The broadcast industry continues evolve. As a result the vendors serving this dynamic industry are also expanding their capabilities to include professional services. This white paper highlights the market trends and challenges facing broadcast vendors.

1.
Broadcast
Vendor-­‐Provided
Professional
Services
Delivering
competitive
differentiation
August
2012
MAD
Perspectives
LLC
Peggy
Dau

2. INTRODUCTION
Vendors
serving
the
broadcast
markets
have
been
undergoing
a
dramatic
shift
in
their
product
and
service
offerings
over
the
past
decade.
While
these
companies
achieved
recognition
for
products
to
capture,
manage,
process,
and
deliver
broadcast
content,
the
proprietary
products
of
the
past
have
given
way
to
software-­‐based
solutions
run
on
industry-­‐standard
servers.
As
a
result,
the
service
offerings
from
these
companies
have
shifted
as
well.
Vendors
have
had
to
improve
their
customer
support
offerings,
enabling
some
level
of
customer
self-­‐
service
while
providing
process
improvements
to
fulfill
customer
need
for
rapid
problem
resolution.
In
addition,
professional
services,
which
had
been
the
domain
of
independent
local
system
integrators,
have
become
a
strategic
differentiator
for
many
product
vendors.
This
analysis
will
present
market
trends
and
customer
perspectives
leveraging
leading
industry
research
reports,
competitive
reviews
and
vendor
interviews.
The
analysis
took
place
from
March-­‐May
2012,
assessing
alignment
of
defined
customer
needs
versus
actual
customer
investment.
MAD
Perspectives
engaged
in
discussion
with
broadcast
vendors,
broadcast
companies,
industry
consultants
and
analysts
to
validate
key
trends
as
well
as
market
perceptions
regarding
professional
services
providers.
This
analysis
incorporates
content
reflecting
publically
available
data
regarding
key
offerings
from
identified
vendors
serving
the
broadcast
market.
The
intent
of
this
analysis
is
to
baseline
the
current
state
of
professional
services
in
the
broadcast
market
and
rationalizes
the
professional
services
growth
opportunity
for
broadcast
vendors.
ABOUT
MAD
PERSPECTIVES
LLC.
MAD
Perspectives
is
passionate
about
digital
media
and
the
technologies
that
are
shifting
the
way
that
businesses
communicate
and
collaborate
to
accomplish
business
goals.
MAD
Perspectives
leverages
25+
years
of
corporate
business
experience
to
assess
business
needs,
define
strategy,
develop
solution
selling
and
relevant
go-­‐to-­‐market
models
and
create
effective
communications.
Founder
Peggy
Dau,
has
spent
the
last
10
years
identifying
trends,
opportunities
and
solutions
surrounding
the
delivery,
management
and
consumption
of
premium
digital
media
content.
Since
founding
MAD
Perspectives
in
2009,
Peggy
has
consulted
for
high-­‐tech
companies
and
broadcast
vendors
serving
the
media
and
entertainment
industry.
MAD
tracks
market
trends
and
emerging
technologies
while
making
the
connection
between
business
goals
and
relevant
solutions
to
define
new
ways
of
achieving
success.

