Broadcast BusinessManagement in aMultiplatform EraA Pilat Media White Paper
ContentsI.    Introduction                                                                               3II.   The Challe...
I. Introduction    Perhaps no market trend is having more impact on media companies than the drive to deliver    video con...
II. The Challenges of Scaling to    Multiplatform Operations       Introducing multiplatform services into a broadcast ope...
In such a complex live programming scenario, any number of unforeseen events might wreak    havoc on a siloed broadcasting...
III. Meeting the New Demands of     Multiplatform Programming     Centralizing rights management     Rights management bec...
multiplatform broadcasters to monetize content and services in ways that were not possible in    the traditional broadcast...
IV. Extending Sales and Traffic for    Multiplatform Services   The sales product: complete flexibility for inventory   co...
Use Case: Advertiser Specific Campaign         * Audience targets           25 rating points for people 18-29 on linear   ...
Virtual inventory replication: audienceaddressability in campaignsMedia companies are looking to further maximize inventor...
V. Business Analytics: Understanding   Asset P&L     Centralized tools for business analytics are critical in a multiplatf...
VI. Centralizing Business Workflows  Whereas unified rights management, scheduling, sales and traffic management, and busi...
VII. Conclusion     As media companies re-engineer their operations to pursue new opportunities springing from     the gro...
About Pilat MediaPilat Media Global plc [AIM: PGB] develops, markets, andsupports business management software solutions f...
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Broadcast Business Management in a Multiplatform Era

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The white paper addresses the challenges of scaling to Multiplatform Operations and describes the New Demands of Multiplatform Programming

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Broadcast Business Management in a Multiplatform Era

  1. 1. Broadcast BusinessManagement in aMultiplatform EraA Pilat Media White Paper
  2. 2. ContentsI. Introduction 3II. The Challenges of Scaling to Multiplatform Operations 4 Broadcasting the Oscars : A Use Case ® 4III. Meeting the New Demands of Multiplatform Programming 6 Centralizing rights management 5 Redefining scheduling 6IV. Extending Sales and Traffic for Multiplatform Services 8 The sales product: complete flexibility for inventory combinations 8 Virtual inventory replication: audience addressability in campaigns 10V. Business Analytics: Understanding Asset P&L 11VI. Centralizing Business Workflows 12VII. Conclusion 13 Broadcast Business Management in a Multiplatform Era 2
  3. 3. I. Introduction Perhaps no market trend is having more impact on media companies than the drive to deliver video content on a broad array of non-linear platforms. Today’s consumers are demanding their programs on more devices, and with a greater degree of scheduling flexibility, than ever before. Resulting offerings such as video on demand (VOD), time-shift TV, catch-up TV, “TV everywhere,” and Internet TV are re-writing the rules for broadcast business management. Today broadcasters must find new ways to engage their audiences and attract advertisers across multiple media outlets that span multiple viewing screens in and out of the home. They must “Broadcasters are also demonstrate their ability to reach not only mass audiences but highly targeted and relevant challenged to achieve ones. a level of integration that will yield The IT systems that make such media operations possible are increasingly complex as service maximum revenue adoption expands and content libraries grow. Broadcasters are therefore challenged to achieve a level of integration that will yield maximum revenue potential across all outlets, provide the potential across all needed business agility to compete and adapt to a changing landscape, and keep operational outlets...” costs under control. In this paper, we will describe an innovative model for a broadcast business management system that addresses the challenges of multiplatform operations.3 Broadcast Business Management in a Multiplatform Era
