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Transcript of Accenture - 5° Estudio Global de Alto Rendimiento en la Industria de Medios y Entretenimiento
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Accentures Global Media and Entertainment High Performance Study 2011
Reshaping the business for
sustainable digital growthWhy a new operating model is needed for high performancein tomorrows digital Media and Entertainment industry
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All rights reserved Accenture 2011 1
Executive summary
Reshaping the business for sustainable digital growth Fueled by rapidly rising consumption and reboundingcapital markets, the past year has seen Media andEntertainment companies worldwide accelerate theirchange programs across several dimensions, inresponse to the pervasive impact of digital disruption.At the same time, they have gained renewedconfidence as their focus shifts from survival tocompetition and growth.
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All rights reserved Accenture 2011 3
Adapting to the new normal
As companies press ahead with their
digital transformation initiatives, there
are strong signs that a fully-fledged
new normal is now emerging. It is a
world where the formerly distinct roles
of content, services and applications in
the overall consumer experience are
increasingly indivisible. A world driven
by new devices and mass technology.
These dynamics are increasingly
apparent across all segments. But,
given the sharp variations between
different geographies and industry
sectors, it is clear that the overall
industry migration to the new world
will take some time. Classic media
will live on while the world of broad-
band media fully establishes itself.
For companies, this is not simply a
one-off transition from analog to
digital; its a new business model.
The move to delivering personalized
digital services to each consumer
does not mean M&E will stop being a
mass-driven industry. The change in
focus from the mass-market audience
to the audience of one actually
involves a shift from mass media to
mass technologywith the source of
companies economies of scale moving
to technology platforms, as a way to
manage the costs and impacts of frag-
mentation and operational complexity.
Harnessing the 3Ds
On their transformational journeys,
M&E companies need to cross the
frontier from early-stage industry
responses to more sustainable and
profitable business operations in
the new digital ecosystem. To take
this step, companies must consider
harnessing three fundamental drivers
that we have termed the 3Ds: the
Digital Consumer, Digital Monetization,
and Digital Supply Chain.
Todays consumers expect to choose
and consume the content they want,
in the way they want, wherever and
whenever they want. This means that
each individual is no longer an
aggregation of a separate reader,
viewer and listener, but a single entity
choosing and consuming content
experiences across multiple platforms.
This individuals behaviors add up to
the DNA of the digital consumer.
The second DDigital Monetiza-
tionremains a major challenge,
and an area of uncertainty for many
players. What is clear is that M&E
companies will run a diverse portfolioof revenue models, thereby capturing
multiple revenue streams, but also
obliging themselves to face further
operational complexity.
Maximizing returns
The third DDigital Supply Chain
underpins and empowers the other
two, thus enabling the M&E company
to achieve its ultimate imperative:
maximizing the return on investment
in content and operations. By support-
ing and enabling multiplatform
However, M&E companies know their industry remainsn a state of flux that will continue for the foreseeablefuture. To keep pace amid this ongoing andsweeping change, while also building sustainable andprofitable businesses for the future, companies needunprecedented operational agility. Yet many are stilless than halfway along their transformation journey.
Those that fail to reach the ultimate destination ofsustainable profitability are likely to face extinction.But for those that win this race, the prize is biggerthan ever before.
Accentures Global Media and Entertainment High Performance Study 2011
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istribution, the supply chain opens up
ew areas of growth, at a time when
onsumers are increasingly prepared to
ay for content experiences, and when
nline advertising represents a huge
lobal opportunity.
owever, the complexities are equally
nprecedented. Multiplatform opera-
on is no longer an option, but an
mperative: mobile is seen as having
he biggest growth potential by the
ndustry as a whole, TV is second,nd tablets are lagging a little way
ehindbut are already leading the
way in publishing. Companies must
nd an economically viable trade-off
etween multiplatform services and
nteroperability across devices, while
multaneously customizing content
or every platform and consumer
xperience. This is a tough call.
The collaboration imperative
A function of the increased complexity
s that as each multiplatform content
roviders supply chain can no longer
operate in isolation, high performers
are rapidly evolving their traditional
positioningand new collaborative
ecosystems will continue to emerge,
driven by the need to achieve
economies of scale, leverage skills
and compete against new players.
As companies adapt and reshape for
the new reality, implementing a series
of point solutions aimed at specific
operational issues will not be enough
to deliver sustainable high perfor-mance. What is required is an holistic
approach supported by mastery over
the effective execution of strategy.
The route to sustainablehigh performance:the 3D Operating Model
Accenture has developed a solution
that will help enable the M&E
company of the future to achieve
sustained success in the digital
new normal. The Accenture High
Performance 3D Operating Model
rethinks the traditional vertical
orientation around channels, and shifts
the polarities to a horizontal focus on
key capabilities in the digital value
chain. This means that each horizontal
layer becomes a competitive asset and
a potential focus for differentiation,
innovation and collaboration.
In our view, this model unleashes
the full commercial potential of a
companys content assets, while also
providing improved governance overits value drivers, and supporting the
innovation, operational excellence and
organizational agility needed to adapt
quickly to changes in the competitive
landscape. Andtaking account of the
continuing resilience of non-digital
contentit also provides a pragmatic
structure for maximizing digital
revenues while leveraging classic
media even more effectively.
We believe that this model will
characterize the industrys future
high performers. Please read on to
find out why.
For the fifth successive year, the
Accenture Global Media and Entertain-
ment High Performance Study has
researched the views of 130 leaders
and decision-makers in the Media and
Entertainment industry worldwide,
spanning broadcasting, publishing,
filmed entertainment, portals,
interactive gaming and music.
