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Dominating Digital Transformation: How M&E Giants Are Maintaining Their Position at the Top

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In 2006, only 22% of the Top 50 digital properties were Media & Entertainment companies. Today, this number has risen to nearly 70%. How did M&E brands achieve such growth over the past 10 years?

Media brands were the first movers to the web and mobile - but in a world dominated by digital behemoths like Google, Facebook and Microsoft - M&E brands are forced to innovate quickly in order to grow their position in today’s digital landscape.

In this webinar we'll examine the techniques they are using and how you can learn from them, including how to:

Avoid the pitfalls of the past: being married to proprietary vendors, relying on digital media networks, etc.

Build, Buy Or Partner to grow your brand and audience

Reach, Grow, Engage and Monetize these audiences

Use digital to create new lines of business, like Warner Music Group

Published in: Software
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Dominating Digital Transformation: How M&E Giants Are Maintaining Their Position at the Top

  1. 1. ©2017 Acquia Inc. — Confidential and Proprietary©2017 Acquia Inc. — Confidential and Proprietary How Media and Entertainment Giants Dominated Digital Transformation .. … And how they’ll maintain their position Chuck Fishman, Director of Industry Marketing and Development: Media & Entertainment and Retail & Consumer Brands Twitter: @chuckdafonk Email: chuck.fishman@acquia.com
  2. 2. How Media Co’s Dominate Digital Disruption 1. Understand the importance of Owned and Operated Destinations: “The O&O’s” 2. Avoid (or not) the pitfalls of the past: 1. Building too much technology product 2. Spending too much to acquire community (audience) 3. Being married to proprietary vendors 3. Know your community, and be nimble enough to follow it as it evolves 1. Syndicate content, measure engagement back on a single platform 2. E.g. your O&O has a back end “audience management” component 4. End of Silos: Be ready to enter new markets 5. Comprehend the speed of which brands rise and fall in the digital age
  3. 3. How Media Co’s Dominate Digital Disruption 1. Understand the importance of Owned and Operated Destinations: “The O&O’s”
  4. 4. How Media Co’s Dominate Digital Disruption 1. Understand the importance of Owned and Operated Destinations: “The O&O’s” 2. Avoid (or not) the pitfalls of the past: Media Audiences : Reach, Grow, Engage, and Monetize
  5. 5. 2006: 22% of Top Sites are Media and Entertainment Companies • BUY: NYTimes gained traffic by buying About.com in 2005 • BUY: Time Warner network benefitted from AOL acquisition in 2000 • BUY: Myspace bought for $1.5B by NewsCorp but remained it’s own entity • PARTNER: Weather Channel won digital access to weather data • BUILD: Viacom excelled with MTV.com and Nick.com serving youth demo • CBS, Disney, and News Corp did ok but fell below top 25 • Music companies did not have digital networks yet • Newspaper publishers like Scripps and Gannett faired ok while magazine publishers were absent 2006 Pure Play Media and Entertainment Companies
  6. 6. Avoid (or not) the pitfalls of the past: Too much focus on technology product http://bit.ly/media_cms_evo BUILD = $$$ BUY = $$$
  7. 7. BUILD = $$$Avoid (or not) the pitfalls of the past: Custom platforms
  8. 8.  BUY: Through digital acquisitions and focus on site build strategy – companies like Viacom, CBS, and NBC have 3X their monthly audiences  BUILD: Magazines have shifted to digital and now appear in the top 50 sites list – Meredith and Hearst  CBS and Turner are the top performing digital networks despite Comcast’s market position and purchase of NBC  BUY: CBS does well because of CNET sites purchase (2008)  PARTNER: Turner does well because of strong affinity to news content (manages CNN sites) and sports rights (NBA, MLB, NASCAR) 2015: 36% of Top 50 Sites are Media and Entertainment Company Networks
  9. 9. Avoid (or not) the pitfalls of the past: Proprietary CMS Vendors
  10. 10. Avoid (or not) the pitfalls of the past: Proprietary CMS Vendors
  11. 11. Avoid (or not) the pitfalls of the past: M&A Activity drove business decisions
  12. 12. Avoid (or not) the pitfalls of the past: history repeats itself
  13. 13. Mobile Properties aren’t the same as Desktop
  14. 14. Mobile Properties also rise and fall quickly
  15. 15. How Media Co’s Dominate Digital Disruption 1. Understand the importance of Owned and Operated Destinations: “The O&O’s” 2. Avoid (or not) the pitfalls of the past: 1. Building too much technology product 2. Spending too much to acquire community (audience) 3. Being married to proprietary vendors 3. Know your community, and be nimble enough to follow it as it evolves 1. Syndicate content, measure engagement back on a single platform 2. E.g. your O&O has a back end “audience management” component
  16. 16. What do Media Brands want to build? http://bit.ly/mediabriefing_2017
