Hello Tech, Media, & Telecom, Meet The Future

1. THE MOGUL’S GUIDE TO TMT
HELLO TECH, MEDIA, & TELECOM, MEET THE FUTURE
Joseph Mathew | J.D./M.B.A. University of Virginia
josephmathew10@gmail.com | (706) 255-9793
September 15, 2013
Executive Level

2. TABLE OF CONTENTS
2
Black Box Breach
DragonRex 11
IceDragon 19
Investors Only 25
Empire Building 27
Appendix I: IceDragon Perspectives Analysis 41
Appendix II: Media Industry General Overview 44
Overview 3
6

3. 3
OVERVIEW

4. THE MOGUL’S GUIDE: OVERVIEW
 This guide is intended as a chart for intelligent media and technology chief
executives
o To be used in navigating the dark and choppy waters of the future
 And also presents a few potential blueprints for significant market
opportunities for those executives as well as investors
4

5. THE MOGUL’S GUIDE: SECTIONS
 Black Box Breach
o Paints the picture of the future living room
 Provides key insights necessary in developing your company’s
comprehensive strategy for the next decade
 DragonRex
o Articulates the devices that will own the living room of the future
 IceDragon
o Furnishes a missing piece in the advertising technology arsenal for media
firms readying themselves for home entertainment dominated by the
internet
 Panthera
o Global news gateway
 Empire Building
o Crystallizes and expands the franchise monetization model developed by
The Walt Disney Company
5

6. 6
BLACK BOX BREACH

7. BLACK BOX BREACH EXECUTIVE SUMMARY
 Thesis
o The contest over the future of your living room will be won, in the near
future, in decisive fashion
 By hardware, content, and services infused with the internet
throughout their D.N.A.
 Rationale
o As Millennials’ & Emerging Markets’ voracious appetites for streaming
video steadily increases,
o Telecommunications providers will eventually meet that need,
 Creating a virtuous spiral for online media service creators and
facilitators
7

8. SUPPORTING DATA
 Internet data consumption skyrockets
o Netflix accounts for about 1/3rd of peak period downstream traffic in North
America, while YouTube eats up 1/5th of mobile network traffic1
 Jet speed internet approaches for landing
o Google Fiber is turning up the pressure on entrenched internet providers
o An Alcatel-Lucent and France Télécom-Orange test in February 2013
clocking speeds at a smoldering 400 gigabits-per-second2
 Troublesome youth
o Only 26% of Millennials watch more than 20 hours of television per week,
 While 49% of non-Millennials do so
o 42% of Millennials prefer to consume television content through their
computer through services such as Netflix, Amazon Prime, and Hulu,
 While only 18% of non-Millennials prefer the same3
 Emerging market viewers’ aversion to cable
o Viewers in Brazil and China prefer online video to television4
8

9. RAMIFICATIONS
 Crown the internet
o The average future living room, within two decades, will revolve entirely
around the internet
 Go global or go home
o Global brands will completely dominate mere domestic players
 À la carte is the future
o The available apps, of which there will be hundreds or even thousands,
will each represent branded channels and services
 Deploy capital accordingly
o Former cash flow generators will depreciate faster than forecast
 Television stations
 Cable distribution
 Satellite distribution
o Certain properties may be undervalued
 Regional wireless communications providers
 Entertainment intellectual property owners and generators
9

10. SOURCES
1. Sandvine Global Report: Internet Data Usage Up 120 Percent In North America, Sandvine (April 30, 2013),
http://www.sandvine.com/news/pr_detail.asp?ID=394.
2. Bernhard Warner, Alcatel-Lucent Unveils World's Most Powerful Broadband Infrastructure, Bloomberg Businessweek (April 30,
2013), http://www.businessweek.com/articles/2013-02-15/alcatel-lucent-unveils-worlds-most-powerful-broadband-infrastructure.
3. Christine Barton, Chris Egan, Jeff Fromm, The Millennial Consumer Debunking Stereotypes, The Boston Consulting Group (April
30, 2013). http://www.brandchannel.com/images/papers/536_BCG_The_Millennial_Consumer_Apr_2012%20(3)_tcm80-
103894.pdf.
4. Sam Gutelle, China and Brazil Leading Global Expansion Of Online Video, tubefilter (August 12, 2013),
http://www.tubefilter.com/2013/07/02/edelman-study-entertainment-goes-global/#sthash.W826Wx6W.dpuf.
10

