White Paper              Solving the Video Content ConundrumMediaPlatform®8383 Wilshire Blvd., #750Beverly Hills, CA 90211...
Page 2 of 9IntroductionWhat is a conundrum? A conundrum is a difficult problem to solve, a riddle, a complex challenge. It...
Page 3 of 9Audience and Experiential IssuesInformation workers today expect video in the workplace. The popularity of site...
Page 4 of 9spreadsheet or document in a complicated or poorly designed content management system. Video,which is already a...
Page 5 of 9Business Consequences of the Video Content ConundrumGiven the costs and challenges of making video more broadly...
Page 6 of 9Losing the Manufacturing “Recipe”In many businesses, including modern, high tech organizations, product manufac...
Page 7 of 9                                                              Plant A                     Plant B             N...
Page 8 of 9Solving the Conundrum with MediaPlatform PrimeTimeThe ideal solution for the video contentmanagement conundrum ...
Page 9 of 9ConclusionFinding the right solution to manage siloed video content in the enterprise is a challenging proposit...
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Solving the Video Content Conundrum

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Video assets are proliferating in the enterprise, but the technologies for storing this content and making it readily available lag far behind its production. Lost in siloed content systems, these video assets can represent a waste of invested resources and a loss of knowledge for potential viewers. In response, many organizations have made a priority out of finding a better way to manage and utilize online video. Most viable solutions, however, seem to be either too expensive or lacking in functionality. The result is an enterprise video landscape replete with impenetrable silos, wasted resources, lost files, and potentially unauthorized or improper use of video assets. Indeed, this seems like a conundrum.

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Solving the Video Content Conundrum

  1. 1. White Paper Solving the Video Content ConundrumMediaPlatform®8383 Wilshire Blvd., #750Beverly Hills, CA 90211(310) 909-8410www.mediaplatform.cominfo@mediaplatformcomCopyright © 2010 by MediaPlatform, Inc.
  2. 2. Page 2 of 9IntroductionWhat is a conundrum? A conundrum is a difficult problem to solve, a riddle, a complex challenge. It’san apt word to describe what is occurring inside most large organizations today as they try to find themost sensible and economical way to manage online video assets. Video assets are proliferating in theenterprise, but the technologies for storing this content and making it readily available lag far behind itsproduction. Lost in siloed content systems, these video assets can represent a waste of investedresources and a loss of knowledge for potential viewers. In response, many organizations have made apriority out of finding a better way to manage and utilize online video. Most viable solutions, however,seem to be either too expensive or lacking in functionality. The result is an enterprise video landscapereplete with impenetrable silos, wasted resources, lost files, and potentially unauthorized or improperuse of video assets. Indeed, this seems like a conundrum.What can an organization do about its inability to manage its growing volume of video content? Theanswer might lie in the various new solutions that allow for corporate video to be more accessible,secure, and economical to deploy. This paper will offer one solution, MediaPlatform’s PrimeTime, whichaddresses the factors that contribute to the challenges of managing enterprise video content.PrimeTime is a portal-based video content management solution used by Fortune 500 clients to makevideo broadly accessible to users across multiple content repositories.The ConundrumThe video content management conundrum is a vexing problem for corporate leaders because there areso many contradictory factors involved. For example, there may be a great deal of online video contentin the enterprise, but it’s usually hard to find and often lost in silos. People also expect to be able to usevideo when they need it, yet they lack the tools to gain access to the right content. The video contentsilos are nearly impossible to avoid but at the same time, are also extremely expensive to fix. It’s a trickyproblem, but one with a practical solution. Before we solve the problem though, let’s first get a cleareridea of what is actually going on with corporations and how they’re managing their video content.Corporations are steadily creating more online video for internal purposes, and the trend appears to begaining in momentum. Interactive Media Strategies reports that 12% of large enterprises weregenerating more than 100 hours of video content per month in 2009, up from 9% in 2008. The numberof corporations generating 25-100 hours of video jumped from 21% to 29% in the same period.1 Tomake a generous assumption, that means that a company might have amassed a 6,000-hour library ofvideo since 2005. In the consumer public, video as a percentage of Internet traffic is projected to reach91% by 20142. Corporate network traffic is likely to mimic the consumer pattern. Indeed, GartnerResearch projects that 25% of content that workers see in a day will be dominated by pictures, video, oraudio by 2013.3As evidenced above, there will certainly be a surge in corporate video content, but tools to manage allthat video content are significantly lagging in development. A Gartner survey revealed that whilesoftware for video content management is the fastest growing segment of the overall contentmanagement market, just 44% of enterprises actually have such a solution. In assessing the underlyingdrivers of this imbalance, it is necessary to look at three factors that affect the use of video in theenterprise: Audience and Experiential Issues, Technological Limitations, and Financial Considerations.1 Interactive Media Strategies Executive Web Communications Survey, Q4 20092 Cisco Visual Network Index 20093 Gartner Data 2008 MediaPlatform® is a registered trademark of MediaPlatform, Inc.