  4. 4. II. The Challenges of Scaling to Multiplatform Operations Introducing multiplatform services into a broadcast operation that has been traditionally focused on linear broadcasting is a complex proposition. Many media companies approach this opportunity by creating new divisions to address the delivery of emerging services, each with its own infrastructure, internal business processes, and success metrics. With such a “siloed” operation, the company has no easy means of measuring across-the-board business performance and efficiently ensuring regulatory compliance, while redundant processes and “With such a ‘siloed‘ resources drive up operational costs and create more operational delays. All of this is taking operation, the place at a time when competitive and economic pressures have never been greater, forcing company has no easy companies to operate as efficiently as possible with minimal staff. means of measuring across-the-board Broadcasting the Oscars®: A Use Case business performance and efficiently To bring home the challenges of multiplatform operations, consider the hypothetical scenario ensuring regulatory of a major network that has secured the rights to broadcast all programming for the Academy compliance, while Awards (Oscars®). The network’s programming lineup includes pre-ceremony features, the redundant processes Red Carpet program and awards ceremony, and after-show features such as red carpet/ and resources drive fashion summaries and coverage of parties. Figure 1 shows the entire programming grid, with up operational costs a breakdown of programs that will be delivered over multiple linear channels as well as the and create more network’s website, VOD service, and mobile service. operational delays.” Weeks Prior Day of Broadcast Following Days • Expert Winners Predictions • Repeat: Oscars Ceremony • Oscar Fashion Review • Red Carpet • The Best After Show Parties • Countdown to the Academy • Oscars Ceremony • Red Carpet Fashion Summary AwardsMulti-Channel • Expert Winners Predictions • Clips: Last Year’s Best Moments • Clips: ‘Best-of’ Speeches • Photo Gallery: Last Year’s • Photo Gallery Ceremony • Clips: ‘Best-of’ Red Carpet Website • Clips: Nominated Movie Trailers • Package : Best Movies of the Millenium • Package: Best • Catch-up: Oscars Ceremony • Package: Best Movies of the Movies of the • Catch up: Red Carpet Millenium Millenium • Catch up: The Best After Show Parties VOD • Catch up: Red Carpet Fashion Summary • Voting Competition • Clips: Last Year’s Best Moments • Clips: ‘Best-of’ Speeches • Photo Gallery: Last Year’s • Photo Gallery Ceremony MobileFigure 1 – A Sample Multiplatform Programming Grid for the Oscars Broadcast Business Management in a Multiplatform Era 4
  5. 5. In such a complex live programming scenario, any number of unforeseen events might wreak havoc on a siloed broadcasting organization, creating ripple effects that can disrupt the entire broadcast and affect revenues. Suppose, for instance, that the Oscars ceremony broadcast runs late (not a far-fetched notion!) – so late that it overruns its programming slot and causes the network’s pre-planned highlights show to be pushed to a later hour. If the show is delayed by too much, the network might be in danger of reneging on advertising contracts that specified its airing at a certain time, in order to reach a particular demographic. Likewise, a segment for the website on the “Best of the Red Carpet” cannot be posted until later and so forth; thus delivery of content to all platforms is affected by the single programming delay. “...any number Suppose the network discovers that it has failed to obtain the clip rights for a particular movie of unforeseen actor who was interviewed for the Red Carpet show or a public figure who appeared in the events might feature on after-show parties as an attendee. Maybe the rights only apply to the initial airing of the show and not repeat airings – or maybe they only apply to the linear broadcast and not the wreak havoc on a other platforms. Or, perhaps an actress describes her dress made by a certain designer in the siloed broadcasting Red Carpet show that is sponsored by another designer – a direct violation of the sponsorship organization, creating agreement. ripple effects that can disrupt the entire Time is of the essence in order for the network to adapt to these scheduling, rights, and broadcast and sponsorship changes in ways that won’t significantly affect revenues. Yet, in a standalone, siloed affect revenues.” operation, each of the changes and their metadata must be input multiple times into different scheduling systems and then synchronized, resulting in costly delays, inefficiencies, and potential for error. In a worst case scenario, the network might be forced to pull some programming altogether – resulting in broken commitments to advertisers, loss of revenues, and money wasted on program acquisition or production costs. And in the end, once all of the programs have aired, the network has no effective means of comparing total costs to revenue in order to gauge overall return on investment (ROI) and guide business decisions for next year’s broadcast.5 Broadcast Business Management in a Multiplatform Era