The industry breakdown of the
respondents is shown below.
As with previous studies, we haverefined and expanded the research
program in the light of knowledge
built up in previous years, with a
view to deepening the insights gained
across all segments of the industry.
The qualitative study on which this
report is based includes interviews
with 130 C-Level executivesincreased
from 102 in the previous year in
order to improve our coverage of
all segments, particularly portals and
publishers.
The respondents are all executive
leaders in six M&E industry sectors.
They are based in 18 countries, with 42
(or 32.3%) of the interviewees located
in Asia Pacific, 50 (38.5%) in theAmericas, and 38 (29.2%) in Europe/
Middle East.
Research methodologyand sample
All rights reserved Accenture 2011 5
Key areas of focus in this years inter-
view program included companies
approach to the three key industry
drivers of the digital consumer, digital
monetization models, and digital supply
chaintogether with the impacts of
these factors on digital operating
models. This report presents some of
the key findings from our 2011
study, and goes on to draw out the
principal implications for Media and
Entertainment companies seeking to
achieve high performance in anincreasingly digital environment.
For further information about this
report, please register at
www.accenture.com/MandE_High_
Performance_Study_2011
North America 40
South America 10
Europe 38
APAC 42
Figure 2: Accenture's Global Media and Entertainment High Performance Study 2011 respondents by industry.
Figure 1: Accenture's Global Media and Entertainment High Performance Study 2011 respondents by country
Publishing Broadcasting
Entertainment
Music, Gaming, Film
Portals
Portals, Social Networking,
Internet Companies,
Advertising
18%22%30%30%
Accentures Global Media and Entertainment High Performance Study 2011
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Figure 3: Do you see more challenges or more opportunities for your business in the next 12 to 24 months?
1 Morgan Stanley: Ten Questions Internet Execs Should Ask & Answer November 16, 2010 Web 2.0 Summit, San Francisco, CA2 IDC, Worldwide and U.S. Consumer 2011 Top 10 Predictions, January 2011, IDC #2267343 http://www.digitalbuzzblog.com/facebook-statistics-stats-facts-2011/4 Cisco Visual Networking Index (VNI) Global Mobile Data Traffic Forecast Update 20115 Morgan Stanley: Ten Questions Internet Execs Should Ask & Answer November 16, 2010 Web 2.0 Summit, San Francisco, CA
Pervasive digital disruptionand growing market opportunity
No area of the industry has been
immune from the digital transforma-
tion driven by these new consumer
behaviors. This change encompasses
every aspect of the industry value
chaincontent technologies, delivery
channels, access devices, revenue
models, marketing techniques, adver-
tising paradigms, rights acquisitions
and management, cross-sector
competition, market fragmentation,
talent and skills.
n recent years, all segments of Media andEntertainment have experienced accelerating changeacross several dimensions, all rooted in the pervasivempact of digital disruption. This change has seen
consumers migrate rapidly to new modes of digitally-enabled, multichannel consumption behaviors.
The result is a world in which 35 hours of contents added to YouTube every minute,1 nearly half oftelevisions shipped with screens of 40 inches or largerhave integrated networking,2 and Facebook is usedby 1 in every 13 people on earth.3 Video is thefastest growing mobile application; by 2015 videos predicted to account for two thirds of all global
mobile data traffic.4
Insatiable consumption ofcontent
Media and Entertainment companies
have embraced this multidimensional
change, racing to redesign their
strategies for the digital ecosystem
and deliver the content experiences
that consumers want and will pay for.
These strategies are fueled by rapidly-
expanding global consumption for
media and entertainment content in its
many forms. While the growth curves
and dynamics vary by segment and
geography, this market is not going
to go away any time soon. In our
research, this insatiable consumer
consumption of content is reflected in
confidence voiced by respondents that
they foresee more opportunities than
challenges in the next 12 to 24 months
(see Figure 3).
The positive impact of rising demand
is increased still further by continuing
growth in the traditional drivers
of global spending on media and
entertainmentGDP, population and
disposable wealth. These forces are
seeing content consumption grow as
never before in an expanding array
of markets, and the momentum is
building all the time. The capital
markets appreciate this potential:
in 2004, the top 15 publicly traded
internet companies were worth acollective US$262 billion; in 2011
the figure was US$667 billion.5
Accentures Global Media and Entertainment High Performance Study 2011 All rights reserved Accenture 2011 7
Far more
challengesthan
opportunities
More challenges
26%
More opportunities
48%
Far more
opportunities
than
challenges
More challenges
than opportunities
More opportunities
than challengesAbout the same
4% 22% 40% 8%26%
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Will be relatively stable
for the next 1224
monthsContinue to change significantly for the forseeable future
85% 15%
Publishing 97%Entertainment 93%Portals 87% Broadcasting 64%
Accentures Global Media and Entertainment High Performance Study 2011 All rights reserved Accenture 2011 9
mbracing changeamidncreasing confidence
onsumers continuing voracious
ppetite for content experiences
as seen Media and Entertainment
ompanies reach a level of confidence
igher than in several yearscertainly
nce before the global economic and
nancial crisis.
howing courage and determination,
ompanies have worked hard and
ept investing even in the downturn,ressing ahead with their customer-
entric initiatives, while also improving
heir ability to operate more commer-
al models concurrently and manage
more complex and sophisticated
upply chain.
Global economic recovery and the
revival in advertising have sustained
the industrys momentum, and the
future looks significantly brighter than
it did two years ago, encouraging com-
panies to invest in digital capabilities.