  3. 3. Page 3 of 9Audience and Experiential IssuesInformation workers today expect video in the workplace. The popularity of sites such as YouTube andHulu is driving an appreciation and interest in video in the office. As Whit Andrews, a Gartner analystput it, “Consumerization has proven a force of unmatched potency in the past and the same will be truewhen it comes to the explosive spike in the popularity of consumer online video, fueling a similarinterest in video within enterprises.”4 73% of the U.S. Internet audience is watching videos online atleast monthly – about 90 million people.5 Like it or not, we are now seeing the rise of the “YouTubeGeneration” in the workplace. And we’re not just talking about young people. One of the people atMediaPlatform regularly receives YouTube links from his 86-year-old father! People in the workplaceare expecting to interact with video content in a fun, universally searchable, social environment. Theyexpect channels, instant playback, and the ability to write reviews.Technological LimitationsSet against the growth of video creation anddemand for video in the workplace, mostenterprises are now struggling with someserious technological constraints that wouldmake this content easy to find and use. Themost basic technological limitation stemsfrom the tendency of large organizations toplace video in discrete content silos. Figure1 shows what can happen with video in atypical enterprise scenario. Video getsstored in a variety of systems, ranging fromdedicated Digital Asset Management (DAM)systems, which are usually intended for Figure 1 – Video content silos and uneven access amongst usersadvertising and creative content to ContentManagement Systems (CMS), which are frequently deployed to enable document assembly andarchiving. In addition to these, there are other means of video asset collection and organization inportal servers, network drives, and offline storage solutions such as DVD libraries.Even if everyone had access to all the content silos in an organization, it would be a cumbersome affair.However, as often happens, access is uneven across the corporate environment. Lack of access iscompletely unintentional, but is most often related to security or licensing restrictions. Most DAM andCMS seat licenses are also costly, so it is not realistic to expect that everyone in the organization will begranted access to these types of systems. In addition to being expensive, DAM and CMS systems can bedifficult to use so that even if people had access, they might not know how to properly use a FileNet orOracle media repository. The result is overall poor access to content that might be helpful to the entireorganization. What a mess! Despite this frustrating conundrum, it’s normal and natural for anorganization to store video content amongst various silos. Different departments acquire contentsystems for their own reasons on their own timelines and budgets. When you factor in merger andacquisition activity, you can see how content can get even more dispersed and hard to find.In some ways, mismanagement of video assets is no different than troubles facing many other classes ofcontent. Every corporate information worker can relate to the frustration of not being able to find a4 “Gartner Predicts that by 2013, More than 25% of the content that workers see in a day will be dominated byPictures, Video, or Audio”5 ibid MediaPlatform® is a registered trademark of MediaPlatform, Inc.
