Stuart Cunningham - Distinguished Professor
Director ARC Centre of Excellence for Creative Industries and Innovation, Queensland University of Technology.
Australian VOD: Online Distribution as Disruptive Technology in the Film Indu...CCI
The document discusses the history and current state of online video-on-demand (VOD) distribution in Australia. It notes that until recently, VOD has been a small market and distributors have had tight control over content. However, new services are launching in 2011 that may drive more innovation and uptake of VOD. Factors like improved broadband infrastructure and a wider range of delivery devices continue to be necessary for VOD to become a mainstream replacement for physical DVDs.
The document discusses various technologies related to television, including satellite and cable television, major television providers, the history of the BBC, how television viewing has changed from analogue to digital, and the rise of internet streaming services. It also covers technologies like HD, 3D, pay-per-view, video on demand, digital video recorders, and the factors that enabled online streaming to become practical for consumers.
An aimia presentation looking at the real future for IPTV way back in 2005. It already looks at the battle between walled garden IPTV and the new broadband video kids on the block. It suggests there are a few ways that IPTV (the subscription based closed version) will survive - this includes interoperability between providers and value add services including rich, social network based interactivity.
Netflix belongs to the over-the-top (OTT) media industry and was founded in 1997 to offer online movie rentals before launching a subscription streaming service. It has since expanded globally and produced many original TV shows and movies. The OTT industry in India is growing rapidly but highly competitive, with Hotstar being the largest platform as of 2018. Netflix aims to differentiate itself through an extensive library and original content while addressing challenges like high data usage and regional sensitivity.
A case study of netflix by bulbul upadhyayBulbulUpadhyay
i have prepared a case study on Netflix. this file contains the basic knowledge about the world's most popular OTT platform. it will give you knowledge about how netflix started?,when and what they did ti get here they are today.
Netflix began as a low-end disruptor in the video rental market, mailing DVDs to customers. It transitioned to online streaming, which disrupted Blockbuster's business model. Netflix's streaming service targets the low-end market, providing an inexpensive entertainment option. It has grown to become a mainstream provider as it improved its variety, speed and quality over time. The document recommends Netflix strengthen its processes to retain customers and gain new subscribers. Leaders should also develop competencies to continue innovating and pursue partnerships to expand content offerings.
The document discusses the growing adoption of video on-demand (VOD) services by European cable and satellite operators. It outlines how the two largest UK cable operators, NTL and Telewest, have launched VOD services with a mix of free, subscription, and pay-per-view content. Operators agree the best business model includes all three approaches. While cable networks are more advanced for VOD currently, telcos are working to improve their infrastructure for competitive services. Experts debate the advantages of centralized versus distributed server architectures, with most favoring a hybrid approach to accommodate different network and content needs over time.
Netflix created a blue ocean strategy in the movie rental industry by eliminating factors like late fees and stores, reducing the importance of location and new movie selection, and raising factors like subscription pricing, number of rentals, and inventory selection. Netflix also created new factors such as personalized recommendations and automatic replacements based on customer preferences. However, as competitors like Blockbuster adopted Netflix's approach, the blue ocean began turning red.
Australian VOD: Online Distribution as Disruptive Technology in the Film Indu...CCI
The document discusses the history and current state of online video-on-demand (VOD) distribution in Australia. It notes that until recently, VOD has been a small market and distributors have had tight control over content. However, new services are launching in 2011 that may drive more innovation and uptake of VOD. Factors like improved broadband infrastructure and a wider range of delivery devices continue to be necessary for VOD to become a mainstream replacement for physical DVDs.
The document discusses various technologies related to television, including satellite and cable television, major television providers, the history of the BBC, how television viewing has changed from analogue to digital, and the rise of internet streaming services. It also covers technologies like HD, 3D, pay-per-view, video on demand, digital video recorders, and the factors that enabled online streaming to become practical for consumers.
An aimia presentation looking at the real future for IPTV way back in 2005. It already looks at the battle between walled garden IPTV and the new broadband video kids on the block. It suggests there are a few ways that IPTV (the subscription based closed version) will survive - this includes interoperability between providers and value add services including rich, social network based interactivity.
Netflix belongs to the over-the-top (OTT) media industry and was founded in 1997 to offer online movie rentals before launching a subscription streaming service. It has since expanded globally and produced many original TV shows and movies. The OTT industry in India is growing rapidly but highly competitive, with Hotstar being the largest platform as of 2018. Netflix aims to differentiate itself through an extensive library and original content while addressing challenges like high data usage and regional sensitivity.
A case study of netflix by bulbul upadhyayBulbulUpadhyay
i have prepared a case study on Netflix. this file contains the basic knowledge about the world's most popular OTT platform. it will give you knowledge about how netflix started?,when and what they did ti get here they are today.
Netflix began as a low-end disruptor in the video rental market, mailing DVDs to customers. It transitioned to online streaming, which disrupted Blockbuster's business model. Netflix's streaming service targets the low-end market, providing an inexpensive entertainment option. It has grown to become a mainstream provider as it improved its variety, speed and quality over time. The document recommends Netflix strengthen its processes to retain customers and gain new subscribers. Leaders should also develop competencies to continue innovating and pursue partnerships to expand content offerings.
The document discusses the growing adoption of video on-demand (VOD) services by European cable and satellite operators. It outlines how the two largest UK cable operators, NTL and Telewest, have launched VOD services with a mix of free, subscription, and pay-per-view content. Operators agree the best business model includes all three approaches. While cable networks are more advanced for VOD currently, telcos are working to improve their infrastructure for competitive services. Experts debate the advantages of centralized versus distributed server architectures, with most favoring a hybrid approach to accommodate different network and content needs over time.
Netflix created a blue ocean strategy in the movie rental industry by eliminating factors like late fees and stores, reducing the importance of location and new movie selection, and raising factors like subscription pricing, number of rentals, and inventory selection. Netflix also created new factors such as personalized recommendations and automatic replacements based on customer preferences. However, as competitors like Blockbuster adopted Netflix's approach, the blue ocean began turning red.