As our research shows, 84% of respon-
dent companies increased their levels
of investment in the digital supply
chain in 2010with almost a third
(31%) increasing it by more than 25%.
As a result of this committed invest-
ment, companies across the industry
have taken some significant steps on
their digital transformation journey,
and believe they are now well-posi-
tioned to competealthough they
accept there is much more change
to come. As Figure 4 shows, 73% of
respondents in our research study think
their operating models are primed for
success to a large or very large
extent. The minority who are less
confident are dominated by publishers
and broadcasters.
These findings suggest that the indus-
try as a whole is no longer afraid of
the digital future, and that the game
is moving from survival to competition
and growth. Last year, cross-sector
competition was regarded as the top
challenge facing companies in the
coming 12 to 24 months; this year, it is
identifying the monetization models
needed to harness new revenues.
Again, this suggests the mood is shift-
ing from caution to optimism, as the
industrys growth potential becomes
visible again, and appears higher than
ever before.
[The key will be] strong content backed by a verystrong customer insight.Head of Digital Marketing, music company, India
gure 4: To what extent do you believe your operating model is primed to enable your business to compete successfully? Figure 6: Given your view of future industry change, do you believe that your business will continue to change significantly?
Much more change to come
At the same time, Media and
Entertainment companies fully
recognize that their industry is a
long way from reaching a stabilized
situation. As Figure 5 shows, four out
of five believe that the industry is
still in a state of flux, with significant
further redistribution of revenues yet
to take place across the value chain
over the next two years.
Companies also know from experiencethat the pace of change creates major
pitfalls, which have impacted successful
global leaders and newer digital
entrants alike. As reported in the global
news media, UK broadcaster ITV sold
Friends Reunited in 2009 for 25m,
having agreed to pay a total of 175m
for it four years earlier.6 And in
February 2011, News Corp revealed a
US$275 million write-down on its
MySpace acquisition and the related
Web businesses.
Given the continuing pace of change,
companies know they must balance
their growing confidence in their digital
capabilities with rigorous management
of ongoing change and the resulting
risks. The vast majorityincluding over
90% in publishing and entertainment
expect that significant change willcontinue for the foreseeable future,
meaning they will have to continue
changing and adapting (see Figure 6).
Reshaping for the newenvironment
So Media and Entertainment companies
are on an ongoing journey as the digital
ecosystem expands. To reach their des-
tination, they will need unprecedented
operational agility that enables rapid
ongoing reshaping of their business in
response to continuing change, the
sheer pace of which means an approach
of wait and see is not an option.
Instead, with much of the current
digital industry built on wooden
foundations rather than rock, companies
move now to identify and build a new
basis for sustainable success in the
future.
6 http://news.bbc.co.uk/1/hi/8186840.stm
o not
ow
To a very large extent
To a very
limited
extent
To a limited
extent To a large extent
3%
ortals 17% Entertainment 21% Broadcasting 26% Publishing 33%
22% 55% 18%
It will be stable
in 1224 months
with some revenue
redistribution
across value chain
It is already
fairly stable
It will be stable
in 1224 months
with current
business models
It is still changing rapidly with significant revenue redistribution across value chain
80% 14% 4% 2
Figure 5: Do you believe the Media and Entertainment Industry is becoming more stable or is continuing to change?
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All rights reserved Accenture 2011 11
Execution of digital strategiesdemands a new operating modelTo adapt to the new environment, companies acrossall Media and Entertainment segments have identifiedand launched new strategic programs and ramped uptheir investment in digital initiatives and digitally-enabled services and capabilities.
Some incumbents have implemented
highly successful strategies in the
digital space. High-profile examples
include Disney, whose CEO Bob Iger
was quoted in October 2010 as saying:
I have tried to keep two obvious
philosophiesFirst, that our current
business not get in the way of adopt-
ing new technologies. And, second,
that our business belongs on these
new platforms.7 At the same time,
other players have come in as new
digital entrants with successful strate-gieswitness Netflixs drive to make its
movie streaming service available on
as wide an array of set-top boxes and
handheld devices as possible.
Only halfway along the journey
However, as we have already highlight-
ed, our research shows that companies
know the industry is still a long way
from reaching a stable state. Digitally-
driven changeand the need for
companies to adapt to itwill continue
for the foreseeable future. In this
context, most companies know they are
still less than halfway along their jour-
ney to a digitally integrated file-based
enterprise. As Figure 7 shows, only 43%
believe they are already over 50% of the
way to full digitization, while 32% are
less than a quarter of the way there.
That said, some companies have already
built end-to-end digital supply chains,
as illustrated in the accompanying
information panel about Warner Bros.
Such pioneers aside, most companies
face a need to execute the rest of this
journey while continuing to respond
to ongoing profound change in the
Figure 7: How far along are you in terms of the migration from an analog, offline company, to an integrated file-based digital enterprise(e.g. from production to distribution to access management)?
Figure 8: What is the top challenge(s) that your company faces, or expects to face, in the next 12 to 24 months?
7 http://kara.allthingsd.com/20101009/when-you-wish-upon-two-web-stars-ceo-bob-iger-talks-about-the-next-digital-direction-for-disney-2/
0 Accentures Global Media and Entertainment High Performance Study 2011
Not
started
Analog, offline company Digitization Process Integrated, file-based digital enterprise
70%
4% 12% 16% 25% 22% 21%
Identifying new
monetization models
39%
Speed and ability to
transform your digital
operating model
23%
Providing a better
digital consumer
experience
22%
Competition from
new players
20%
Cross-sector
competition
15%
Declining
demand
7%
Other
8%
Warner Bros.:digital end-to-end
A good example of digitalsupply chains in action isAccentures collaborationwith Warner Bros. to helptransform its core mediaproduction and distributioncapabilities into a single,
totally integrated digitaloperation. This project madeWarner Bros. one of thefirst studios in the world tomove its entire film andtelevision production, post-production and distributionto an entirely digital end-to-end-process.