  6. 6. III. Meeting the New Demands of Multiplatform Programming Centralizing rights management Rights management becomes significantly more complex in a multiplatform environment – requiring a fine balance between revenue maximization and compliance with contractual and regulatory obligations. As shown in Figure 2, to be effective a centralized rights management “Centralized rights platform should provide services for managing the complete asset lifecycle from production management places and acquisition through distribution of content, with tools for contract and deal management, the broadcaster in program finance, and distribution licensing. With these tools, media companies can record control of contract consumption, usage, and distribution rights for any type of content -- from movies and television series to footage and clips – plus associated assets. Likewise, the system provides a negotiations, with central point for querying rights availability against any type of acquired, or produced content, the ability to quickly allowing a broadcaster to fully exploit all licensed or owned rights on any platform, either by evaluate which broadcasting that content or by licensing it to third parties. package of rights for a program will be the As content distributors become more aware of the revenue potential for their programming to most cost-effective be played out on multiple services, they are negotiating contracts that are many degrees more and yield maximum complicated – compounding the difficulty of rights management across multiple platforms. profits.” Returning to our Oscars example, the network might have negotiated one price for the main ceremony to be broadcast over the linear service, and another price for the “catch-up” broadcast on the VOD service. Flexible condition processing becomes an essential component of a business system in supporting this complex environment. Rules, exclusions and workflows can easily be created in the business system to process and enforce these conditions. The system can adapt to the ever changing nature of these contracts without the need for additional development or system redesign. Centralized rights management places the broadcaster in control of contract negotiations, with the ability to quickly evaluate which package of rights for a program will be the most cost- effective and yield maximum profits. Using the previous example, the broadcaster can weigh the cost of airing the Oscars on a linear channel against its advertising revenue potential, and then balance the higher costs of the rights to play the show to the Web site against its potential to attract an even wider audience. The system enables broadcasters to select and manage cost amortization rules for each platform in order to accurately reflect the cost distribution of acquired assets against the full breadth of supported services. Contractual and regulatory management is enabling compelling new opportunities for Finally, centralized rights Rights compliant content rights multiplatform services Broadcast Acquisitions Programs On-Demand Commissions Trailers Centralized Footage Rights Stills Web Productions Management Graphics Music System Mobile Licenses Retail System APIs Media Asset Management Rights aware Scheduling programming systems Enterprise Resource PlanningFigure 2 – Centralized Rights Management Services Broadcast Business Management in a Multiplatform Era 6
  7. 7. multiplatform broadcasters to monetize content and services in ways that were not possible in the traditional broadcast environment. With centralized rights management, the broadcaster can fine-tune sub-licensing agreements to extend beyond program distribution and cover individual components such as audio translations; e.g. a program that has been translated into Chinese can be licensed to every Chinese broadcaster that chooses to purchase it. As always, the system tracks content rights and warns of violations, such as whether the program has been licensed exclusively to a broadcaster in Hong Kong and therefore can’t be sold to another Hong Kong customer. Redefining scheduling “Users can explore various scheduling By definition, the deployment of content across a broad range of linear and non-linear platform scenarios, track services requires new thinking about scheduling. Whereas broadcasters were previously schedule costs, and only concerned with programs, times, and channels when dealing with multiple linear schedules, they must now also consider placement of content on VOD services -- which adds manage content considerations such as platforms, availability windows, asset packaging and delivery, content inventory utilization discovery, and offer management to the scheduling mix. across the entire multichannel With a robust and integrated broadcast management system that provides a central metadata and on-demand repository and a set of scheduling tools for each service, a broadcaster can dramatically enhance operation, from a the consistency and efficiency of its multiplatform programming. The expertise of its existing single centralized scheduling team can be leveraged to extend operations to non-linear services. Users can explore scheduling function.” various scheduling scenarios, track schedule costs, and manage content inventory utilization across the entire multi-channel and on-demand