3. MARKET
OVERVIEW
The
constant
evolution
of
the
broadcast
market
has
resulted
in
a
greater
number
of
participants
from
both
the
customer
and
vendor
perspectives.
Improved
network
capacity
has
opened
the
door
for
broadcast
content
consumption
via
devices
never
before
considered
to
provide
viable
alternatives
to
TV.
At
the
same
time,
companies
known
for
aggregating
content
are
now
becoming
producers
(e.g.,
Google/YouTube).
These
shifts
present
opportunities
for
product
vendors
and
professional
services
firms,
even
as
they
create
greater
competition
and
introduce
new
challenges
for
traditional
broadcasters.
Figure
1:
Market
Shifts
Create
Opportunities
Broadcasters
have
been
facing
relevancy
challenges
as
online
news
aggregators
and
social
media
networks
deliver
news
in
real-­‐time.
In
most
cases,
broadcasters
have
elected
to
brand
their
own
online
and
social
channels.
This
has
introduced
the
need
for
incremental
resources
to
produce
content
for
these
channels
and
manage
interaction
with
consumers.
Broadcast
journalists
are
now
not
only
expected
to
uncover
and
share
the
news
on-­‐air,
they
are
also
expected
to
interact
with
viewers.
In
addition,
for
the
first
time,
broadcasters
are
able
to
get
instantaneous
feedback
related
to
programming,
content
and
presentation.
These
pressures
are
forcing
broadcasters
to
prioritize
solutions
simplifying
content
production
and
streamlining
workflow,
while
enabling
the
introduction
of
content
from
non-­‐traditional
sources
(e.g.,
social
media)
and
the
simultaneous
distribution
of
content
across
a
variety
of
networks
to
an
even
greater
number
of
devices.
As
the
number
of
broadcasters
and
content
producers
increase
(e.g.,
local
stations,
religious
organizations,
educational
institutions,
online
services,
corporations),
so
do
the
range
of
requirements.
Technology
purchase
decisions
are
no
longer
solely
feature/functionality
based,
but
incorporate
a
broader
set
of
business
needs,
including:
revenue
generation,
business
process,
total
cost
of
ownership,
return
on
investment,
time
to
market
and,
perhaps
most
importantly,
risk
mitigation.
Add
to
this
that
broadcasting
is
an
industry
in
which
the
technology
itself
is
transitioning
from
purpose-­‐built
hardware
to
software-­‐based
solutions
leveraging
industry-­‐
standard
IT
servers.
The
relevance
and
need
for
consulting
and
professional
services
to
define
pragmatic
solutions,
improve
operational
efficiency
and
increase
monetization
opportunities
has
never
been
higher.

4. Customers
are
seeking
hardware,
software
and
services
to
address
the
infrastructure
requirements
supporting
their
most
basic
business
goals:
revenue
generation
and
cost
mitigation.
Figure
2:
Customer
Solution
Drivers
In
fact,
the
Devoncroft
Big
Broadcast
Survey
has
found
a
disparity
between
the
prioritization
of
industry
trends
and
actual
spending
by
broadcasters.
The
2011
survey
indicated
multi-­‐channel
content
delivery
as
the
trend
most
broadcasters
were
talking
about,
yet
their
project
dollars
were
spent
on
HD
upgrades.
This
anomaly
can
be
attributed
to
the
competitive
need
to
provide
HD
content
to
consumers
and
the
challenges
surrounding
multi-­‐channel
content
delivery.
Without
addressing
the
internal
workflows
necessary
to
prepare
content
for
delivery
in
different
formats,
customers
cannot
pursue
solutions
to
simplify
distribution
and
delivery.
This
is
where
consultants
are
stepping
in
to
help
broadcasters
understand
the
dependencies
and
interconnectivity
between
a
variety
of
technology,
process
and
human
resource
topics.
As
this
industry
continues
to
adapt
to
consumer
demands,
new
market
participants
and
ever-­‐evolving
technology,
the
opportunities
to
advise,
design
and
deploy
will
continue
to
grow.
The
choice
is
to
be
a
vendor
providing
products
where
the
most
differentiating
factor
is
increasingly
price
rather
than
features
and
functionality
or
to
provide
differentiation
through
the
delivery
of
solution-­‐centric
professional
services.
CUSTOMER
REQUIREMENTS
In
speaking
with
broadcasters,
the
terms
”systems
integration,”
“professional
services”
and
“consulting”
are
used
interchangeably.
The
overall
market
definition
of
systems
integration
includes
construction
and
cabling
of
physical
studios,
in
addition
to
the
deployment
of
cameras,
routers,
switchers,
control
room
automation,
etc.
Customers
interviewed
during
this
analysis
have
narrowed
their
definition
to
represent
the
implementation
of
integrated
technologies
supporting
a
defined
workflow
environment.
The
expectations
for
vendors
providing
professional
services
are:
• Integration
of
vendor
and
third-­‐party
products,
including
those
from
competitors