Please check out this exclusive presentation from Cisco's Pankaj Gupta, Director of Video Solutions for SP Marketing, on "Achieving Video Nirvana!" presented at OTTcon.
Consumer behavior, content consumption and business models are changing across the video ecosystem, and online video appears to be the primary source of disruption. In fact, Cisco's annual market research report discloses that, by 2013, ninety percent of all consumer IP traffic will be video. In this presentation, the Cisco speaker will address the real-world dilemmas for service provider company executives as they confront the transformations taking place in the video market. The speaker will cite real-world examples of how service providers and their ecosystem partners are developing strategies to address and profit from the coming dominance of online video.
New Roads, New Directions, New Markets
A presentation given to an ABC and invited audience in Sep 2005 about the changing Australian media landscape
and emerging types of content that producers need to be considering. Delivered by Gary Hayes, Director LAMP and
former Senior Producer & Development Manager BBCi 95-04
In Summary
• Over the next 12 months, advanced broadband video service
distribution to TV, PC and mobile will start to create the real worldwide
marketplace
• Early wins for producers with compelling, interactive & unique content
• Tell your stories appropriately across multiple platforms
• Content producers need to begin creating IP and new formats NOW
• LAMP is part of that process.
Please check out Murali Nemani, Cisco Director of Service Provider Marketing, keynote "ShiFt Happens" debuted at IPTV World Forum 2010.
What's top of mind in 2010? The universal answer is "monetization." The re-shaping of the video ecosystem as a catalyst for online video.
Learn about the 3rd Wave: IP Video & the 5 Tenets for IP Video 1) next gem platform 2) large scale unicast 3) video intelligence 4) common client architecture 5)managed/unmanaged.
The document discusses how technology has changed the film industry in several ways:
1) On-demand streaming services like Netflix and BBC iPlayer have allowed audiences to watch films and TV anytime from any device. This has impacted producers by generating revenue from international subscribers.
2) Advances in CGI and special effects like those used in Avatar and Gravity have made visuals more realistic and appealing to audiences. However, rendering films with these techniques is very time-consuming and expensive for producers.
3) The introduction of 3D and 4D films has enhanced the cinema experience for audiences, though 4D films may be too expensive for some. Producers aim to recreate films in these formats to attract larger audiences.
Developing technology in film and television powepointJackReeve
This document discusses various technologies related to developing technology in film and television. It covers consumer products that allow both content creation and consumption with affordable equipment. It provides examples of how YouTube content is created by Arsenal Fan TV and consumed by individuals using devices like laptops and televisions. The document also summarizes different distribution technologies for television content like satellite TV, cable TV, and digital/analogue broadcasting as well as trends in high definition, 3D, streaming, and on-demand viewing options.
Netflix is analyzing strategies for entering the video-on-demand (VOD) market as its DVD rental business declines. There are three main impediments to VOD adoption: connectivity, content availability, and technology adoption. Netflix has strengths like its large customer base and recommendation system, but weaknesses like slower DVD delivery versus instant streaming. The alternatives are licensing content, standalone streaming, or a separate online video business. The recommendation is for Netflix to pursue licensing agreements to build an online movie library for streaming. This should leverage Netflix's brand while the DVD business declines slowly. In the long run, as bandwidth and devices improve, streaming partnerships may decline but licensing will remain important.
Profiting From Broadband Video's Disruptive ImpactWill Richmond
This presentation describes how broadband-delivered video is disrupting the traditional video business and how players can profit from the transformations underway. Numerous current examples of successful video providers are shared.
This document provides information about Netflix including its history, financials, products and services, demographics of users, strengths/weaknesses/opportunities/threats (SWOT) analysis, market share, competitors, use of social media, and proposed marketing strategy. The strategy involves hosting experiential popup events in Los Angeles, Chicago, and New York featuring rooms decorated like Netflix shows and guest appearances from celebrities. The goal is to increase subscriptions among 18-32 year olds by 2% through exclusive offers, photo opportunities, and encouraging people to sign up for their own Netflix accounts at the events.
Netflix is the world's largest online DVD rental service provider with over 26 million members accessing over 100,000 movie titles. Founded in 1997 in California, Netflix started as a DVD rental service and launched a streaming service in 1999, growing to over 36 million subscribers globally by 2013. Netflix was successful due to good timing, relationships with content providers, innovation, competitive pricing, and promoting creativity.
Netflix began its subscription streaming service in 1999 and has since expanded globally, with over 33 million U.S. subscribers alone by 2013. This widespread availability has benefited producers through increased revenue from subscriptions but also presents some disadvantages like differing release times for content between countries. The introduction of streaming on unlimited devices removed prior restrictions and helped Netflix attract more customers. High definition television transmissions began in the 1990s and became more widely available in Europe in the late 2000s. HDTV provides audiences with better picture quality but costs more for producers due to technology. Mobile devices like the iPad, released in 2010, allow media consumption on the go and simplify connectivity compared to earlier mobile phones.
Time Warner Cable is the second largest cable provider in the US serving over 15 million customers. It offers bundled cable, internet, and phone services along with on-demand programming and DVR features. While it has strong market position through acquisitions and innovation, TWC faces challenges from cord cutters switching to online options and has high prices with low customer satisfaction ratings.
Joost is an online TV distribution platform that uses peer-to-peer technology to lower distribution costs compared to traditional online TV services. By utilizing the bandwidth of its users, Joost can distribute content to many viewers at low cost without needing expensive server infrastructure. It aims to provide a legal alternative to piracy by giving media companies a stake while allowing users to access TV-like content online. However, it remains to be seen if platforms like Joost can succeed in domesticating peer-to-peer or if non-commercial networks will continue to be used to bypass traditional content controls.
The Ying and Yang of the TV/Internet ConvergenceAlan Wolk
This document discusses the convergence of television and the internet across four issues:
1) Pay TV providers are expanding VOD catalogs while content producers strike direct distribution deals through apps and platforms like Facebook.
2) Manufacturers are pushing smart TVs and devices like Apple TV and Roku while cable companies want to add streaming services to set-top boxes.
