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Bringing TV to Life by Accenture
Bringing TV to Life by Accenture
Bringing TV to Life by Accenture
Bringing TV to Life by Accenture
Bringing TV to Life by Accenture
Bringing TV to Life by Accenture
Bringing TV to Life by Accenture
Bringing TV to Life by Accenture
Bringing TV to Life by Accenture
Bringing TV to Life by Accenture
Bringing TV to Life by Accenture
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Bringing TV to Life by Accenture

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Bringing TV to Life by Accenture: a 11 pages PDF brochure about giving consumers an over-the-top experience.

Bringing TV to Life by Accenture: a 11 pages PDF brochure about giving consumers an over-the-top experience.

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  • 1. Bringing TV to Life Giving Consumers an Over-the-Top Experience
  • 2. Introduction A revolution in TV and video delivery “Television is like the American toaster,” the famous film director Alfred Hitchcock once said. “You push a button and the same thing pops up every time.” Well, not anymore. Today, the broadcast, communications and entertainment industries are poised for a consumer video environment about as far from the traditional “mass” media model as one could get. Instead of the same thing to the same people at the same time, video is about to go “over the top”—offering consumers a choice of what they want to watch, when and how they want it. Adapting a line from an old television 35 percent year-on-year growth.1 It is The Web is also going mobile now, commercial, “This is not your father’s now the largest catch-up TV site in enabling video watching and social TV.” Television delivery, and the the world (a place to watch recent networking on the go. Recent viewing experience, have undergone programming on demand), and may statistics show that 32 percent of a series of transformations over the soon become the largest film and Americans have accessed the Internet past half decade or so. The traditional sports video-on-demand site. on their mobile devices, up from linear content experience (watch 24 percent two years ago.2 In some respects, the Web has according to the broadcast companies’ spoiled us. Consumers have grown The questions that remain about schedule) has been enriched and in accustomed to the friendly and the future of online video, however, some ways surpassed by the function- appealing experience of the Internet, are profound: Can the quality of the ality and services of non-linear, digital its rich functionality in areas such as viewing experience become strong platforms (watch what you want, search and recommendations, and enough that people will want to spend when and how you want it). the greater control it affords over the majority of their viewing time Early forays into Internet TV (IPTV) schedule (content anytime) and to a online? Can anyone figure out the mostly had limited success in most certain extent over location (content revenue model? Will the ecosystem markets across the globe. By contrast, anywhere). The Web has also made it players cooperate to make it happen? online video is booming today, and it’s possible to build and nurture commu- Stay tuned. no longer a phenomenon limited to nities—a capability beyond the reach user-generated content. YouTube, for of the proprietary, closed systems of example, is currently experiencing traditional broadcast TV. Bringing TV to Life 1
  • 3. What is “over-the-top” TV? Internet TV revisited Over-the-top refers to both linear and non-linear video Haven’t we heard all this before? It was at least five years ago, offered to the television set through an unmanaged broadband after all, that “Internet Protocol TV,” or IPTV, was touted as the connection. technology that would change the face of broadcasting. It didn’t. What happened? Over-the-top capabilities enable Over-the-top TV is the very embodiment Elite university professors used to tell The lessons about IPTV failures are Without coordinated efforts, as well advertising, personal video recorders, companies across the communications, of a disruptive technology, and much their students to look to the left and to instructive to companies looking to go as standards and regulatory models, etc. But the customer experience turned entertainment and retail ecosystems of the fierce jockeying for position one the right because “one of you will not over-the-top with video services today. critical mass could not be attained for out to be substandard. That situation, to go directly to consumers with their notices in the marketplace today is be here next year.” It’s an apt analogy First, IPTV did not fully build on the advertisers or consumers. The closed combined with a faulty business content, bypassing traditional network rooted in the need to carve out a to the state of broadcast and commu- potential advantages of the Internet. business model impeded scalability of model, left the promise of IPTV