Hailed as TMT sector ‘equivalent of the World Economic Forum’ and the ‘next Davos’ of media the conference aimed at emphasizing convergence hurdles faced by the sector inasmuch emphasizing Abu Dhabi’s candidature as the nexus between eastern and western media worlds.
Analysis</li></li></ul><li>Executive Summary<br />Hailed as TMT sector ‘equivalent of the World Economic Forum’ and the ‘next Davos’ of media the conference aimed at emphasizing convergence hurdles faced by the sector inasmuch emphasizing Abu Dhabi’s candidature as the nexus between eastern and western media worlds.<br /> Albeit the media summit was very successful in attracting the powers that be in media, success in terms of making these media businesses to base themselves was fairly limited. The only major announcement in the summit coming from News Corp.<br /> Attempt has been made to bring forth key data points from the three day long event in an analytical framework using the hereunder models (where possible) and also identifying key important themes.<br />
Conversations & Participants<br />KEYNOTE: "Innovation" - Eric Schmidt<br />"Middle East Rising" - Ali Al Ahmed, Sam Barnett, Yousef Mugharbil, Karim Sarkis, Osman Sultan/ Moderator: Gabriel Chahine<br />"Next New Media" - Tim Armstrong, Dr. Kai-Fu Lee, Jon Miller / Moderator: Andrew Edgecliffe-Johnson<br />"Going for Growth" - H.E Khaldoon Khalifa Al Mubarak, Ari Emanuel, Maurice Lévy, James Murdoch, Hartmut Ostrowski/ Moderator: Tom Stewart<br />"Mobilizing" - H.E. Mohammed Omran, Hans Vestberg / Moderator: Karim Sabbagh<br /> "Open India" - Aveek Sarkar, Rajesh Sawhney, Uday Shankar/ Moderator: Manjeet Kripalani<br />"Learning From China" - Shuli Hu,Yue-Sai Kan, Dr.Kai-Fu Lee, Clive Ng / Moderator: Mark Clifford<br />"Technology Sans Frontieres" - Naif Al Mutawa, H.E Marwan Jumaa, Josh Silverman, Amra Tareen/Moderator: Hassan Fattah<br />“Television Outside the Box" - Robert Bakish,Raoul Roverato, Dr. Prannoy Roy, Mehmet Ali Yalçindag / Moderator: Brett Pulley<br /> "The Marketers' Dilemma" - Samir Arora,James Hogan, Alan Horn, Maurice Lévy / Moderator: Jonah Bloom<br />Video files source: http://www.youtube.com/user/TheADMS2010<br />
PEST Analysis<br />Political<br />Economical<br /><ul><li>Google is regulated heavily by government authorities given its access to personal information of millions .
“People who live online think differently, they are not as nationalistic or rigid and hence possible to reach with right messages”.
“Even now tanks trump the internet but people have longer memories they will eventually speak up”.
Google's fastest growing operations in the world is in the UAE.
19 % of the Tweets are about brands on Twitter.
“ People who are complaining about us (Google) are in minority & that will stay for many -many years”.</li></ul>Social<br /><ul><li>1 out of every 6 minute online is spent on social networking sites across the world.
Face book and YouTube constitute 9% of all the time spent online.
Russia has the highest usage of social networking sites in the world.
Between dawn of the world and 2003: 5000 gigabyte information was produced; today the same information is generated in 2 days. Estimates are in 2013 667,000 gigabyte will be produced in a day.
Google translates 160 million WebPages in over 70 languages per day.
Google Super ball advert in the US was seen by 100mn viewers on TV and 500mn viewers on internet.
Internet can be great testing platform for TV programs
A negative trend of Internet is that it has created a loss of deep reading phenomenon</li></ul>Technological<br /><ul><li>MENA internet progression is the fastest in the world 100% growth since past 4-5 years.
More than 200% is the mobile phone penetration in UAE.
Abu Dhabi is the first city in the world to be served totally by fiber to home.
Google now starts all product development as mobile-centric and not desktop centric.
Mobile web adoption is eight times faster than on computers ten years back.