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nvironment, and in the face of a
umber of severe challenges that have
et to be addressed. As Figure 8 shows,
he most pressing of these challenges
n the next 12 to 24 months are
dentifying new monetization models
nd generating the speed and ability
o transform their operating models to
apitalize on future opportunities.
here is as yet no clear or agreed view
f precisely what these opportunities
will look like or how they will best be
everaged. What is clear is that the
ndustrys world changed dramatically
s a result of digitization, accelerating
he rate of change during the down-
urn, with several factors underpinning
sing demand into the future.
The new normal is comingbut will not arrive overnight
Signs of this new world emerging
are all around us. Broadband and
interconnected devices are spreading
exponentially, with global media tablet
shipments alone expected to exceed
44.6 million in 2011, a leap of over
160% from 2010's 16.9 million.8 And
an Accenture survey9 published in
January 2011 projected that consumer
purchase rates for personal computers
and mobile phones (excluding smart-
phones) will decline by 39 percent and
56 percent respectively in 2011 com-
pared with 2010, as consumers switch
their spending to newer alternatives
offering a better content experience.
These alternative devices include not
just tablets but also 3D TVs (sales of
which are expected to rise by 500% in
2011), eBook readers (up 133%) and
2 Accentures Global Media and Entertainment High Performance Study 2011 All rights reserved Accenture 2011 13
smartphones (increasingly saturated,
but still up 26%). At the same time,
the advent of the multipolar world
where spending power and talent are
distributed more evenly around the
worldis seeing a billion new and
more mobile consumers hungrily
accessing content via ever more devices.
These advances are early signs that a
fully-established new normal is now
emerging: a world driven by new
devices and mass technology, where
the agility to adapt to constant change
while delivering personalized content
experiences will be a prerequisite for
sustained high performance in any
segment of Media and Entertainment.
Personalization of the consumer
experience for millions of individuals
requires companies to become more
agile and efficient in serving the new,
mobile, digital consumer and his or
Figure 9: What is your companys share of digital revenue today, and what proportion of your revenue do you expect to achieve from digitalincome two years from now?
The] most important competitive edge for us mustbe the creativity of our products. Gathering customerntelligence as much as possible is another key tohelp define a better strategy.
eneral Manager, Product Operations Centre, gaming company, China
her social network. This intensifies the
need for a new digital operating model
based on an end-to-end digital value
chain, to enable completely new busi-
ness and monetization models with the
required level of integration between
content, applications, services, devices,
and connecting channels.
However, while the dynamics of this
new world are increasingly apparent,
and while there is no doubt the
momentum behind digitization is
both unstoppable and growing, the
industrys complete migration to this
new world will take time. As Figure 9
shows, only 22% of companies say
that they currently get more than a
quarter of their revenues from digital
sources. Even in two years time, less
than half expect to be in this position.
Not a transitionbut a newbusiness model
The implications are clear. As digital
revenues gain momentum over a
period of several years, they will
account for a progressively rising
proportion of companies revenues. But
in the meantime, classic media will
live on, while the new normalthe
reality of ubiquitous, always-connected
broadband mediaestablishes itself.
This means that what companies arefacing is not simply a transition from
analog to digital, but an imperative
for a new business model.
Until recently, the industrys concerns
over the difficulty of monetizing digital
content were often summed up as
switching analog dollars for digital
pennies, a phrase originally coined
and later updatedby NBC CEO Jeff
Zucker. Given the fact that classic
and broadband media will co-exist
70%
47% 31% 11% 8%3%
22%
70%
17% 36% 28% 6% 13%
47%
IDC, Worldwide and U.S. Consumer 2011 Top 10 Predictions, January 2011, IDC #226734
Accentures Consumer Electronics Products and Services Usage Report 2011, available at https://microsite.accenture.
com/landing_pages/EHT/Documents/Accenture_GlobalConsumerTech_2011.pdf
for the foreseeable future, it is now
increasingly clear that this concern
is a distraction. So companies need
to press ahead with an operating
model equipped to serve both classic
media consumption and personalized
broadband consumption at high levels
of efficiency.
This model will require new ways to
achieve economies of scale, as media
increasingly equates to technology,
and mass media comes to equal
mass technology. The move to
personalized services does not mean
Media and Entertainment will stop
being a mass-driven industry. Instead,
the reorientation around the audience
of one actually involves a shift from
mass media to mass technology,
with the source of economies of scale
moving to technology platforms
rapidly adopting new themes such as
mobility, cloud or analytics to manage
the costs and impacts of fragmentation
and increased operational complexity.
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4 Accentures Global Media and Entertainment High Performance Study 2011
owards a high performanceigital operating model
o do this, the high performance Media
nd Entertainment business of the
uture will remove embedded barriers,
nabling it to do more with less, and
o redefine itself as a leaner, more
gile and more innovative organiza-
on, ready and equipped to exploit
gital opportunities in an integrated
ay across channels. To build such an
perating model, companies need to
hallenge the basis for the existing
hannel-focused silos within their
usiness. Legacy structures based
round separate content delivery
hannels can hinder key capabilities
or the digital world such as digital
ustomer centricity, cross-channel
ontent monetization, and integrated
ghts acquisition and management.