11. 11
DRAGONREX

12. WHAT DEVICES WILL RULE THIS FUTURE LIVING ROOM?
 DragonRex: Media Dream Machine
o XBox One/PS4 + Smart TV – Cable/Satellite Input + Necessity
Programming (for the Millennial viewer)
 = DragonRex
 = Media Portal
o Services
 A Media & Entertainment Portal
 Gaming, Movies, Channels (News/Live Events/Episodes), Indie
 Headsets/Glasses
o Virtual Reality (VR)
 Oculus Rift
o Augmented Reality (AR)
 Google Glass
o VR + AR
 Microsoft’s Fortaleza
12

13. DRAGONREX OVERVIEW: PHASE I
 DragonRex specs
o Ram - 32 GB, CPU Cores/Threads - 32/32, Storage - 2 TB, Motion
Control - Leap Motion, OS - Android, Data -
Ethernet/WiFi/Bluetooth/HDMI Audio Output, Dimensions - 65”
Diagonal/4 mm Edge, Design - Ellipse
 Millennial Necessity Programming à la carte (MNP)
o ESPN
 Leverage - Fox Sports One, Tennis Channel, Golf Channel, MLB
Network, NFL Network, NHL Network, NBA TV…
o HBO GO (minus the cable subscription)
 Leverage - Netflix, Prime, Showtime, DreamWorks Animation…
o Netflix &/or Amazon Prime
 Gaming beast
o EA, Activision Blizzard, Rockstar Games, Valve, Ubisoft…
 Leverage - Zynga, Gree, DeNA, Rovio, King…
 Movies/Channels/Indie
o Streaming (Netflix, Prime, Hulu, Crackle, YouTube…)
o Download (Hard Disk, IceDragon)
13

14. DRAGONREX MEDIA NEGOTIATIONS: SECRET SAUCE
 What do the major media players want?
o Disney/Time Warner/21st Century Fox/Viacom desperately want 24/7
branded channels in China
 What does the Chinese government want?
o Their own Disney/Time Warner/21st Century Fox
 Multiple media empires originating from China1
 What will DragonRex have?
o A media portal built specifically for the needs of emerging markets
 Global
 Internet based
 Zero barriers to entry for channel distribution
14

15. DRAGONREX MEDIA NEGOTIATING: PROPOSED DEAL
 The major media players allow their content and apps on the DragonRex
platform
 In exchange, the Chinese government allows those players access to their
market via the DragonRex platform
 In exchange, DragonRex grants China’s emerging media firms (Xinhua
News Agency, CCTV, Oriental DreamWorks…) Most Favored Channel
status
o Prioritized placement on home screens
o Advertising
o Global audience
o Advisory
15
CHINA
DRAGONREXMEDIA FIRMS
à la carte premium content
access to emerging markets &
millennials

16. HEADSETS/GLASSES INITIAL KILLER MARKETS
 AR
o Transport (Driving, Shipping, Aviation)
o Military combat
 360° vision+
• 360° cameras
• Drones+
• Satellites+
• Military intel+
• Unit, division, company intel+
• Orders+
 VR
o Hardcore gaming
o Sports programming
o Military training
16
 VR + AR
o Sports programming
o General gaming
o Shopping
o Social interactions…

17. DRAGONREX & VR + AR GLASSES:
THE FUTURE OF SPORTS PROGRAMMING
 DRAGONREX
o Traditional live sports displayed through the main media portal at the
center of the living room
 VR + AR Glasses
o VR
 Displays multiple additional angles of the action
• Premium subscription potential
o AR
 Displays additional data
• Commanded by voice, gesture, and device
• On players, teams, and plays
• Based on recognition of images displayed on the DragonRex
portal
17

18. SOURCES
1. Joseph Mathew, Go For Launch: Disney’s Recipe For Successfully Piercing The Media Veil In China, (August 13, 2013),
http://www.slideshare.net/codycostarica/disney-china-media-memo-joseph-mathew.
18

19. 19
ICEDRAGON
ADVERTISING SOLUTION TO FILL A GAP IN ONLINE MEDIA

20. 20
CONSUMER
PRODUCT
COMPANIES
CONTENT
ADVERTISING
AGENCIES
MEDIA FIRMS
DISTRIBUTION CHANNEL
DRAGONREX
CONSUMERS
ICEDRAGON
ICEDRAGON OVERVIEW