There are more smart phones inn the world than PCs.
Half of all the new internet connections are on mobile devices today.
In many countries such as Indonesia. Nigeria, South Africa etc mobile is the primary way of accessing Google today.
Eastern Europe 130% penetration of mobile phones.
Moor’s law will compound gigabyte infrastructure.</li></li></ul><li>7<br />2. Middle East Rising: Programming and platforms proliferate at the cross roads of the world. <br />Key Themes<br />MENA TMT sector SWOT analysis<br />Sam Barnett <br />COO & GM MBC Group<br />Osman Sultan,<br />CEO. du<br />Yousef H Mugharbil<br />President , Rotana Digital Media<br />Ali Al Ahmed<br />Group chief Strategy Officer, Etisalat<br />Gabriel Chahine<br />Partner, Booz & Co. Moderator<br />Karim Sarkis,<br />ED, Broadcast, ADMC<br />
PositiveNegative<br />Strengths<br /> <br /><ul><li>Strong annual growth of around 20% in MENA Media in last 3-5 years.
FTA satellite platform generates inherent growth</li></ul> <br /> <br />Weaknesses<br /><ul><li>TV market of 474 channels is highly fragmented.
No viable business model for TV most backed by state or wealthy individuals.
Oligopoly: five groups in GCC controlling 70% of Adspend/audience Four groups in Egypt controlling 65% of audience share.
Very low Adspend per capita of 3 US$ as compared to 100 US$ in developed countries.
Satellite platforms constraints monetizing of local markets given its Pan Arab reach with money mostly coming from KSA and Egypt hence advertising focused towards the two big players.
4 to 5 times undervalued because of lack of bonafide Adspend currency.
Not one out of 15 most viewed digital destinations in the Arab world is indigenous.</li></ul> <br />Opportunities<br /><ul><li> Digital media is ‘green field’ valued at 100 million US$ and annual growth of 40% in past 2 years.
Digital/New Media will allow fragmentation & monetization of Pan Arab markets which currently are being addressed collectively through satellite platform.
Mobile platform is an opportunity and will change business models for many broadcasters. Content tailored for mobile is need of the hour.
Local content is far more popular than imported content. Given greater demand ‘windowed’ content is becoming equal in price to locally produced. Broadcaster will soon be using local content for higher ratings.
Spot beam satellite broadcasting is solution to target individual countries through satellite and generate more revenue.</li></ul>Threats<br /><ul><li>Money going in the trade is much more than coming out.
Non commercial money disruptive to the market case in point BBC takeover of Al Arabiya’s creative staff (journalists).
News operations are not driven by profit but political agendas.
Middle east lacks funding ecosystem to develop digital entrepreneurship.
MENA Media markets will be user /demand driven in the coming years than supply driven.
Regional Telcos fear that they will become commodity pipelines as revenue is being taken by overtop players such as YouTube &Google.
Fundamental change in the TV business model from being a broadcaster/distributor to ‘one of the content provider’ with rampant advancement in digital technology and emerging substitute platforms i.e. web, mobile.</li></ul> External Factors Internal Factors <br />
9<br />Jon Miller<br />Chairman & CEO, Digital Media Group,<br />News Corporation <br />3. Next New Media: Big bandwidth, mobile devices and social networking are rewriting the web’s own first generation rule. What are the next wave’s business models?<br />Dr. Kai-Fu Lee<br />CEO, Innovation Works<br />Key Themes<br /><ul><li>Web business model
The only way you are going to do great content is to be immersed in the culture from which it’s born; we are not trying to do it from far we are doing it from here (UAE)just as we have done around the world to locate operations in many geographies.
We are believers in the region..the recent purchase of stake in Rotana is a commitment.
One of the next area to develop (in MENA) and we think we can be helpful, is in the internet- economy, particularly in addition to content production ..this is how we can help in monetization and help monetization systems to grow in the region that will help new companies to start up and create a vibrant internet platform.</li></ul>Jon Miller<br />Chairman & CEO<br /> Digital Media Group<br /> News Corporation <br />
11<br /> Key Takeouts<br />ON NEW MEDIA BUSINESS MODEL<br /><ul><li>10-20 billion US $ of advertising spending that needs to shift on internet from brand spenders.
