James McQuivey, VP & Principal Analyst at Forrester Research, "Why Consumers Want to Pay for Access to Content," presentation at ContentNext Media's paidContent 2010 Conference, February 19, 2010 at TheTimesCenter in New York City.
This document discusses consumer attitudes towards cable television subscriptions. It identifies three main groups: The Considerers who are on the fence about cable and frustrated by some aspects but enjoy others; The Creatures of Habit who can't imagine life without cable and value the convenience; and The Cord Cutters who are confident using alternatives like subscriptions and antennas. Many consumers are not fully satisfied with current options but also not confident enough to cut the cord. Personalization of options, addressing ingrained habits, and showing appreciation for loyal customers could encourage people to keep cable subscriptions.
Rob Aitken: Future of TV - SXSW 2016 Panel Picker SubmissionCKasik
Visual aid for Rob Aitken's SXSW 2016 presentation "The Future of TV"
How soon can I stop paying for TV, and what services should I be subscribing to in the future? This talk will address these questions, as well as discussing the future of TV, given the recent changes in consumer demand, programmer distribution, cable offerings and the introduction of new smart devices. This will include an overview of TV economics, comparing them to more recent trends to understand how the industry may evolve. We'll also take a look at other disrupted media sectors to understand how consumer preferences and content creation costs could affect how the TV landscape evolves.
Within 5 years:
- The internet will be dominated by Chinese language content and the mobile device will be the primary connection tool. Computers will be far more capable due to Moore's Law. Broadband speeds will exceed 100MB.
- Distinctions between TV, radio and the web will disappear. Machine to machine communication and living in the smart cloud will be common. Newspapers and broadcast TV will decline while content shifts online.
- Social media will define digital interactions and online TV. Influencer marketing and inclusion of social content in searches will grow. Brands will accept more open feedback and user ratings will be ubiquitous online experiences.
this is the analysis of the situation faced by Netflix in 2011. The major reasons being sudden price hike and lack of communication between company and consumers.
Streaming videos are replacing traditional mode of entertainmentJitendraKumar1102
This document discusses a study on streaming videos as a substitute for traditional entertainment among youth in Agra, India. It first provides background on how streaming services are threatening cable and satellite TV by offering improved quality and frequent updates. It then defines streaming video as content sent over the Internet in compressed form for real-time viewing. The literature review shows that studies have found youth increasingly shifting to streaming videos from traditional entertainment. The objectives are to understand what drives demand for streaming videos, their impact on Agra youth, and if they are replacing cable TV, theaters etc. The methodology describes a 2-month study of 100 Agra youth ages 18-35 using questionnaires and secondary sources. The findings will be analyzed using statistical tools and Microsoft Office
Insight Presentation: "TV Advertising's Data Driven Future is Here"iMedia Connection
The document discusses how TV advertising is moving towards a more data-driven future with spot-level accountability and measurement. It provides examples from campaigns by Simulmedia that targeted audiences for UFC 168 and a movie studio's campaign for Noah. The Simulmedia campaign for UFC 168 achieved a 154% lift in conversions and 571% return on media spend by targeting viewers who watch sports like the NFL and UFC. Targeting frequent moviegoers for the Noah campaign allowed the studio to reach those audiences in higher concentrations compared to a contextual plan.
How Predictive Analytics Can Help Strengthen Your Re-marketing StrategyTatvic Analytics
Know the benefits and mechanism of Predictive Analytics. Also learn how this framework can help your business to strengthen your Re-marketing Strategies to ensure the best chances of converting your visitors to customers.
This document discusses consumer attitudes towards cable television subscriptions. It identifies three main groups: The Considerers who are on the fence about cable and frustrated by some aspects but enjoy others; The Creatures of Habit who can't imagine life without cable and value the convenience; and The Cord Cutters who are confident using alternatives like subscriptions and antennas. Many consumers are not fully satisfied with current options but also not confident enough to cut the cord. Personalization of options, addressing ingrained habits, and showing appreciation for loyal customers could encourage people to keep cable subscriptions.