5. • Robust
project
management
capabilities,
with
a
project
team
comprised
of
customer,
vendor
and/or
third-­‐party
engineers
• Interoperability
testing,
including
upfront
advice
as
to
products
already
tested
and
the
conditions
recommended
for
optimal
use
• Collaborative
deployment
model
(e.g.,
working
side-­‐by-­‐side
with
customer
engineers
to
educate
them
during
deployment
as
to
nuances
of
the
systems
being
integrated)
• Knowledge
of
systems
and
workflows,
anticipating
customer
challenges
and
requirements
• Capability,
process
and
methodology
to
mitigate
customer
risk
Demand
for
services
to
define,
plan,
design,
implement,
integrate,
test
and
deploy
is
on
the
rise
as
broadcasters
address
challenges
to
utilize
infrastructure
more
effectively
while
accessing
new
markets
via
new
distribution
channels.
“Professional
services”
or
“consulting
services”
are
widely
defined
by
customers
as
any
services
providing
assistance
in
educating,
formulating
and
architecting
solutions.
These
services
can
be
provided
by
broadcast
or
IT
vendors,
hardware
or
software
suppliers
or
pure
system
integrators.
Customers
are
seeking
assistance
from
vendors
who
define
a
vision
to
support
company
strategy
and
turn
that
vision
into
a
functional
design.
They
recognize
a
lack
of
in-­‐house
knowledge
when
it
comes
to
designing
complex
systems,
particularly
those
that
integrate
multiple
functions
across
many
departments.
Broadcasters
demand
partners
who
can
analyze
their
unique
needs
and
architect
integrated,
best-­‐of-­‐breed
solutions
that
are
customized
to
their
specific
requirements.
As
broadcasters
plan
for
next
generation
services,
they
hope
to
“leapfrog”
to
cutting
edge
technology
that
will
address
their
growth
requirements.
Professional
services
providers
must
be
able
to
address
not
only
current
needs,
but
provide
the
roadmap
as
to
how
technology
will
address
future
demands.
They
must
be
able
to
reflect
market
knowledge
from
both
a
business
and
technology
perspective
and
define
an
implementation
plan
that
mitigates
risk.
Vendors
who
can
address
both
business
and
technology
needs,
in
a
partnership
model
of
shared
risk,
stand
to
gain
the
most
traction.
Customers
are
not
only
seeking
advice
as
to
the
most
relevant
technology,
they
are
pursuing
insight
into
new
business
models,
go-­‐to-­‐market
channels
and
revenue
streams.
Customers
are
asking
consultants
to
assess
organizational
structure
as
related
to
business
process
and
identify
areas
for
operational
efficiencies.
They
want
to
understand
the
risks
and
benefits
of
insourcing
or
outsourcing
parts
of
their
workflows.
Customer
perception
of
consultants
generally
leans
towards
recognizing
that
these
consultants
may
not
have
a
deep
knowledge
of
broadcast
technology,
but
that
they
understand
business
operations.
Customer
perception
is
won
through
successful
engagement.
The
key
capabilities
broadcasters
are
seeking
from
professional
services
vendors
are:
• Broadcast
market
knowledge
(business
vision,
respect
for
broadcast
transition,
technology
products
and
trends)
• Agnostic
approach
to
products,
focus
on
functionality
• Business
modeling,
workflow
analysis,
new
service
definition
• Validation
of
product/system
interoperability

6. • Addressing
business
continuity
from
a
broadcast
environment
perspective
• Defined
project
management
methodology
relevant
to
the
industry
Each
type
of
integrator
brings
its
own
competencies
to
the
table.
While
the
broadcast
vendors
have
intimate
knowledge
of
the
technologies
and
business
challenges
facing
the
industry,
broadcast
and
IT
system
integrators
bring
unique
competencies
to
transform
business
and
technology
operations
that
the
broadcast
vendors
have
not
yet
achieved.
Knowledge
built
from
deploying
products
throughout
broadcast
operations
gives
broadcast
vendors
a
strong
entry
point
for
offering
professional
services.
Those
vendors
that
can
separate
solution
recommendations
from
product
sales
will
earn
deeper
customer
relationships,
which
will
result
in
increased
product
sales.
Broadcast
vendors
can
learn
from
their
agnostic
competitors
in
how
they
lead
with
their
professional
services
to
address
business,
function
and
technology
requirements.
MARKET
PARTICIPANTS
Systems
integration
has
long
been
a
challenge
in
the
broadcast
space.
The
complexity
of
functions
performed
within
a
broadcast
operation
raises
challenges
for
performance
and
consistency.
There
are
many
vendors
providing
products
that
address
specific
needs,
while
competing
at
the
high
and
low
ends
of
the
market.
Customers
seek
integrators
with
the
ability
to
combine
systems
from
different
vendors,
creating
cohesive
end-­‐
to-­‐end
workflows
from
acquisition
to
production,
playout
and
distribution.
Challenges
arise
when
one
vendor
upgrades
its
product
without
validating
continued
interoperability
with
other
vendor
products.
There
are
several
types
of
vendors
providing
professional
services
in
the
broadcast
space.
They
can
be
categorized
as:
• Broadcast
Vendors,
who
provide
services
to
install,
commission
and
integrate
their
products
• Broadcast
System
Integrators,
who
combine
technology
and
business
experience
specific
to
the
broadcast
industry
to
envision,
design,
implement
and
integrate
solutions
• IT
System
Integrators,
who
use
business
requirements
to
define
technology
solutions
facilitating
content
monetization,
operational
efficiency
and
business
agility
Broadcast
vendors
have
inconsistently
enriched
their
service
capabilities
by
offering
professional
services.
The
vendors
that
do
offer
professional
services
reflect
their
capabilities
using
terms
common
to
all
consultants
and
system
integrators.
The
question
is
in
the
maturity
level
of
their
services.
Maturity
comes
from
definition
and
use
of
consistent
processes
and
methodologies.
It
is
also
present
in
the
experience
of
the
project
managers,
solution
architects
and
system
engineers.