  4. 4. Page 4 of 9spreadsheet or document in a complicated or poorly designed content management system. Video,which is already a second-class citizen in the CMS, suffers even more from the disaggregation of siloedcontent. Video files are big, so they typically get placed in storage solutions that are attached to coreCMS solutions. This makes it tricky to put video content on par with more text-based content insidethese solutions. New industry initiatives designed to combat content silos, such as ContentManagement Interoperability Service (CMIS) can help, but only if the video content has enough meta-data to make CMIS cross-CMS querying effective.Enterprise search technologies such as the Google Search Appliance or Microsoft Search Server cancrawl text-based content and create an orderly index out of even the most wildly disorganized CMS.Video content is not so easily crawled, given that most of its searchable terms are not manifested in textform. Difficult to search and inadequately indexed, a lot of valuable video simply gets lost in a CMS.And, if the content silos themselves are not accessible to enterprise search engines, which can occurwhen access rights block the enterprise search crawler, then the video content will be completelyhidden. This is a more common problem than one might imagine.Organizational and Functional ConsiderationsEven if there is a strong desire to make video accessible to a broad set of enterprise users, cost, as wellas functional and organizational challenges make most options unpalatable. Traditionally there havebeen two basic approaches to making video content widely accessible, but each has its own problems: - Building a custom video portal – Whether it is built from scratch, or on top of an established corporate portal platform, a home-made video platform is likely to offer sub-optimal functionality for users accustomed to the YouTube experience. Custom-coding the integration between one portal and multiple independent video content repositories will also be challenging and costly. - Migrating all video files to a dedicated video content management system – This may seem like an appealing concept, but the costs and complexity should give one pause. Media asset migration is a close cousin of data migration, which is a notoriously painful process. Industry research indicates that as many as 84% of data migration projects fail or suffer serious delays and cost overruns.6 Migration also ignores the organizational and budgetary reality of most corporations. If a business unit acquired a content management system, it will not readily abandon it or pay for a share of a new one. On the enterprise level, if an entity has made a commitment to a particular content management platform, such as FileNet, Documentum, or SharePoint, it is a long-term relationship not likely replaced, even by a superior video content management offering.6 Bloor Research MediaPlatform® is a registered trademark of MediaPlatform, Inc.
  5. 5. Page 5 of 9Business Consequences of the Video Content ConundrumGiven the costs and challenges of making video more broadly accessible, it may be tempting to leave thevideo content problem alone, but there are business consequences for ignoring the issue. To appreciatewhat a lack of video access can cost a business, consider what’s going wrong when video cannot bediscovered and shared across an enterprise.Figure 2 is a social network map of an organization that contains four groups of information workers.Although each worker has some degree of relationship with everyone else through work and informalnetworks, certain key “connector” people, are champions at getting the different groups together. In acorporate social network, “connectors” are people who share information and enable knowledge to flow across disparate groups. Their role is no less important in the dissemination of video content. With an effective video content management solution, the connector can easily share helpful video with their networks, enabling the content to reach broader audiences than they would if it stayed inside its silo. Does it matter if video content cannot reach a large audience within an enterprise? The answer is yes, assuming the content is relevant. While the business may not be affected if only a small group can watch the annual Marketing Department softball game, there are a number of scenarios where inability to Figure 2 – Social network map of an view video can have a negative impact on the bottom organization, showing “connectors” who can line. enable video content to flow to key audiences The financial consequences of failed video sharing are across user groups. similar to those faced in many knowledge management challenges. Loss of knowledge orinadequate sharing of information can be expensive, no matter what medium conveys that knowledge.Video is a distinctive medium however, with a striking ability to impart knowledge with relative ease. Toillustrate the financial impact of sub-optimal video content access, consider the following situations.Sales Force LearningA business with a 5,000 person sales force produces a video that can help a sales representative gain$10,000 in annual bookings. Due to ineffective video content management, only half the sales forcewatches the video. As a result, the company misses the opportunity to generate $25,000,000 inrevenue. If the company can improve the viewing rate to 60%, it will realize a $5,000,000 gain inrevenue. Table 1 shows the differential sales performance without and with video management. Size of sales force 5,000 5,000 Penetration of video 50% 60% Number of sales people who did not view the video 2,500 2,000 Sales increase enabled by learning video content $ 10,000 $ 10,000 Loss of sales increase due to incomplete viewing of video $ 25,000,000 $ 20,000,000 Delta $ 5,000,000 Table 1 – the impact of video content management sales force learning and resulting revenue MediaPlatform® is a registered trademark of MediaPlatform, Inc.