Rob Aitken: Future of TV - SXSW 2016 Panel Picker SubmissionCKasik
Visual aid for Rob Aitken's SXSW 2016 presentation "The Future of TV"
How soon can I stop paying for TV, and what services should I be subscribing to in the future? This talk will address these questions, as well as discussing the future of TV, given the recent changes in consumer demand, programmer distribution, cable offerings and the introduction of new smart devices. This will include an overview of TV economics, comparing them to more recent trends to understand how the industry may evolve. We'll also take a look at other disrupted media sectors to understand how consumer preferences and content creation costs could affect how the TV landscape evolves.
Within 5 years:
- The internet will be dominated by Chinese language content and the mobile device will be the primary connection tool. Computers will be far more capable due to Moore's Law. Broadband speeds will exceed 100MB.
- Distinctions between TV, radio and the web will disappear. Machine to machine communication and living in the smart cloud will be common. Newspapers and broadcast TV will decline while content shifts online.
- Social media will define digital interactions and online TV. Influencer marketing and inclusion of social content in searches will grow. Brands will accept more open feedback and user ratings will be ubiquitous online experiences.
this is the analysis of the situation faced by Netflix in 2011. The major reasons being sudden price hike and lack of communication between company and consumers.
Streaming videos are replacing traditional mode of entertainmentJitendraKumar1102
This document discusses a study on streaming videos as a substitute for traditional entertainment among youth in Agra, India. It first provides background on how streaming services are threatening cable and satellite TV by offering improved quality and frequent updates. It then defines streaming video as content sent over the Internet in compressed form for real-time viewing. The literature review shows that studies have found youth increasingly shifting to streaming videos from traditional entertainment. The objectives are to understand what drives demand for streaming videos, their impact on Agra youth, and if they are replacing cable TV, theaters etc. The methodology describes a 2-month study of 100 Agra youth ages 18-35 using questionnaires and secondary sources. The findings will be analyzed using statistical tools and Microsoft Office
Insight Presentation: "TV Advertising's Data Driven Future is Here"iMedia Connection
The document discusses how TV advertising is moving towards a more data-driven future with spot-level accountability and measurement. It provides examples from campaigns by Simulmedia that targeted audiences for UFC 168 and a movie studio's campaign for Noah. The Simulmedia campaign for UFC 168 achieved a 154% lift in conversions and 571% return on media spend by targeting viewers who watch sports like the NFL and UFC. Targeting frequent moviegoers for the Noah campaign allowed the studio to reach those audiences in higher concentrations compared to a contextual plan.
How Predictive Analytics Can Help Strengthen Your Re-marketing StrategyTatvic Analytics
Know the benefits and mechanism of Predictive Analytics. Also learn how this framework can help your business to strengthen your Re-marketing Strategies to ensure the best chances of converting your visitors to customers.
The document discusses the effects of the Internet on various forms of media. It describes how the Internet has impacted the music industry through file sharing services and online stores like iTunes, leading record companies to change their business model. It also discusses how the Internet has affected television, radio, news, and marketing through new online streaming and social media platforms. Finally, it outlines how the mobile Internet is driving new forms of entertainment like mobile gaming and video as people access content on smartphones and tablets.
Streaming technology has evolved significantly since the early 1990s. Popular streaming services today include YouTube, Netflix, Amazon Prime, and Hulu, which people use daily to stream videos, music, TV shows, movies, and live sports/concerts from their smartphones, tablets, computers, or connected TVs. While Netflix was once dominant in the US, increased competition from Disney+, Apple TV+, HBO Max, and others will likely lead streaming platforms to invest more in original content and could cause price hikes to sustain high-quality services. The future of streaming may include even more options for consumers but at higher subscription costs.
Music 2.0 - The Time is NOW (Gerd Leonhard at AMBC 2009 in SydneyGerd Leonhard
Music 2.0 - the time is now. Gerd Leonhard argues that (1) the music industry needs to let go of treating music as a product and focus on access over ownership, (2) attention and trust are the keys to generating income rather than control over copying, and (3) structural issues need to be addressed to create a "new social contract" where all use content freely and all contribute freely to support creators. He advocates for open systems where creators are supported by bundled access fees from a large user base as well as new personal income streams from engaging fans.
