The document discusses the online video platform (OVP) market. It provides an overview of the market and outlines key trends, including convergence in the market and consolidation and partnerships between companies. The OVP market is still evolving, especially in emerging markets, and presents opportunities for revenue growth from services. The market is expected to grow from $212 million in 2010 to $364 million in 2015, driven by increasing broadband penetration and the rise of mobile video. North America and Latin America currently make up the largest segment of the market.

1. OVP Space and
Opportunity
JOSEPH OLIVER | October 2011
JOSEPH@JOSEPHOLIVER.NET

2. > OVP Market Overview

3. Digital Media Services Framework
Media Services
Roll-up of infrastructure, content, and applications that enable new end user media services
Wireless Home
Film Studios Mobile
Internet Telcos SMB
Publishing Cable Satellite
Advertising
Rich OVP Content, Data, OVP
media Platform Applications Player
Music
flow
General Media
TV and Radio retailers retailers Hotspots …
Broadcasting
Enterprise Cinema
management, workflow Viewer experience
and delivery Content analytics and
Monetization
M&E industry Communications, Retail End-users
and Enterprise industries

4. The OVP Market is Evolving, with Convergence Only a Starting Point
••
Blurring the lines for service providers, content
Blurring the lines for service providers, content
Market Trends creators and device makers
creators and device makers
Convergence ••
Need to make applications and content available to
Need to make applications and content available to
customer anytime, anywhere
customer anytime, anywhere
Peak activity ••
Highly fragmented market to be unified
Highly fragmented market to be unified
either by consolidation or partnerships
between now and Consolidation ••
either by consolidation or partnerships
Integration of siloed systems in aa workflow
2012 Integration of siloed systems in workflow
& Partnerships
Increasing
Peak activity 2011 role of
to 2012 Professional
Services
••
Asia Pacific growing rapidly
Asia Pacific growing rapidly
••
Still evolving in terms of adoption of next
Still evolving in terms of adoption of next
generation services and products and hence
generation services and products and hence
present aa growing opportunity Emerging
present growing opportunity
Markets
••
Services present great revenue potential Peak activity 2011
Services present great revenue potential
••
System Integration is emerging as aa key driver in the market
System Integration is emerging as key driver in the market
to 2015

5. Supply & demand growth drivers for digital video delivery
Increasing
broadband
IPTV take-off pushes Apple iOS CE strategy penetration and
demand for broader Increased adoption
fuels market surge in Increased web based bandwidth utilization
solutions offering of mobile video
media capable consumer video fuels explosion of
worldwide is driving
devices services driving digital video access
the demand for
consumption trends and in turn has
specialized solutions
created demand for
touching all 3
specialized solutions
screens
Market Drivers
Short-term Long Term

6. OVP Market – Market Segmentation (World), 2010
Source: Frost & Sullivan analysis.

7. OVP Market – Worldwide Market - 2010
Market Overview TREND
Decreasing Stable Increasing
▼ ● ▲
Total Online Video Platforms Market: World, 2010
MEASUREMENT NAME MEASUREMENT TREND
Market Stage (Nascent, Growth, Mature) Nascent —
Market Revenues (2010) $212.3 M ▲
Market Size at End of Forecast Period (2015) $364.2 M ▲
Average Price (per month) $2,000 ▲
Base Year Market Growth Rate 10.0% ▲
5 Year Forecast Market Growth Rate (CAGR) 11.4% —
Customer Price Sensitivity (scale of 1 to 10, Low to High) 6 ●
Degree of Technical Change (scale of 1 to 10, Low to High) 7 ▲
Market Concentration (% of base year market controlled by top three 50.4%
competitors) ▼
Source: Frost & Sullivan analysis.

8. OVP Market - Revenue Forecast by Region (World), 2010 - 2015
Year North America & Europe Asia-Pacific Total
Latin America ($ Million) ($ Million) ($ Million)
($ Million)
2010 169.8 31.8 10.6 212.3
2011 182.2 37.4 14.0 233.5
2012 199.6 41.5 18.1 259.2
2013 219.7 49.8 23.4 292.9
2014 242.8 55.8 29.5 328.1
2015 262.2 65.5 36.4 364.2
CAGR 9.1% 15.5% 28.0% 11.4%
Key: NALA – North America & Latin America; EMEA – Europe, The Middle East, & Africa; APAC – Asia
Pacific
Note: All figures are rounded; the base year is 2010.
Source: Frost & Sullivan analysis.