3) Many social TV apps have launched but none have broken out by seamlessly integrating with viewers' social networks and TV viewing.
4) TV everywhere efforts are rolling out but content producers have rights issues and current experiences are limited without integration between devices and set-top boxes.
This document discusses 12 lesser-known facts about Netflix. Early subscribers received Chinese pornography by mistake. Netflix was originally called Kibble and executives used to visit subscribers' homes. Dennis Quaid performed with his band for a Netflix screening. Netflix has studied how spoilers affect viewing and estimates users decide on a movie in 2 minutes.
Netflix began its subscription streaming service in 1999 and has since expanded globally, with over 33 million US subscribers alone by 2013. This widespread availability has increased Netflix's target audience but some content is still restricted by country. The lifting of streaming restrictions in 2008 allowed unlimited streaming and further grew Netflix's customer base. High definition television was first demonstrated in the 1930s but was not publicly deployed in Europe until the 1990s. HDTV provides audiences with better picture and sound quality compared to standard definition. However, HDTV technologies remain more expensive than standard definition options. The iPad, first released in 2010, can perform many mobile phone functions like photos, video and internet access without phone calling capabilities. It demonstrated the increased connectivity and simpl
The document discusses a business platform for establishing an investment case for a proprietary streaming media distribution service. It provides pricing schedules and service offerings for live broadcasting, video encoding, storage and distribution of digital media content through a web-based interface. The service aims to provide a cost-effective managed solution for secure manipulation, storage and distribution of digital media content.
Voddler and Copyright in the eu digital single marketAnders Sjöman
Presentation by Anders Sjöman, VP Communication at video-on-demand service Voddler, at workshop on copyright in EU Digital Single Market, held by CEPS on 14 Nov 2012 in Brussels.
The document discusses how content producers can generate revenue from multi-platform content by treating content as a franchise with different monetary opportunities across television, online, mobile, education, and consumer goods. It provides the example of Total Drama Island, an animated series that was very popular and profitable in both Canada and the US. It had an online game component launched simultaneously with the television series that engaged different tiers of audiences and had over 500,000 registered users. The document also discusses commissioning processes, guidelines, and potential funding opportunities for new media projects.
- Assessment of 'Three Screen' strategies incorporating Mobile, TV and Internet
- NB: 'Three Screen' does NOT mean 'Third Screen'
- Prepared for Verisign
- Highlight's AT&T efforts to create seamless experience across Mobile, Internet and TV
- May 2008
Technologies in the film and tv industries final version copybarsik1997
The document discusses various technologies used in the film and TV industries, including consumer products for media production, satellite technology, cable technology, the transition from analogue to digital, interactive TV, the internet, high definition, 3D, pay-per-view, on-demand viewing, streaming content, and digital recorders. Satellite technology and cable technology are discussed as methods for delivering television programming directly to homes. The transition to digital provided benefits like higher picture quality and added functionality. Interactive TV, the internet, and on-demand viewing have increased viewer control and options for accessing content.
This document discusses warehouse logistics. Effective warehouse logistics requires stability, robustness, and systems that can easily integrate with each other.
Quickflix is a company with over 60,000 active subscribers that rents DVDs and Blu-rays by mail. They are launching a new digital streaming service in 2011 to transition existing subscribers from physical discs to online streaming, as streaming is replacing DVD-by-mail over time. Quickflix understands its subscribers preferences from their rental and viewing data. They will use this knowledge to acquire new audiences, convert them to paying subscribers, and retain existing subscribers through the new streaming service.
Please check out this exclusive presentation from Cisco's Pankaj Gupta, Director of Video Solutions for SP Marketing, on "Achieving Video Nirvana!" presented at OTTcon.
Consumer behavior, content consumption and business models are changing across the video ecosystem, and online video appears to be the primary source of disruption. In fact, Cisco's annual market research report discloses that, by 2013, ninety percent of all consumer IP traffic will be video. In this presentation, the Cisco speaker will address the real-world dilemmas for service provider company executives as they confront the transformations taking place in the video market. The speaker will cite real-world examples of how service providers and their ecosystem partners are developing strategies to address and profit from the coming dominance of online video.
New Roads, New Directions, New Markets
A presentation given to an ABC and invited audience in Sep 2005 about the changing Australian media landscape
and emerging types of content that producers need to be considering. Delivered by Gary Hayes, Director LAMP and
former Senior Producer & Development Manager BBCi 95-04
In Summary
• Over the next 12 months, advanced broadband video service
distribution to TV, PC and mobile will start to create the real worldwide
marketplace
• Early wins for producers with compelling, interactive & unique content
• Tell your stories appropriately across multiple platforms
• Content producers need to begin creating IP and new formats NOW
• LAMP is part of that process.
Please check out Murali Nemani, Cisco Director of Service Provider Marketing, keynote "ShiFt Happens" debuted at IPTV World Forum 2010.
What's top of mind in 2010? The universal answer is "monetization." The re-shaping of the video ecosystem as a catalyst for online video.
Learn about the 3rd Wave: IP Video & the 5 Tenets for IP Video 1) next gem platform 2) large scale unicast 3) video intelligence 4) common client architecture 5)managed/unmanaged.
The document discusses how technology has changed the film industry in several ways:
1) On-demand streaming services like Netflix and BBC iPlayer have allowed audiences to watch films and TV anytime from any device. This has impacted producers by generating revenue from international subscribers.
2) Advances in CGI and special effects like those used in Avatar and Gravity have made visuals more realistic and appealing to audiences. However, rendering films with these techniques is very time-consuming and expensive for producers.
3) The introduction of 3D and 4D films has enhanced the cinema experience for audiences, though 4D films may be too expensive for some. Producers aim to recreate films in these formats to attract larger audiences.
Developing technology in film and television powepointJackReeve
This document discusses various technologies related to developing technology in film and television. It covers consumer products that allow both content creation and consumption with affordable equipment. It provides examples of how YouTube content is created by Arsenal Fan TV and consumed by individuals using devices like laptops and televisions. The document also summarizes different distribution technologies for television content like satellite TV, cable TV, and digital/analogue broadcasting as well as trends in high definition, 3D, streaming, and on-demand viewing options.