21. 21
CONSUMER
ICEDRAGON
CLOUD
(Utilizing AWS)
A. Consumer Inputs Data (age/sex/etc. with fewer ads per data)
B. Consumer Provides Ad Feedback (up/down votes, rankings, written)
IceDragon Package Delivered (Ads+Containers+Content)
AdUpdates
AD
AD
CONTENT
AD
CONTENT
ADCONTAINER
Ads Segmented
By Demographic
AD AGENCIES &
CONSUMER PRODUCT COMPANIES
Ad
Updates
IceDragon Proprietary
Binding Tech
DISTRIBUTION
CHANNELS
ICEDRAGON CONCEPT

22. INTERNET
DOWNLOAD
KEY
Hierarchy Of Importance
To Millennials
TIER I = HIGH
TIER II = MEDIUM
TIER III = LOW
22
MEDIA CONTENT LANDSCAPE
MILLENIAL CONSUMER PERSPECTIVE
HIGH PRICE
INFLEXIBLE TIMING
DIGITAL VIDEO
RECORDERS
VIDEO ON
DEMAND
LOW PRICE TIER I
FLEXIBLE TIMING
TIER I
HIGH MOBILITYLOW MOBILITY
LOW QUALITY
HIGH QUALITY
TIER II
TIER II
CABLE
NETWORKS
SATELLITE
HIGH MOBILITYLOW MOBILITY
LOW QUALITY
HIGH QUALITY
HIGH MOBILITYLOW MOBILITY
LOW QUALITY
HIGH QUALITY
HIGH MOBILITYLOW MOBILITY
LOW QUALITY
HIGH QUALITY
DVD/BLU RAY
HIGH ADVERTISING
LOW ADVERTISING
HIGH OWNERSHIPLOW OWNERSHIP
TIER III
TIER III
ICEDRAGON
HIGH ADVERTISING
LOW ADVERTISING
HIGH OWNERSHIPLOW OWNERSHIP
INTERNET
STREAMING
MEDIA
PLAYERS

23. 23
CONTENT VALUE CHAIN
OLD BRAND NEW
LOW PRODUCTION VALUE
HIGH PRODUCTION VALUE
NETWORK SERIES
BRAND NEW
CABLE SERIES
BRAND NEW
YOUTUBE
INDIVIDUAL VIDEOS
BRAND NEW
SHORT MOVIES
BRAND NEW
YOUTUBE
CHANNEL VIDEOS
BRAND NEW
FEATURE FILMS
BRAND NEW
ICEDRAGON APP
SWEET SPOT
NETWORK SERIES
RECENTLY AIRED
CABLE SERIES
RECENTLY AIRED
YOUTUBE
INDIVIDUAL VIDEOS
RECENT RELEASE
SHORT MOVIES
RECENT RELEASE
YOUTUBE
CHANNEL VIDEOS
RECENT RELEASE
FEATURE FILMS
POST-DVD RELEASE
NETWORK SERIES
POPULAR SERIES
CABLE SERIES
POPULAR SERIES
YOUTUBE
INDIVIDUAL VIDEOS
OLD
SHORT MOVIES
OLD
YOUTUBE
CHANNEL VIDEOS
OLD
FEATURE FILMS
CLASSICS
POPULAR MUSIC
BRAND NEW
POPULAR MUSIC
RECENT RELEASE
POPULAR MUSIC
OLD
AMATEUR MUSIC
BRAND NEW
AMATEUR MUSIC
RECENT RELEASE
AMATEUR MUSIC
OLD
MILLENNIAL CONTENT
MILLENNIAL CONTENT
MILLENNIAL CONTENT
MILLENNIAL CONTENT
MILLENNIAL CONTENT
MILLENNIAL CONTENT
MILLENNIAL CONTENT
MILLENNIAL CONTENT

24. ICEDRAGON BUSINESS MODEL
24
CONSUMER
PRODUCT
COMPANIES
CONTENT
ADVERTISING
AGENCIES
MEDIA FIRMS
ICEDRAGON
$ UP FRONT
FEES TO BIND ADS
$ FEE TO UPDATE ADS
$ FEE TO SEE
DEMOGRAPHIC DATA
$ UP FRONT
FEES TO BIND ADS
$ FEE TO UPDATE ADS
$ FEE TO SEE
DEMOGRAPHIC DATA
IceDragon Package (Ads +
Content) Delivered Via Internet