Companies are already under pressure
to define clearly how they will trans-
form themselves to harness digital
opportunities. The capital markets are
reducing the future growth premium
allocated to those Media and
Entertainment companies that are
failing to set out a compelling vision
for their own digital transformation.
Successful execution of digital strate-
gies in Media and Entertainment
and winning over skeptical investors
to believe in those strategiesrequirescompanies to adopt a new and
different performance anatomy.
Not piecemealbut holistic
Some Media and Entertainment com-
panies are trying to implement their
digital strategies though a series of
point solutions aimed at specific
operational issuessuch as repurposing
selected pieces of print content for
Internet and mobile formats. It is
increasingly clear that this type of
piecemeal approach will not deliver
sustainable high performance in the
long term. Confidence in the viability
of the current operating model does
nothing to ensure its sustainability.
Instead, what is required is a combina-
tion of an holistic approach to set the
context for all actions, with mastery
over effective execution of overallstrategy to sustain momentum and
competitive advantage over time.
So, what factors will shape the design
of the new, sustainable high perfor-
mance operating model? We will now
examine the drivers behind the model
and go on to show what it will
look like.
All rights reserved Accenture 2011 15
Constant innovation and digital distribution will bemost essential.xecutive Director News, broadcasting company, Malaysia
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The drivers behind a newhigh performance Media andEntertainment operating model
To cross the frontier from early-stage industry responsesto more sustainable and profitable business operationsn the digital ecosystem, M&E companies need to
consider creating an operating model specificallydesigned and oriented to achieve two things. First, itmust maximize the key broadband media revenuedrivers in the digital era efficiently and effectively.Simultaneously, it must also support traditionalclassic media for as long as necessary.
All rights reserved Accenture 2011 176 Accentures Global Media and Entertainment High Performance Study 2011
As Figure 10 illustrates, we believe that
these imperatives can only be achieved
by an agile enterprise that successfully
harnesses three drivers, which we
have termed the 3Ds: the Digital
Consumer; Digital Monetization;
andunderpinning them both
the Digital Supply Chain.
Figure 10: The agile enterprise and 3D drivers
1The Digital Consumer
Transformational change in consumers
behavior and expectations around con-
tent consumption have been gathering
pace for several years. Consumers expect
to choose and consume the content they
want in the way they want, wherever
and whenever they want. As a result,
each individual is no longer an aggrega-
tion of a separate reader, viewer and
listener, but a single entity choosing and
consuming content experiences across
multiple platforms.
In expressing this individuality through
their behavior, digital consumers exhibit
a number of shared characteristics
which together add up to the DNA
of the digital customer. These include
amplified social engagement and inter-
activity, multichannel and multiplatform
usage (including rising mobility), and
demand for real-time interaction and
information.
Consumers are also super-global
and hyper-local in their content
consumption habitsboth hungry for
world news and global applications,
and also strongly focused on their local
environment. Yet, despite these shared
characteristics, every digital consumer
remains a unique individual with unique
DNA, creating a far more diverse and
varied consumer landscape than in
the past.
An early stage of thecustomer-centric journey
The companies interviewed in our study
are fully aware of the need to deliver
the new personalized digital experienc-
es that consumers wantbut most are
some way from building the integrated
view of the digital customer needed to
execute this objective. Over half of our
respondents (52%) say the transition
from mass audiences to individual
Digital Consumer
Agile Enterprise
Digital Supply Chain
Digital Monetization
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8 Accentures Global Media and Entertainment High Performance Study 2011 All rights reserved Accenture 2011 19
ustomers remains a challenge for
heir businesses. And, as Figure 11
hows, only 9% of executives feel their
ompany has a fully integrated view of
heir digital customerwith the vast
majority believing there is room for
mprovement in the integration and
onsistency of the view of digital
ustomers across the business.
Asked to name the most complex
ssues their business faces in managing
o shift from mass audiences to
ndividual consumers, executives cite
wide range of concerns. Culture and
kills are seen as the most difficult
ssue (cited by 22%), closely followed
y operational (21%), technical (21%),
ommercial (18%) and organizational
16%) barriers. The fact that so many
ssues are perceived as presenting
elatively equal challenges underlines
he need for a new operating model
o tackle all of them holistically.
Seeking immersive experiences
These findings indicate a pressing
need to improve customer centricity
and understanding to keep up with
changing consumption behaviors. In
particular, the combination of social
networking and mobilityenabled by
better broadband connectivity and
lower cost/higher performance
devicesis fundamentally transforming
the landscape of the consumer experi-
ence. Crucially, consumers no longer
see communications technology as a
tool for one-to-one transactional
conversations with a specific purpose.
Instead they want to immerse them-
selves in an ecosystem of content,
applications and services with a myriad
of usesincluding networking, making
friends, gaming, buying goods, and
accessing information and home
entertainment such as video and
music.
For the first time, the digitally-enabled
Media and Entertainment industry
has the capabilities and technologies
required to fulfill these needs, support-
ed by consumers own readiness to
buy the devices that make it possible.
Global smartphone shipments are
expected to overtake desktop and
notebook PCs combined in 2012.10 And
between 2000 and 2008, the average
consumer increased his or her spending
on electronics devices by 7 percent a
yearwhile companies reduced theirIT hardware spending per employee
by 3 percent.11This increase reflects
consumers ongoing appetite for new
consumption experiences, as illustrated
by surging take-up of tablets, eBook
readers and smartphones worldwide.
2Digital Monetization
Asked to identify their most important
sources of revenue growth in the next
12 to 24 months, our respondents
point to new platforms or distribution
channels, followed by new products
and services (see Figure 12). These
sources will form the core focus of
the new sustainable operating models
digital monetization strategy.
