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Bringing TV to Life

Giving Consumers an Over-the-Top Experience


Introduction

A revolution in TV and video delivery


“Television is like the American toaster,” the famous film
director Alfred Hitchcock once said. “You push a button and
the same thing pops up every time.” Well, not anymore. Today,
the broadcast, communications and entertainment industries
are poised for a consumer video environment about as far
from the traditional “mass” media model as one could get.
Instead of the same thing to the same people at the same
time, video is about to go “over the top”—offering consumers
a choice of what they want to watch, when and how they
want it.

Adapting a line from an old television 35 percent year-on-year growth.1 It is The Web is also going mobile now,
commercial, “This is not your father’s now the largest catch-up TV site in enabling video watching and social
TV.” Television delivery, and the the world (a place to watch recent networking on the go. Recent
viewing experience, have undergone programming on demand), and may statistics show that 32 percent of
a series of transformations over the soon become the largest film and Americans have accessed the Internet
past half decade or so. The traditional sports video-on-demand site. on their mobile devices, up from
linear content experience (watch 24 percent two years ago.2
In some respects, the Web has
according to the broadcast companies’
spoiled us. Consumers have grown The questions that remain about
schedule) has been enriched and in
accustomed to the friendly and the future of online video, however,
some ways surpassed by the function-
appealing experience of the Internet, are profound: Can the quality of the
ality and services of non-linear, digital
its rich functionality in areas such as viewing experience become strong
platforms (watch what you want,
search and recommendations, and enough that people will want to spend
when and how you want it).
the greater control it affords over the majority of their viewing time
Early forays into Internet TV (IPTV) schedule (content anytime) and to a online? Can anyone figure out the
mostly had limited success in most certain extent over location (content revenue model? Will the ecosystem
markets across the globe. By contrast, anywhere). The Web has also made it players cooperate to make it happen?
online video is booming today, and it’s possible to build and nurture commu-
Stay tuned.
no longer a phenomenon limited to nities—a capability beyond the reach
user-generated content. YouTube, for of the proprietary, closed systems of
example, is currently experiencing traditional broadcast TV.

Bringing TV to Life 1
What is “over-the-top” TV? Internet TV revisited
Over-the-top refers to both linear and non-linear video Haven’t we heard all this before? It was at least five years ago,
offered to the television set through an unmanaged broadband after all, that “Internet Protocol TV,” or IPTV, was touted as the
connection. technology that would change the face of broadcasting.
It didn’t. What happened?

Over-the-top capabilities enable Over-the-top TV is the very embodiment Elite university professors used to tell The lessons about IPTV failures are Without coordinated efforts, as well advertising, personal video recorders,
companies across the communications, of a disruptive technology, and much their students to look to the left and to instructive to companies looking to go as standards and regulatory models, etc. But the customer experience turned
entertainment and retail ecosystems of the fierce jockeying for position one the right because “one of you will not over-the-top with video services today. critical mass could not be attained for out to be substandard. That situation,
to go directly to consumers with their notices in the marketplace today is be here next year.” It’s an apt analogy First, IPTV did not fully build on the advertisers or consumers. The closed combined with a faulty business
content, bypassing traditional network rooted in the need to carve out a to the state of broadcast and commu- potential advantages of the Internet. business model impeded scalability of model, left the promise of IPTV largely
gatekeepers and access providers. profitable place in this new and very nications competition today. How the Instead of leveraging the power of an the service and that, combined with unfulfilled.
unfamiliar television environment. various players across this ecosystem open environment, providers kept to a skyrocketing programming costs,
What’s so different today about
Over-the-top TV—bringing the PC to the respond to the disruption of over-the- closed system. The use of proprietary resulted in a very fragile economic
programming delivered over the
TV, and the TV to the PC—will change top TV in the next couple of years will or “walled garden” technologies and model.
Internet? The technologies have
how consumers access broadcast largely determine their ability to survive devices slowed widespread take-up,
There was promise there, to be sure. changed, businesses and business
entertainment, and how content and in the long term. preventing the very kind of open co-
IPTV was a precursor to some of the models have changed, and perhaps
communications companies provide it. operation and access that people now
hottest capabilities discussed today: most important, consumers have
take for granted on their PCs.
video on demand, catch-up TV, digital changed.

2 Bringing TV to Life Bringing TV to Life 3


The growth of online video
Figure 1. Online video usage

What types of online video have you viewed in the past month?