25. 25
INVESTORS ONLY

26. INVESTORS ONLY
26

27. 27
EMPIRE BUILDING
THE FRANCHISE TEMPLATE FOR MEDIA CONGLOMERATES

28. OVERVIEW: THE STORY BRIDGE MODEL
 The central element
o The most profitable franchises in media & entertainment have a common
core element: a timeless story
 The story bridge model
o Six phases
o One continuous story
 Data points
o Even with the evidence staring directly at them, no media firm has
completely implemented this model on an institutional basis
2. NOVEL
3. GRAPHIC NOVEL/
COMIC BOOK
4. VIDEO GAME
(IMMERSIVE/SOCIAL)
5. MOVIE
6. CONSUMER PRODUCTS +
THEME PARKS +
ONLINE CONTENT
1. STORY
28

29. CONSIDERATIONS
 Non-Monetary
o Brand
 Story
 Cross-generational fan base
 Immersive experience
o Sustained PR
 Monetary
o Synergies across businesses
 Novel
 Graphic Novel
 Video Game
 Movie
 Theme Park
 Consumer Products
 Online Content
29

30. FRANCHISE
PHASE I: FINDING THE STORY - RESEARCH & DEVELOPMENT
 Research & Development
o Cast wide net initially
o Initial emphasis on low cost distribution routes, before minting franchises
STORY
STORY
STORY
STORY
STORY
STORY
 Creative Brainstorming
 Treatments
 Short Stories
 Comic Books
 Graphic Novels
 Novels
 Graphic Novels
30

31. PHASE II: THE GRAPHIC NOVEL/COMIC BOOK SERIES
 Potential
o Great novels can be turned into great graphic novels and comic books
 Why Graphic Novels
o Maximizes fan base
 Engages all ages
• Kids through Fan Boys/Girls
o Most valuable customers
 Developing deeply loyal fan base ensure lifetime customers
 Data Points
o Spiderman, Batman, Avengers…
 Implications
o Future storylines can “test the water” by releasing a leather bound, digital
moving image enabled, graphic novel
 Before green lighting the screenplay
31

32. PHASE III: THE NOVEL
 Potential
o Great stories can be turned into great novels
 Why Novels
o Maximizes engagement level
 Plot background
 Character development
o Customer segmentation
 By attacking every customer segment, a media firm builds value
exponentially
 Increases the number of potential people with emotional stakes in
any storyline
o Creates potential for spinoffs of secondary characters and storylines
 Data Points
o Harry Potter
o The Lord Of The Rings
32

33. PHASE IV: THE VIDEO GAME
 Why Video Games
o Immersive
 The experience is as immersive as technology allows
o Social
 Role Playing Games create vast social networks
o Untapped Potential
 Increase value by placing a video game’s story in an actual story
sequence between the first and second novels
 Data Point
o Halo
 Over 40 M copies sold worldwide, generating more than $3 B in
merchandise
1
 Arrogance in Microsoft’s initial foray into the film industry has delayed a
movie deal
2
 Even amidst such neglect, fan fiction has propagated
 Rooster Teeth’s success with Red vs. Blue
 2.1 M subscribers on YouTube
33

34. PHASE V: THE MOVIE
 Why Movies
o PR
 Press generated by summer event movies
o Society
 Mainstream society considers movies as the “ultimate” form of a story
o Reach
 Allows casual fans to engage with story with limited price, time, and
commitment
 Potential for long term reengagement through television and digital
sales
 Data Points
o Star Wars
o Jurassic Park
34

35. PHASE VI: CONSUMER PRODUCTS, THEME PARKS, ONLINE
 Consumer Products
o Increases reality for kids by connecting real life sensory experiences,
activating their imaginations
o Data Point
 Toy Story 3
• More than $1 B box office sales, but $7.3 B in retail sales
3
 Theme Parks
o High CapEx places a barrier to entry for competing firms
o Involves entire family
o Data Points
 Pirates Of The Caribbean
 Harry Potter
 Online
o Potential to provide an additional story bridge between the movies and
video games
o Data point: Pixar’s shorts
35

36. MEDIA TOYS FOR THE FUTURE: THE STORY BRIDGE CONCEPT
 By creating a seamless story that bridges from
Graphic novel to 
Online episodes to 
Movie to 
Toy(s) to 
Theme parks and beyond! 
 A media firm multiplies the value generated by their elite intellectual property
 Each phase, ideally, should represent a stand-alone chapter, of a continuing
story line
36