  6. 6. Page 6 of 9Losing the Manufacturing “Recipe”In many businesses, including modern, high tech organizations, product manufacturing is more of an artthan a science. As individuals with mastery of the manufacturing process retire or quit, the special“recipe” for making a product can disappear, often with serious financial effects. Table 2 shows how anincrease in product defects, as a result of knowledge loss, can affect the bottom line. In this case, whendefects increase from 1% of units manufactured to 1.5%, the company faces a $1,500,000 hit to thebottom line. Video content management is not the sole solution to this problem, but it does allow forthe capturing and sharing of knowledge amongst workers. This is especially true if the access to thecontent is free from constraints, socially-based, and informal. With Knowledge Without Knowledge Capture Capture Products manufactured per year 1,000,000 1,000,000 Return rate 1.00% 1.50% Number of units returned 10,000 15,000 Gross margin per product $ 250 $ 250 Gross margin lost due to returns $ 2,500,000 $ 3,750,000 Cost for return handling (per unit) $ 50 $ 50 Return handling costs $ 500,000 $ 750,000 Total cost of returned products $ 3,000,000 $ 4,500,000 Delta $ 1,500,000 Table 2 – Effects of knowledge loss on product defect rates and resulting financial losses.Two Plants, Unequal Productivity RatesTwo manufacturing plants producing the identical product often have different rates of productivity.This unfortunate but common situation can arise for many reasons. One big factor is a lack of bestpractices sharing between the two facilities. As many companies have learned, subtle differences inmanufacturing practices can make a big difference in quality and rates of productivity. Table 3compares two plants that make the same product, but do not share best practices. Plant A produces500,000 units with 200 workers, while Plant B produces just 450,000 units with a staff of 210 with PlantA having a lower defect rate. In a simple income statement, shown at the bottom of the table, Plant A isgenerated a gross profit contribution $1,660,000 greater than Plant B’s. Comparing gross profit perhour worked, Plant A generates $25, while Plant B is at just $18.Although video content management is not a magic bullet to solving this problem, a well-designed videomanagement system can enable low cost, low friction knowledge sharing that will bring the best of PlantA’s practices to Plant B. If the plants are in different language regions, video will be the most effectiveway for the two groups of workers to share information. MediaPlatform® is a registered trademark of MediaPlatform, Inc.
  7. 7. Page 7 of 9 Plant A Plant B Number of employees at plant 200 210 Hourly wage $ 8.00 $ 8.00 Hours worked/year 2,000 2,000 Total wages for plant/year $ 3,200,000 $ 3,360,000 Non-labor operating expense $ 2,000,000 $ 2,000,000 Total plant operating expense $ 5,200,000 $ 5,360,000 Number of products produced per year 500,000 450,000 Defect rate 1.00% 1.25% Number of products sold 495,000 444,375 Revenue per product $ 50 $ 50 Cost of goods sold per product $ 20 $ 20 Revenue per plant $ 25,000,000 $ 22,500,000 Cost of goods sold $ 10,000,000 $ 9,000,000 Gross margin $ 15,000,000 $ 13,500,000 Plant operating expense $ 5,200,000 $ 5,360,000 Profit contribution per plant $ 9,800,000 $ 8,140,000 Delta $ 1,660,000 Profit contribution per worker hour $ 25 $ 18Table 3 – Comparison of productivity in two similar manufacturing plants that do not share bestpractices.Risk Exposure from Inadequate Video Content ManagementPoorly managed video content can also expose an organization to risks and liability. Potential risksinclude improper use of confidential video and public disclosure of sensitive information contained invideo. The impact on a business from improper usage could range from simple embarrassment toreputation damage or legal liability. In litigation, improper video management presents another risk inthe electronic discovery process. Video recordings are considered electronic legal evidence that isdiscoverable in a legal matter. If the legal department cannot find video relevant to a legal matter, andthat video is later revealed to exist or has disappeared, the corporation faces significant penalties anddamages in court. Inadequate video management raises the risk that video evidence will be impossibleto locate or retain, both of which pose serious legal liabilities under the Federal Rules of Civil Procedure.The Strategic Imperative of Knowledge ManagementIn today’s economy, only enterprises that can learn and adapt will be able to succeed in the long term.The best businesses emphasize learning and knowledge management on both the individual andorganizational levels. Knowledge management is a broad discipline and video content is an integral partof capturing, preserving, and sharing knowledge across an organization. The inability to manage videoeffectively diminishes knowledge management, which in turn can negatively affect overall strategiccapability. MediaPlatform® is a registered trademark of MediaPlatform, Inc.