Consumers are embracing video delivered over an online User-generated video 43%
64%

connection. By the end of 2009, research studies had found National news 39%
56%

that more than 86 percent of Internet users in the U.S., for Movie clips or trailers 32%
42%

example, were watching online videos—about six per day, Local news 32%
44%
TV show clips 30%
with an average length of just over four minutes.3 24%
36%
Full-length TV shows
32%
Sports news/highlights 23%
29%
Full-length movies 17%
24%
Commercials/promos 13%
19%
Adult entertainment 13%
16%
Sports events 12%
14%
Classic TV clips 10%
11% 2007 2008

(Source: Forrester Research, June 8, 2009. How Consumers Get Online Video To The TV)

Across the board, the online video effect, the largest catch-up TV service currently accessing its site through their Figure 2: Expected growth of over-the-top TV revenues
market has continued to grow. In the in the world. As shown in Figure 1, mobile devices as of April 2010.10 The
United States, for example, almost 178 full-length TV shows, news and movies Morgan Stanley report predicts that Annual OTT TV Revenue
million U.S. Internet users watched 33.2 are rapidly becoming the programming video on mobile is likely to surge, as
Billions US $0 $1 $2 $3 $4 $5 $6
billion videos in December, 2009, alone. of choice. well, stimulating dramatic growth in
In other words, 86.5 percent of total mobile data usage.11
In short, the widespread penetration $0.97
U.S. Internet users watched online
of fixed and mobile Web-enabled Together, these trends point to a huge
videos.4 2009 $0.04
platforms is setting the stage for a growth in over-the-top TV. According
Hulu, the online television content rapid uptake of digital video services to market research from the Diffusion
$1.01
aggregator, streamed more than 1 and current broadband trends are Group, over-the-top TV revenues are
billion videos in December 2009, and fueling their growth. Research indicates expected to reach $5.7 billion by 2014.
the average monthly number of videos that worldwide consumer broadband (See Figure 2.)
$3.90
watched per viewer rose from 21.1 in subscribers, both fixed and mobile, will
The time is coming (in fact, is almost
November to 22.9 in December.5 And rise from 585 million in 2009 to more
Hulu is actually only the second biggest than one billion in 2013.8
here) when all consumers can count 2014 $1.78
on having a megabit of bandwidth
online video channel, behind YouTube, $5.69
And expect mobility to accelerate this wherever they are. This will enable
which is attracting content companies
revolution, enabled by the rapid growth services that were inconceivable just
as big as the BBC to its online portal.6
of mobile broadband connections and a few years ago—high-definition video OTT subscription revenues 2014 (US$M)
About 40 percent of all videos watched
massive improvements in device quality. on the move, or video streamed over an
online are now downloaded through 407 490 830
A recent Morgan Stanley report notes unmanaged network, or multiple rooms
YouTube.7
that social networking platforms are in a digital home being served by Europe Asia N. America Others
Once a gathering place only for already gaining an impressive share separate streams. This radically
amateur, user-generated video, online of mobile phone communications.9 reconfigures delivery platforms,
OTT PPV Revenue
video sites now offer topline television Facebook, for example, claims that ecosystem relationships as well as
programming. YouTube has become, in more than 100 million active users are consumer viewing patterns. OTT Subscription Revenue
Total OTT TV Revenue

(Source: The Diffusion Group, Over-the-Top TV Revenue to Top $5.6 Billion by 2014.)

4 Bringing TV to Life Bringing TV to Life 5


Capturing the loyalty of a new generation
of video consumers
The Web has created a new generation of television and video
consumers, with expectations about freedom and flexibility
from which there really is no retreat.

Over-the-top TV: Scope of a comprehensive solution Traditional TV was, as Hitchcock


implied, the same thing to everyone.
experience, and search/recommenda-
tion capabilities now taken for granted
In short, the marketplace for new
content devices and sources is
Services Network Business models Online TV gives consumers what they in the online world and now about to both maturing and fragmenting, as
want, when they want it. Indeed, the come to the TV world, as well. consumers make firm choices beyond
• Live channels • Public Internet • Advertising
video distribution paradigm is no the traditional TV experience, and as
• Video-on-demand • Subscriptions longer one where content is pushed to
Customers now demonstrate loyalty to
alternative modes of consumption
Devices branded, high-quality services but are
(progressive download, • Micropayments consumers; it’s one where consumers become a mainstream part of everyday
• Set-top boxes skeptical about proprietary lock-ins
streaming or download pull what they want, on demand, from life rather than an occasional novelty.
(broadcasting-IP hybrid) that force them to a single channel or
and play) wherever they are and on whatever To capitalize on this shift in consumer
• Connected TVs
platform.
device they may choose. behavior, companies offering new
• Interactive services
• Gaming consoles Linear TV remains the dominant force devices and sources for content
• Seamless broadcast/broadband As they do with a PC, consumers now
in media consumption, but the online, consumption need to capture
• Smartphones, other play an active role in content selection,
consumption “anytime” video experience has consumers’ attention and loyalty.
mobile devices and will prefer services that let them
substantially modified consumer
decide when and where to consume
behaviors.
content. The appealing and flexible
interfaces have changed the viewing