The document discusses the results of a global Nielsen survey on consumers' willingness to pay for online content. Some key findings include:
1) The vast majority (85%) of consumers surveyed prefer that content remain free online, though willingness to pay varies by content type.
2) Consumers are most willing to pay for content they normally pay for offline like movies, music, games and TV shows. They are least willing to pay for user-generated content.
3) For content to be paid for online, consumers believe it must be significantly better than free alternatives and that payment systems must be easy to use.
4) There is no consensus on the best payment model, but many consumers favor
Changing Models: A Global Perspective on Paying for Content Online
February 16, 2010
Nic Covey, Director, Cross Platform Insights, The Nielsen Company
Will consumers pay for online news and entertainment they now get for free?
Nielsen asked more than 27,000 consumers across 52 countries, and the answer is a definite “maybe.” As expected, the vast majority (85%) prefer that free content remain free. Yet there are opportunities to be found in the details. Indeed, when asked to focus on specific types of content, survey participants are more willing to at least consider paying for particular categories, especially if they have done so before.
The document discusses the results of a global Nielsen survey on consumers' willingness to pay for online content. Some key findings include:
1) The vast majority (85%) of consumers surveyed prefer that content remain free online.
2) Consumers are most willing to pay for content they normally pay for offline like movies, music, games and TV shows. They are least willing to pay for user-generated content.
3) Consumers say online content would need to be significantly better than free alternatives before they would pay, and they would stop using sites that charge for content available elsewhere for free.
The document outlines the key topics and concepts covered in Chapter 10 of an instructor's manual on online content and media. It discusses the major trends in online content consumption and revenue models. Key factors affecting the online publishing and entertainment industries are explained. The chapter also covers concepts like digital rights management, media convergence, and challenges faced by different content industries in adapting to the digital environment. Case studies on Netflix and the struggles of the newspaper industry are also summarized.
This document provides an instructor's manual for a chapter on online content and media. It outlines the key teaching objectives which are to understand trends in online content consumption, digital rights management, media convergence, and business models in the online publishing and entertainment industries. The chapter covers topics like online newspapers, ebooks, magazines, television, movies, music and gaming. It also includes case studies on challenges facing newspapers and Netflix's business model transition from DVDs to streaming.
The document discusses the evolution and future of digital streaming platforms. It describes how streaming started in the 1990s and has since grown significantly. Today, most people regularly stream videos, music, TV shows and movies using various streaming services and apps on different devices like smartphones, tablets, laptops and TVs. The document also outlines some key trends like increased competition among services, potential price hikes, and a greater focus on original content.
The document summarizes the history and evolution of digital content businesses from 2005 to 2010. It discusses how early digital content companies were valued lower than traditional media but now command premiums. Key factors in building billion dollar digital content businesses include creating engagement through new mechanics, integrating marketing and commerce, and distributing content at scale. The document provides advice to sellers, traditional media buyers, tech buyers, and investors on opportunities in digital content.
Kevin Kelly suggests that in an environment where anything can be copied for free, things that cannot be copied become valuable. He identifies eight "uncopyable values" or "generatives" that can motivate people to pay for products or services rather than obtaining them for free, including accessibility, authenticity, immediacy, patronage, and personalization. For example, paying for a Spotify subscription provides easy, organized access to music compared to illegally downloading songs. Or fans are willing to pay artists directly through patronage to support them. Personalized products or services also cannot be copied, making personalization a valuable generative.
Netflix began as a DVD rental service in 1999 and introduced streaming in 2007, growing to over 40 million subscribers worldwide. It revolutionized consumer media consumption by offering instant, on-demand streaming of movies and TV shows without due dates or late fees. This represented a major shift away from traditional physical rental models and influenced consumer decision making towards increased on-demand viewing. Netflix's strong streaming presence, accounting for over 30% of internet bandwidth, threatened competitors like Blockbuster and transformed the consumer media market. To maintain its leadership, Netflix must continue expanding its catalog of original and licensed content across platforms and regions.
