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Syndicate 11

1.

Indian entertainment and media industry can be categorised as:


Television

2.
3. 4. 5.

Music
Radio Print(Newspapers and magazines) Live entertainment

Online Entertainment has not only grown into a multi-million dollar business but it has become a big part of our everyday lives due to its easy availability and accessibility. Online access not only reduces the capex and opex support.(PC,smartphone,tablets,etc.) but also is a multi device

Media and Entertainment industry is one of the most flourishing sector of India because of big data leveraging.

Effective advertising and social media effect has increased the influence.

In India(in millions)
The Times of India

Top 10 Online Newspapers Worldwide


Ranked by Unique Visitors (000)

In Millions of Dollars
Print Online 1,216 1,541 2,027 2,664 3,166 3,109 2,743 3,042 3,249 3,370 Total 46,155 48,244 49,435 49,275 45,375 37,848 27,564 25,838 23,941 22,314

12,715
HT media ltd- 10,721 India Today group-8,219

Advance Digital Hearst Newspapers Washingtonpost.com Xinhua News Agency Telegraph Media Group People's Daily Online Tribune Newspapers The Guardian The New York Times Brand Mail Online

22,340 24,174 26,007

2003 2004 2005 2006

44,939 46,703 47,408 46,611 42,209 34,740 24,821 22,795 20,692 18,931

Jagran Sites- 7,676

29,987 30,083 33,026 35,862 38,931 48,695 50,067

2007 2008 2009 2010 2011 2012

Source: Newspaper Association of America

Reasons for the Transformation News Entertainment Lifestyle Astrology Photo gallery Technology Sports Matrimonial Daily deals Features being offered Shutterbugs Box TV Weekly Newsletter Videos Shopping Sports Updates Contests Use of tablets and e-redaers for books, magazines and newspapers have doubles in a year. 44% of tablet users read newspapers on a digital device. 27% of the tablet users read magazines content on a digital device. Readership of magazine and newspaper content on smartphones and tablets has doubled over the years. Readership of publisher content on mobile apps has grown by 30%. Most of th population(15+) now own a smartphone or a tablet.

DTH Value Chain


Challenges in DTH industry

Restrictive regulations
An unorganized value chain and In terms of technology, return path is not possible in the case of DTH. This limits the latters scope to provide value-added services and dual play.

IPTV is: A different, improved technology than traditional cable or satellite TV, and Allows for more flexibility within the network. IPTV Enables two-way interactivity, versus a traditional, one-way cable or satellite broadcast network. The twoway IPTV network means viewers have more options to interact, personalize and control their viewing experience. IPTV services have three main features: Video on demand (VOD)- Each user is given the option to choose from a catalog of videos and watch them as many times as required. DVR: IPTV allows users to watch TV shows broadcast in the past using digital video recorder (DVR), which is also known as time shifted programming. There is a live DVR system at the providers end, making DVR more cost effective and efficient. Users can watch replays or start a TV program over from an interactive menu. Live Television: IPTV allows users to watch live transmissions with minimal latency. It provides live television broadcasts either with or without interactivity, without being just like traditional TV broadcasts.

Value Chain of IPTV

Key Drivers of IPTV


Interactivity Value added services Customer-end benefit Fuelling broadband demand

Challenges of IPTV in India


Broadband penetration and n/w

capability Physical Infrastructure QOS (Quality of service) Content Readiness and cost Cost of service for user Regulatory framework Not Enough push from Telcos

Delivery of video content over the internet Provides a non-linear TV experience No control by traditional content distributors Replaced physical DVDs and time-shifted

TV programs
An attractive content library-the success

factor
Smart TV sets aggregate content from a

variety of sources, including OTT video services, such as Netflix or YouTube

Telecom operators and OTT Broadcasting


OTT video and Pay TV- Relatively better growing markets. Use the potential to differentiate through such a service. Remain competitive against convergent players. Upselling content

Cable TV and DTH operators


Secure premium content rights Stand-alone business model, locking-in own subscribers by acquiring multi-screen rights.

Triple-play offerings to provide access to services outside of the home for existing customers.
Push of High Definition propositions and 3D TV- An attractive defense strategy against OTT

players. Broadcasters
Forging a partnership with a player contributing a large subscriber base Broadcasters should consider acquiring combined OTT/ broadcasting rights

Hours of unsatisfied television viewing appetite without cable or satellite pay TV Economic scale to create or acquire enough content to replace incumbent pay

television providers
Variety of content lacking The advertisement revenue model not in place Data caps Consequently, content rights are negotiated on a piece-by-piece, geography-by-

geography, business-model-by-business-model basis.

??What is Google TV and Apple TV??