Consumers need different advertising experience than traditional media on internet.
Advertisers will follow consumers to new media.
AOL see’s strategic growth in brand advertising on new media.
If you are going to be a scale player in digital content & media, I think you have to have global technology but localization is vital.
ON INVESTING IN THE REGIONAL MARKET:</li></ul>Very interesting economy (UAE) you have to like the demographics..like that digital content has started to take off in mobile. We are open to partnership but specifically for large investments we will be here in 2011-2012.<br />.<br />Tim Armstrong<br />Chairman & CEO<br /> AOL<br />
12<br /> Key Takeouts<br />ON NEW MEDIA BUSINESS MODEL<br /><ul><li>The power of internet is really in three things</li></ul>- Allows targeted potential advertising.<br />- Gets you measurable audience.<br /><ul><li>Facilitates marketing and sales channels to be combined through e-commerce.
I do think the amount of share (revenue) that’s taken by people who built the infrastructure (platform) probably will go down over time and that’s probably right.
The Chinese consumers have stronger conviction that things (content online) should be free.
Because of cost of bandwidth is very high in China, a very powerful browser is becoming very popular in China, which is client server architecture where on the server side they remove all the multimedia and photos .
Cloud computing is solution to software piracy</li></ul>.<br />Dr. Kai-Fu Lee<br />CEO, Innovation Works<br />ON NEW MEDIA BUSINESS MODEL<br /><ul><li>Media business models don’t stay still for long
Emerging New media business models have not been very kind to traditional media.</li></ul>.<br />Andrew Edgecliffe, Moderator<br />Media Editor, Financial Times<br />
13<br />4. Going for Growth: High-speed economies and leapfrogging technologies double the stakes for bold investors. Where is the smart money going?<br />Key Themes<br /><ul><li>Piracy
Technology</li></ul>James Murdoch<br />CEO, Newscorp (Asia Pacific)<br />H.E Khaldoon Khalifa Al Mubarak<br />CEO of Mubadala<br />Maurice Levy<br />Chairman & CEO Publicis Groupe<br />Ari Emanuel<br />CEO of William Morris Endeavor Entertainment<br />Tom Stewart<br />CMO, Booz & Company<br />
14<br />PEST Analysis- Political<br /><ul><li> We are in the midst of talking to the (US) President and some attorney generals and [we are] trying to implement a three strikes and you're out rule” to govern illegal downloading.</li></ul>Ari Emanuel<br />CEO of William Morris Endeavor Entertainment<br /><ul><li>There is a law which has been voted in France and will put to prison and stop internet access to those who download illegally </li></ul> <br />Maurice Levy<br />Chairman & CEO Publicis Groupe<br /><ul><li>News Corp. considers ‘free of hand’ i.e. freedom to functionalize key criteria in choosing markets for expansion given socio-political influence of media .</li></ul>James Murdoch<br />CEO, Newscorp (Asia Pacific)<br />
15<br />PEST- Economical<br /><ul><li> Media presents an incredible opportunity for us in the region.
In developing content we see tremendous growth, the name of the game is content. ..content is key that will drive growth…content ( is where we will be putting our next million).
Mubadala is interested in investing and incubating talent to thrive.
Finding the right partners that will co invest with us and help us identify the right technology for the future is the way to go for us.
We are doing a lot of interesting & exciting things with NewsCorp.
Five years from now it will be a different group on (this) panel, 1-2 Chinese a Korean lady a Indian …and they would be talking about big –big media companies over there.</li></ul>Khaldoon Khalifa Al Mubarak<br />CEO of Mubadala<br /><ul><li> There is no difference in going into a store and stealing Pringles or a handbag than stealing something online. It's a basic condition for investment and economic growth and there should be the same level of property rights whether it's a house or a movie.