However, while this focus may be com-
mon across companies, it is important
to stress that there is no single right
answer to business and monetization
models. As Figure 13 shows, M&E
companies in the future will operate a
combination of several monetization
models and revenue streamsa port-
folio of revenue models. These will
often include the classic ones, but
the new models will need to be more
than just a re-platforming of existing
models. This diverse blend of concur-rent revenue streams will add further
complexity to their operations, by
cutting across the traditional focus on
channels.
igure 11: To what extent do you believe your company has an integrated view of your digital customer?
[Its about] innovative customer relationshipmanagement. We need to invent something new forour customers, in order to be ahead of the competition.Chairman, film company, Germany
Figure 12: In terms of opportunities, what is the most important source of revenue growth for your company in the next 12 to 24 months?
Figure 13: Which of the following are the most prevalent business models for your business today, and which will be the emerging ones inthe next two years? (Ranked and top 3 selected)
Maximizing returns oncontent investment
The ultimate imperative is to maximize
the return on investment in content
and operationsa need made all the
more urgent by the high and often
rising costs of content creation and
acquisition. Key attributes for achieving
this include a strong, focused and
integrated capability in content rights
management, and the ability to target
and repurpose this content in differing
ways and contexts to deliver a compel-
ling experience across platforms. The
complexity is further increased by the
evolution of the concept of content
itself to encompass a combination of
applications, services and content.
Increasing Integrated View
sufficient
r our
eeds Fragmented
Consistent but
by business
unit only
Somewhat
integrated
Fully
integrated
8% 31% 14% 38% 9%
New Platforms or
Distribution Channels
65%
1st Choice 2nd Choice
New Products
and Services
42%
New Monetization
Models
34%
New
Content
27%
New
Geographies
21%
New
Consumer
Segments
8%
Other
5%
49% 17%16% 25% 25%9% 10% 17% 7% 14% 4 4 5%
46%42%
Ad Supported Subscription On Demand Merchandising/Physical Sales
Licensing Freemium Affili ate Other Brokerage
16%
21%
15% 14%
7% 6% 6%5% 5%4% 4%3% 2% 2% 1% 1%Today
Next2
Years
0 Morgan Stanley: Ten Questions Internet Execs Should Ask & Answer November 16, 2010 Web 2.0 Summit,
San Francisco, CA1 Accenture Institute for High Performance: Can Enterprise IT Survive the Meteor of Consumer Technology? By Robin
Murdoch, Jeanne G. Harris and Glenn Devore, September 2010. Drawn from: Employment Status of the Civilian Non-
Institutional Population, 1940 to date, 2009 edition, Bureau of Labor Statistics, US Department of Labor; Historical
Sales Data Details, Consumer Electronics Association, 2010; and Worldwide IT Spending Historical Databook, IDC, 2010.
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Approachraditional Digital Multimedia
on e a nd not pl an ni ng to la un ch in next 12 mon th s 2 05 0% di gi ta l/ mu lt imedi awith no plans to increasein next 12 months
None but planning to launch in next 12 months
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All rights reserved Accenture 2011 232 Accentures Global Media and Entertainment High Performance Study 2011
by managing additionalmultiplatform complexity
As the dynamics of the multiplatform
environment continue to evolve, the
ability to deliver content experience to
consumers across multiple platforms
remains key. This brings additional
complexities for the content supply
chain, which is critical for creating the
end-to-end visibility on revenue and
costs needed to gauge profitability.
This visibility is needed across all
platforms, and throughout all stages
of the supply chain, including creating
content, buying rights, and reformat-
ting it for different platforms.
When we asked our respondents to
name the most important supply chain
capability for success in a multiplat-
form environment, interoperability
across platforms and devices came top,
narrowly ahead of customized content
for each platform in second place.
Achieving these two conflicting
objectives in a profitable and sustain-
able way demands a trade-off that
further increases the complexity of
multiplatform delivery models. It
also demands multiple new skill sets,boosting the need for collaboration
and lending greater urgency to the
search for economies of scale.
As the momentum behind collaboration
rows, new alliances are now emerging
lmost every week: recent initiatives
nclude the "broad strategic partner-
hip" announced between Nokia and
Microsoft; Warner Bros. decision to
tream The Dark Knighton Facebook;
nd retailer JC Penneys use of
acebook as an online sales platform.
Seizing the mobile revenueopportunity
As new collaborative digital supply
chains emerge, they share a number
of critical success factors. Access to
content is clearly vital, together with
linkage on one side with customer
interactivity, and on the other side
with the understanding, control and
ownership of the customer as a unique
individual consuming content across
different channels and devices.
This requirement is growing with the
escalating penetration of new devices.
As Figure 17 shows, the rapid rise of
smartphones means executives believe
that mobile devices will be their
customers preferred platform for
digital content consumption in the
next two years. TV is also expected to
maintain strong relevance thanks to
the spread of Connected TV. Tablets
still in their early stages of adoption
will have less relevance in the short
term across M&E as a whole. But
drilling down into the segmental
responses, we find that publishing
companies believe tablets will be their
consumers favorite consumption
device within the next 12 to 24
months, cited by 36% of publishing
respondents.
Furthermore, as Figure 18 shows,
mobile is regarded as the digital supply
chain distribution channel with the
greatest potential to drive growth,
again followed by TV. As these findings
show, while mobile is undoubtedly the
main driving force, TV/connected TV
are resilient and will remain relevant,
and tablets are a promise not yet at
scale (except in publishing). The
technology platform suffering the
most is the PC.
gure 17: Please rank the content consumption device you believe your customer will prefer in the next 12 to 24 months. Figure 19: Which of the above do you believe are the most important supply chain capabilities required to succeed in a multiplatform context?