They are small network appliance designed to play digital content from the iTunes Store, Netflix, Hulu

Plus, YouTube, Flickr, iCloud ??Why??

YouTube generate $5.6 billion (buoyed by $3 billion generated via Google TV)

Apple takes $3m daily from TV and movies: Revenue Share : 70:30 13 m Devices Sold

Apple TV

Google TV: From Logitech

Google TV/ Apple TV

Ecosystem

Money Flow

Google TV/ Apple TV

Drivers Gravity creates Gravity (Different for both apple and Google) Big Data Getting Consumer insights Increas in On Demand Service People want everything ready to use on all devices
Resistance ABC NBC HULU
Support

Old Value Chain

Netflix HBO Amazon You Tube

New Value Chain

B2B business model Uses a unique pay-per-show business model UFO Moviez India Limited is an India based company and the worlds largest satellite networked digital cinema chain The company digitally crunches the film to a smaller size and from its server in Gurgaon(Haryana) it is uplinked on internet and transmitted to cinema theatres via satellite UFO thereby acts as an intermediary between the distributor and the theatre owner Benefits: Producer: Nominal one time investment for Digital Prints, first day first show release nation wide, avoid piracy Distributor: No logistic expenses or delays Exhibitor: No investment for Digital Prints and DCS equipment (less Capex), No hassles such as bad quality prints, delivery dates, etc

UFO working model: 192 bit encrypted digital movie 192 bit encrypted digital movie

Central server at UFO office

By using the license key provided, the theatre owner can decrypt the movie

DCS at the Multiplex

UFO security solutions (Watermarking): UFO follows the concept of Invisible Watermarking. Using this technology security feature, it is possible to trace, from a pirated CD or DVD, the name and location of the theatre where the film was illegally copied, along with other co-ordinates like time, date, etc., thus helping to crack down on Piracy.

UFO Ticketing platform:


UFO launched a settlement platform called IMPACT to bring transparency, efficiency and accountability in this process. IMPACT exchange operates in real time and is connected to the back-end via satellite. IMPACT exchange mediates the transaction between the exhibition centers on one hand, and the government and the distributors on the other hand. Revenue Flow Model:
Exhibitor Rs.100 to 150 per movie & advertisement rights

Distributor
Rs.360 per show in 1st week, 200 in 2nd week and no fee after that

UFO

While profits for distributors-exhibitors are boosted by this revenue model, box-office collections improve due to date-and-day release of a film in maximum number of centers.

With better technology and increasing internet speed, the demand for media content on the go is increasing day by day.
Hence need of the hour for the telecom operators is to collaborate with the media companies in order to access their content seamlessly. Collaboration can lead to business models of three types:
1. 2.

Partnership or Tie up Buy Out

3.

Stand Alone

Under the deal, Reliance has put up the money (Rs 4000cr) to allow the controlling shareholders of the TV18 group to subscribe to rights issues in the two firms, Network18 Media and Investments and TV18 Broadcast Ltd. Result of the Deal
Reliance will get preferential access to content from TV18, which runs television channels and

websites including CNN-IBN, CNBC-TV18 and Colors


Reliance have a major stake in a cross-media enterprise, spanning digital divides to encompass

print publications, news and entertainment broadcasting, consumer Internet, film production and ecommerce.
The combination of India's leading TV content provider, with 25 channels, bringing a high quality

live TV' experience to broadband customers

Telecom Italia - Acquired Telecom Italia Media (or TI Media) to move into context space - It fouces on television production and broadcasting, Advertizing and other multimedia activities

3 Italia - Launched first fill fledged mobile television channel LA3 devoted to broadcast live sports, news and entertainment
- In just over two years from launch , over 10% of 3 Italia's subscriber base signed up for service and part of success can be attributed

NETFLIX VALUE CHAIN

Content Owner Paramount Pictures MGM Lions Gate Entertainment Time Warner Universal Pictures Sony Pictures 20th Century Fox, Disney and other distributors.

Content Aggregator

Distribution Systems DirecTV Comcast Time Warner Cable Inc. Dish Network Corp.

Consumer Devices Video game consoles Set-top boxes Blu-ray Disc players Televisions Handheld devices

Netflix

A new flavour of YouTube itself--an initiative that search giant has put in place to try to capture their

share of the television ad market, estimated to be $50 billion a year for broadcast, and $25 billion in cable in the U.S. alone.
Broadcast of IPL on a dedicated YouTube Channel in tie up with Times Internet Broadcast of video-highlight clips of major sports events of ESPN in tie up with Walt Disney Tie up with movie production houses for the official release of the movie trailer YouTube has opened discussions with the National Football League to buy the rights to the

"Sunday Ticket" subscription TV service