37. MEDIA TOYS FOR THE FUTURE: SMART TOYS
 Toys should be as smart, or smarter than our phones and tablets
 Once toys are infused with near artificial intelligence, the consumer
products phase within the story bridge can be taken to another level
 Implications
o Smart toys could lead their owner on an adventure, which is an integral
part of the franchise story line
o Major consumer product plot points could only occur with the combination
of multiple toys together
 Encouraging children to organize socially to complete plot points
37

38. THEME PARKS ARE NOT JUST FOR KIDS ANYMORE
 Media-technology firms that tend to generate adult focused intellectual
property
o Have enormous monetization opportunities open to them in the form of
live entertainment parks
 Adult theme parks
o Military training and competitions (Call Of Duty)
o Weapons training (Assassin’s Creed)
o Science fiction adventures (Halo)
o Racing (Forza Motorsport, Need For Speed)
 Meeting live entertainment objectives could have virtual rewards
38

39. ACQUISITION OPPORTUNITIES
 Studios
o DreamWorks Animation
o MGM
 Consumer Products
o Hasbro
o Mattel
 Gaming
o Electronic Arts
o Activision Blizzard
 Franchise Potential Properties
o Halo
o Hitchhiker’s Guide To The Galaxy (reboot)
o Red Wall
o Dune
39

40. SOURCES
1. Erik Kain, New Halo 4 Details, Screenshots Emerge As 343 Industries Takes The Warthog's Wheel, Forbes (August 13,
2013)http://www.forbes.com/sites/erikkain/2012/03/05/halo-4-screenshots-details-revealed-new-multi-player-redesigned-master-chief-
as-343-industries-takes-the-warthogs-wheel/.
2. Guest Blogger, Why the Halo Movie Failed to Launch, WIRED, (August 13, 2013) http://www.wired.com/gamelife/2012/04/halo-
movie-generation-xbox/.
3. The Walt Disney Company Investor Conference 2011, (August 13,
2013)http://cdn.media.ir.thewaltdisneycompany.com/2011/events/ic/2011_Investor_Conference_Transcript_FINAL.pdf
40

41. 41
APPENDIX I
ICEDRAGON PERSPECTIVES ANALYSIS

42. ICEDRAGON PERSPECTIVES ANALYSIS – PART A
42
HARD COPY STREAMING LIVE DVR/ON-DEMAND ICEDRAGON DOWNLOAD
DESCRIPTION  Physically tangible
 Requires additional device to play
 Streaming digitally directly onto
device
 Live broadcasts through specific
devices (generally television)
 Record onto a specific device
(television)
 May be subject to restrictions
 Satellite/Cable provided devices
 Third party devices (TiVo, Apple
TV…)
 Record media onto any
TYPE  DVD
 BluRay
 Flash Drive
 Internet
 Satellite
 Cable
 Internet
 Cable
 Satellite
 Network Satellite
 Digital Video Recorders
 Video On Demand
 Internet
 Cable
 Satellite
Drawbacks Benefits Drawbacks Benefits Drawbacks Benefits Drawbacks Benefits Drawbacks Benefits
CONSUMER’S
PERSPECTIVE
 Tied to physical
location
 Mobile Hyper-
Unfriendly
 Secure
 Portable
 Highest
Definition
 Skip trailers/ads
 Flexible timing
 Buffering is
awful!
 Often low
quality
 Limited
connectivity
across
platforms
 Why pay for
permanent beta
products?
 Forced ads
 Portable
 Mobile Friendly
 Flexible timing
 Connectivity
issues
 Mobile
unfriendly
 Forced ads
 Inflexible timing
 Fair quality
 Potential for an
“event” dynamic
 (Superbowl,
American Idol
Finals)
 Premier option
when results
matter (sports,
competitions)
 Connectivity
issues
 Limited hard
drive space
(depending on
provider)
 Not “live”
 Mobile
unfriendly
 Flexible timing
 Skip ads
 High quality
 Forced ads
 Not “live”
 Privacy (who
sees the data?)
 Highest quality
 Mobile friendly
 Flexible timing
MEDIA FIRM’S
PERSPECTIVE
 Increasing
digitization of
society
 Increasing
ubiquity of
mobile devices
 Secure (less
piracy)
 Charge
premium for
ownership
 Available only
through internet
(does not reach
rural areas)
 Secure
 Forced ads
 Lower quality
than live, so
can argue for
higher fees to
distribution
channels and
consumer
product
companies
 Mobile Friendly
 Mobile
unfriendly
 Lower
viewership
depending on
audience
schedules
 Enables high
drama for
specific
episodes
 Potential to
drive social
conversation
 Angers
advertisers,
may drive lower
prices paid
 Increases
viewership
potential
 Ownership by
the consumer
 Secure
 Forced ads
 Mobile friendly
 Maximizes
viewership
DISTRIBUTION
FIRM’S
PERSPECTIVE
 Does not use
media
distribution
channels
except physical
and online retail
stores
 Bandwidth
strains
 Technology not
developed
 Consumer
complaints for
purchases that
have low
quality
 Flexible timing
 Can charge
premium pricing
for in-home
convenience
 Potential
bandwidth
strains at big
events
 Potential to
show multiple
sources of
content
unavailable in
any other
format
 Bandwidth
strains
 Technology not
developed
 Consumer
complaints for
purchases that
have low
quality
 Flexible timing
 Can charge
premium pricing
for in-home
convenience
 Chance for
increased
subscription fee
 Potential to
remove
Cable/Satellite/
Networks
providers out of
the equation for
certain
channels
 Potential for
fewer rentals
 Reduce
bandwidth
strains and
impending
“bandwidth cliff”
as consumption
patterns evolve
 Consumers
can download
outside of peak
hours