The media plan aims to introduce Netflix to the LGBT community in Chicago. It allocates $1,000,000 across print, digital, out-of-home, event sponsorships, and television. The plan targets the "Trendy Gay Professional" demographic through placements in LGBT publications, websites, and events from June to October. It focuses on the Lakeview and Andersonville neighborhoods, buying ads in local magazines, bus shelters, and 30-second spots on Logo TV during late-fringe winter periods. The goal is to reach 50% of the target audience at least 3 times through a mix of integrated traditional and online advertising.
TiVo, iPod, and blogging have something more in common than the right technology at the right time. They provide the same old media in new and interesting ways. This not only changes consumer behavior, but forever shifts consumer attitude. Greedy for content and equipped with almost magical abilities to control media delivery, we have armed a very intelligent consumer.
Subscription Services in the Context of Market Trends, presented by Jonathan ...bisg
Subscription Services in the Context of Market Trends, presented by Jonathan Stolper, SVP Nielsen Book Americas, at Making Information Pay 2014, a track of IDPF's Digital Book 2014 at Book Expo America, on May 29, 2014
Netflix’s unique DVD rental service has revolutionized the industry. They successfully took the best of traditional conventions (like physical media, the U.S. Postal Service) and mixed them with new world internet-conventions. They have also effectively managed to discourage competition from both more established businesses and new entrants. The future growth of Netflix as it expands into streaming media, poses challenges in legal, infrastructure/technology, and through additional costs. In order to remain competitive, it is imperative that Netflix partner with companies with global reach to overcome these challenges. This presentation was part of an MBA class assignment to audit and industry in the the technology sector. The presentation has multiple authors listed on the title page. If you would like copies of the executive summary, complete S.W.O.T. analysis, and/or the transcript of the presentation please PRIVATE MESSAGE ME and I will email it to you.
The Digital Music License & Music Like Water (Gerd Leonhard)Gerd Leonhard
The document proposes a digital music license (DML) that would legalize all online uses of music in exchange for compulsory fees paid into a collective "pool of money." This pool would be distributed proportionally to labels, publishers, and rights holders. A DML could generate billions annually to compensate the music industry while recognizing changed consumer behaviors and enabling new business models. It aims to solve issues around controlling digital distribution by monetizing what is already common practice and focusing on selling music's scarce rather than ubiquitous aspects.
AlSuwailim 1Netflix and ChillThe recent years have seen an .docxnettletondevon
AlSuwailim 1
Netflix and Chill?
The recent years have seen an emerging trend with regard to increased use and subscription to streaming services like Netflix, Hulu, Amazon Prime among others. There are many advantages to switching to these streaming services. For instance, it’s often less expensive than paying for cable or satellite television, viewers have the ability to watch the shows of their liking at more places than just the comfort of their home and at any time. However, even with the flexibility and the reduced costs that streaming applications allow, there are a number of issues to consider like how this new internet streaming trend is affecting our social and workplace efficiency. This commentary shall mainly focus on the negative impact the trend of streaming applications has on our society. According to a research done by Pricewaterhouse Coopers (PwC) in 2013, approximately 63% of households in the United states use a video streaming and service such as Netflix, Hulu or Amazon Prime (Matrix, 2014). The Leichtman Research Group found that 22% of these households are streaming Netflix, every week of the year. In Canada, approximately 25% of its residents have subscribed to Netflix. This figure jumps to 33% in households with teens, and it rises again to 37% in households with children under the age of twelve. Comment by Hannah Way: This should have been included in the introduction.
According to Shannon (2015), shifts in viewing habits around the world are proving an opportunity for streaming services like Netflix, which began only as a DVD rental company. Netflix’s accelerated growth as a result of the remarkable general growth of the internet has seen to its expansion in more than 50 countries worldwide. Increased popularity for streaming applications can be attributed to their flexibility in terms of access that is on television or iPhone or computer without missing a beat; streaming services like Netflix have original programs not available elsewhere, they often have better interface than cable television, and people like the freedom of choosing what to watch. In addition, charges for streaming services are lower than those for cable or satellite television. For instance, Netflix offers a basic monthly subscription of $7.99 per month. Premium subscriptions are available for $9.99 and $11.99 per month allow for high quality video feeds and multiple people can use simultaneously on the same account (Kyrnin, 2016). Netflix and other streaming media are changing viewing habits, and viewer’s expectations with regard to what, when and how they watch television. As a result, it’s not surprising that viewers are now watching more television and in large doses at a go.
