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The rise of a
new media
finance
organization
September 2021
Copyright © 2021 Accenture. All rights reserved.
There are seismic shifts taking place in the media
industry that are redefining what it takes to deliver
results for film/tv content creators.
These changes are directly impacting the future
of media finance, driving finance organizations to
rethink the way they have done business for
decades and reimagine new strategies and
solutions to adapt and succeed for the long-term.
Five key trends impacting the media industry
3
01
The remaking
of monetization
02
The explosion
of title counts
03
Data-fueled
competition
04
The pivot to a
D2C- first business
05
Reconstructing
the organization
• Shifting patterns in
content consumption
• Declining theatrical and
home video
• Cord cutting
• The rise of direct-to-
consumer (D2C) models
• Fluid window
strategies
• Rise of mega-studios
from M&A activity
• Increased content
needs for D2C
channels
• Growing importance of
local content for
international markets
• Emergence of short-
form popularity
• Subscriber counts
drive share price
• Acquisition and
retention drive
income
• Creative destruction of
dependable revenue
models
• Growing subscription
fatigue among
consumers
• Future success hinges on
DTC performance
• Inherited business
architecture from
legacy operating
models
• Competitive landscape
demands peak
performance for continual,
rapid decisions
• Customers’
expectations for
curated content
• Fierce competition
for rights acquisition
• Rapid, fluid pricing
decisions for D2C
• Emergence of digital
native media
competitors
Impacts to media finance & accounting teams
4
01
The remaking
of monetization
02
The explosion
of title counts
03
Data-fueled
competition
04
The pivot to a
D2C- first business
05
Reconstructing
the organization
• Requires what-if and
scenario modeling
• Ultimates models must
be reimagined
• Closed-loop actuals
integration is no longer a
nice to have
• Experimentation at scale
needed to test new
revenue models
• Manual processes
cannot scale
• Tightly-coupled
systems choke
throughput
• Library acquisitions
require extraordinary
integration efforts
• Significant capex
expense for new
platform rollouts
• New KPIs: customer
lifetime value
• Acquisition costs
throttle pivot to
profitability
• Inflexible systems limit
bundling possibilities
• Revenue streams
trump operating
models
• Requires strategic
decisions to balance
revenue mix
• Decisions made today will
have lasting impacts
• Finance has a shortage of
next-gen skills
• Enhanced intelligence
plays a key role in rights
acquisition
• Finance wrangles
data with no time to
focus on insights
• Traditional media
companies one step
behind digital natives
Disruption
of dependable
revenue models
New models
to increase
revenues
Race to
create and
acquire
content
Scaling
operational
complexity
New entrants
and existing players
fight for content,
viewers, and data
Subscriber counts
drive share price;
companies focus
on retention and
lifetime value
New orgs, expected
to lead the future, sit
upon legacy business
architecture
A five-part foundation for the future
5
01
Flexible
technology
platforms
New technologies are
needed to ensure
finance teams can
adapt quickly in an
everchanging
landscape.
Relentless
automation
Reducing manual
processes is key for
future growth.
02 03 04 05
Real-time
insights
The right tools will
enable media finance
teams to advise senior
leaders on business-
changing issues.
Thinking
at scale
To support rapid
growth and
compete against
lean digital natives,
think big and re-
design your
operating model
for maximum
efficiency.
Future-proof
the workforce
Companies need to
upskill their finance
employees to assume
new, and more
strategic, roles and
responsibilities in the
organization.
We have identified five strategies that can help to deliver the most impact for this media finance transformation.
When these approaches are embraced, a whole new set of benefits may kick in for the finance organization:
For a deeper dive into this play visit | accenture.com/reset-reinvent-rebound
Benefits within finance & accounting teams
Increased strategic role/contribution of F&A, as team shifts from 70% transactional-focus, to 30% transaction focus
and 70% advisory/analysis/strategic focus.