9. OVP Market - Competitive Environment (World), 2010
OVP Market: Competitive Structure, 2010
(World)
Number of Companies in the Market 30 with revenues greater than $1M USD
Cost, performance, schedule, support, technology, reliability,
Competitive Factors
contractor relationships, customer relationships
Media & entertainment companies, video publishers, content
Key End-user Groups
syndicators, enterprise customers
Brightcove, Ooyala, thePlatform, Kaltura, KIT digital, Limelight
Major Market Participants
Networks.
Market Share of Top 6 Competitors 66.9%
Origin Digital, Ramp, Livestream, Twistage, Sorenson Media,
Other Notable Market Participants
Unicorn Media, Castfire, VMIX, Flumotion, Qbrick, VBrick
Direct sales, partner and reseller channels, systems integrators,
Distribution Structure
OEMs
Notable Acquisitions and Mergers Limelight Networks acquired Delve Networks in August 2010
Source: Frost & Sullivan analysis.

10. OVP Market - Drivers and Restraints WW, 2010 – 2015
Smart Grid Market: Key Market Drivers and Restraints (World), 2011-2015
1-2 years 3-4 years 5 years
Market demand for OVP – effective and streamlined
services
Growth in end-user connected devices and demand
Market Drivers
Growth of ad spend online drives uptake
Volume of available content and video
consumption
Expansion into enterprise drives growth
Confusion about the OVP value proposition
Potential short product life due to replacement
Market Restraints
technologies
Market size may be limited due to costs vs.
revenue potential
Potential absorption of OVP into larger technologies,
eliminating the need for a stand-alone OVP solution
Unclear product, service, and vendor differentiation
Impact: High Medium Low

11. OVP Market Dynamics Iceberg
5 competitors with equally compelling offerings
“Build Vs buy” still a strong debate
Ease of use
ROI still difficult to define for many
Strong API roadmap
TOP 5 Business View Best analytics/monetization Customer Perspective
Vendor Ecosystem Customer Perspective
Over 100 competitors
Difficulty in differentiating vendors
Highly fragmented marketplace
Confusion surrounding OVP Value
Consolidation on horizon
Similar product stack Still a lack of video standards
Pricing challenges & erosion
As the consolidation waters recede, “services at the ends” will separate and define OVP leaders

12. How to Differentiate
Value at the ends Value ecosystem
Services at the ends will separate and define the Customer growth
leaders in the OVP space during the coming
consolidation period and will fortify pricing.
Customer experience should be seamless and
become a trusted partnership over time. Customer
consulting support
integration
• Front end: Professional Services
• Integration: Video Platform
• Back end: Customer Success (Support)
Customer solutions
Needs to be a seamless practice focused on enablement and support

13. “Value-at-the-ends” leverage zone
Cost Mitigation
& ROI • Creates new recurring revenue and margin streams
• Increases customer satisfaction
• Enables launch of new differentiating products and services
Product
Differentiation
Customer
Satisfaction &
Loyalty
Quick Case Study:
= $ REV + Margin
Geek Squad 2010 Revenue: $3bn
Best Buy Total 2010 Revenue: $8bn
37% Services Value to
Business

14. OVP Market – Competitive Landscape Analysis, 2010
The base year is 2010. Source: Frost & Sullivan analysis.

15. Apples-to-Apples Comparison of Top 5 OVP’s
Ooyala Brightcove Kaltura ThePlatform Limelight
Professional Services Professional Services
C • Content Migration • Content Migration • Content Migration • Content Migration • Content Migration
o • Custom Development • Custom Development • Custom Development • Custom Development • Custom Development
m • Basic Consultation • Basic Consultation • Basic Consultation • Basic Consultation • Basic Consultation
m
• Optimization Services • Optimization Services • Optimization Services • Optimization Services • Optimization Services
o
n • Product Training • Product Training • Product Training • Product Training • Product Training
D • API Strategy • Workflow Analysis • API Strategy • Origin Services
if • Deep Analytics • Systems Integration • Pro A/V workflows • CDN Strategy
f • Advanced Training • Mgd Infrastructure
e
• Open Source Strategy • Solutions Integration
r
• Live Events
New Services Opportunity
• Workflow Analysis • Content Strategy • Change Mgmnt * Production Services
• Feasibility Studies • Systems Integration • Business Continuity * Creative Services
• System Architecture • Advanced Training • Live Events * Marketing Services
* Managed Partners

16. > Broadcast & Cable Opportunity
Ericsson Consumer Stats
(June 2011)
75% of EMEA are watching content, of which:
• 93% watching broadcast
• 70% time-shifting
• 50% using internet
• 50% looking to connect computer to TV
• 37% looking to connect touch devices to TV