However, all the glimmer of streaming services is not necessarily gold. To begin with, streaming services encourage binge watching. Users can spend dozens of hours watching shows and programs. Shannon (2015) points to Netflix’s intention to increase original prog.
Advancements in viewing technology and increased competition for eyeballs have resulted in a more fragmented environment where consumers can watch TV from a wide array of devices and access content from countless sources. Led by certain segments of the population, most notably Millennials, consumers have quickly adapted to this new environment and are drastically changing their viewing patterns at an accelerating rate. In this report, we asked more than 1,000 Americans about their TV viewing behaviors to provide context for the shifts in their consumption habits and better understand viewing audiences.
The document provides an instructor's manual for a chapter on online content and media. It outlines the chapter's teaching objectives, key terms, and brief chapter outline. The chapter will explain trends in online content consumption, revenue models, and the impact on industries like publishing and entertainment. It will also discuss how convergence of technology, content and industries is affecting profitability of online content. The instructor's manual provides teaching suggestions, key points from the chapter, and end of chapter questions to help students understand the challenges of monetizing online content.
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
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Ähnlich wie Forrester Research presentation at paidContent 2010
The document discusses the effects of the Internet on various forms of media. It describes how the Internet has impacted the music industry through file sharing services and online stores like iTunes, leading record companies to change their business model. It also discusses how the Internet has affected television, radio, news, and marketing through new online streaming and social media platforms. Finally, it outlines how the mobile Internet is driving new forms of entertainment like mobile gaming and video as people access content on smartphones and tablets.
Streaming technology has evolved significantly since the early 1990s. Popular streaming services today include YouTube, Netflix, Amazon Prime, and Hulu, which people use daily to stream videos, music, TV shows, movies, and live sports/concerts from their smartphones, tablets, computers, or connected TVs. While Netflix was once dominant in the US, increased competition from Disney+, Apple TV+, HBO Max, and others will likely lead streaming platforms to invest more in original content and could cause price hikes to sustain high-quality services. The future of streaming may include even more options for consumers but at higher subscription costs.
Music 2.0 - The Time is NOW (Gerd Leonhard at AMBC 2009 in SydneyGerd Leonhard
Music 2.0 - the time is now. Gerd Leonhard argues that (1) the music industry needs to let go of treating music as a product and focus on access over ownership, (2) attention and trust are the keys to generating income rather than control over copying, and (3) structural issues need to be addressed to create a "new social contract" where all use content freely and all contribute freely to support creators. He advocates for open systems where creators are supported by bundled access fees from a large user base as well as new personal income streams from engaging fans.
The document discusses the results of a global Nielsen survey on consumers' willingness to pay for online content. Some key findings include:
1) The vast majority (85%) of consumers surveyed prefer that content remain free online, though willingness to pay varies by content type.
2) Consumers are most willing to pay for content they normally pay for offline like movies, music, games and TV shows. They are least willing to pay for user-generated content.
3) For content to be paid for online, consumers believe it must be significantly better than free alternatives and that payment systems must be easy to use.
4) There is no consensus on the best payment model, but many consumers favor
Changing Models: A Global Perspective on Paying for Content Online
February 16, 2010
Nic Covey, Director, Cross Platform Insights, The Nielsen Company
Will consumers pay for online news and entertainment they now get for free?
Nielsen asked more than 27,000 consumers across 52 countries, and the answer is a definite “maybe.” As expected, the vast majority (85%) prefer that free content remain free. Yet there are opportunities to be found in the details. Indeed, when asked to focus on specific types of content, survey participants are more willing to at least consider paying for particular categories, especially if they have done so before.
The document discusses the results of a global Nielsen survey on consumers' willingness to pay for online content. Some key findings include:
1) The vast majority (85%) of consumers surveyed prefer that content remain free online.
2) Consumers are most willing to pay for content they normally pay for offline like movies, music, games and TV shows. They are least willing to pay for user-generated content.