Figure 18: Which of the above distribution channels offer the highest growth opportunities for your company over the next three years?
The [key will be the] ability to reach our audienceunimpeded by other people's gateways. We want toensure that there are no barriers to a unified contentapproach.Managing Editor, TV Platforms, broadcasting company, UK
obile/smartphone
35%
TV/connected TV
32%
PC
19%
Tablet/netbook
13%
Mobile/Wireless54%
1stChoice
2ndChoice
3rdChoice 1%
2%
Traditional TV41%
Online:Social Media37%
Online:Streaming35%
Video over IP,IPTV, OTTV33%
Online:eCommerce29%
Online:Portals22%
Online:Search16%
Print16%
Bricks &MortarRetail10%
Radio8%
2%
2%
25% 23% 6 8% 8% 9% 9% 9%3 3 4410%11% 11% 12% 11%510% 16% 16%14% 13%17% 12% 6 66 5
Interoperability across platforms and devices
36% 32% 17% 13%
Customized content for each platform
Control of
end-user access
Industry standards
and regulations
Other
1%
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All rights reserved Accenture 2011 254 Accentures Global Media and Entertainment High Performance Study 2011
The three drivers we have described
the digital consumer, digital monetiza-
tion and digital supply chainrequire
Media and Entertainment companies to
adopt an entirely new operating model
to enable and sustain high performance
in the industry. The new model will
need to re-think the traditional vertical
orientation around channels, and shift
the polarities to a horizontal focus on
key capabilities in the digital value
chain serving multiple channels.
We have applied our insights into
industry dynamics, operating models
and technology to design a model that
meets these requirements. We have
called it the 3D Operating Model, and
its key elements are illustrated above.
In our view, adopting such a model will
become a prerequisite for industry high
performance in the coming years.
Media and Entertainment companies
traditional vertical focus on delivery
channels and platforms hinders the free
flow of digital content through and
across the organization, and hampers
the optimization of revenues and profits
though multichannel exploitation. In
our view, the shift from vertical silos
to horizontal layers represents the best
option for enabling and empowering
new revenue models without complete
organizational re-platforming, while
still leveraging the best of the tradi-
tional channels.
In the horizontally integrated 3D
Operating Model, each layer plays a
specific role in the digital value chain,
and represents a critical capability and
key value driver in achieving multi-
channel digital consumer-centricity.
While the exact make-up and
requirements for each capability will
vary depending on company-specific
factorssuch as the target consumers,
legacy product range, and the nature
and latency of the content moving
through the digital value chainthere
are principles that will help shape
each layer.
Pervasive benefitssupportingstrategic execution
The 3D Operating Model will enable
improved governance over the organi-
zations key capabilities and value
driversby exposing them more clearly
in the operational layersand support
a greater focus on innovation in each
layer. It will also provide added flexibili-
ty in seeking out potential economies
of scale and alliances for each distinct
layer, and not necessarily across all of
them at the same time, thus reducing
execution time and complexity.
In fact, if implemented and integrated
effectively, this model has the potential
to increase overall effectiveness and
agility, supported by greater simplifica-
tion and standardization throughout
the business. This in turn will enhance
scale synergies, boost operational
efficiency, and enable smarter and
more joined-up resource allocation
and sharing of assets and knowledge.
Also, by becoming a distinct center of
expertise in its specific capability, each
of the layers will be able to highlight
The new high performance Mediaand Entertainment operatingmodel: shifting the polarities fromvertical to horizontal
Innovation really is key, all across the business sectors:services, marketing, strategies, distribution, channels,action models. Innovation is essential for success.Head of Strategic Marketing, broadcasting company, Italy
Figure 20: The High Performance "3D Operating Model" for the Media & Entertainment company of the future
Consumer
Delivery
Channel 1
Consumer
Delivery
Channel 2
Digital
Consumer
Digital
Monetization
AgileEnterprise
3Ds
Digital
Supply Chain
Consumer
Delivery
Channel 3
Consumer
Delivery
Channel 4
Business Model and Brand Management
Marketing and Customer Interaction
Advertising and Sales
Devices
Platforms
Channels
Content Planning, Production and Control
Content Distribution
Rights Management
Enterprise Management
Internationa
lization
Innovat
ion
Consumer
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All rights reserved Accenture 2011 276 Accentures Global Media and Entertainment High Performance Study 2011
hallenges and opportunities in skills
evelopment and exploitation, both
within its own focus area and shared
cross the organization.
to achieve agility
n turn, this combination of improved
trategic governance and flexibility with
perational efficiency and effectiveness
mproves the companys ability to adapt
uickly and accurately to changes
n the value chain, the competitive
nvironment, consumer demands or
he companys positioning. Given the
ndustrys expectation of continued and
ccelerated change, this agility will be
ital in executing digital strategies
uickly and effectively within a shifting
nd evolving digital ecosystem.
and High Performance
As the 3D Operating Model illustrates,
wo overarching capabilities are
lso needed to achieve superior
xecution and high performance:
rstly continuous innovation, and
econdly internationalization.
1| Continuous innovation
As the transformation to digital gathers
pace, nobody can afford to stand still or
rest on their laurels. So innovation must
become a managed business process
in the same way as order processing or
accounts payable. The 3D Operating
Model helps to support and drive inno-
vation because it is designed from first
principles to be agile and continually
results-oriented. Each layer supports
and focuses on innovation that can beleveraged across the entire company
and throughout the ecosystem.