  17. 17.  BUILD: Comcast / NBC Universal and CBS Interactive have continued significant investments into their digital platforms  BUILD, BUY, PARTNER: Turner  Adult Swim  Bleacher Report  eLeague and Refinery29  M&A / SPIN OFF: Time Inc’s independence from Time Warner has allowed the company to grow  M&A SPIN OFF: Gannett Publishing rebrands as USA Today after spinning off TV stations  BUILD: Hearst investing millions in it’s MediaOS  BUILD: Conde Nast focuses on video and it’s Co-Pilot CMS  BUILD: New York Times sees post election lift and growth in digital subscribers  BUY: IBM bought The Weather Channel for access to customer data 2017: 50% of Top 50 Sites are Media and Entertainment Company Networks
  18. 18.  BUILD: Vertically oriented, segmented content is successful  Café Media, SheKnows Media, Scripps Networks  Some BIG brands are absent – do you see them?  Viacom, Disney  BUILD, BUY: Vice and Buzzfeed are the new MTV  Why not in top 25? What’s deceiving here is this is only traffic to O&O URLs  Disney + Univision rebrand to hit that market with Freeform and Fusion  Vice bought a digital agency, Carrot Creative  BUY: Daily Mail  EliteDaily $40m buy, originally $60K to build  BUILD: Vox Media  Vox.com, SB Nation, TheVerge, Chorus CMS  PARTNER: Washington Post appears through Cox Newspapers distribution deal  We left out media distributors, even though they are creating original content  Netflix (#25), Vimeo, Spotify 2017: 50% of Top 50 Sites are Media and Entertainment Company Networks
  19. 19. Content Consumption > Site Traffic
  20. 20. ©2016 Acquia Inc. — Confidential and Proprietary Digital engagement fundamentally changes customer engagement 22
  21. 21. ©2016 Acquia Inc. — Confidential and Proprietary From ©2016 Acquia Inc. — Confidential and Proprietary To Websites and browser-based content ⇒ Cross-channel experiences – any screen, device or endpoint – often webless Everyone sees the same content “Pull” content (browse, read) ⇒ Contextually optimized experiences “Push” content for real-time interaction Content managed and delivered from a single system ⇒ Decoupled architecture for flexible delivery to any front-end; API-first for ease of assembly Monolithic, on-premise systems ⇒ Cloud-based microservices architectures for flexibility and differentiated experiences Pre-packaged, closed ⇒ Innovation based on an open source platform
  22. 22. Brand.com Browse Content Campaigns Social Client Journey DISCOVER EXPLORE CONSUME RETAIN Search/Ad Aggregators Notifications Subscribe Account History Content Support $ ? Campaigns Social Advocacy Organic App $ SocialEvents OTT
  23. 23. Avoid (or not) the pitfalls of the past: Why build when you may have to consolidate?
  24. 24. Major Networks Gaming
  25. 25. Know your community, and be nimble enough to follow it as it evolves → “Social Networks live and then die …. While Communities grow and migrate”
  26. 26. Major Networks Communication Youth Utility Dating Video EntertainmentAdd Ons
  27. 27. Know your community, and be nimble enough to follow it as it evolves
  28. 28. Syndicate content, measure engagement back on a single platform
  29. 29. How Media Co’s Dominate Digital Disruption 1. Understand the importance of Owned and Operated Destinations: “The O&O’s” 2. Avoid (or not) the pitfalls of the past: 1. Building too much technology product 2. Spending too much to acquire community (audience) 3. Being married to proprietary vendors 3. Know your community, and be nimble enough to follow it as it evolves 1. Syndicate content, measure engagement back on a single platform 2. E.g. your O&O has a back end “audience management” component 4. End of Silos: Be ready to enter new markets
  30. 30. Diversification is Key to B2C Publishers
  31. 31. Diversification = Media Silos are Collapsing
  32. 32. Diversification = Media Silos are Collapsing Above, The Cincinatti Enquirer (US Newspaper) long time digital subscription offering. Right, WCPO.com (TV) quickly built a competing offering that overtook the newspaper service in the same US city.
  33. 33. A Publisher? Or a Media Company? - Conde Nast is producing over 4000 videos in 2016 - Distributed on over 50 platforms - Renewing 60% of web series annually - Entered VR content production
  34. 34. How long does it take to build a revenue generating media brand? Launched in 2013 following a record- breaking crowdfunding campaign that raised $1.7m. De Correspondent now has upwards of 42,000 members paying €6 monthly or €60 annually.
  35. 35. Think Ahead … Publishers and VR Content
  36. 36. Digital Products Are Key
  37. 37. Explosion of Native Advertising + Publishers become B2B Solution Providers
  38. 38. B2B Content Studios
  39. 39. B2B Content Studios
  40. 40. B2B Publishing Outlook
  41. 41. B2B Directories Forecast
  42. 42. Comprehend the speed of which brands rise and fall in the digital age • Started in media giant Bonnier’s R&D lab, 2010 • Launched first apps 2011 • Reaches 100 million downloads by 2015 • Grew from 2 employees to 80 in 3 years • Sold for $500 million from Bonnier to Spinmaster #media2017 @chuckdafonk
  43. 43. Comprehend the speed of which brands rise and fall in the digital age #media2017 @chuckdafonk
  44. 44. ©2017 Acquia Inc. — Confidential and Proprietary Thank You @chuckdafonk Chuck.fishman@acquia.com ©2017 Acquia Inc. — Confidential and Proprietary

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