FP&A treasury:
Ad sales, talent &
licensing finance:
From backward to
forward
Freed from the time-
consuming effort to
understand what costs have
occurred and what cash is
available, these teams can
shift their focus from
backward-looking
collecting to forward-
looking scenario planning.
From tracking to
optimizing
With a simplified process of
gathering & ingesting 3P
production cost updates,
these teams can dig into the
numbers to optimize
spending. This benefits
production teams directly
who can use this knowledge
to streamline their
operations.
From throughput to
accuracy
With automation handling the
tedious processing and revenue
recognition, the team can shift
away from worrying whether all
invoicing and payments can be
generated on time and spend
more time ensuring that the
numbers are accurate and free
of audit risk. Teams can now
also drive value through
optimizing ad inventory yield
and talent/licensing deal
analysis.
Production finance:
Accounting, audit &
tax:
From review to anticipate
These teams ensure
compliance, but, in a world of
disparate and difficult-to-find
data, these teams are often
left reviewing to determine if
past activity was compliant.
Instead, with controls in
place, they can anticipate
compliance risks before they
happen and help remediate
the risk.
Beyond finance: Increased impact of
creative teams
7
All-knowing
from rapid analytics to drive
high-ROI acquisition or
greenlighting
X-Ray vision
With simplified production
cost tracking and
benchmarking
See the future
with title profitability analysis to
determine options, say, in or
content licensing or service
pricing or bundling options
Speed
To securing sufficient capital
to market a new series then
tying investments to
viewership results
Development Production
Distribution Marketing
John Peters
—
Managing Director, Media &
Entertainment
john.s.peters@accenture.com
Contact
8
About Accenture
Accenture is a global professional services company
with leading capabilities in digital, cloud and security.
Combining unmatched experience and specialized
skills across more than 40 industries, we offer Strategy
and Consulting, Interactive, Technology and
Operations services—all powered by the world’s largest
network of Advanced Technology and Intelligent
Operations centers. Our 569,000 people deliver on the
promise of technology and human ingenuity every day,
serving clients in more than 120 countries. We embrace
the power of change to create value and shared
success for our clients, people, shareholders, partners
and communities. Visit us at www.accenture.com.
Greg Jensen
—
Managing Director, Media &
Entertainment
gregory.m.jensen@accenture.com

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Rise of the new media finance organization

  • 1. The rise of a new media finance organization September 2021 Copyright © 2021 Accenture. All rights reserved.
  • 2. There are seismic shifts taking place in the media industry that are redefining what it takes to deliver results for film/tv content creators. These changes are directly impacting the future of media finance, driving finance organizations to rethink the way they have done business for decades and reimagine new strategies and solutions to adapt and succeed for the long-term.
  • 3. Five key trends impacting the media industry 3 01 The remaking of monetization 02 The explosion of title counts 03 Data-fueled competition 04 The pivot to a D2C- first business 05 Reconstructing the organization • Shifting patterns in content consumption • Declining theatrical and home video • Cord cutting • The rise of direct-to- consumer (D2C) models • Fluid window strategies • Rise of mega-studios from M&A activity • Increased content needs for D2C channels • Growing importance of local content for international markets • Emergence of short- form popularity • Subscriber counts drive share price • Acquisition and retention drive income • Creative destruction of dependable revenue models • Growing subscription fatigue among consumers • Future success hinges on DTC performance • Inherited business architecture from legacy operating models • Competitive landscape demands peak performance for continual, rapid decisions • Customers’ expectations for curated content • Fierce competition for rights acquisition • Rapid, fluid pricing decisions for D2C • Emergence of digital native media competitors