3) Consumers say online content would need to be significantly better than free alternatives before they would pay, and they would stop using sites that charge for content available elsewhere for free.
The document outlines the key topics and concepts covered in Chapter 10 of an instructor's manual on online content and media. It discusses the major trends in online content consumption and revenue models. Key factors affecting the online publishing and entertainment industries are explained. The chapter also covers concepts like digital rights management, media convergence, and challenges faced by different content industries in adapting to the digital environment. Case studies on Netflix and the struggles of the newspaper industry are also summarized.
This document provides an instructor's manual for a chapter on online content and media. It outlines the key teaching objectives which are to understand trends in online content consumption, digital rights management, media convergence, and business models in the online publishing and entertainment industries. The chapter covers topics like online newspapers, ebooks, magazines, television, movies, music and gaming. It also includes case studies on challenges facing newspapers and Netflix's business model transition from DVDs to streaming.
The document discusses the evolution and future of digital streaming platforms. It describes how streaming started in the 1990s and has since grown significantly. Today, most people regularly stream videos, music, TV shows and movies using various streaming services and apps on different devices like smartphones, tablets, laptops and TVs. The document also outlines some key trends like increased competition among services, potential price hikes, and a greater focus on original content.
The document summarizes the history and evolution of digital content businesses from 2005 to 2010. It discusses how early digital content companies were valued lower than traditional media but now command premiums. Key factors in building billion dollar digital content businesses include creating engagement through new mechanics, integrating marketing and commerce, and distributing content at scale. The document provides advice to sellers, traditional media buyers, tech buyers, and investors on opportunities in digital content.
Kevin Kelly suggests that in an environment where anything can be copied for free, things that cannot be copied become valuable. He identifies eight "uncopyable values" or "generatives" that can motivate people to pay for products or services rather than obtaining them for free, including accessibility, authenticity, immediacy, patronage, and personalization. For example, paying for a Spotify subscription provides easy, organized access to music compared to illegally downloading songs. Or fans are willing to pay artists directly through patronage to support them. Personalized products or services also cannot be copied, making personalization a valuable generative.
Netflix began as a DVD rental service in 1999 and introduced streaming in 2007, growing to over 40 million subscribers worldwide. It revolutionized consumer media consumption by offering instant, on-demand streaming of movies and TV shows without due dates or late fees. This represented a major shift away from traditional physical rental models and influenced consumer decision making towards increased on-demand viewing. Netflix's strong streaming presence, accounting for over 30% of internet bandwidth, threatened competitors like Blockbuster and transformed the consumer media market. To maintain its leadership, Netflix must continue expanding its catalog of original and licensed content across platforms and regions.
The media plan aims to introduce Netflix to the LGBT community in Chicago. It allocates $1,000,000 across print, digital, out-of-home, event sponsorships, and television. The plan targets the "Trendy Gay Professional" demographic through placements in LGBT publications, websites, and events from June to October. It focuses on the Lakeview and Andersonville neighborhoods, buying ads in local magazines, bus shelters, and 30-second spots on Logo TV during late-fringe winter periods. The goal is to reach 50% of the target audience at least 3 times through a mix of integrated traditional and online advertising.
TiVo, iPod, and blogging have something more in common than the right technology at the right time. They provide the same old media in new and interesting ways. This not only changes consumer behavior, but forever shifts consumer attitude. Greedy for content and equipped with almost magical abilities to control media delivery, we have armed a very intelligent consumer.
Subscription Services in the Context of Market Trends, presented by Jonathan ...bisg
Subscription Services in the Context of Market Trends, presented by Jonathan Stolper, SVP Nielsen Book Americas, at Making Information Pay 2014, a track of IDPF's Digital Book 2014 at Book Expo America, on May 29, 2014
Netflix’s unique DVD rental service has revolutionized the industry. They successfully took the best of traditional conventions (like physical media, the U.S. Postal Service) and mixed them with new world internet-conventions. They have also effectively managed to discourage competition from both more established businesses and new entrants. The future growth of Netflix as it expands into streaming media, poses challenges in legal, infrastructure/technology, and through additional costs. In order to remain competitive, it is imperative that Netflix partner with companies with global reach to overcome these challenges. This presentation was part of an MBA class assignment to audit and industry in the the technology sector. The presentation has multiple authors listed on the title page. If you would like copies of the executive summary, complete S.W.O.T. analysis, and/or the transcript of the presentation please PRIVATE MESSAGE ME and I will email it to you.