6 Bringing TV to Life Bringing TV to Life 7


Over-the-top TV: Capitalizing on
direct-to-consumer capabilities
Delivering innovative services to improve the
direct-to-consumer relationship

It’s in this context of (1) the inexorable The ability to provide direct-to-con- What is the reason for developing a
move to online video viewing and, (2) sumer relationships is being pursued by direct-to-consumer model? Executives
the growing power and influence of companies today because of increased told us overwhelmingly that the reason
the consumer, that the importance of cross-sector competition. Achieving for this new model of interaction is to
new, over-the-top TV capabilities excellence in engaging and interacting build deeper, more effective long-term
begins to be fully appreciated. with consumers is now seen as a key relationships with their customer base.
to profitable growth by all players in With better engagement of the
Over-the-top services—the delivery
the ecosystem. consumer—and better opportunities to
to the TV set of video content over a
fulfill a consumer’s desires—providers
broadband connection—represents a This fact has been underscored by
can increase loyalty and retention,
new strategic opportunity for key recent Accenture research—our latest
improve share of wallet and grow their
industry players to gain an advantage Global Content Study. For the execu-
average revenue per user (ARPU).
in the ongoing battle for the hearts tives surveyed as part of the research,
and wallets of consumers. Over-the- direct-to-consumer models already The players that will succeed will be
top TV brings capabilities associated far outweigh indirect consumer those capable of providing a seamless,
with a PC to the viewing experience— relationships. Thirty-eight percent of integrated consumer experiences
choice, control and search being companies already have only a direct across both broadband and broadcast.
primary. It puts consumer choice and relationship with their consumers, Let’s look at how that can be
preferences at the center of the while nearly half have both direct and accomplished.
broadcast and communications indirect relationships. In contrast, only
industries’ business model. 16 percent of respondents say their
business has a “pure” indirect
consumer business model.

8 Bringing TV to Life Bringing TV to Life 9


Characteristics of an effective Industry disruptions and competitive
over-the-top TV solution advantages
An effective over-the-top TV solution integrates digital TV Figure 3: The content creation, aggregation and distribution ecosystem
broadcasting with digital video over broadband in a seamless Originally characterized by a strict separation of roles; now emerging into a complex ecosystem
user experience, and delivers integration between broadband
Value Chain Content Creation Aggregation (Networks) Content Distribution
and broadcast digital video on set-top boxes, Internet-enabled Aggregation (OTT Portals)
TVs, smartphones and PCs. These capabilities enable operators Includes music, movies, news, • Content Management Provides the video • Integrated media ingestion
Description
to give their customers more choice and control over their sports, television programs,
“protail” video and made-for-
• Content Aggregation
• Content Scheduling
distribution network:
• Cable / IPTV / Satellite
(OTT / Linear) through CE
• Device interoperability

communications and entertainment experiences.


Web video (user-generated • Content Transcoding • Next-Gen Wireless (4G; LTE) and networking
and professional) • Content Presentation • Radio • 2-way IP communication
• Standards Conversion • Print and targeting