The horizontal structure means the
model also supports double-sided
innovationfocused on product and
services on one side, and on cost and
efficiency of operations on the other
one. The two are closely linked: ongoing
innovation to reduce operational costs is
vital to support organizational agility
and free up funds for investment in
content and services. Cost innovation
is likely to include outsourcing of
non-core activities to enable a sharper
focus on branding, content services and
consumer experiences.
2 | Internationalization
Digital content distribution enables
global reach and revenues at marginal
incremental costsso internationaliza-
tion is a route to increased cashflow
and margins. This may involve local
revenue-sharing partnerships, leveraging
the strength of established local brands
and distribution.
As such partnerships underline,
internationalization does not imply
losing local connections. People
consumersare local, and emotions
are localized. While exploiting mass
technology enables and requires scale,
the benefits can be leveraged at the
local level. Again, the 3D Operating
Model provides added agility and
competitive advantage by enabling
each layer to be internationalized
independently from the others, thus
enhancing and speeding the execution
of alliances and in-fill acquisitions.
|
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All rights reserved Accenture 2011 298 Accentures Global Media and Entertainment High Performance Study 2011
Figure 21: In the next 12 months, which of the above capabilities do you consider a priority to enable your company to compete successfullyin the digital world?
In this way, the 3D Operating Model
enables concurrent operation of
classic and broadband media,
thereby reaping the optimal benefits
in terms of future revenues, sustain-
able business models, and increased
innovation and execution agility.
When asked, our respondents confirm
that while there is a clear vision of
which capabilities they need to evolve
to compete successfully in the new
digital worldan innovative business
model, multiplatform distribution, and
efficient content planning, production
and control, to name but a few (see
Figure 21)there is also awareness
that all of these are required to com-
pete effectively in the new ecosystem.
In Accentures view, the 3D Operating
Model that we have outlined will
characterize Media and Entertainment
high performers in the years to come.
But the journey toward this model
raises many strategic and operational
uncertainties and challenges. Here
are some key questions for M&E
executives to consider:
Which capabilities will be most
critical for acquiring a rising share of
revenues in the multiplatform world?
To what extent is your organization
evolving to reflect the huge transfor-
mations that are taking place in the
marketing, advertising and rights
management areas, just to mention
a few?
How is your company preparing
itself operationally and financially
to manage continuous innovationin products and services?
How will your company reduce
operating costs while improving
decision-making and boosting speed
of response to achieve increased
agility?
Do you believe we are moving
towards a future dominated by
global M&E conglomerates, or will
niche/local players still have a role?
Where will your business fit in?
Call to Action
Our research and industry experience
both indicate clearly that high
performing Media and Entertainment
companies will shift from legacy
vertical, channel-oriented structures
toward the type of horizontally-
layered operating model we have
described in this study.
However, it is equally clear that the
precise implications and challengesof executing such a model will
vary between different segments
of the industry; between different
geographies, due to variations
in local behaviors, legislation and
infrastructures; and even between
different businesses in the same
market segment.
Some key strategic andoperational questionsn Accentures view, the 3D Operating Modelplanned, designed and implemented from an holisticperspectiverepresents the appropriate approach forpragmatic and successful execution of strategy in M&E.
t is inspired by the concept of harnessing the maximumdriving force from the key industry drivers (the 3Ds),and aligning and integrating the fundamentalperformance capabilities.
Effective Payment Models
Not a priority 19%Low priority 30%An important priority 27%Top priority 23%
Optimizing Enterprise Management (shared services, cloud)
13%25%42%20%
Dynamic Brand Management
10%25%42%24%
Maximizing Rights Exploitation
17%17%33%33%
Multimedia Advertising
28% 43% 23% 6%
Ownership of the Consumer and Superior Interaction
38% 41% 12% 8%
Digital Performance Marketing
25% 54% 15% 6%
Efficient Content Planning, Production and Control
45% 39% 10% 5%
Mastering Multiplatform Digital Distribution
52% 35% 8% 5%
Innovative Business Model
48% 42% 9% 2
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32 | 2010 Mobile World Congress Next Page
Copyright 2011 Accenture
All rights reserved.
Accenture, its logo, and
High Performance Delivered
are trademarks of Accenture.
This document is an informed point
of view based on research, opinion
and experience, and should not be
considered as professional advicewith respect to your business.
About Accenture
Accenture is a global management
consulting, technology services and
outsourcing company, with more
than 215,000 people serving clients in
more than 120 countries. Combining
unparalleled experience, comprehen-
sive capabilities across all industries
and business functions, and extensive
research on the worlds most success-
ful companies, Accenture collaborates
with clients to help them become
high-performance businesses and
governments. The company generated
net revenues of US$21.6 billion for
the fiscal year ended Aug. 31, 2010.
Its home page is www.accenture.com.
About the Media &
Entertainment Group
Achieving excellence in engaging and
interacting with consumers is the
content industry's new battleground.
While Media and Entertainment
companies have made significant stepsto reinvent themselves from a technical
perspective, they are facing new
challenges around their operating
models. Our M&E practice helps clients
determine the right digital business
model and optimize future revenue
growth through a multiplatform
approach. Its home page is
www.accenture.com/mediaandenter-
tainment.
For more information on this study
and what Accenture can do to help
you reach high performance in your
business, please contact the authors
and contributors:
Marco VernocchiGlobal Managing Director
Accenture Media & Entertainment
Robert E. SellManaging Director
Accenture Communications & High Tech
North America
Alwin MagimayManaging Director
Accenture Media & EntertainmentAPAC
Carlo IacoboniSenior Manager
Accenture Media & Entertainment