operation, from a single centralized scheduling function. Referring back to the programming grid in Figure 2, the broadcast management system provides a comprehensive view into the entire programming strategy prior to, during, and after the Oscars ceremony broadcast, enabling the broadcaster to maintain program consistencies and synergies between all platform services. The system’s “schedule awareness” tracks when and where a program was originally scheduled and alerts the scheduler when the content has been moved to a different slot, giving the scheduler ample opportunity to make sure the promotions for the original airing have been removed and replaced with new content. When VOD and other non-linear services are added to the mix, they add new layers of scheduling complexity. To truly add value, a business management system should be able to handle scheduling functions that are unique to VOD, such as asset packaging. In this instance, the broadcaster has the opportunity to package a series of titles together – for example, a package of movies featuring the Best Actress nominees for the Oscars – making them available as a single, searchable offer. The system should enable easy scheduling for content discovery; i.e. scheduling a promotion for another movie that will be available the following month for a viewer that is watching a certain title. Also, the system should provide scheduling tools for offer management, enabling the scheduler to make a specific title available in as many program classifications and packages as possible. For instance, a single VOD movie is made available on multiple menus such as New Releases, Classics, Children’s Titles, Genre (e.g. Fantasy) - and can be offered individually and/or as part of a “Best Movies from the Director” bundle. The broadcast management system should take into account changes that take place in the linear service and how they might impact the non-linear side, for instance, catch-up broadcasts on VOD. For a live event such as the Oscars, rights purchased for the linear event might be separate from the rights for the VOD catch-up. The broadcast management system automates the rules dictating the time window for the non-linear schedule as a function of the linear schedule; e.g. the catch-up of the Oscars Red Carpet show can only be made available for five hours after the completion of the live show and only for a period of three days. The system keeps both schedules synchronized in the event of a change in the live event.7 Broadcast Business Management in a Multiplatform Era
  8. 8. IV. Extending Sales and Traffic for Multiplatform Services The sales product: complete flexibility for inventory combinations To accommodate multiplatform operations, broadcasters need an inventory management “Robust broadcast system that is capable of handling a wide variety of inventory types. Whereas inventory management systems management has traditionally meant dealing with a broad variety of 30-second spot derivatives, media companies are now selling inventory across linear channels, VOD, the Internet, cinema, create inventory other out of home outlets, and print media – and they need to be able to combine these for collections called the maximum benefit of their advertisers or agency customers. As shown in Figure 3, robust ‘sales products‘ broadcast management systems provide this flexibility by creating inventory collections called that reflect the “sales products” that reflect the characteristics of each platform and media type. Rates and characteristics of each viewing predictions are applied and aggregated to sales products which can be sold consistently platform and media with a common aggregated view for measurement and unified billing. type in an integrated campaign.” Sales Product Integration Layer Network TV VOD Service Web Service M T W T F S S Week 1 Week 2 Week 3 Week 4 Oscar Repeat Best Picture 2009 Live Countdown Ceremony Ceremony Catch-up: The Oscars Fashion review Catch-up: Red Carpet Fashion Summary Ratings, Spots Downloads, Viewings Impressions, Clicks Ad Inventory Variety Programming Ad Inventory Grouping Figure 3 – Sales Product Inventory Collections Figure 4 describes a sample ad campaign that might be built around our fictitious network’s programming grid for the Oscars. Within the sales product layer of the business management system, the traffic manager is able to define not only the type of ads for each service (e.g. commercial spots for linear as well as pre- and post-rolls for VOD, website banners, and in-stream ads on mobile devices), but also metrics for determining audience reach targets (e.g. 6.5 rating target for linear, five million clicks on the website, or 10,000 downloads on the VOD or mobile services). Broadcast Business Management in a Multiplatform Era 8