7. VENDOR
PROFILES
We
spoke
with
EVS,
Grass
Valley,
and
Harmonic.
Each
of
these
vendors
has
been
providing
products
to
the
broadcast
industry
for
over
15
years.
More
interestingly,
each
of
these
vendors
has
increased
its
focus
on
its
professional
services
organization
in
the
past
year
or
two.
Consistently,
each
vendor
indicated
that
customers
were
pursuing
vendor-­‐provided
professional
services
to
help
with
the
following:
1. Software-­‐Centric
Products.
The
increasing
volume
of
software-­‐based
products,
installed
on
industry
standard
servers,
has
reduced
total
cost
of
ownership
and
simplified
upgrade
paths
and
workflow
integration.
However,
customers
do
require
assistance
to
install,
configure
and
customize
software
to
meet
their
specific
requirements.
In
addition,
these
products
introduce
new
concerns
for
managing
security,
performance,
scalability
and
usability.
2. Augment
In-­‐House
Expertise:
Many
solutions
used
in
the
broadcast
industry
were
developed
in-­‐house,
and
broadcaster
staff
often
had
the
expertise
to
create
customized
solutions
to
augment
or
integrate
existing
functionality
provided
by
broadcast
vendor
products.
With
the
shift
to
software-­‐based
products,
budget
pressures
reducing
engineering
and
operations
headcount
and
a
focus
on
using
existing
headcount
to
support
revenue-­‐generating
activities,
broadcasters
simply
don’t
have
the
knowledge
or
the
bandwidth
to
handle
product
implementations.
3. Mitigate
Risk:
While
products
have
become
less
complex
to
install,
they
have
become
more
complicated
to
use
and
manage
as
part
of
an
integrated
workflow.
Broadcasters
are
seeking
assistance
to
define
the
end-­‐to-­‐end
architecture,
validate
interoperability
between
products
and
manage
the
overall
implementation.
A
single
project
manager
will
establish
the
project
plan,
working
with
each
vendor
to
ensure
the
implementation
stays
on
schedule
and
within
budget.
4. Training:
Due
to
the
complexity
(or
“flexibility”)
of
software-­‐based
products,
in-­‐house
staff
requires
training
on
both
the
technical
and
operational
aspects
of
the
products.
Vendors
must
develop
providing
a
combination
of
onsite
and
online
training
to
educate
managers
and
users
of
the
systems.
Each
vendor’s
strategy
is
aligned
with
core
competencies,
corporate
initiatives
and
a
recognition
that
products
alone
do
not
fulfill
customer
need.