  • 4. Impacts to media finance & accounting teams 4 01 The remaking of monetization 02 The explosion of title counts 03 Data-fueled competition 04 The pivot to a D2C- first business 05 Reconstructing the organization • Requires what-if and scenario modeling • Ultimates models must be reimagined • Closed-loop actuals integration is no longer a nice to have • Experimentation at scale needed to test new revenue models • Manual processes cannot scale • Tightly-coupled systems choke throughput • Library acquisitions require extraordinary integration efforts • Significant capex expense for new platform rollouts • New KPIs: customer lifetime value • Acquisition costs throttle pivot to profitability • Inflexible systems limit bundling possibilities • Revenue streams trump operating models • Requires strategic decisions to balance revenue mix • Decisions made today will have lasting impacts • Finance has a shortage of next-gen skills • Enhanced intelligence plays a key role in rights acquisition • Finance wrangles data with no time to focus on insights • Traditional media companies one step behind digital natives Disruption of dependable revenue models New models to increase revenues Race to create and acquire content Scaling operational complexity New entrants and existing players fight for content, viewers, and data Subscriber counts drive share price; companies focus on retention and lifetime value New orgs, expected to lead the future, sit upon legacy business architecture
  • 5. A five-part foundation for the future 5 01 Flexible technology platforms New technologies are needed to ensure finance teams can adapt quickly in an everchanging landscape. Relentless automation Reducing manual processes is key for future growth. 02 03 04 05 Real-time insights The right tools will enable media finance teams to advise senior leaders on business- changing issues. Thinking at scale To support rapid growth and compete against lean digital natives, think big and re- design your operating model for maximum efficiency. Future-proof the workforce Companies need to upskill their finance employees to assume new, and more strategic, roles and responsibilities in the organization. We have identified five strategies that can help to deliver the most impact for this media finance transformation. When these approaches are embraced, a whole new set of benefits may kick in for the finance organization:
  • 6. For a deeper dive into this play visit | accenture.com/reset-reinvent-rebound Benefits within finance & accounting teams Increased strategic role/contribution of F&A, as team shifts from 70% transactional-focus, to 30% transaction focus and 70% advisory/analysis/strategic focus. FP&A treasury: Ad sales, talent & licensing finance: From backward to forward Freed from the time- consuming effort to understand what costs have occurred and what cash is available, these teams can shift their focus from backward-looking collecting to forward- looking scenario planning. From tracking to optimizing With a simplified process of gathering & ingesting 3P production cost updates, these teams can dig into the numbers to optimize spending. This benefits production teams directly who can use this knowledge to streamline their operations. From throughput to accuracy With automation handling the tedious processing and revenue recognition, the team can shift away from worrying whether all invoicing and payments can be generated on time and spend more time ensuring that the numbers are accurate and free of audit risk. Teams can now also drive value through optimizing ad inventory yield and talent/licensing deal analysis. Production finance: Accounting, audit & tax: From review to anticipate These teams ensure compliance, but, in a world of disparate and difficult-to-find data, these teams are often left reviewing to determine if past activity was compliant. Instead, with controls in place, they can anticipate compliance risks before they happen and help remediate the risk.
  • 7. Beyond finance: Increased impact of creative teams 7 All-knowing from rapid analytics to drive high-ROI acquisition or greenlighting X-Ray vision With simplified production cost tracking and benchmarking See the future with title profitability analysis to determine options, say, in or content licensing or service pricing or bundling options Speed To securing sufficient capital to market a new series then tying investments to viewership results Development Production Distribution Marketing
  • 8. John Peters — Managing Director, Media & Entertainment john.s.peters@accenture.com Contact 8 About Accenture Accenture is a global professional services company with leading capabilities in digital, cloud and security. Combining unmatched experience and specialized skills across more than 40 industries, we offer Strategy and Consulting, Interactive, Technology and Operations services—all powered by the world’s largest network of Advanced Technology and Intelligent Operations centers. Our 569,000 people deliver on the promise of technology and human ingenuity every day, serving clients in more than 120 countries. We embrace the power of change to create value and shared success for our clients, people, shareholders, partners and communities. Visit us at www.accenture.com. Greg Jensen — Managing Director, Media & Entertainment gregory.m.jensen@accenture.com