Content Owner
Movement
Aggregator
Trends
Service Provider
CE OTT Solutions

Legend Company Type


Historical Market Position — Target Market Position

An over-the-top TV solution merges Personal TV experience: Each member of From the user’s perspective, having a The competitive environment for TV on any device. Consumers will increas- • Content aggregators and broadcasters
linear channels with video-on-demand, a household can generate a personalized viewing profile means that a person can and video delivery was originally ingly expect personalized content to be will need to focus on maintaining
catch-up TV and utility applications, profile, so the viewing experience they receive content suggestions through an characterized by a strict separation of available through catch-up TV, and audience scale against platform
offering a unified customer experience access and receive is tailored to their innovative content recommendation roles. Today, roles are blurring as the will also expect recommendations to fragmentation. They will need to
and delivering digital TV anytime and interests, habits and preferences. Users engine. This capability can increase video ecosystem grows more complex. (See be made to them based on their build on their core strengths of
anywhere. By integrating the digital can customize their own TV interests, on demand service usage and revenue Figure 3.) Four forces in particular are preferences and viewing behaviors. linear content production/editorial
home with mobile devices, consumers can choose categories specific to their needs, generation from pay-per-view events. influencing the evolution of the value packaging and brand recognition.
have a digital TV and video experience share content with others, and configure Consumers can also receive more Finally, hybrid monetization models will
chain. Overall they will seek to provide new
tailored to their profile and delivered to the home TV as a personal viewing device targeted personal advertising based be another force. We anticipate that
video services to increase consumer
their choice of devices, wherever they with the same configuration used on on their profile and viewing habits. On the supply side, we see broadband both ad-sponsored and pay-per-view
loyalty and stickiness and build a
happen to be located. the Web TV accessed with a PC. Users enabling a global content supply chain. models will co-exist. A recent Accenture
direct-to-consumer relationship to
Interactive advertising: Interactive Content owners now have the opportu- survey found that 60 percent of
can also use a mobile phone or PC to launch a subscription-based business
An over-the-top capability gives opera- capabilities enable consumers to mark nity to directly connect to end-users, executives believe ad-sponsored will be
schedule TV or set-top box content model.
tors the opportunity to deliver innovative items for purchase during an advertise- and content distributors now can offer the prevailing business model, while
programming, recording and purchasing
services that can improve the direct-to- ment and add them to a special wish list, portals directly to the end user. Second, 40 percent hold to a pay-per-view • Players in the device space should
content for broadband video on demand
consumer relationship. These include: which can be accessed through the devices are becoming smarter and approach to monetization. carefully watch the ecosystem, and
and live broadcast events.
personal TV Web portal. This capability Web-enabled. Major TV and mobile try to reinforce relationships and
Broadcast TV with video on demand What will be the overall effect of
Enhanced profiling to support targeted can increase revenues by shortening the device manufacturers are adopting agreements with content distributors.
and interactive applications: Seamless over-the-top TV on different players in
advertising and content recommenda- distance between a consumer’s identified open set-top-box standards, as well It is important that the user experi-
integration between live TV and video on the convergent ecosystem? Here are
tions: Because users are customizing need and its fulfillment. as web-enabled standards for global ence with the mainstream content be
demand. Through the broadband connec- some representative impacts:
their viewing experience and creating a content. Services (widgets) and applica- made optimal on all devices.
tion, users can access any movie or TV Multi-device application store: A
profile of their interests, operators can tions can be accessed on any supporting • Content and rights owners will have
program (including catch-up TV services) leading over-the-top TV solution supports • Companies operating in a distribution
come to understand consumer prefer- device (for example, through Apple’s the ability to provide move archives
just by using their electronic program the most common industry standards network capacity must secure a role
ences more deeply. And that knowledge App Store.) or live sporting events direct to the
guide. Interactive applications offered to for set-top boxes and Internet-enabled as main suppliers of the video services
can command higher advertising consumer, bypassing the traditional
consumers through this platform enhance
revenues, attracting more advertisers
TVs. This standards-based approach Moving to the demand side, a third cloud, buildingAdvertising
a multi-tenant
the customer experience, while also enables the rapid deployment of interac- content aggregators and broadcasters.
who can target messages at a much influencing factor is the growing platform and attracting as many
enabling operators to gather important, tive applications for TVs and set-top consumer demand for TV and video content owners and aggregators as
more granular level.
real-time audience data. boxes, independent of the equipment content delivered anytime, anyplace, possible.
manufacturer.
10 Bringing TV to Life Bringing TV to Life 11