43. ICEDRAGON PERSPECTIVES ANALYSIS – PART B
43
HARD COPY STREAMING LIVE RECORDER/ON DEMAND ICEDRAGON DOWNLOAD
DESCRIPTION  Physically tangible
 Requires additional device to play
 Streaming digitally directly onto
device
 Live broadcasts through specific
devices (generally television)
 Record onto a specific device
(television)
 May be subject to restrictions
 Satellite/Cable provided devices
 Third party devices (TiVo, Apple
TV…)
 Record media onto any
TYPE  DVD
 BluRay
 Flash Drive
 Internet
 Satellite
 Cable
 Internet
 Cable
 Satellite
 Network Satellite
 Digital Video Recorders
 Video On Demand
 Internet
 Cable
 Satellite
Drawbacks Benefits Drawbacks Benefits Drawbacks Benefits Drawbacks Benefits Drawbacks Benefits
CONSUMER
PRODUCT
COMPANY’S
PERSPECTIVE
 Consumers
skip ads
 Significant time
delay potential
for ads
 Non-targeted
ads
 Poor ad quality
 Tendency of
consumers to
shift attention to
other screens
and web pages
and/or mute
 Forced ads
 More targeted
 Non-targeted  High audience
potential
 PR potential
 Ability to skip
ads
 Highly targeted
ads
 Ability to
segment
purchases by
individual
 Maximizes
audience
potential
 Forced ad
views
ADVERTISING
AGENCIES’
PERSPECTIVE
 Consumer may
skip ads
 Poorer quality
leads to
potential for
fewer audience
 Forced ads
 Poorer quality
leads to
potential for
fewer audience
 Vague mandate
due to limited
targeting for
large events
 High audience
potential
 Ability to skip
ads
 IceDragon has
leverage on ad
placement
 Potential for
forcing to
improve quality
of ad
 Potential for
restrictions on
timing (shorten
or lengthen) to
maximize
audience
viewership
 Ability to target
ads most
specifically
 Potential for
increased
number of
types of ads by
demographic
segmentation
 Potential for
customer
reviews of the
advertisements

44. 44
APPENDIX II
MEDIA INDUSTRY GENERAL OVERVIEW

45. MEDIA INDUSTRY GENERAL OVERVIEW
 CONTENT
o Types
 Film
• Kids
• Teens
• Adults
 Television
• Networks
• Cable
 Music
 Novels
 Comics
 Advertising
• Creative
• PR
• Media Advisory
o Production
 Story Origination
 Talent Management
 Financing
 Technology
• Hardware
• Software
45
 DISTRIBUTION
o Internet
o Cable
o Satellite
o Cellular
o Radio
o Experience
 Theme Parks
 Concerts
 Sports
• Professional
• Amateur
 Theater
 Gambling
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