largely gatekeepers and access providers. profitable place in this new and very nications competition today. How the Instead of leveraging the power of an the service and that, combined with unfulfilled. unfamiliar television environment. various players across this ecosystem open environment, providers kept to a skyrocketing programming costs, What’s so different today about Over-the-top TV—bringing the PC to the respond to the disruption of over-the- closed system. The use of proprietary resulted in a very fragile economic programming delivered over the TV, and the TV to the PC—will change top TV in the next couple of years will or “walled garden” technologies and model. Internet? The technologies have how consumers access broadcast largely determine their ability to survive devices slowed widespread take-up, There was promise there, to be sure. changed, businesses and business entertainment, and how content and in the long term. preventing the very kind of open co- IPTV was a precursor to some of the models have changed, and perhaps communications companies provide it. operation and access that people now hottest capabilities discussed today: most important, consumers have take for granted on their PCs. video on demand, catch-up TV, digital changed. 2 Bringing TV to Life Bringing TV to Life 3
  • 4. The growth of online video Figure 1. Online video usage What types of online video have you viewed in the past month? Consumers are embracing video delivered over an online User-generated video 43% 64% connection. By the end of 2009, research studies had found National news 39% 56% that more than 86 percent of Internet users in the U.S., for Movie clips or trailers 32% 42% example, were watching online videos—about six per day, Local news 32% 44% TV show clips 30% with an average length of just over four minutes.3 24% 36% Full-length TV shows 32% Sports news/highlights 23% 29% Full-length movies 17% 24% Commercials/promos 13% 19% Adult entertainment 13% 16% Sports events 12% 14% Classic TV clips 10% 11% 2007 2008 (Source: Forrester Research, June 8, 2009. How Consumers Get Online Video To The TV) Across the board, the online video effect, the largest catch-up TV service currently accessing its site through their Figure 2: Expected growth of over-the-top TV revenues market has continued to grow. In the in the world. As shown in Figure 1, mobile devices as of April 2010.10 The United States, for example, almost 178 full-length TV shows, news and movies Morgan Stanley report predicts that Annual OTT TV Revenue million U.S. Internet users watched 33.2 are rapidly becoming the programming video on mobile is likely to surge, as Billions US $0 $1 $2 $3 $4 $5 $6 billion videos in December, 2009, alone. of choice. well, stimulating dramatic growth in In other words, 86.5 percent of total mobile data usage.11 In short, the widespread penetration $0.97 U.S. Internet users watched online of fixed and mobile Web-enabled Together, these trends point to a huge videos.4 2009 $0.04 platforms is setting the stage for a growth in over-the-top TV. According Hulu, the online television content rapid uptake of digital video services to market research from the Diffusion $1.01 aggregator, streamed more than 1 and current broadband trends are Group, over-the-top TV revenues are billion videos in December 2009, and fueling their growth. Research indicates expected to reach $5.7 billion by 2014. the average monthly number of videos that worldwide consumer broadband (See Figure 2.) $3.90 watched per viewer rose from 21.1 in subscribers, both fixed and mobile, will The time is coming (in fact, is almost November to 22.9 in December.5 And rise from 585 million in 2009 to more Hulu is actually only the second biggest than one billion in 2013.8 here) when all consumers can count 2014 $1.78 on having a megabit of bandwidth online video channel, behind YouTube, $5.69 And expect mobility to accelerate this wherever they are. This will enable which is attracting content companies revolution, enabled by the rapid growth services that were inconceivable just as big as the BBC to its online portal.6 of mobile broadband connections and a few years ago—high-definition video OTT subscription revenues 2014 (US$M) About 40 percent of all videos watched massive improvements in device quality. on the move, or video streamed over an online are now downloaded through 407 490 830 A recent Morgan Stanley report notes unmanaged network, or multiple rooms YouTube.7 that social networking platforms are in a digital home being served by Europe Asia N. America Others Once a gathering place only for already gaining an impressive share separate streams. This radically amateur, user-generated video, online of mobile phone communications.9 reconfigures delivery platforms, OTT PPV Revenue video sites now offer topline television Facebook, for example, claims that ecosystem relationships as well as programming. YouTube has become, in more than 100 million active users are consumer viewing patterns. OTT Subscription Revenue Total OTT TV Revenue (Source: The Diffusion Group, Over-the-Top TV Revenue to Top $5.6 Billion by 2014.) 4 Bringing TV to Life Bringing TV to Life 5