Licence
Guidance for industry players
Preparing for many potential scenarios

How will the competition among these need to establish viable agreements market—by leveraging their existing Broadcast companies different revenue models for each Device manufacturers
players shake out? The question is with owners of local distribution strengths. These include the access device, while still providing a consis-
impossible to answer with perfect networks. They need to invest in network and content delivery network Broadcasters should seek to innovate tently high consumer experience: Apple has led the way in terms of
precision, of course, but here are a brand recognition and consumer (data and communications routing), and reposition themselves by taking a mobile as a remote control extension, a game-changing play that has
few potential scenarios: experience capabilities. customer support and service bold step forward in the value chain, the PC as a recommendation/playlist revolutionized the entire content
provisioning and management. moving closer to the end consumer. personalization tool and the TV itself ecosystem—taking a leadership role
Content-centric scenario Device-centric scenario Leveraging their strong brand name as in controlling the value chain and
as the central consumption device.
Content is king, and customers get Device makers manage to build a Then they should look to extend their content producers and aggregators integrating all elements into a stable
content directly from multiple content closed ecosystem and then content is partnerships with content aggregators. they should transform their traditional Fundamental to this direct-to-con- and easy-to-use solution. With
right owners leveraging search models. optimized for each ecosystem (many Cable operators and telcos could seek, business model by embracing the sumer strategy is the need to establish solutions encompassing the network,
They monetize advertising revenues. “iTunes-like” stores). for example, to be the “cloud provider” broadband revolution without fear of a strong collaboration with all device device, software and content, other
There is a significant role for search to content aggregators. They could cannibalizing their traditional revenue manufacturers (including TV and device manufacturers have an oppor-
Given these and other possible
and discovery functions, and that role offer a multi-tenant video platform to streams in areas such as advertising. set-top boxes) to ensure that their tunity to make similar kinds of plays.
scenarios, what can different types of
could generate a referral or brokering host content aggregators. offers and solutions are available
companies throughout the broadcast This strategy requires leveraging, on One key is to focus on defining and
fee. Content distribution is done across all devices, which can help
and communications ecosystem do Third, these companies should look to top of their traditional linear offers, shaping the ecosystem through a
through agreements with local or to avoid dangerous vertical and
to best prepare themselves for the be the dominant provider to the digital their vast archives and the rights they unique, hard-to-replicate user experi-
global content distribution networks. proprietary plays.
over-the-top future? Here are some home. And, fourth, they should expand hold for premium content, using their ence for over-the-top TV provided by
Aggregator-centric scenario factors and recommendations to their presence in the content domain assets to build a compelling consumer Broadcasters potentially possess a the device. Bundles of content and
Content aggregators (the current consider: by offering a content portal, enabling experience comprised of converging first-mover advantage, but it’s a services then can be linked to the
broadcasters) manage to play a open access to content and application service offerings (with different access relatively small window of opportunity device, increasing the chances for
significant role as the main shop Cable and telecommunications providers. When volumes rise to the rights) such as video on demand, catch before content/rights owners or retention of customers.
visited by the customer, building on companies appropriate level, they can then move up TV and virtual linear channels. device manufacturers decide to fill
the aggregator/broadcaster’s brand into a content aggregator role. the consumer space directly. Opportunities to monetize ongoing
as editor, and seamlessly combining Cable operators and telcos should seek Embracing the broadband world does interactions with consumers via the
linear and non-linear experiences. to “secure and expand.” That is, they not mean offering all content to all device then can improve share of
Aggregators would still compete to should start by securing their home platforms, but rather recognizing the wallet for each user.
acquire content rights, and would base—a leading role in the local

12 Bringing TV to Life Bringing TV to Life 13


Key success factors
Accenture experience highlights several important actions to
achieve marketplace success

