Appetite for Disruption: Realigning Digital Video Business Models

30 de Jun de 2016
Appetite for Disruption: Realigning Digital Video Business Models
Appetite for Disruption: Realigning Digital Video Business Models
Appetite for Disruption: Realigning Digital Video Business Models
Appetite for Disruption: Realigning Digital Video Business Models
Appetite for Disruption: Realigning Digital Video Business Models
Appetite for Disruption: Realigning Digital Video Business Models
Appetite for Disruption: Realigning Digital Video Business Models
Appetite for Disruption: Realigning Digital Video Business Models
Appetite for Disruption: Realigning Digital Video Business Models
Appetite for Disruption: Realigning Digital Video Business Models
Appetite for Disruption: Realigning Digital Video Business Models
Appetite for Disruption: Realigning Digital Video Business Models
Appetite for Disruption: Realigning Digital Video Business Models
Appetite for Disruption: Realigning Digital Video Business Models
Appetite for Disruption: Realigning Digital Video Business Models
Appetite for Disruption: Realigning Digital Video Business Models
Appetite for Disruption: Realigning Digital Video Business Models
Appetite for Disruption: Realigning Digital Video Business Models
Appetite for Disruption: Realigning Digital Video Business Models
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Appetite for Disruption: Realigning Digital Video Business Models

Notas del editor

  1. Constant revolution is nothing new for those working in digital entertainment. But, even by the standards of the media industry, the pace of change in recent years has been exceptional. Disruption has driven growth across the digital video industry, but the stand-out success has been the over-the-top (OTT) segment, which has been responsible for the vast majority of annual growth - a trend that most analysts agree is likely to continue.
  2. DCPs and DCAs have the most to win—and the most to lose—in this changing environment. Industry moves suggest increasing flexibility in business models, as companies innovate to discover their optimum position in the new value chain.
  3. While roles in the traditional value chain haven’t yet materially changed, their relative attractiveness is in flux. However, a transformation of the value chain is under way. Two important emerging business models lie at the heart of this change: Digital Content Providers (DCPs) and Digital Content Aggregators (DCAs). To stay relevant in the new industry value chain, traditional Providers and Aggregators will need to consider implementing one of these models.
  4. DCPs and DCAs have the most to win—and the most to lose—in this changing environment. Industry moves suggest increasing flexibility in business models, as companies innovate to discover their optimum position in the new value chain.
  5. Traditional content businesses face rising programming costs, as they have little flexibility with channels and bundling. In contrast, digital content businesses can manage programming costs by leveraging data and analytics.