India is the most successful emerging market for Newscorp.</li></ul>James Murdoch<br />CEO, Newscorp (Asia Pacific)<br />
16<br />PEST-Social<br /><ul><li>The challenge has come from the traditionalist s...you go into censorship ..the whole spectrum of media is misunderstood..what is media is it TV, is it newspaper? is it sports?. movies ? it’s a very wide spectrum ..but you ask an Arab here I bet you will get 200 answers.</li></ul>Khaldoon Khalifa Al Mubarak<br />CEO of Mubadala<br /><ul><li> I will be less popular than James (Murdoch)….If we think we can get them (youngsters) .. to stop their behavior (illegal downloading) through punishment only I wish you a good journey.</li></ul> <br />Maurice Levy<br />Chairman & CEO Publicis Groupe<br /><ul><li> (Media) Content is what Benn Stellar tweets ( in current state of industry).</li></ul>Ari Emanuel<br />CEO of William Morris Endeavor Entertainment<br />
17<br />PEST- Technological<br /><ul><li>Where this business (media) goes is going to depend on where the technology goes.
Mubadla is one of the largest investor in AMD investing in manufacturing of microchips and also heavily involved in satellite business.</li></ul>Khaldoon Khalifa Al Mubarak<br />CEO of Mubadala<br /><ul><li>Our future is in digital Publicis is interested in bringing emotional quotient to digital.
Analogue to Digital changing environment was very challenging for the Publicis group</li></ul> <br />Maurice Levy<br />Chairman & CEO Publicis Groupe<br /><ul><li>We had a book come out published by Bertelsmann within one hour of the release 70 sites had it up for free and I promise you my 13 year old will not read it.</li></ul>Ari Emanuel<br />CEO of William Morris Endeavor Entertainment<br />
18<br />5. Mobilizing: Two billion people will come online in next five years. How will smartphones and always-on, personalized news, entertainment and commerce transform traditional media. <br />Key Themes<br /><ul><li>Technology
Entry barriers</li></ul>Rajesh Sawhney<br />President Reliance Big Entertainment;<br />Uday Shankar,<br />CEO of STAR India<br />Manjeet Kripalani,<br />Executive director of Gateway House, Moderator<br />
SWOT Analysis for DSC<br />PositiveNegative<br />Weaknesses<br /><ul><li> Newspaper circulation is rising but readership is stagnant.
Estimated media market of 10-12 billion US$ is only1% of India’s GDP of approximately trillion dollar. In retrospect 5% is contribution of US Media Entertainment sector to its GDP and 2.5% is global M&E sector contribution in World’s GDP.
The whole film industry is heavily fragmented. Reliance is only one integrated player in Indian movie business with significant presence in entire value chain
Albeit 1000 movies produced on an average in a year not one producer makes more than 1 or 2 movies
Average movie ticket is priced half a dollar thus curtailing returns to a large extent.</li></ul>Strengths<br /><ul><li> India is the largest market after US & China with:</li></ul>-500 TV channels.<br />-6 million TV viewers i.e. two times the population of US.<br />-80 million cable satellite households.<br />-100 million pay TV household.<br />-50,000 newspapers with 1million circulation.<br />-Newspaper circulation is on the rise.<br />-1000 movies are produced in a year.<br />-3.5 billion movie tickets are sold in a year.<br /><ul><li>54% of the population is below 25.
Annual revenue of all media business together US$ 13 billion.</li></ul> <br />Opportunities<br /><ul><li>TV has overtaken print in terms of reach in urban India.
Print is growing in India and is a sunrise business unlike in the West where the sector is dwindling
Advertising revenue both in print and TV are soaring
25 billion US$ is the estimated market size of India M&E sector.
Although RPUS are low sheer market size drives profitability. A case in point is Reliance the second largest telecom provider with 30-45% EBITDA margin given mass participations of consumers with RPU of 5-10 US$.
250 high end Cineplex's able to drive 12% of box office revenue because of greater pricing power</li></ul> <br />Threats<br /><ul><li>Taking the business model of latest media offering s to rural area will be a challenge.
