network, is a huge issue which is deepened by leveraging the bundled content distributor as your primary source of distribution.   How to draw consumers to a brand in a saturated world of content is a daunting task.

Are media content creators looking to make large investments to innovate, or are they looking to stabilize their reduction of profit from falling ad sales, with methods such as stagnant or reduction in headcount, and slowing the breaks on CapEx.  It seems like even a temporary retreat to see who is the new trailblazer, and follow that model can be a costly mistake for the brand running into obscurity.  Companies are already following some of the leaders in the marketplace today, but their success is not guarantee for tomorrow’s performance.

Bundled content providers may also take a page from the proposed model where we have STB customized portals, e.g. based on user’s previously viewed content,  a jump page for your viewing experience.  A new STB may incorporate a Wii type sensor, and a new remote,  interacting with the sensor to provide a more fluid experience.  A lot of opportunities,  for talented people, as well as the investors who believe in them.

Advertising, Business, Entertainment, Music, Technology

Digital Media Platforms: BI Competitive Edge for Businesses & Consumers

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This post applies to any digital media platform that distributes news articles, books, music, movies, and more.

As I was looking online at a New York Times article, when I scrolled to the bottom of the screen, a popup appeared and told me I had 9 of 10 free articles left for the month, and I thought that was brilliant.  As digital media becomes more competitive, and the content on the platform varies, regardless if it’s the pay as you go model; trial, with unlimited after trial;  or free until max per month or week as the lure; all companies need to allow their clients or potential clients to see how they are using the digital media platform’s products.

As an example, I would like to see what percentage of Technology articles I am viewing per day, week, or month verses Business articles for a certain periodical, and then I can make an informed decision regarding which periodicals I choose to subscribe to for business and also for Technology.  Maybe digital media companies will evolve to have mixed business models, such as, pay per consumption option for all articles after free until max, then for select sections, such as Business or Technology, they may offer unlimited option for the Business, and eventually even a particular editor of Op-Ed pieces.  It could be a price that is significantly less then getting the whole periodical, but at least you are able to attract consumers that have been less willing to go for the full paper, and don’t want the hassle of a pay per go, or monthly chargeback per use model.

If I want to choose a magazine for photography, and I am into archeology from a specific region, as a perspective buyer, I might want to know from the publisher’s entire content, and not just what I have read, a drill down pie chart of subject matters for all photos, and then after I selected Archeology, what percentage of those articles are from a particular region, a subject, and then a photographer.  This is also a powerful business intelligence tool for existing consumers, and may give you a competitive edge.  Also, alliances, that are able to partner for other content, index, and transform that content, say using NewsML–G2, and then perform sharing margin and chargeback.  The lure to their portal would be the driver for the competition as well as the vast of content, and partnerships.

A Note for Advertisers

There are other forms of Business Intelligence for your digital medial consumption that can be offered, such as indexed content, text, images, and video.  You can not only capture image descriptions, and objects within a video to be indexed, which can be used for advertisers to see what the demographics of consumers are watching videos with the most  sneakers, or smartphones, and descriptions that may include dancing clowns.  This may assist the small to mid side startup digital advertiser to understand the consumers in their target markets, and abstract the data.