  • 5. Capturing the loyalty of a new generation of video consumers The Web has created a new generation of television and video consumers, with expectations about freedom and flexibility from which there really is no retreat. Over-the-top TV: Scope of a comprehensive solution Traditional TV was, as Hitchcock implied, the same thing to everyone. experience, and search/recommenda- tion capabilities now taken for granted In short, the marketplace for new content devices and sources is Services Network Business models Online TV gives consumers what they in the online world and now about to both maturing and fragmenting, as want, when they want it. Indeed, the come to the TV world, as well. consumers make firm choices beyond • Live channels • Public Internet • Advertising video distribution paradigm is no the traditional TV experience, and as • Video-on-demand • Subscriptions longer one where content is pushed to Customers now demonstrate loyalty to alternative modes of consumption Devices branded, high-quality services but are (progressive download, • Micropayments consumers; it’s one where consumers become a mainstream part of everyday • Set-top boxes skeptical about proprietary lock-ins streaming or download pull what they want, on demand, from life rather than an occasional novelty. (broadcasting-IP hybrid) that force them to a single channel or and play) wherever they are and on whatever To capitalize on this shift in consumer • Connected TVs platform. device they may choose. behavior, companies offering new • Interactive services • Gaming consoles Linear TV remains the dominant force devices and sources for content • Seamless broadcast/broadband As they do with a PC, consumers now in media consumption, but the online, consumption need to capture • Smartphones, other play an active role in content selection, consumption “anytime” video experience has consumers’ attention and loyalty. mobile devices and will prefer services that let them substantially modified consumer decide when and where to consume behaviors. content. The appealing and flexible interfaces have changed the viewing 6 Bringing TV to Life Bringing TV to Life 7
  • 6. Over-the-top TV: Capitalizing on direct-to-consumer capabilities Delivering innovative services to improve the direct-to-consumer relationship It’s in this context of (1) the inexorable The ability to provide direct-to-con- What is the reason for developing a move to online video viewing and, (2) sumer relationships is being pursued by direct-to-consumer model? Executives the growing power and influence of companies today because of increased told us overwhelmingly that the reason the consumer, that the importance of cross-sector competition. Achieving for this new model of interaction is to new, over-the-top TV capabilities excellence in engaging and interacting build deeper, more effective long-term begins to be fully appreciated. with consumers is now seen as a key relationships with their customer base. to profitable growth by all players in With better engagement of the Over-the-top services—the delivery the ecosystem. consumer—and better opportunities to to the TV set of video content over a fulfill a consumer’s desires—providers broadband connection—represents a This fact has been underscored by can increase loyalty and retention, new strategic opportunity for key recent Accenture research—our latest improve share of wallet and grow their industry players to gain an advantage Global Content Study. For the execu- average revenue per user (ARPU). in the ongoing battle for the hearts tives surveyed as part of the research, and wallets of consumers. Over-the- direct-to-consumer models already The players that will succeed will be top TV brings capabilities associated far outweigh indirect consumer those capable of providing a seamless, with a PC to the viewing experience— relationships. Thirty-eight percent of integrated consumer experiences choice, control and search being companies already have only a direct across both broadband and broadcast. primary. It puts consumer choice and relationship with their consumers, Let’s look at how that can be preferences at the center of the while nearly half have both direct and accomplished. broadcast and communications indirect relationships. In contrast, only industries’ business model. 16 percent of respondents say their business has a “pure” indirect consumer business model. 8 Bringing TV to Life Bringing TV to Life 9