“Don’t be mislead by the scale, as business functioning (read political regulations) is chaotic”.</li></ul> External Factors Internal Factors <br />
24<br />Hu Shuli<br />Founder Caixin Media<br />7. The China Imperative: The world's most dynamic markets goes its own way with media—what are the lessons?<br />Dr. Kai-Fu Lee<br />CEO, Innovation Works<br />Key Themes<br /><ul><li>Market size
Average Chinese user of internet is 25 years old .compared to 42 in US thus a large market to exploit by MNC’ FMCG sector.
Internet based media business opportunities are great.</li></ul> <br />Threats<br /><ul><li>Monopolistic broadcasting industry framework. CCTV Public Broadcaster is probably the wealthiest TV in China with 22 channels 5000 stations and 31 national networks; controlling the market to the extent that CCTV’s prime time slot is auctioned a unique phenomenon in the world.</li></ul>Opportunities<br /><ul><li>Mandatory digitization program initiated by Government to get whole country digitized by 2015
Cloud computing can be the answer to tackle the rampant software piracy in China. Chinese online games business which was US$ 10 million ten years back (curtailed by piracy) is now worth $ 20 billion as a result of moving services to cloud. </li></ul> <br /> External Factors Internal Factors <br />
26<br />8. Technology Sans Frontiers: Media for social responsibility<br />Key Themes<br /><ul><li>VOIP
New Media startups</li></ul>Naif Al Mutawwa<br />Founder & CEO, The 99<br />Hassan Fattah<br />Editor in Chief <br />The National<br />Josh Silverman<br />CEO of Skype<br />Amra Tareen<br />Founder & CEO<br /> All Voices<br />Marwan Juma<br />Minister of ICT, Jordan<br />
27<br /> Key Takeouts<br />ABOUT US<br /><ul><li>500 million registered users of Skype.
Skype today accounts of about 12% of the world’s international calling volume.
Over a third of all Skype calls are video calls.
There are more Skype video calls happening than there are international voice calls in the world today.
A lot of international distance learning/Tele-medcine is being facilitated through Skype.
Skype blocking in the UAE is quite shortsighted of the government; looking to protect the legacy profit pools is not in the best interest of people or the economy.</li></ul>Josh Silverman<br />CEO of Skype<br />ABOUT US<br /><ul><li>Jordan has witnessed some great online entrepreneurship success with likes of Maktoob , Jeeran & Shoo fee TV the region’s biggest media guide.
Revenues in less than 10 years have gone up from 300 million to 2.5 billion in Jordan’s ICT sector contributing 10% of the country’s GDP.
18,000 direct and 50,000 indirect jobs have been generated by Jordan’s ICT sector.
As government we can move things by staying out of the way. Bluetooth success is because of the fact that it was unregulated.
Venture capital lacks in MENA region, the only sector getting funds was real estate.
Over the coming years 100mn jobs have to be created in the Arab world.</li></ul>Marwan Juma<br />Minister of ICT, Jordan<br />
28<br />9. Television Outside the Box: The world's most powerful medium keeps expanding its reach- how will it change (and where are the risks as it grows?<br />Key Themes<br /><ul><li>Convergence
India market potential</li></ul>Dr. Prannoy Roy<br />Executive Chairperson, NDTV<br />Robert Bakish<br />President, MTV Networks International<br />Raoul Roverato, EVP<br />Media Editor, France Telecom/Orange Group<br />Mehmet Ali Yalcindag<br />CEO, Dogan Yayin Holding<br />Brett Pulley<br />M&E Reporter, Bloomberg LP.<br />
29<br /> Key Takeouts<br />MTV BUSINESS MODEL:<br />MTV business model is ‘Glocal’ (part global-part local) Starting with a back-bone slate of international programming and then delivering it in a local appropriate way through presentation, language and ultimately wrapping it with local productive programming. <br /><ul><li>Today we (broadcasters) live in a 360 world with digital feeds delivered to wired devices i.e. web devices, mobile devices and we work to put them together and market them to create compelling experience for our end users and ultimately our stakeholders.</li></ul>ON INVESTING IN THE REGIONAL MARKET:<br /><ul><li>We were internationalist very early on, we continue to be big believer in international (operations) I don’t believe that the future is in running a linear TV screen in the United states.. the future is in serving a diverse population of the world through a combination of ‘Glocal’ services.