Netflix is analyzing strategies for entering the video-on-demand (VOD) market as its DVD rental business declines. There are three main impediments to VOD adoption: connectivity, content availability, and technology adoption. Netflix has strengths like its large customer base and recommendation system, but weaknesses like slower DVD delivery versus instant streaming. The alternatives are licensing content, standalone streaming, or a separate online video business. The recommendation is for Netflix to pursue licensing agreements to build an online movie library for streaming. This should leverage Netflix's brand while the DVD business declines slowly. In the long run, as bandwidth and devices improve, streaming partnerships may decline but licensing will remain important.
Profiting From Broadband Video's Disruptive ImpactWill Richmond
This presentation describes how broadband-delivered video is disrupting the traditional video business and how players can profit from the transformations underway. Numerous current examples of successful video providers are shared.
This document provides information about Netflix including its history, financials, products and services, demographics of users, strengths/weaknesses/opportunities/threats (SWOT) analysis, market share, competitors, use of social media, and proposed marketing strategy. The strategy involves hosting experiential popup events in Los Angeles, Chicago, and New York featuring rooms decorated like Netflix shows and guest appearances from celebrities. The goal is to increase subscriptions among 18-32 year olds by 2% through exclusive offers, photo opportunities, and encouraging people to sign up for their own Netflix accounts at the events.
Netflix is the world's largest online DVD rental service provider with over 26 million members accessing over 100,000 movie titles. Founded in 1997 in California, Netflix started as a DVD rental service and launched a streaming service in 1999, growing to over 36 million subscribers globally by 2013. Netflix was successful due to good timing, relationships with content providers, innovation, competitive pricing, and promoting creativity.
Netflix began its subscription streaming service in 1999 and has since expanded globally, with over 33 million U.S. subscribers alone by 2013. This widespread availability has benefited producers through increased revenue from subscriptions but also presents some disadvantages like differing release times for content between countries. The introduction of streaming on unlimited devices removed prior restrictions and helped Netflix attract more customers. High definition television transmissions began in the 1990s and became more widely available in Europe in the late 2000s. HDTV provides audiences with better picture quality but costs more for producers due to technology. Mobile devices like the iPad, released in 2010, allow media consumption on the go and simplify connectivity compared to earlier mobile phones.
Time Warner Cable is the second largest cable provider in the US serving over 15 million customers. It offers bundled cable, internet, and phone services along with on-demand programming and DVR features. While it has strong market position through acquisitions and innovation, TWC faces challenges from cord cutters switching to online options and has high prices with low customer satisfaction ratings.
Joost is an online TV distribution platform that uses peer-to-peer technology to lower distribution costs compared to traditional online TV services. By utilizing the bandwidth of its users, Joost can distribute content to many viewers at low cost without needing expensive server infrastructure. It aims to provide a legal alternative to piracy by giving media companies a stake while allowing users to access TV-like content online. However, it remains to be seen if platforms like Joost can succeed in domesticating peer-to-peer or if non-commercial networks will continue to be used to bypass traditional content controls.
The Ying and Yang of the TV/Internet ConvergenceAlan Wolk
This document discusses the convergence of television and the internet across four issues:
1) Pay TV providers are expanding VOD catalogs while content producers strike direct distribution deals through apps and platforms like Facebook.
2) Manufacturers are pushing smart TVs and devices like Apple TV and Roku while cable companies want to add streaming services to set-top boxes.
3) Many social TV apps have launched but none have broken out by seamlessly integrating with viewers' social networks and TV viewing.
4) TV everywhere efforts are rolling out but content producers have rights issues and current experiences are limited without integration between devices and set-top boxes.
This document discusses 12 lesser-known facts about Netflix. Early subscribers received Chinese pornography by mistake. Netflix was originally called Kibble and executives used to visit subscribers' homes. Dennis Quaid performed with his band for a Netflix screening. Netflix has studied how spoilers affect viewing and estimates users decide on a movie in 2 minutes.
Netflix began its subscription streaming service in 1999 and has since expanded globally, with over 33 million US subscribers alone by 2013. This widespread availability has increased Netflix's target audience but some content is still restricted by country. The lifting of streaming restrictions in 2008 allowed unlimited streaming and further grew Netflix's customer base. High definition television was first demonstrated in the 1930s but was not publicly deployed in Europe until the 1990s. HDTV provides audiences with better picture and sound quality compared to standard definition. However, HDTV technologies remain more expensive than standard definition options. The iPad, first released in 2010, can perform many mobile phone functions like photos, video and internet access without phone calling capabilities. It demonstrated the increased connectivity and simpl
The document discusses a business platform for establishing an investment case for a proprietary streaming media distribution service. It provides pricing schedules and service offerings for live broadcasting, video encoding, storage and distribution of digital media content through a web-based interface. The service aims to provide a cost-effective managed solution for secure manipulation, storage and distribution of digital media content.
Voddler and Copyright in the eu digital single marketAnders Sjöman
Presentation by Anders Sjöman, VP Communication at video-on-demand service Voddler, at workshop on copyright in EU Digital Single Market, held by CEPS on 14 Nov 2012 in Brussels.
The document discusses how content producers can generate revenue from multi-platform content by treating content as a franchise with different monetary opportunities across television, online, mobile, education, and consumer goods. It provides the example of Total Drama Island, an animated series that was very popular and profitable in both Canada and the US. It had an online game component launched simultaneously with the television series that engaged different tiers of audiences and had over 500,000 registered users. The document also discusses commissioning processes, guidelines, and potential funding opportunities for new media projects.