  9. 9. Use Case: Advertiser Specific Campaign * Audience targets 25 rating points for people 18-29 on linear 350,000 clicks on website 50,000 VOD downloads 200,000 mobile downloads * Exclusivity terms Exclusive sponsorship on ceremony billboards Shared sponsorship on repeat events * Multiplatform promotions 40 tagged linear promotions Website banners and skyscrapers Product placement in “Best of” commissioned events * Commercial spots 20 Bookends 150 linear spots 10 Squeeze back promo spots Pre and post-roll on VOD service In-Stream spots on website video clips Opening and closing billboards Figure 4 - A Sample Advertiser-Specific Oscars Campaign In a nutshell, the sales product concept is a mechanism that focuses on the sales opportunity for one or more blocks of programming regardless of how it will be scheduled. With linear television, for instance, the network can sell the live Red Carpet show, Oscar ceremony, and fashion summary shows as a sales product, with a guarantee that the audience will be delivered for each spot the advertiser buys. The system offers the flexibility for the broadcaster to apply a different pricing structure based on an estimate of the audience for each show. In many ways, the sales product is even more effective for VOD than for linear television, due to the differences in methods for estimating audiences. For instance, the broadcaster can sell the aforementioned Best Actress-featured movie package on the VOD schedule, with rates applied based on estimates of how many viewers will watch each title in each time period. Unlike linear TV, which bases audience estimates on statistical group samples provided by research systems like Nielsen, a VOD offering can be forecast much more precisely based on actual numbers of viewers who have downloaded a particular title in the past. The inventory management system should provide the flexibility for broadcasters to offer combined campaigns that distribute programming across different platforms with different rates based on audience, spot rates or other metrics - but all managed within a single campaign with the convenience of a single invoice to the advertising customer. Also, the system should provide the flexibility to overlay secondary events in the schedule, such as sponsorships, product placements, and logos, together with spots.9 Broadcast Business Management in a Multiplatform Era
  10. 10. Virtual inventory replication: audienceaddressability in campaignsMedia companies are looking to further maximize inventory value by augmenting mass-market campaigns with personalized advertising that connects with specific audiences.Business management systems should enable sales and traffic departments to offer advanced,addressable targeting packages as options for both linear and non-linear services, with modelingtools for optimizing projected revenues based on targeting inventory allocation choices. “A single campaignAs shown in Figure 5, virtual inventory replication offers an evolutionary path to campaign for a specific autoaddressability in linear advertising. It enables sales departments to create an unlimited number manufacturer mightof virtual replicates of the inventory and associate each copy to specific audience targets.Through proper integration with the ad delivery infrastructure in service provider networks, the contain ads forvirtual channel is played for its targeted audience. This approach offers complete control to the minivans targetedsales and traffic department to turn targeting on and off and to offer advanced packages while to families withkeeping focus on wastage and revenue performance. children, with different ads forFor non-linear services, both virtual inventory replication and just in time ad placement decisions sportier modelswould be advantageous. In fact, the demographic information that can be obtained from targeting youngthe set-top boxes of IPTV subscribers or viewers who download on-demand services enables adults... the sameextremely precise targeting. For instance, with an IPTV service, household data linked to the STBmight indicate that the subscriber travels internationally, making the viewer a good candidate ad space can be soldfor an airline ad promoting discounts for international travel (of course, it goes without saying multiple times...”that the system would need to provide strong controls to ensure that the data is collectedanonymously to protect viewers’ privacy). A single campaign for a specific auto manufacturermight contain ads for minivans targeted to families with children, with different ads for sportiermodels targeting young adults. Thus, the same ad space can be sold multiple times dependingon the number of niche markets to be targeted. As with linear advertising, the system providestools for modeling different combinations of personalized vs. mass market advertising to ensuremaximum revenue potential, i.e. how many times a particular campaign can be virtualized andstill enable it to be profitable. Since non-linear programming by definition is watched at theviewer’s discretion as opposed to broadcast at a specific time, the business management systemcan also determine whether time-sensitive ads will be appropriate for different services;e.g. whether the airline’s discount offer has an expiration date. Default Men 24-39 Women 24-39 Frequent Travellers Program part Program part Program part Ad-1 Men 24-39, Ad-1 Men 24-39 Frequent Travellers Ad-1 Women 24-39 Ad-2 Men 24-39, Ad-1 Household Frequent Travellers Ad-2 Women 24-39 Ad-1 Women 24-39 Ad-1 Household Ad-1 Household Ad-3 Men 24-39, Ad-2 Household Frequent Travellers Ad-3 Women 24-39 Program part Program part Program partFigure 5 – Virtual Inventory Replication Broadcast Business Management in a Multiplatform Era 10