8. http://www.evs.tv
EVS
has
recognized
that
the
days
of
interconnecting
cables
and
creating
customized
products
are
over,
and
that
the
market
is
demanding
solutions
that
can
easily
adapt
to
any
customer’s
specific
requirements.
Not
only
are
their
customers
seeking
flexibility
in
how
solutions
can
be
deployed,
they
demand
that
vendors
provide
the
resources
to
implement
the
solution
in
their
environment.
EVS’
strategy
is
to
listen
to
their
customers
and
understand
how
they
wish
to
use
a
product
then
use
their
professional
services
team
to
implement
the
solution
in
the
manner
desired
by
the
customer.
This
results
in
customized
software
deployments
with
key
features
that
are
rolled
into
future
product
releases.
EVS
professional
services
then
provide
the
required
training
to
optimize
customer
use
of
the
configured
solution.
“With
roots
in
live
sports
broadcast,
EVS’
strategy
has
focused
on
three
key
attributes;
reliability,
modular
systems
and
responsive
support. Viewer
behavior
has
dramatically
changed
the
broadcast
landscape
with
an
ongoing
shift
in
how
and
where
content
is
consumed.
EVS
is
helping
industry
professionals
monetize
their
content
through
tangible
and
flexible
media
solutions.”
Johann
Schreurs,
EVS
General
Manager
New
Media
Broadcast
EVS’
professional
services
team
is
growing.
EVS
sees
this
team
as
key
part
of
its
strategy
to
make
its
customers
happy.
EVS
has
prioritized
customer
satisfaction
as
it
expands
its
professional
services
capabilities.
The
team
provides
a
new
way
to
deliver
solutions
and
interact
with
customers.
Opportunities
are
pursued
directly
as
well
as
through
partnerships
with
global
or
local
system
integrators.
With
the
customer
at
the
center
of
its
strategy,
EVS
is
positioned
for
increased
revenue
from
both
products
and
services.

9. http://www.grassvalley.com
Grass
Valley
continues
to
evolve
its
service
offerings,
despite
its
spin-­‐
off
from
Thompson/Technicolor.
Professional
Services
are
a
key
element
of
their
strategy
to
be
a
trusted
partner
to
their
customers.
Drawing
on
its
history
of
product
innovation
and
ability
to
adapt
in
a
rapidly
changing
industry,
they
recognize
the
need
to
deliver
services
addressing
the
transactional
and
transformational
needs
of
their
customers.
Grass
Valley
is
providing
services
to
define
and
deploy
both
product
led
and
industry
specific
solutions.
Their
solutions
reflect
the
company’s
strengths
in
live
production,
news
and
playout.
Grass
Valley
recognizes
the
growth
and
value
provided
by
its
software
solutions.
However,
they
also
recognize
the
challenge
this
represents
to
their
customers.
Software
based
solutions
introduce
new
concerns
related
to
security,
performance,
interoperability
and
usability.
As
a
result,
they
have
developed
services
to
manage,
secure
and
optimize
their
hardware
and
software
products
-­‐
all
focused
on
improving
the
customer
experience.
Grass
Valley
is
taking
advantage
of
regional
strengths
and
sharing
knowledge
globally
to
create
a
comprehensive
and
consistent
professional
services
offer.
This
includes
a
go-­‐to-­‐market
model
that
includes
services
partners.
"Most
broadcasters
have
a
wealth
of
experience
in
traditional
broadcasting,
however
increasingly
the
introduction
of
disruptive
technology
and
competition
from
new
entrants
is
leading
them
to
seek
greater
support
from
their
suppliers
to
ensure
swift
secure
implementations.
At
Grass
Valley
we
have
embraced
this
need
and
seek
to
provide
our
customers
with
complementary
skills
that
de-­‐risk
projects
and
speed
up
implementation."
Marcos
Gonzalez-­‐Flower,
Grass
Valley
VP
EMEA
Services
Grass
Valley
continues
to
invest
in
a
robust
training
program
targeting
customers
and
partners.
This
demonstrates
their
clear
understanding
of
the
customers’
mandates
for
both
operational
and
technical
knowledge
as
a
key
component
for
success.
Grass
Valley’s
focus
on
governance,
training
and
solutions
represent
a
strategy
recognizing
customer
need
for
technology
expertise
that
goes
beyond
the
product
itself

10.
www.harmonicinc.com
Harmonic
has
realized
that
leading
with
solutions
rather
than
individual
products
opens
the
door
for
a
wider
conversation
with
customers.
With
products
across
the
digital
video
value
chain,
they
are
focused
on
differentiation
through
providing
customers
with
solutions
greater
than
the
sum
of
their
parts.
Harmonic,
in
listening
to
its
customers,
has
realized
that
their
customers
are
willing
to
pay
for
services
if
they
understand
the
benefit.
In
most
cases,
their
customers
reflect
the
ongoing
trend
of
reduced
engineering
resources
or
resources
without
the
knowledge
to
implement
today’s
network-­‐oriented
or
software
based
products.
Harmonic
is
committed
to
growing
its
Professional
Services
team.
However,
they
recognize
the
internal
cultural
challenge
of
shifting
the
mindset
of
a
product
company
to
understand
the
value
of
services.
They
are
addressing
this
hurdle
through
close
alignment
with
product
teams,
facilitating
new
product
introductions
with
complementary
and
differentiating
services
and
showcasing
customer
value
achieved
through
solution
sales.
“Professional
services
are
a
key
element
in
leveraging
the
strength
of
the
broad
Harmonic
product
and
technology
portfolio
to
provide
comprehensive
solutions
for
our
customers.”
Alex
Derecho,
Harmonic
VP
Professional
Services
Harmonic’s
go-­‐to-­‐market
model
is
a
solution
sale
that
incorporates
products,
networking
and
services.
The
services
component
includes
implementation,
integration,
testing
and
training.
They
often
pursue
a
“Proof-­‐of-­‐
Concept”
model
that
allows
them
to
prove
the
feasibility
of
their
proposed
solutions.
In
their
customer
engagements,
they
focus
on
the
customer’s
business
priorities
and
the
end-­‐to-­‐end
requirements
to
achieve
them.