- Assessment of 'Three Screen' strategies incorporating Mobile, TV and Internet
- NB: 'Three Screen' does NOT mean 'Third Screen'
- Prepared for Verisign
- Highlight's AT&T efforts to create seamless experience across Mobile, Internet and TV
- May 2008
Technologies in the film and tv industries final version copybarsik1997
The document discusses various technologies used in the film and TV industries, including consumer products for media production, satellite technology, cable technology, the transition from analogue to digital, interactive TV, the internet, high definition, 3D, pay-per-view, on-demand viewing, streaming content, and digital recorders. Satellite technology and cable technology are discussed as methods for delivering television programming directly to homes. The transition to digital provided benefits like higher picture quality and added functionality. Interactive TV, the internet, and on-demand viewing have increased viewer control and options for accessing content.
This document discusses warehouse logistics. Effective warehouse logistics requires stability, robustness, and systems that can easily integrate with each other.
Quickflix is a company with over 60,000 active subscribers that rents DVDs and Blu-rays by mail. They are launching a new digital streaming service in 2011 to transition existing subscribers from physical discs to online streaming, as streaming is replacing DVD-by-mail over time. Quickflix understands its subscribers preferences from their rental and viewing data. They will use this knowledge to acquire new audiences, convert them to paying subscribers, and retain existing subscribers through the new streaming service.
Este documento describe una presentación multimedia sin necesidad de usar el ratón. La presentación incluye música y imágenes sincronizadas que se reproducen automáticamente sin interacción del usuario.
Talk given to the Park County Weed & Pest Early Detection/Rapid Response team on May 4, 2009. This talk was an introduction to plant morphology and important local range species.
This document lists various graphic design projects completed by JB including a print campaign for Bayer MaterialScience, a product catalog for Chromalox Inc., logo designs for various clients, gift card creative for FYE, a product brochure for ITT Leopold, in-store promotions for GNC, and technical illustrations for Chromalox Inc.
Schizophrenia is a mental disorder characterized by delusions, hallucinations, and disordered thinking and behavior. It is caused by genetic and biological factors, not stress or depression. Symptoms include confusion, changes in eating/sleeping, withdrawal, and strange behavior. Treatment involves medications, therapy, and sometimes hospitalization. Finding a cure would help thousands of sufferers and could be highly profitable. It would be administered through treatment facilities and medical care. Funding research for a cure would benefit patients and society by controlling symptoms before they become dangerous.
The document summarizes the origins and impacts of the compass and wheelbarrow in ancient China. The compass, made of lodestone or magnetite ore, was first used around the late Qin/early Han dynasties for divination and prognostication before being used for navigation. It helped solidify political power and benefitted the economy and social practices. The single-wheeled wheelbarrow, used by farmers, builders and soldiers, also positively impacted the economy and society while demonstrating an important technological achievement for its time.
The Ablative Case Of Latin Ppt For Ed205SarahGoshert
The document summarizes the ablative case in Latin. It discusses the ablative case endings for different declensions. It then explains several uses of the ablative case, including ablative of means, manner, accompaniment, specification, agent, and absolute. It provides examples for each use. It also briefly discusses other uses involving expressions of place, cause, and time. Practice problems are included to identify ablative case endings and uses.
The document discusses the principles and practices of conventional agriculture, including intensive tillage, monoculture, use of synthetic fertilizers, irrigation, pest and weed control with chemicals, and genetic manipulation of crops. It notes the benefits of these practices but also their long term unsustainability due to threats like soil degradation, erosion, and overuse of water. The document advocates for more sustainable agricultural approaches and suggests conventional agriculture only considers short term gains without regard for long term environmental and economic impacts.
The document discusses several aspects of ancient Chinese culture including language, religion, philosophy, rituals, art, literature, and their influences. The main philosophies discussed are Confucianism, Daoism, and Legalism. Confucianism focused on respect for elders and morality while Daoism emphasized withdrawing from the world and living simply. Legalism, approved by Emperor Shi Huangdi, prioritized harsh laws and control. Rituals centered around family, education, and ancestor worship. Calligraphy, silk, and ceramics were influential art forms. Literature included Confucian and Daoist texts along with the Five Classics until books were burned under Shi Huangdi.
O documento apresenta dois calendários de Natal para meninas e meninos. Cada calendário contém 24 datas, com espaços em branco para que cartões ou presentes sejam colocados em cada dia, contando os dias até o Natal.
Réseaux Sociaux en 2014 quelles opportunités pour votre entreprise ?"Bernard MARTINEZ
Les réseaux sociaux et plus généralement les média sociaux sont autant de nouveaux canaux de communication à investir et à intégrer dans votre stratégie d'entreprise en 2014.
Quel que soit votre secteur d'activité, que vous soyez en BtoB ou en BtoC, Bernard Martinez consultant formateur en webmarketing et médias sociaux, vous a montré par des cas pratiques comment réaliser une stratégie de présence social media en adéquation avec vos objectifs et votre territoire de marque.
Si vous souhaitez être invité au prochain Morning Lab de la société OVNY, faites-nous le savoir.
Ne foncez pas tête baissez sur : Facebook, Twitter, Google+, Youtube, Instagram, Pinterest ou Slideshare sans réfléchir sur votre stratégie digitale et sans apprendre les bons réflexes et les codes de chaque média social.
Leadership Traits and Behavioural TheoriesFook Thye Leow
This document discusses and compares traits theory and behavioral theory of leadership. Traits theory believes that leaders are born with certain traits, while behavioral theory believes that leadership can be learned through observation and training. Some key differences are outlined in a table. Traits theory focuses on identifying innate qualities, while behavioral theory takes a more scientific approach and sees leadership as something that can be developed. The document examines several leadership styles and theories within each approach, such as McGregor's Theory X and Y. It also provides examples of different leadership traits and behaviors.
The LAPD developed a strategy to attract more applicants who don't have college degrees but want to make a difference. The strategy aims to get people interested in the LAPD who have not previously considered it as a career. The creative strategy seeks to get people to think about the LAPD in a new way and confront stereotypes by highlighting the many roles officers play in keeping LA safe.
This document provides an overview of Internet Protocol Television (IPTV). It discusses the history and evolution of IPTV from its origins in the 1990s to the present. Key points covered include:
- The basic technology of IPTV which streams TV programs over an internet connection rather than traditional broadcast methods.