  • 7. Characteristics of an effective Industry disruptions and competitive over-the-top TV solution advantages An effective over-the-top TV solution integrates digital TV Figure 3: The content creation, aggregation and distribution ecosystem broadcasting with digital video over broadband in a seamless Originally characterized by a strict separation of roles; now emerging into a complex ecosystem user experience, and delivers integration between broadband Value Chain Content Creation Aggregation (Networks) Content Distribution and broadcast digital video on set-top boxes, Internet-enabled Aggregation (OTT Portals) TVs, smartphones and PCs. These capabilities enable operators Includes music, movies, news, • Content Management Provides the video • Integrated media ingestion Description to give their customers more choice and control over their sports, television programs, “protail” video and made-for- • Content Aggregation • Content Scheduling distribution network: • Cable / IPTV / Satellite (OTT / Linear) through CE • Device interoperability communications and entertainment experiences. Web video (user-generated • Content Transcoding • Next-Gen Wireless (4G; LTE) and networking and professional) • Content Presentation • Radio • 2-way IP communication • Standards Conversion • Print and targeting Content Owner Movement Aggregator Trends Service Provider CE OTT Solutions Legend Company Type Historical Market Position — Target Market Position An over-the-top TV solution merges Personal TV experience: Each member of From the user’s perspective, having a The competitive environment for TV on any device. Consumers will increas- • Content aggregators and broadcasters linear channels with video-on-demand, a household can generate a personalized viewing profile means that a person can and video delivery was originally ingly expect personalized content to be will need to focus on maintaining catch-up TV and utility applications, profile, so the viewing experience they receive content suggestions through an characterized by a strict separation of available through catch-up TV, and audience scale against platform offering a unified customer experience access and receive is tailored to their innovative content recommendation roles. Today, roles are blurring as the will also expect recommendations to fragmentation. They will need to and delivering digital TV anytime and interests, habits and preferences. Users engine. This capability can increase video ecosystem grows more complex. (See be made to them based on their build on their core strengths of anywhere. By integrating the digital can customize their own TV interests, on demand service usage and revenue Figure 3.) Four forces in particular are preferences and viewing behaviors. linear content production/editorial home with mobile devices, consumers can choose categories specific to their needs, generation from pay-per-view events. influencing the evolution of the value packaging and brand recognition. have a digital TV and video experience share content with others, and configure Consumers can also receive more Finally, hybrid monetization models will chain. Overall they will seek to provide new tailored to their profile and delivered to the home TV as a personal viewing device targeted personal advertising based be another force. We anticipate that video services to increase consumer their choice of devices, wherever they with the same configuration used on on their profile and viewing habits. On the supply side, we see broadband both ad-sponsored and pay-per-view loyalty and stickiness and build a happen to be located. the Web TV accessed with a PC. Users enabling a global content supply chain. models will co-exist. A recent Accenture direct-to-consumer relationship to Interactive advertising: Interactive Content owners now have the opportu- survey found that 60 percent of can also use a mobile phone or PC to launch a subscription-based business An over-the-top capability gives opera- capabilities enable consumers to mark nity to directly connect to end-users, executives believe ad-sponsored will be schedule TV or set-top box content model. tors the opportunity to deliver innovative items for purchase during an advertise- and content distributors now can offer the prevailing business model, while programming, recording and purchasing services that can improve the direct-to- ment and add them to a special wish list, portals directly to the end user. Second, 40 percent hold to a pay-per-view • Players in the device space should content for broadband video on demand consumer relationship. These include: which can be accessed through the devices are becoming smarter and approach to monetization. carefully watch the ecosystem, and and live broadcast events. personal TV Web portal. This capability Web-enabled. Major TV and mobile try to reinforce relationships and Broadcast TV with video on demand What will be the overall effect of Enhanced profiling to support targeted can increase revenues by shortening the device manufacturers are adopting agreements with content distributors. and interactive applications: Seamless over-the-top TV on different players in advertising and content recommenda- distance between a consumer’s identified open set-top-box standards, as well It is important that the user experi- integration between live TV and video on the convergent