The Digital Music License & Music Like Water (Gerd Leonhard)Gerd Leonhard
The document proposes a digital music license (DML) that would legalize all online uses of music in exchange for compulsory fees paid into a collective "pool of money." This pool would be distributed proportionally to labels, publishers, and rights holders. A DML could generate billions annually to compensate the music industry while recognizing changed consumer behaviors and enabling new business models. It aims to solve issues around controlling digital distribution by monetizing what is already common practice and focusing on selling music's scarce rather than ubiquitous aspects.
AlSuwailim 1Netflix and ChillThe recent years have seen an .docxnettletondevon
AlSuwailim 1
Netflix and Chill?
The recent years have seen an emerging trend with regard to increased use and subscription to streaming services like Netflix, Hulu, Amazon Prime among others. There are many advantages to switching to these streaming services. For instance, it’s often less expensive than paying for cable or satellite television, viewers have the ability to watch the shows of their liking at more places than just the comfort of their home and at any time. However, even with the flexibility and the reduced costs that streaming applications allow, there are a number of issues to consider like how this new internet streaming trend is affecting our social and workplace efficiency. This commentary shall mainly focus on the negative impact the trend of streaming applications has on our society. According to a research done by Pricewaterhouse Coopers (PwC) in 2013, approximately 63% of households in the United states use a video streaming and service such as Netflix, Hulu or Amazon Prime (Matrix, 2014). The Leichtman Research Group found that 22% of these households are streaming Netflix, every week of the year. In Canada, approximately 25% of its residents have subscribed to Netflix. This figure jumps to 33% in households with teens, and it rises again to 37% in households with children under the age of twelve. Comment by Hannah Way: This should have been included in the introduction.
According to Shannon (2015), shifts in viewing habits around the world are proving an opportunity for streaming services like Netflix, which began only as a DVD rental company. Netflix’s accelerated growth as a result of the remarkable general growth of the internet has seen to its expansion in more than 50 countries worldwide. Increased popularity for streaming applications can be attributed to their flexibility in terms of access that is on television or iPhone or computer without missing a beat; streaming services like Netflix have original programs not available elsewhere, they often have better interface than cable television, and people like the freedom of choosing what to watch. In addition, charges for streaming services are lower than those for cable or satellite television. For instance, Netflix offers a basic monthly subscription of $7.99 per month. Premium subscriptions are available for $9.99 and $11.99 per month allow for high quality video feeds and multiple people can use simultaneously on the same account (Kyrnin, 2016). Netflix and other streaming media are changing viewing habits, and viewer’s expectations with regard to what, when and how they watch television. As a result, it’s not surprising that viewers are now watching more television and in large doses at a go.
However, all the glimmer of streaming services is not necessarily gold. To begin with, streaming services encourage binge watching. Users can spend dozens of hours watching shows and programs. Shannon (2015) points to Netflix’s intention to increase original prog.
Advancements in viewing technology and increased competition for eyeballs have resulted in a more fragmented environment where consumers can watch TV from a wide array of devices and access content from countless sources. Led by certain segments of the population, most notably Millennials, consumers have quickly adapted to this new environment and are drastically changing their viewing patterns at an accelerating rate. In this report, we asked more than 1,000 Americans about their TV viewing behaviors to provide context for the shifts in their consumption habits and better understand viewing audiences.
The document provides an instructor's manual for a chapter on online content and media. It outlines the chapter's teaching objectives, key terms, and brief chapter outline. The chapter will explain trends in online content consumption, revenue models, and the impact on industries like publishing and entertainment. It will also discuss how convergence of technology, content and industries is affecting profitability of online content. The instructor's manual provides teaching suggestions, key points from the chapter, and end of chapter questions to help students understand the challenges of monetizing online content.
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Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
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