17. Key Drivers in B&C Environment
• Away from tape to digital formats
Industry Migration • From traditional distribution to 3 screen delivery
• Broadband adoption is now maturing rapidly
• Technology Advances across systems and devices
Industry Drivers
• Consumer Demand for multiple screen content
• New revenue opportunities
• Increased business process efficiency
Business Implications
• Cost saving opportunities
• Assets now need to be consolidated and centralized to
manage interaction and transaction
Implications Requirement • Migration to cloud based services requires guidance
• “Build Vs Buy” question still being asked by customer
• Enables OVP to scale service as customer needs scale
Module-based Business • Enables OVPa to meet differing solutions requirements
Opportunity • Consulting will grow to develop and support offerings
• Will future proof OVP, while enabling expansion into new
vertical opportunities as they develop and mature

18. Ecosystem BIG 4 Networks Nationwide Affiliates Top Line Data
Segmentation • Air in all DMA’s • 20 Nationwides • Air in all DMA’s Points
• 327m TVs in US
• O&O map in top 10 •Top 100 DMA’s outside O&O • 116m TV homes
• FCC 39% DMA Cap • 50% US Households • 61% US Households • 210 DMA’s in USA
• ABC, NBC, CBS, Fox • PBS, CW, ION • 118 private groups • 48 DMA’s in Canada
• Belo, Hurst, Sinclair
• Cox, Tribune, Gannet
Sizable opportunity for OVP
Religious PEG Player in the USA alone :
Spanish
• 20 core broadcasters • 50 core broadcasters • Public access • 4 Network Broadcasters
• 45% US Households • Top 5 Avg 40 affiliates • Education access • 20 Core Nationwides’
• Univision, Telemundo • 30% US Households • Government access • 118 Affiliate Groups
• 84 Cable Operators
•Opportunity likely found • 75 Top PEG’s (DMA >25)
via Education access
• 50 Top Religious
Broadcasters
Traditional • 20 Top Spanish Broadcasters
Broadcasters Cable Satellite • 1300 TV Stations
Delivery • Over 1300+ stations • 84 cable operators • 6 key operators • 565 Cable Channels
• 327M TV sets in US • 565 cable channels • most channels
• 115M TV Homes • 80,000 schools • 100’s WW channels
• $35.2b rev in 2010 • *128m cable homes • 38m satellite homes
• $10b ad rev in 2010 • $93.7b rev in 2010 • $20b rev in 2010
Emerging
• Verizon FIOS • Netflix
Delivery •ATT U-verse IPTV • Hulu OTT • MobiTV
Mobile
• Apple
• Ericsson (Tandberg) • Vudu
USA TV Market Size and Scope

19. Broadcast & Cable Business Drivers
Cloud Based Collaboration
Unit A Unit B
Monetization
Requirements OVP
Business Groups
Unit C Unit D
Unit A Unit B
Unit E
Cost Pressures
Requirement
Emerging
Delivery
Unit C Unit D
Distribution & Syndication Consistency
Unit E Business Partners
Units
OVP
Limited
Resources
Territor
Licensee
y
Player
News
Wires

20. Top commercial drivers for global broadcasters
8,000+ broadcast professionals in 100+ countries participated in the 2011 BBS, making it the largest ever
and most comprehensive market study of the broadcast industry.
• The top commercial driver identified was multi platform content delivery
• The second commercial driver identified was the need for file based operations / workflows

21. Broadcast & Cable Overview
Service Opportunity – Major Market B&C
• Top 30 DMA’s
• Competitive need to deliver to 3 screens now
• Market size likely justify spend
• 1M (DMA 30) to 7.5M (DMA1) TV homes
• Likely does not require onsite work:
• Plugin can be installed/tested remotely
• Training can be managed remotely
• Real-time analytics useful for assignment desk
• Enables focus on daily content strategy
• Useful for programming testing
• More data value for local advertising sale
Service Opportunity – Small Market B&C
• DMA 25 to 100
• Value in CMS / workflow capabilities
• Needs MOS integration
• Container (active x plugin) in rundown
• Estimated 5 - 10 days onsite for integration and
training – depending on requirements