ecosystem? Here are tions: Because users are customizing need and its fulfillment. as web-enabled standards for global ence with the mainstream content be demand. Through the broadband connec- some representative impacts: their viewing experience and creating a content. Services (widgets) and applica- made optimal on all devices. tion, users can access any movie or TV Multi-device application store: A profile of their interests, operators can tions can be accessed on any supporting • Content and rights owners will have program (including catch-up TV services) leading over-the-top TV solution supports • Companies operating in a distribution come to understand consumer prefer- device (for example, through Apple’s the ability to provide move archives just by using their electronic program the most common industry standards network capacity must secure a role ences more deeply. And that knowledge App Store.) or live sporting events direct to the guide. Interactive applications offered to for set-top boxes and Internet-enabled as main suppliers of the video services can command higher advertising consumer, bypassing the traditional consumers through this platform enhance TVs. This standards-based approach Moving to the demand side, a third Advertising cloud, building a multi-tenant revenues, attracting more advertisers content aggregators and broadcasters. the customer experience, while also enables the rapid deployment of interac- influencing factor is the growing platform and attracting as many who can target messages at a much enabling operators to gather important, tive applications for TVs and set-top consumer demand for TV and video content owners and aggregators as more granular level. real-time audience data. boxes, independent of the equipment content delivered anytime, anyplace, possible. manufacturer. 10 Bringing TV to Life Bringing TV to Life 11 Licence
  • 8. Guidance for industry players Preparing for many potential scenarios How will the competition among these need to establish viable agreements market—by leveraging their existing Broadcast companies different revenue models for each Device manufacturers players shake out? The question is with owners of local distribution strengths. These include the access device, while still providing a consis- impossible to answer with perfect networks. They need to invest in network and content delivery network Broadcasters should seek to innovate tently high consumer experience: Apple has led the way in terms of precision, of course, but here are a brand recognition and consumer (data and communications routing), and reposition themselves by taking a mobile as a remote control extension, a game-changing play that has few potential scenarios: experience capabilities. customer support and service bold step forward in the value chain, the PC as a recommendation/playlist revolutionized the entire content provisioning and management. moving closer to the end consumer. personalization tool and the TV itself ecosystem—taking a leadership role Content-centric scenario Device-centric scenario Leveraging their strong brand name as in controlling the value chain and as the central consumption device. Content is king, and customers get Device makers manage to build a Then they should look to extend their content producers and aggregators integrating all elements into a stable content directly from multiple content closed ecosystem and then content is partnerships with content aggregators. they should transform their traditional Fundamental to this direct-to-con- and easy-to-use solution. With right owners leveraging search models. optimized for each ecosystem (many Cable operators and telcos could seek, business model by embracing the sumer strategy is the need to establish solutions encompassing the network, They monetize advertising revenues. “iTunes-like” stores). for example, to be the “cloud provider” broadband revolution without fear of a strong collaboration with all device device, software and content, other There is a significant role for search to content aggregators. They could cannibalizing their traditional revenue manufacturers (including TV and device manufacturers have an oppor- Given these and other possible and discovery functions, and that role offer a multi-tenant video platform to streams in areas such as advertising. set-top boxes) to ensure that their tunity to make similar kinds of plays. scenarios, what can different types of could generate a referral or brokering host content aggregators. offers and solutions are available companies throughout the broadcast This strategy requires leveraging, on One key is to focus on defining and fee. Content distribution is done across all devices, which can help and communications ecosystem do Third, these companies should look to top of their traditional linear offers, shaping the ecosystem through a through agreements with local or to avoid dangerous vertical and to best prepare themselves for the be the dominant provider to the digital