11. PROFESSIONAL
SERVICES
BEST
PRACTICES
As
broadcasters
pursue
and
implement
new
solutions
to
drive
revenue
and
reduce
costs,
they
are
faced
with
multiple
alternatives
when
selecting
professional
services
providers.
As
broadcast
vendors
enhance
their
services
capabilities,
they
should
strive
to
attain
the
perceived
maturity
level
of
their
system
integrator
competitors/partners.
• DEFINE
PROJECT
MANAGEMENT
METHODOLOGY
• DEVELOP
CONSISTENT
DEAL
PURSUIT,
REVIEW
&
PRICING
MODEL
GOVERNANCE • IMPLEMENT
GLOBAL
KNOWLEDGE
MANAGEMENT
• CREATE
CONSISTENT
&
COMPREHENSIVE
DOCUMENTATION
• CONTINUOUSLY
DEVELOP
INTERNAL
&
EXTERNAL
TRAINING
• PACKAGE
PRODUCT-­‐LED
SOLUTIONS
FOR
CONSISTENT,
PREDICTABLE
DELIVERY
• PURSUE
COMPLEX
TRANSFORMATIONAL
SOLUTIONS
ALIGNED
WITH
INDUSTRY
STRENGTHS
GO-­‐TO-­‐MARKET • RECOGNIZE
CUSTOMER
GOALS
AND/OR
LIMITATIONS
AND
PROMOTE
SOLUTIONS
ACCORDINGLY
• FORMALIZE
STRATEGIC
PARTNERSHIPS
TO
AUGMENT
TECHNOLOGY
CAPABILITIES
AND
GLOBAL
REACH
CONCLUSION
Given
the
complex
nature
of
broadcast
operations,
it
is
natural
that
the
global
market
reflects
a
high
number
of
niche
system
integrators.
The
IABM
identifies
more
than
fifty
independent
vendors
supporting
broadcast
needs
in
specific
countries
or
regions.
The
maturity
and
capabilities
of
these
integrators
reflects
the
nature
of
the
broadcast
markets
in
which
they
reside.
Countries
with
mature
broadcasters
are
focused
on
managing
transitions
(HD,
tapeless
workflow)
and
introduction
of
new
channels.
However,
less-­‐developed
countries
are
seeking
complete
facility
build
out.
In
both
cases,
the
requirement
for
agnostic
consulting
and
design
provides
the
competitive
differentiation
for
niche
SIs
versus
their
broadcast
vendor
partners.
The
value
each
these
vendors
brings
to
their
customers
will
continue
to
evolve
and
shift
based
on
market
need.
The
ongoing
adoption
of
IT-­‐based
solutions
will
allow
IT
vendors
to
increase
their
penetration
across
all
segments
of
the
digital
media
lifecycle.
The
challenge
for
broadcast
vendors
is
to
increase
the
value
associated
with
the
services
they
provide.
If
these
vendors
want
to
become
true
partners
to
their
customers,
they
must
provide
services
that
may
start
with
product
integration,
but
must
evolve
to
address
wider
requirements.
As
broadcasters
face
increasing
pressure
to
streamline
operations,
services
have
become
more
important
as
a
means
to
mitigate
or
share
risk.
More
importantly
for
vendors,
these
services
provide
them
with
incremental
differentiation
in
a
market
with
increasingly
commoditized
products.
Professional
service
providers
must
rise
to
the
challenge
of
fulfilling
both
business
and
technology
issues
related
to
increased
revenue,
improved
employee
productivity,
operational
efficiency
and
future-­‐proof
technology.