Based on Accenture experience


delivering over-the-top TV solutions,
• Think

of platforms as complementary,
not “either-or” choices. Each platform
• Develop the analytics capabilities
necessary to create deep consumer
About Accenture’s Digital Consumer Solutions
and on research that includes our (PC, mobile, etc.) has a role in insights and then act on them. It’s To help today’s communications service standardizes the integration points and content business. Accenture offers a
recent Global Content Study, the supporting the central device, important to move gradually toward providers meet the wider ranging needs between communications and content multi-tenant platform, capable of hosting
following keys to success should be which for now will remain the TV set. direct-to-consumer business models, of connected consumers over multiple companies on the one hand, and multiple content brands. The solution
kept in mind. as well as to more valuable advertis- platforms, both fixed and mobile, programmers on the other, to enable helps our clients drive toward high
• Drive toward solutions that support
ing approaches. Accenture offers an innovative and faster on-boarding of programmers. performance through several compelling
• Focus on premium video as the an engaging user experience—seam-
market-tested suite of solutions for the advantages:
continued dominant application. lessly across broadcast (linear) and • Create the capabilities to manage • Our open gateway for service
connected digital consumer.
Other content types such as user- broadband (non-linear) experiences. customer interactions more effec- development gives operators an open, • Independence from particular set-top
generated content will certainly play This includes very high quality for tively. A number of interoperable • Our over-the-top TV solution integrates modular platform for service creation box technologies, while still supporting
a role in the future of over-the-top content and high definition, an capabilities are especially important, digital TV broadcasting with digital and execution, to be installed on the the primary vendors and standards
TV, but the most important offering effective user interface and a recom- including content supply and video over broadband in a cohesive user access gateway.
• Support for both over-the-top and
will remain premium video. mendation engine that goes beyond delivery chain management, pay- experience, and delivers integration
the traditional capabilities and limits ments, customer insight, advertising Accenture’s digital consumer solutions proprietary IPTV models
between broadband and broadcast
• Planto be a major player, or don’t can help operators deliver a unified
of an electronic program guide (EPG). brokering, customer support and digital video on set-top boxes, Internet- • Integration with broadcast (digital
play at all. There is no room for niche customer experience across devices
content search and discovery. enabled TVs, smartphones and PCs. terrestrial television) technology
players in the video space. Compa- • Provide users with the ability to and platforms—across televisions, PCs,
These capabilities enable operators to
nies need to be big enough to afford decide what to watch, when and mobile devices and more. Ultimately, • A cohesive user experience across
give their customers more choice and
premium content or they will fade where. Anytime delivery is, at this these capabilities can help drive revenue multiple screens (TV, PC, mobile,
control over their communications
away as a viable competitor. time, more relevant than anywhere growth by increasing content usage and tablet, etc.)
and entertainment experiences.
delivery. advertising generated-revenues, and by
• Integration within the digital home
• Accenture’s multi-channel content improving customer loyalty and retention.
access solution provides a standard • Support for customer insight and
Accenture can help players in the content
architecture and operations from content suggestions
ecosystem define and extend their role.
which communications and content
Our platform for over-the-top TV • Support for ad insertion and
companies can efficiently offer
solutions can support different and application stores
subscribers access to content across
evolving roles in the ever-changing video
a wide array of devices. The solution

14 Bringing TV to Life Bringing TV to Life 15


Conclusion

Meeting the needs of today’s


digital consumers
Consumer preferences for how they want to access
and experience different media and communications
content are continuously evolving.

The battle for consumer serve consumers’ changing needs That also has implications for
engagement is now on multiple and preferences, while new pro- revenue models, as the same
fronts—from linear television to viders are jockeying for position kind of targeting that enables
on-demand to online to mobile to become the new providers of companies to track user behaviors
to tablets. choice. Monetization models and online is also coming to a TV set
ways of serving consumers are near you.
Consumers want all content constantly evolving, and that
available on multiple platforms means that different companies’ Many challenges remain, but it’s
and through any channel or roles within the content value clear that all companies in the
device, and service and content chain are in flux. content ecosystem must account
industries are adjusting their for over-the-top TV on their
business models in order to serve Over-the-top TV is bringing business model, and then position
them. Traditional providers are consumer choice, greater levels themselves for optimal growth
working to transform their of engagement and better inter- and high performance in the
operations and platforms to activity to television viewing. years ahead.

16 Bringing TV to Life Bringing TV to Life 17


1 “YouTube users per comScore media 5 Ibid.
metrix (global) unique visitors.” Morgan
Stanley Research, December 15, 2009. 6 Ibid.
The Mobile Internet Report. Available:
http://www.morganstanley.com/
7 Ibid.
institutional/techresearch/pdfs/mobile_
internet_report.pdf
8 “Over 1 Billion Global Broadband
Subscribers by 2013 States New Study.”
2 Ibid.
In-Stat, January 22, 2010.
http://www.tmcnet.com/usub-
3 BizReport, February 08, 2010. comScore mit/2010/01/22/4584880.htm.
reports continued growth in online video
market. Available: http://www.bizreport.
9 Morgan Stanley Research, op cit.
com/2010/02/comscore_reports_
continued_growth_in_online_video_
10 http://www.facebook.com/press/info.
market.html
php?statistics

4 Ibid.
11 Morgan Stanley Research, op cit.

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About the authors businesses and governments. The company
generated net revenues of US$21.58 billion
Angelo Morelli is the global lead for for the fiscal year ended August 31, 2009.
new product development and innovation Its home page is www.accenture.com.
for the Accenture Communications
industry group.

comms_solutions@accenture.com

Francesco Venturini is the global lead


for the Accenture Broadcast and
Entertainment industry group, part
of Accenture's Media & Entertainment
practice.

www.accenture.com/
mediaandentertainment