We will continue to grow our base here (UAE) and we will do it in a culturally sensitive way as you have to adapt you product (to local market).</li></ul> <br />Robert Bakish<br />President, MTV Networks International<br />
30<br /> Key Takeouts<br />INSIGHTS ON CHANGING INDIAN TV MARKET<br /><ul><li>Democracy is bedrock of creativity. India is beautiful chaotic anarchy of creativity and it’s a great place to be in media.
Growth in India has been very dramatic, for 40 years we grew 2-3% a year since last 10 years the growth has been 8-10% a year.
50 exclusive news channels; 400 other channels in India today.
Mobile phone growing at 7 million users per month in India.
Indian literacy is rampant with 30 million new readers and 25 million TV viewers joining each year.
Foreign companies are deeply involved in most of the (Indian) media but there are restrictions in news where they are allowed 26% of holding because the government feels you should keep control of news media.
In last five years barriers to entry have dropped by 90% it now costs you 10% of what it used to cost 5-6 years ago to start a news TV channel. For example satellite (rental)used to cost 3 million US$ per year now it cost 300,000 US$ ..cameras are down 90%...edit suites are down 90%.
Today technically the investment needed is not much which is a disadvantage for foreign media (trying to enter India) earlier they used to be welcome because of capital now you don’t need that much capital what you do need is creativity, a good brand and credibility.
Anybody can start a TV channel if it is 10% (cost of set up) what it was 5 years ago 5 years from now it will be almost nothing like starting an internet website.</li></ul>Dr. Prannoy Roy<br />Executive Chairperson, NDTV<br />
31<br />3. The Marketer’s Dilemma: Building global brands in a fragmenting media world.<br />Key Themes<br /><ul><li>Brand equity
32<br /> Key Takeouts<br />ON BRAND ADVERTISNG<br /><ul><li>Overall in traditional media between 70-80% of advertising spend goes to brand advertising and the rest to lead generation or a direct response model.
Brand based advertising is the fastest growing advertising on the internet.
You are not going to see Steve Jobs sending you flyers at home in a downturn because it is more effectively cheaper to be able to engage you in a direct response model.
Ultimately all kind of advertising will happen on internet.</li></ul>Samir Arora<br />Chairman & CEO, Glam Media<br />ON BRAND EQUITY & LOYALITY<br /><ul><li>Sales is very good but sales is not building a company, is not building a brand and is not building value. What’s bringing the value is clearly the value of the brand and to build the brand you need what we call the Halo effect.
Of the 50% advertising considered wasted, I think this is the most important aspect (of it is) in building the Halo effect
People buy for two reason:</li></ul>- Rational <br />- Emotional <br /> Most of the time the Rationale decision is post rationale of emotional decision.<br /><ul><li>The way to build customer loyalty is to create a bond , which is mostly based on emotional links and communication that we develop. When you create that emotional link you create loyalty beyond reasoning.</li></ul>Maurice Levy<br />Chairman & CEO<br /> Publicis Groupe<br />
33<br /> Key Takeouts<br />ON MEDIA BUSINESS MODEL<br /><ul><li>Our (media) industry has traditionally grown in two ways either someone introduces a new technology like DVD now 3D or we open new territories.
We have to build our brand in terms of the product itself, Harry Porter is a great example of that.
The thing that has hurt us the most is piracy. Its cost us around 6 billion US$ loss of revenue each year.</li></ul>ON INVESTING IN THE REGION<br /><ul><li>We are entering into relationship here in Abu Dhabi. We will be next to (Aldar’s) theme park.
We are also involved in partnership with ADMC</li></ul>.<br />Alan Horn<br />President & CEO<br />Warner Bros.<br />KEY DATA POINTS<br /> <br /><ul><li>Every 10 sec 14 websites join 234 million existing websites on the internet