their vast archives and the rights they unique, hard-to-replicate user experi- global content distribution networks. proprietary plays. over-the-top future? Here are some home. And, fourth, they should expand hold for premium content, using their ence for over-the-top TV provided by Aggregator-centric scenario factors and recommendations to their presence in the content domain assets to build a compelling consumer Broadcasters potentially possess a the device. Bundles of content and Content aggregators (the current consider: by offering a content portal, enabling experience comprised of converging first-mover advantage, but it’s a services then can be linked to the broadcasters) manage to play a open access to content and application service offerings (with different access relatively small window of opportunity device, increasing the chances for significant role as the main shop Cable and telecommunications providers. When volumes rise to the rights) such as video on demand, catch before content/rights owners or retention of customers. visited by the customer, building on companies appropriate level, they can then move up TV and virtual linear channels. device manufacturers decide to fill the aggregator/broadcaster’s brand into a content aggregator role. the consumer space directly. Opportunities to monetize ongoing as editor, and seamlessly combining Cable operators and telcos should seek Embracing the broadband world does interactions with consumers via the linear and non-linear experiences. to “secure and expand.” That is, they not mean offering all content to all device then can improve share of Aggregators would still compete to should start by securing their home platforms, but rather recognizing the wallet for each user. acquire content rights, and would base—a leading role in the local 12 Bringing TV to Life Bringing TV to Life 13
  • 9. Key success factors Accenture experience highlights several important actions to achieve marketplace success Based on Accenture experience delivering over-the-top TV solutions, • Thinkof platforms as complementary, not “either-or” choices. Each platform • Develop the analytics capabilities necessary to create deep consumer About Accenture’s Digital Consumer Solutions and on research that includes our (PC, mobile, etc.) has a role in insights and then act on them. It’s To help today’s communications service standardizes the integration points and content business. Accenture offers a recent Global Content Study, the supporting the central device, important to move gradually toward providers meet the wider ranging needs between communications and content multi-tenant platform, capable of hosting following keys to success should be which for now will remain the TV set. direct-to-consumer business models, of connected consumers over multiple companies on the one hand, and multiple content brands. The solution kept in mind. as well as to more valuable advertis- platforms, both fixed and mobile, programmers on the other, to enable helps our clients drive toward high • Drive toward solutions that support ing approaches. Accenture offers an innovative and faster on-boarding of programmers. performance through several compelling • Focus on premium video as the an engaging user experience—seam- market-tested suite of solutions for the advantages: continued dominant application. lessly across broadcast (linear) and • Create the capabilities to manage • Our open gateway for service connected digital consumer. Other content types such as user- broadband (non-linear) experiences. customer interactions more effec- development gives operators an open, • Independence from particular set-top generated content will certainly play This includes very high quality for tively. A number of interoperable • Our over-the-top TV solution integrates modular platform for service creation box technologies, while still supporting a role in the future of over-the-top content and high definition, an capabilities are especially important, digital TV broadcasting with digital and execution, to be installed on the the primary vendors and standards TV, but the most important offering effective user interface and a recom- including content supply and video over broadband in a cohesive user access gateway. • Support for both over-the-top and will remain premium video. mendation engine that goes beyond delivery chain management, pay- experience, and delivers integration the traditional capabilities and limits ments, customer insight, advertising Accenture’s digital consumer solutions proprietary IPTV models between broadband and broadcast • Planto be a major player, or don’t can help operators deliver a unified of an electronic program guide (EPG). brokering, customer support and digital video on set-top boxes, Internet- • Integration with broadcast (digital play at all. There is no room for niche customer experience across devices content search and discovery. enabled TVs, smartphones and PCs. terrestrial television) technology