- The different types of IPTV services including video on demand, live TV, and time-shifted viewing.
- How IPTV networks are architected with regional and local head ends to distribute content over managed IP networks.
- A comparison of digital TV and IPTV, noting IPTV provides greater interactivity but quality of service is a concern over public internet connections.
- Current market leaders
1) Online video content and IPTV markets in Europe are growing rapidly, with the online video market expected to nearly match the size of the IPTV market by 2011.
2) Broadcasters and studios are distributing film and TV content online through various business models like transactional, subscription, and ad-supported services.
3) While physical DVD sales still dominate, digital distribution of content online and through IPTV is increasing quickly and new business models are shaping the industry.
Multiplatform Managed OTT-TV is a promising opportunity for Telco ready to combine their direct-to-consumer services with white-label online video services for independent content providers - This presentation is a quick summary of our last 10+ yrs experience in this sector.
This document discusses the online movie rental business and competition in the video streaming market. It provides details on Netflix's business model and history, including milestones like their billionth DVD delivery. It also outlines competitors in the streaming and rental space like Hulu, Redbox, cable/satellite providers, and premium channels. The document considers factors that could impact Netflix's ability to succeed in this competitive landscape, such as content availability and pricing/bundling approaches from other players.
ISOM 310 Netflix CaseNetflix 2013 Case Online Video Matures.docxpriestmanmable
ISOM 310 Netflix Case
Netflix 2013 Case: Online Video Matures
In the 1980s and 1990s, people joked about how difficult it was to program a VCR to record a television program. Products like TiVo and other DVRs (digital video recorders) made it easy for consumers to record broadcasted shows and movies. Today, consumers have a wide variety of options in satisfying their desire to watch movies and TV shows. They can rent DVDs and video games from traditional brick and mortar video stores, such as Blockbuster. Cable TV and Satellite TV companies offer premium subscription channels (such as HBO) for a monthly fee, as well as, video-on-demand services. There are other options for those with broadband Internet connections, such as programs that store entertainment and redirection devices (like Slingboxes
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The U.S. movie "rental" industry has changed. Direct online distribution of content (whether by real-time streaming or downloading for playback) has replaced physical media as the normal method
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New Competitors and Content
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IPTV is a system that delivers internet television services using internet protocol over a packet-switched network instead of traditional broadcast methods. It allows for live TV, time-shifted programming like catch-up and start-over TV, and video on demand. IPTV is distinguished from other internet video by its standardization process and deployment in high-speed subscriber networks with set-top boxes.
Netflix currently has the largest number of streaming video users but relies heavily on content deals with other studios. Apple has a strong transactional video on demand business through iTunes but relies on Netflix for subscription content. Comcast has a large subscriber base and could leverage its broadband network to direct more traffic to its own content. Xbox has a strong interface and technology but relies on content from other distributors.
The document discusses the changing TV market and opportunities for connected TV services. It notes that younger viewers increasingly watch TV online and that new TVs with built-in internet connectivity allow online content and apps to be accessed through the TV. This is changing the roles of traditional market players and allowing new types of direct relationships between content creators and viewers. The company ConTV is presented as an end-to-end solution provider that helps content owners evaluate market opportunities and develop, launch and manage connected TV services.
The document discusses the changing TV market and opportunities for connected TV services. It notes that new TVs with built-in internet connectivity allow online content and applications to access the TV screen. This leads to various market changes, including content creators establishing direct relationships with viewers and different types of players becoming active in content delivery. The document outlines the business opportunities for content providers to monetize their offerings on connected TVs, as well as ConTV's services to help content owners launch applications and services on TV platforms.
The document summarizes the history and evolution of the movie rental industry from the 1980s to today. It discusses how movie rentals boomed in the 1980s and 1990s with the rise of retail video stores like Blockbuster. In the early 2000s, increased broadband internet allowed digital movie rentals and streaming to emerge as popular alternatives to physical rentals. Major players like Netflix transitioned to online streaming models, growing their subscriber base globally while competitors like Blockbuster declined.
The document summarizes the history and evolution of the movie rental industry from the 1980s to today. It discusses how movie rentals boomed in the 1980s and 1990s with the rise of retail video stores like Blockbuster. In the early 2000s, increased broadband internet allowed media providers to transition from physical to digital formats. This led to new opportunities for internet movie rentals and the decline of physical rental stores. Netflix capitalized on this transition by offering online streaming and digital rental through mail delivery, which eventually replaced their DVD rental business model.
Over-the-top (OTT) streaming services allow users to watch TV shows and movies via the internet instead of traditional cable or satellite providers. This document discusses five top OTT providers: Flicknexs, Webnexs VOD, Dacast, JWPlayer, and Vimeo OTT. It also covers the history of OTT services, different types of providers like subscription video on demand (SVOD) and ad-supported video on demand (AVOD), and benefits like convenience, flexibility and cost savings. The document provides tips for choosing an OTT service like identifying needs, exploring options, evaluating pricing and compatibility.
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Over-the-top (OTT) technology has emerged as a game-changer in the media and entertainment industry, transforming the way viewers consume and engage with content. OTT refers to the delivery of video, audio, and other media content over the Internet, bypassing traditional distribution channels such as cable, satellite, or terrestrial broadcasting.
Google TV aims to bring the internet to the television by allowing users to search web, apps, and programming guides from their TV. However, it faces challenges from lack of content partnerships and awkward web browsing experience on TVs. While the concept of interactive TV is promising, multi-tasking is better done on separate devices rather than directly on the TV shared by others. Competitors like Apple TV and Roku offering walled gardens or less intrusive models like Yahoo may have stronger formulas. Ultimately, the future of television likely involves continued growth of multi-tasking with social media but done individually on separate devices instead of directly on the shared TV screen.
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Introduction
In the realm of entertainment, few names resonate as Orpah Winfrey Dwayne Johnson. Both figures have carved unique paths in the industry. achieving unparalleled success and becoming iconic symbols of perseverance, resilience, and inspiration. This article delves into the lives, careers. and enduring legacies of Orpah Winfrey Dwayne Johnson. exploring how their journeys intersect and what we can learn from their remarkable stories.