  8. 8. Page 8 of 9Solving the Conundrum with MediaPlatform PrimeTimeThe ideal solution for the video contentmanagement conundrum is one that combinesseveral critical qualities:  “YouTube” type functionality, including reviews, sharing, and “Channels”  Controlled, secure access to all video content in the enterprise, no migration required  Searchable  Browser-based  Rich metadata  Reporting and analytics on system usageFigure 3 gives a basic representation of videocontent management solution. Here, a portal- Figure 3 – A portal-based video content managementbased application functions as a front-end user system can span multiple content repositories, makinginterface that links to multiple, separate content video available to a broad range of users on a secure,repositories. In contrast to the silos depicted in access-controlled basis.Figure 1, the video content management systemmakes video available to all users on a secure, access-controlled basis. Content stored offline can beloaded onto the system’s own storage so it can be fully searched along with all other content in theenterprise. MediaPlatform’s PrimeTime solution offers enterprises the kind of functionality depicted in Figure 3.PrimeTime, used in the Fortune 500 to manage large, distributed video libraries, combines the“YouTube” type of experience with an architecture that enables video management without contentmigration.As shown in Figure 4, PrimeTime’sportal interface provides users witha searchable, channel-based onlinelocation to experience corporatevideo. In addition to being able tocreate content, users can find,view, rate, and share video withtheir peers using this solution.PrimeTime can store uploadedvideo content but it can also pointat multiple content sources. As aresult, PrimeTime presents a single,unified interface for all video in the Figure 4 – Screen shot of MediaPlatform’s Primetime video contententerprise. Back-end security and management solution, featuring channels, search, sharing, and built-administrative features, such as in viewing.role-based permissions, alsoprovide access control and related security. MediaPlatform® is a registered trademark of MediaPlatform, Inc.
  9. 9. Page 9 of 9ConclusionFinding the right solution to manage siloed video content in the enterprise is a challenging proposition.Although the issue may seem of secondary importance, the reality is that effective management ofvideo content can have a positive impact on financial results and strategic capability. The opposite isalso true. Limits on video access and sharing can hurt a business on many levels. To date, mostsolutions to the issue of video content silos have been economically and functionally unappealing. Now,the content conundrum is solved with MediaPlatform’s PrimeTime, a portal-based video contentmanagement system that provides a “YouTube” type of experience for the enterprise. PrimeTimemakes video from all content repositories available to end users without requiring any migration. It is acost-effective solution to a problem that was thought to be unsolvable. It enables true enterprise-wideknowledge management through secure viewing and sharing of video from all content sources.About MediaPlatform, Inc.MediaPlatform, Inc. (formerly IVT) delivers best-in-class webcasting and media management technologyto global enterprises and digital media producers. MediaPlatform’s webcasting software enables high-impact presentations for lead generation, corporate communications and training. The company offersorganizations the ability to take advantage of scalable cloud-based computing, as well as on-premisesdeployment, to present and manage rich media. With media management tools built on its platform,the company helps clients derive long-term archive value from their investment in media content.www.mediaplatform.com www.twitter.com/Webcaster MediaPlatform® is a registered trademark of MediaPlatform, Inc.

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