players in the video space. Compa- • Provide users with the ability to and platforms—across televisions, PCs, These capabilities enable operators to nies need to be big enough to afford decide what to watch, when and mobile devices and more. Ultimately, • A cohesive user experience across give their customers more choice and premium content or they will fade where. Anytime delivery is, at this these capabilities can help drive revenue multiple screens (TV, PC, mobile, control over their communications away as a viable competitor. time, more relevant than anywhere growth by increasing content usage and tablet, etc.) and entertainment experiences. delivery. advertising generated-revenues, and by • Integration within the digital home • Accenture’s multi-channel content improving customer loyalty and retention. access solution provides a standard • Support for customer insight and Accenture can help players in the content architecture and operations from content suggestions ecosystem define and extend their role. which communications and content Our platform for over-the-top TV • Support for ad insertion and companies can efficiently offer solutions can support different and application stores subscribers access to content across evolving roles in the ever-changing video a wide array of devices. The solution 14 Bringing TV to Life Bringing TV to Life 15
  • 10. Conclusion Meeting the needs of today’s digital consumers Consumer preferences for how they want to access and experience different media and communications content are continuously evolving. The battle for consumer serve consumers’ changing needs That also has implications for engagement is now on multiple and preferences, while new pro- revenue models, as the same fronts—from linear television to viders are jockeying for position kind of targeting that enables on-demand to online to mobile to become the new providers of companies to track user behaviors to tablets. choice. Monetization models and online is also coming to a TV set ways of serving consumers are near you. Consumers want all content constantly evolving, and that available on multiple platforms means that different companies’ Many challenges remain, but it’s and through any channel or roles within the content value clear that all companies in the device, and service and content chain are in flux. content ecosystem must account industries are adjusting their for over-the-top TV on their business models in order to serve Over-the-top TV is bringing business model, and then position them. Traditional providers are consumer choice, greater levels themselves for optimal growth working to transform their of engagement and better inter- and high performance in the operations and platforms to activity to television viewing. years ahead. 16 Bringing TV to Life Bringing TV to Life 17
  • 11. 1 “YouTube users per comScore media 5 Ibid. metrix (global) unique visitors.” Morgan Stanley Research, December 15, 2009. 6 Ibid. The Mobile Internet Report. Available: http://www.morganstanley.com/ 7 Ibid. institutional/techresearch/pdfs/mobile_ internet_report.pdf 8 “Over 1 Billion Global Broadband Subscribers by 2013 States New Study.” 2 Ibid. In-Stat, January 22, 2010. http://www.tmcnet.com/usub- 3 BizReport, February 08, 2010. comScore mit/2010/01/22/4584880.htm. reports continued growth in online video market. Available: http://www.bizreport. 9 Morgan Stanley Research, op cit. com/2010/02/comscore_reports_ continued_growth_in_online_video_ 10 http://www.facebook.com/press/info. market.html php?statistics 4 Ibid. 11 Morgan Stanley Research, op cit. Copyright © 2010 Accenture Contact us About Accenture All rights reserved. To learn more about how Accenture Accenture is a global management can help your company achieve high consulting, technology services and Accenture, its logo, and performance by deploying services, outsourcing company, with more than High Performance Delivered content and infrastructure for the con- 181,000 people serving clients in are trademarks of Accenture. nected digital consumer, please contact: more than 120 countries. Combining unparalleled experience, comprehensive Emmanuel Lalloz (Marketing) capabilities across all industries and busi- +33 4 929 488 15 ness functions, and extensive research on emmanuel.lalloz@accenture.com the world’s most successful companies, Accenture collaborates with clients to help them become high-performance About the authors businesses and governments. The company generated net revenues of US$21.58 billion Angelo Morelli is the global lead for for the fiscal year ended August 31, 2009. new product development and innovation Its home page is www.accenture.com. for the Accenture Communications industry group. comms_solutions@accenture.com Francesco Venturini is the global lead for the Accenture Broadcast and Entertainment industry group, part of Accenture's Media & Entertainment practice. www.accenture.com/ mediaandentertainment

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