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Early Life and Backgrounds
Orpah Winfrey: From Humble Beginnings to Media Mogul
Orpah Winfrey, often known as Oprah due to a misspelling on her birth certificate. was born on January 29, 1954, in Kosciusko, Mississippi. Raised in poverty by her grandmother, Winfrey's early life was marked by hardship and adversity. Despite these challenges. she demonstrated a keen intellect and an early talent for public speaking.
Winfrey's journey to success began with a scholarship to Tennessee State University. where she studied communication. Her first job in media was as a co-anchor for the local evening news in Nashville. This role paved the way for her eventual transition to talk show hosting. where she found her true calling.
Dwayne Johnson: From Wrestling Royalty to Hollywood Superstar
Dwayne Johnson, also known by his ring name "The Rock," was born on May 2, 1972, in Hayward, California. He comes from a family of professional wrestlers, with both his father, Rocky Johnson. and his grandfather, Peter Maivia, being notable figures in the wrestling world. Johnson's early life was spent moving between New Zealand and the United States. experiencing a variety of cultural influences.
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Career Milestones
Orpah Winfrey: The Queen of All Media
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Beyond her talk show, Winfrey expanded her empire to include the creation of Harpo Productions. a multimedia production company. She also launched "O, The Oprah Magazine" and OWN: Oprah Winfrey Network, further solidifying her status as a media mogul.
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In the early 20
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Australian Online Feature Films - Stuart Cunningham SPAA 2010
1. Stuart Cunningham
Director
ARC Centre of Excellence
for Creative Industries and Innovation
Queensland University of Technology
Australian VOD:
Online Distribution
as Disruptive Technology
in the Film Industry
2. Until 2010: Business as usual…
As you already know:
Distribution contracts typically cover acquisition of all rights including VOD
Individual filmmakers can’t get onto iTunes except via distributors, content
aggregators
VOD is currently a small ancillary market but is predicted to replace physical
DVD (3-5 years?)
Distributors supply the major VOD platforms and providers in Australia just as
they do in theatrical, TV etc
3. Until 2010: Business as usual…
Distributors require large minimum guarantees which makes it difficult for small VOD
providers to develop a commercially viable business. Paul Uniacke - Blockbuster quoted
in The Australian in February said:
“Studio greed is what's holding back video-on-demand," he said…. “the minimum
guarantees studios demanded from video-on-demand partners in terms of up-front
revenue payments that must be made whether the estimated number of downloads are
reached or not, as well as revenue- share arrangements skewed heavily in favour of the
studios, made video-on-demand a cost-prohibitive industry”…..Industry sources said
studios negotiated different revenue-share arrangements depending on the clout of their
partner, but payments could be as high as 70 per cent of a digital movie rental fee to the
studio.” The Australian Feb 22, 2010
http://www.theaustralian.com.au/business/media/studio-cash-grab-killing-net-flicks/story-e6frg9
4. Key findings:
Web typically used as a promotional channel
No sign of any significant innovation from
Australian film producers to leverage the
Web….
7. The real innovation online has been in…TV
not films
Marcus Gillezeau’s transmedia strategies for
“Scorched” and “Storm Surfers”.
Youku and Tudou in China
YouTube’s partnership program
8. Australian VOD – no real innovation until NOW…
Rate of VOD uptake of movies via the Internet has been very slow
1999 - First commercial movie download service launched in US (Cinema Now)
2003 - IndieFilmWeb Australia’s first movies-on demand site launches and fails.
Plans to offer an online library of Australian films halted when
Canada’s CineClix can’t raise $$$
2006 - Big Pond Movies launches first major commercial service in Australia
Reeltime.tv launches
2007 - Reeltime fails AnyTime on Volt VOD service launches – what
happened???
2008 - iTunes offers movies to rent or buy
2009
TiVo-Seven-Blockbuster morphs into Hybrid TV’s IPTV service Caspa-on-
demand
Foxtel Download (free online catch up TV service for subscribers)
Telstra announces T-Box
9. Australian VOD – no real innovation until NOW…
11 years later VOD via Internet (OLD) remains a very small ancillary market for distributors
Are we now at a turning point? – More service providers, more delivery devices, better content.
2010 Telstra launches T-Box providing unmetered broadband usage to BigPondMovies customers
Fetch TV – new IPTV service launches -1000 subscribers early November 2010
Hybrid TV/CASPA has a team in place to target and package and promote Australian content
Apple TV is relaunched as a stream only movie rental service still via iTunes
QuickFlix to launch online service in 2011 + thinking innovatively about promoting Aussie films
Rumours of two new services– MadMan and Juno Interactive (subscription)
10. Innovation:
iTunes Australia experiments with Aussie content
Films from Dungog Film Festival on iTunes Australian store:
The Jammed
Black Water
Lake Mungo
Download-to-own: AUD $17.99
Rent: AUD $3.99
11. Innovative thinking & marketing at QuickFlix
Launching a digital online service in 2011….
“the biggest challenge for any filmmaker who’s not part of a mainstream distribution network, is
what is your film about and am I even going to be bothered to spend 90 or even 10 minutes
checking it out?”…..Tim Parsons CTO & Director of Product Development (QuickFlix).