22. Affiliate Broadcaster Stream Estimates - Top 30 DMA
Streaming opportunity for DMA 1 Station (very rough estimates – DATA NOT QUALIFIED)
• DMA reaches 7.5M TV Households
• Avg station receives 2% viewer participation online = 150K online viewers a day
• Avg viewer watches 3-5 stories = 450K to 750K streams day (Source: ABC News, DMA #6)
• Top 3 stories Avg 300% greater viewing = 1.35M streams per day
• DMA 1 station delivers approx 1.8M – 2.1M streams per day
• DMA 1 station delivers approx 54M – 63M streams per month
• DMA1 market (4 Broadcasters) total estimated at 216M a month / 2.5b p.a.
Stream opportunity DMA 30 Example – 35M a month / 408M p.a:
• DMA reaches 1M TV households
• Avg station receives 2% viewer participation online = 20,000 online viewers a day
• Avg viewer watches 3-5 stories online per session = 60 – 100,000 streams per day
• Top 3 stories Avg 300% greater viewing = 180,000 streams per day
• DMA 30 station delivers approx. 280,000 stream per day
• DMA 30 station delivers an approximate 8.5m streams per month
• DMA 30 across total (4 major broadcasters) is approx. 35M streams a month / 408 Million p.a.
‘Top 30 DMA opportunity in the 10’s to 100’s of
billions in streams per annum.’

23. Broadcast & Cable – Case Methodology
“from broadcast to cloudcast”
Framework Structured Consulting & SI Practice
The context and the business goal:
A -Organization structure,
Scope I P - Accountability
Business needs - business process (Type of content, destination and sources)
-Business like cycle phases
Operational guide and end-user settings
-Who does what and how?
Broadcast Ops -User configurations
-What are the media/content rules?
-What are user and group?
Workflow low Operational Media and meta continuum
rkf
Validation
commitments process - What are Applications
wo
Delivery
l edo Mat a D
- What CODEC and Wrapper, Pivotal CODEC?
- interface needs?
- Technical processes
- ………
m t s ys , ec ne uqes , a de Mr es U
Specifica
Mediaflow Software and network architecture
- Technology, Protocol,…
,
Metadataflow - Interface specification
- IT Backup and resilience strategy
i - ………
tions
Infrastructure Transport and physical layer
- Evaluation of technology infrastructure
- IP plan
- ………
e

24. > Verticals of Opportunity
Outside The M&E Space

25. Live Events – Overlapping Value
Strategic Value
Strategic Value
Tactical Value
• Differentiator
• Deeper enablement
• Wider footprint Event Custom
Planning UX /UI
• Enhances offerings
• More end-to-end
Corporate
Driver for future
Political Event Live Platform offering in retail
Cultural Production OVP Support captive audience
delivery
Conferences
Live Event
Music Marketing Transmission • Maps across all
Awards Services Management customers
Sporting
Seminar Onsite
Engineering
Support
Internally Managed Outsource Partner

26. Corporate
Services Opportunity:
• WFA
Customers Resellers GEO Units Partners • CMS Consolidation
• Business Logic / Process
• System Integration
• Content Origination
OVP Platform •
•
Production services
Creative Development
• Training
New Product Opportunity
Website / Branding Corp Comms
“Video Presenter”
• Front end: Video &
PowerPoint /Keynote
presentation tool
Events / Seminars Training • Think “video” WebEx
• Back end: compiler
• Collaboration
Internal solutions • Iteration history
• Review /approve
• Private screening room

27. > Sales Approach /
Considerations

28. Customer Criteria
Synopsis on customer landscape: Today the internet is seeing tremendous
growth of consumers who are searching for entertainment, this growth is
generating the boom of content offering destinations that have an increasing
need for community architectural tools, commerce solutions and rich media
platform integration.
Criteria: Sales teams should ascertain the following when engaging customers
• What type of traffic (Volume/Demographic) does the customer have?
• What type of Media solution does the client currently have?
• What type of funding does the client have?
• What is the core offering of the company?
• What can we do to help create a more complete service/commerce offering?
• Are they examining the value of analytics and monetization
• Have they spoken to any other company regarding a OVP solution? If so who?

29. Customer Positioning
An OVP’s services offerings should be positioned externally to inform and
engage customers surrounding the “best-of-breed” Video Platform and
full service, end-to-end, turn-key solutions enablement practice.
• Enables customers to create unique media solutions
• Platform and solution flexibility, so as needs change, so does the solution
• Leveraging our expertise in profitable content-to-market delivery
• Complete modular and scalable, full service solution
• Allows a customer to focus upon their core competencies
• To co-develop and manage a uniquely branded Channel offering
• To empower a customer with streaming video analytics and monetization

30. Approach to Professional Services Selling
Engage:
• Address, define and understand the pain-points of the customer
• Examine how the customer has already attempted to answer these
pain-points
• Can the solution be scaled
• Has a budget been approved
• Develop a relationship with the customer that is built upon trust
Win:
• Demonstrate business case – how does this bring efficiencies while
reducing CapEx & OpEx
• Reference existing client success’
• Build a solutions strategy that enables workflow and enhances
productivity
• Focus on the business OVP vendor can do Well and respond to
Quickly

31. THANK YOU!