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There’s a new wave of disruption sweeping over the video market. How should traditional content providers respond to make sure they can ride the wave, compete in this rapidly changing market and secure their place in the fast-configuring digital value chain?
Bringing TV to Life
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As digital devices continue to proliferate, with multiple IP devices per hyperconnected consumer increasingly
the norm, and the TV just one point among many for digital video consumption, we’re seeing a new wave of
disruption starting to break over the video industry.
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At a glance: Disruptive Threats
Digital natives are marshalling their digital
heritage that gives them inherent understanding
of how digital consumers behave and what they
want, alongside mastery of the capabilities to
target and serve them effectively.
The rise of the
While the TV set remains the principal device for
premium content, overall viewing is rapidly
fragmenting across multiple devices and formats.
Industry players, including content providers,
traditional broadcasters and telcos are looking for
new ways to respond to and capitalize on shifts in
M&A to acquire digital
capabilities and scale
Content providers are moving to the left of the value
chain as a growth strategy which is a good short-
term measure but reduces available investment for
any B2C foundation for any Digital business
windows and strategies
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Digital capabilities for a
new competitive landscape
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At a glance: Challenges that Video Companies Need to Address
the digital natives
Science and art—
making an ideal marriage
Video services must continually learn,
improve and customize the experience they
offer to increase their relevance and appeal.
What choices will content providers need to
make and what actions will they need to take
in order to maintain relevance, market share
and profitability in the digital future?
It’s imperative that before content providers decide on the
business models that they will pursue to compete in a
digital world, they first need to implement strategies that
will allow them to acquire sufficient scale.
For digital content providers and broadcasters,
balancing the interplay between the algorithmic and
creative aspects of the business requires them to break
down the barriers that have traditionally stood between
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Mastering the second wave
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A disrupted world brings intensity of competition and increasingly
narrow windows of opportunity
The ability to engage, retain, and monetize consumers in the digital world requires an
efficient operating model that combines agile product development and a strong
technology delivery capability. That’s a prerequisite for developing, testing, learning,
and reacting to consumer demands as content-based features (discovery, consumption,
and interaction) are shipped. Content providers and broadcasters therefore face some far-
They need to decide—and decide quickly— between two clear strategic options. The
first is to define whether they are able to build their own platform (comprising both the
appropriate technology and supporting organization) on which to ride the waves of
If the answer to that is ‘no’, the second option is to partner with others that possess the
relevant capabilities, and in doing so hone their abilities to appropriately and sustainably
monetize their content on partner platforms. It’s a highly strategic choice that may
determine the future of content providers’ businesses.
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About this series
Accenture’s “Bringing TV to Life” series aims to
build an understanding of the technology and
business trends and market drivers that are
radically reshaping the video industry. Our
perspective reflects our experience with players
across the ecosystem and makes use of
Accenture’s primary industry surveys. Our series
aims to help all the players in this rapidly evolving
space to accelerate their journey as high
To learn more, please visit
Accenture Media & Entertainment
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Copyright © 2016 Accenture. All rights reserved. This document is produced by consultants at Accenture as general guidance. It is not intended to provide specific advice on your
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