  11. 11. V. Business Analytics: Understanding Asset P&L Centralized tools for business analytics are critical in a multiplatform broadcasting enterprise, offering the ability to measure business performance of each service, as well as the performance of various assets across all the platforms on which they are delivered. Only business systems that understand the language of each platform and offer a centralized repository for the metadata of all assets can provide effective business analytics. “Only business Multiplatform reporting and analysis tools offer the broadcaster powerful means of tracking systems that costs against revenues to determine the profitability of a program or set of programs, feeding understand the valuable metrics into the next program planning round. Going back to the Oscars example, the language of each network can determine how to allocate all live and pre-recorded programs among the linear platform and offer channels, Web streaming, and VOD services in accordance with the rights that were originally a centralized purchased. repository for the In addition to acquisition, the network must factor in any additional items that contribute metadata of all assets to the overall cost of the asset – for instance, addition of closed captions, down-converting can provide effective HD content for an SD service, or the production and transcoding costs of re-formatting the business analytics.” material for multiple Web sites or for producing a synopsis for the VOD service. These costs are all balanced against total revenue potential including ad sales and any sub-licensing agreements to determine what combination of delivery mechanisms will yield the most profit. Furthermore, the broadcaster will have a record of the program’s performance that will help make informed decisions about future Oscar broadcasts, for instance, how well the post- ceremony commissioned programs performed in a Spanish-language market and whether the performance justified the cost of generating Spanish subtitles. In addition to financial analysis, multiplatform broadcasters need tools for measuring performance against a set of specific targets, also known as key performance indicators (KPIs). These include factors such as the percent of content required to have closed captions, the percent that is required to be broadcast in high definition, or requirements for programs to have subtitles when broadcast on international channels. Business analytics tools should indicate how well all programming meets KPIs across all platforms and territories, and also measure such non-monetary factors as production time to deliver content to a Web site, affecting operational efficiency.11 Broadcast Business Management in a Multiplatform Era
  12. 12. VI. Centralizing Business Workflows Whereas unified rights management, scheduling, sales and traffic management, and business analytics set the stage for a smooth transition to multiplatform operations, the glue that will hold everything together is an integrated and centralized mechanism for coordinating workflow. Such a system will create new levels of efficiency by facilitating a smooth exchange of information between departments, precisely synchronizing their activities while optimizing the allocation of resources (e.g. ad inventory, content rights). “Centralized Prepare and Transcode Distribute business workflow Media Media management will create new Plan Promo Campaign Produce levels of efficiency Across all Promotions by facilitating a Platforms smooth exchange of Schedule Package Schedule information between Define Establish Promos Release Reconcile Package Rights • TV Schedule • Web Offers TV, Web, Mobile Schedules and Bill departments, • Mobile Clips precisely Negotiate synchronizing Rights Clearances if their activities Necessary while optimizing Schedule the allocation of Sell Package Book Campaigns • TV Spots resources.” (Sponsorship) Campaigns • Web Spots • Mobile Spots Sell Package (Multi Platform Campaigns) Media Programming Advertising Figure 6 – Integrating Workflows in a Multiplatform Operation Figure 6 illustrates how a broadcast management system might integrate all phases of a multiplatform programming and advertising campaign’s development from initial definition through to final reconciliation and