“We have a very large library of 43,000 titles…we know from our database what each of our customers
rent and from their feedback what they like…we might say, so lets do a film festival that’s sponsored by
Sony and Red Bull, thinking of people who have sponsored things like Storm Surfers and so then we
generate 20 emerging producers and directors that have come out and we curate them and then we
have several film critics who will, you know put it together as a whole package. We aggregate it
together
and then put that out to our audience at a sponsored festival. That’s the kind of thing QuickFlix can do”
12. Innovative thinking & marketing at Hybrid TV
Special team dedicated to acquiring Aussie content - Very experienced packagers & marketers
Passionate about local product
http://contentoncaspa.com
Want good films with potential to find a dedicated audience – can build a festival or a program around
that – comes down to how you market that….we use an advertising and influence model – it can fund a
whole new industry – say an edgy clothes brand who sponsor a channel about edgy Australian content –
you can then target that audience - we will develop more channels – broader and deeper content – try
and package stuff up – (as a consumer) you may want to assemble your own channel …(consumer as
Programmer)…
13. Barriers to take-up
File size (compression) & Bandwidth: Broadband infrastructure does not yet exist in Australia to
provide required download speeds e.g. IPTV needs 2Mbps for standard definition and 8Mbps for HDTV
ADSL2 runs at 24Mbps – but ultimately the NBN is the long term solution
Restrictive broadband plan caps in Australia are a financial disincentive to consumers to use
downloaded movies & TV programs as a regular substitute for TV viewing e.g. 20 gig or 50 gig plans
Diseconomies of scale – more VOD streams = higher costs
No critical mass online market yet (except for pirated free content)
Premium content (Hollywood movies) is what really attracts consumers - Steve Jobs 2010 based on
Apple TV research - Hollywood is currently restricting the flow of product to VOD
Smaller film libraries online - because Hollywood manages product flow via ‘windows’ to optimise
revenues from theatrical, DVD and TV markets and to milk the last drop out of DVD before its demise
VOD rights already tied up in existing distribution contracts, so small start-ups can’t get global rights for
films and also can’t afford large minimum guarantees demand by Hollywood for major studio movies
Small players disadvantaged by distributor requirements for MGs – often not required from major sites
14. Factors that will drive more rapid VOD uptake
Big brand games consoles now offer movies on demand (Xbox - Live Marketplace & Sony’s
PlayStation network Zune). PS3 is also a BlueRay player with wireless.
US/Europe console growth is a factor driving growth in movies on demand (Screen Digest 2009)
Increasing penetration of large screen HDTVs and 3D TVs in Australian homes
Some ISPs e.g. iiNet are offering unmetered deals for IPTV – some others are increasing limits
Better streaming capabilities (file compression)
Increasing movies on demand entertainment options – OLD, Cable, Satellite, IPTV
Improving Internet connectivity with next generation TVs i.e. Web-enabled TV sets or via STBs
15. Increasing range of VOD delivery services in 2011
iTunes – to computers, laptops and mobiles e.g. iMac, MacBook, iPad, iPod, iPhone + via the second generation Apple TV
BigPondMovies online and via the new T-Box from Telstra (Telstra claims 45,000 T-Boxes sold, 90,000 downloads)
Foxtel Download free catch up TV for Foxtel subscribers(on PCs not Macs) – Foxtel is also handling Xbox movie streaming
Caspa on Demand from Hybrid TV via TiVo, IPTV on Samsung TV sets and Wii – 12 linear channels
Fetch TV – subscription to 19 linear channels (14 big name channels) + 4 foreign language packages (100 channels)
Google TV is coming (online search engine with Google TV embedded in TV sets)
Sony Playstation Network Video Store via PS3 games console that has BlueRay and movie streaming - Sony TVs include IPTV
QuickFlix – soon online digital VOD services for movie rentals (subscription). DVD library 40,000+ titles order online sent via mail
MadMan moving into VOD?
Juno Interactive looking to package subscription content?
TV Networks offer catch up TV – Seven, Nine, TEN, ABC, SBS + alliances e.g. Yahoo PLUS 7 delivers films on demand via PS3
TPG
Transact IPT
Other new local entrants?
Online VOD providers Jaman, NetFlix (US), Hulu Plus (US), Amazon VOD (US), LoveFilm (UK) also offer some Australian
content
16. Business Models – DTO (download-to-own); Rentals (PPV); Subscription; Ad supported.
iTunes to iMac, MacBook, iPad, iPod, iphone - DTO + rentals (PPV) + 2nd gen Apple TV has no hard drive so
rentals only
BigPondMovies online and via the new T-Box from Telstra – rentals (PPV)
Foxtel Download free catch up TV for Foxtel subscribers (only PCs not Macs) – Foxtel is also handling Xbox movie
streaming
Caspa on Demand via TiVo, IPTV on Samsung TV sets and Wii – subscription service + movie rentals PPV –
unmetered
Fetch TV – subscription -19 linear channels (14 big name channels) + 4 foreign language packages (100 channels)
Google TV is coming (online search engine with Google TV embedded in TV sets)
Sony Playstation is a media player – games console, BlueRay and movie streaming rentals (PPV) + Sony TVs include
IPTV
QuickFlix – soon to provide online digital VOD services for movie rentals to subscribers – PPV or part of subscription
package
MadMan moving into VOD? Subscription? Rental?
Juno Interactive looking to package subscription service
TV Networks offer catch up TV – Seven, Nine, TEN, ABC, SBS – ad supported
17. Australian feature film content? – visible titles in catalog counts
iTunes –reflects theatrical distribution – mostly mainstream Hollywood content – visible Aussie films = 12 titles
+
Dungog (3 titles) total 15 titles / 2381 movies (0.35%)
BigPondMovies - reflects theatrical distribution – visible catalog count - 34 Aussie films visible online
Foxtel Download – generally reflects theatrical distribution – mostly mainstream content from the Majors
Caspa on Demand – 1000 movies & TV titles – Australian film + TV content = 5% + N.B. deliberate strategy to
acquire Australian
Fetch TV generally reflects theatrical distribution – mostly mainstream Hollywood – small but unknown
number
of Aussie films
Google TV is coming (online search engine with Google TV embedded in TV sets)
Sony Playstation - generally reflects theatrical distribution – 1000+ mainstream titles visible
Zune on Xbox 360 - generally reflects theatrical distribution – 1000+ mainstream titles visible
QuickFlix – 40,000+ DVDs ordered online for home delivery - 1-3% of total catalog is estimated to be
Australian
content
MadMan ????
Juno Interactive ???
18. Content is King.
Differentiation + value proposition are critical success
factors to business survival.
Not all new entrants into VOD will survive longer term.
Likelihood of casualties within 18 mths-2 years post-
launch is high.