billing, taking into account every aspect of the workflow including sales, media preparation, rights negotiations, and scheduling. Managing change is one area in which centralized workflow adds great value. Take the example of the Oscars, scheduled for live broadcast on the linear service and then scheduled for later catch-up on VOD. If the linear program runs over its allotted time slot, the system will automatically notify the scheduler on the VOD service that a change has occurred. A centralized workflow engine can communicate the impact of schedule changes, media failures (e.g. content that fails a QC check), or contract approvals. At any stage in the process, anyone in the operation can access the system to determine the rights of the program for a given platform, when the program has been scheduled by platform, and the content’s status in the workflow (e.g. whether it has passed through ingest, transcoding and quality control steps and is ready for transmission). In the event of a content failure for a program due to go out tomorrow on the linear service and the next day on the VOD service, the workflow can immediately notify the schedulers of the issue so that they can re-arrange the schedule. Centralized workflow can also play an important role in maximizing revenue for a piece of content. For instance, based on the rights profile for a new acquisition, the system can automatically trigger an indication to the content sales department that the distribution rights allow opportunities for sublicensing, DVD sales, or other means of monetizing the content. Broadcast Business Management in a Multiplatform Era 12
  13. 13. VII. Conclusion As media companies re-engineer their operations to pursue new opportunities springing from the growth of “broader-casting®” and “TV everywhere,” they are recognizing the importance of cross-platform management systems that can grow and shift with changing business requirements. An integrated approach to broadcast business management unites processes and departments, which have traditionally been disconnected, by driving them from a single database and workflow engine. This unified, centralized strategy enables today’s media enterprise to manage “This unified, traditional media services such as multi-channel linear TV alongside new media offerings, centralized strategy without disrupting the company’s tried-and-true business processes…and maximize profits from enables today’s emerging audience behavior patterns. media enterprise to manage traditional In addition, effective broadcast business management optimizes multiplatform programming through centralized rights management, with scheduling tools that span all linear and non- media services such linear services. It enables flexible multiplatform campaign combinations and the integration as multi-channel of audience profile targeting. It offers powerful business analytics tools to measure program linear TV alongside performance across all platform services. And finally, an integrated approach can create new new media offerings, levels of efficiency by centralizing business workflows across the entire media operation, in tight without disrupting coordination with the business planning processes. the company’s tried- and-true business With these tools in place, the business management system delivers results that are truly processes… and transformational – turning a broadcast organization into a nimble, integrated operation that can not only adapt to unexpected programming changes, but also easily evolve its business model to maximize profits keep pace with emerging media trends and opportunities. from emerging audience behavior patterns.” NOTE: “OSCARS®” and “ACADEMY AWARDS” are trademarks and service marks of the Academy of Motion Picture Arts and Sciences and are used here only for general reference. All other trademarks are the properties of their respective owners. ©2010 Pilat Media. All rights reserved.13 Broadcast Business Management in a Multiplatform Era
  14. 14. About Pilat MediaPilat Media Global plc [AIM: PGB] develops, markets, andsupports business management software solutions for contentand service providers in the media industry. Designed withthe direct involvement of top-tier broadcasters, Pilat Media’ssystems improve business performance, accelerate time tomarket, and enable diversification and growth of contentprogramming, advertising sales, traffic, and media operationsfor multiplatform linear and on-demand services. More than 50blue-chip media companies around the world use Pilat Mediasolutions, including CBS, FOX, CTV, Virgin Media, Discovery,SABC, Chellomedia, the BBC, Media General, Sky Italia, ESPNStar Sports, Network Ten, TVNZ, Southern Cross, and Foxtel.These and other deployments represent the management ofbillions of dollars in advertising revenue and programming thatreaches hundreds of millions of viewers.www.pilatmedia.com

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