IBM Business Consulting Services

The 30-hour day: On demand for media and entertainment

deeper
An IBM Institute for Business Value executive brief

ibm.com/bcs
The IBM Institute for Business Value develops fact-based strategic insights for senior
business executives around critical industry-specific and cross-industry issues. Clients in
the Institute’s member forums benefit from access to in-depth consulting studies, interaction
among a community of peers and dialogue with IBM business consultants. This executive
brief is based on an in-depth study created by the IBM Institute for Business Value. This
research is a part of an ongoing commitment by IBM Business Consulting Services to provide
analysis and viewpoints that help companies realize business value. You may contact the
authors or send an e-mail to iibv@us.ibm.com for more information.
 Contents
1 Introduction
2 Media and entertainment
at a crossroads
6 On demand
business capabilities
8 Examples of on demand
M&E businesses
9 The on demand roadmap
11 Getting started
13 Conclusion
13 About the authors
13 About IBM Business
Consulting Services
13 About IBM Media
and Entertainment
14 References
1 Media and entertainment on demand IBM Business Consulting Services
Introduction
A recent study by MTV1 revealed that their typical viewer lives a 30-hour day. No,
this doesn't mean that America's youths have given up sleep. It means they're living
in an on demand world: they surf the net, view DVDs, play MP3s, send instant mes-
sages, download movies, and sometimes even watch a little TV – doing enough of
this simultaneously to add up to 30 hours of daily, à la carte media consumption. And
these multitasking teenagers aren't alone: today audiences of all kinds are revolu-
tionizing how they access media and where and when they consume it. Retirees are
downloading rare jazz recordings, working parents are catching CSI: Miami on Tivo
at midnight, and executives are whiling away meetings by checking movie reviews
on their wireless PDAs. An explosion of new media delivery technologies is allowing
us all to participate in a powerful vision: rapidly available information and entertain-
ment, served up on demand.
However, most media and entertainment (M&E) businesses have yet to make money
pursuing this vision, and some have lost their shirts in doing so. Their travails indicate
that for M&E businesses, "on demand" has to mean far more than simply making
content quickly accessible to consumers. The media industry's abrupt transforma-
tion – from last century's seller's market to this century's turbulent buyer's market
– has made it critical for an M&E company to acquire a similarly transformed set of
capabilities. These capabilities must include rapid response to customer needs and
market changes (not just promotional expertise), and dogged focus on integrating
core processes (rather than maintaining unconnected operations) - all delivered at
low fixed-investment levels by extensive use of variable cost structures (rather than
"build it and they will come" approaches). M&E businesses that achieve these new
capabilities will be positioned to be flexible enough to weather today's turbulent
markets and enjoy the industry's next growth phase. Those that do not, simply put,
risk failure. Unresponsive, fixed-cost business models are likely to lose share at an
increasing rate to more responsive competitors, and disjointed portfolios of busi-
nesses may be forfeited to companies who will acquire and better integrate them.
How can M&E businesses successfully meet the challenges of this on demand era?
In this paper, we examine in more detail how the industry got to this point, describe
what an on demand M&E business might look like, and provide a roadmap for M&E
executives that can help them compete successfully in the on demand world – with-
out having to work 30-hour days of their own.
 Media and entertainment at a crossroads
It wasn’t supposed to be like this. Digital convergence was expected to create new
revenue streams while driving down the costs of production and distribution. A new
golden age for M&E businesses was at hand. Yet the reality turned out differently:
while leading M&E firms have indeed experienced strong revenue growth – driven
largely by acquisitions – over the past five years, this growth has been offset by
a pattern of declining returns that even predates the economic downturn of 2001
(see Figure 1).
A B
Figure 1. Top 10 M&E revenues vs. return on assets, 1998-2002.

Revenues (in US$ millions) Return on assets

$160,000 8%

$140,000 6%

$120,000 4%

$100,000 2%

$80,000 0%

$60,000 -2%

$40,000 -4%

$20,000 -6%

$0 -8%
1998 1999 2000 2001 2002
Revenues
Return on assets

Note: (A) Top 10= AOL, Disney, Viacom, News Corp, Clear Channel, Reed Elsevier, Thomson, Pearson, Gannett, Reuters.
(B) ROA = Earnings before interest and taxes/assets.
Source: Company financials; IBM Institute for Business Value analysis, 2003.

While the stalling economy certainly played a role in this decline, some other fac-
tors have been at work – and these won't go away when the recession eases.
Technological advances have exploded the range of available content distribution
methods, and thus the range of entertainment and information options that are
available to consumers. Despite the recent mass successes of the reality show
format, average audiences for many media properties remain in slow, long-term
decline as media markets continue to fragment – keeping their revenue and profit
potential under pressure. Meanwhile, operating costs have continued to grow as
more and more channels require production and content, yet most M&E companies
are locked into siloed organizational structures with little integration and few shared
resources across the enterprise.

2 Media and entertainment on demand IBM Business Consulting Services

 The degree of challenge doesn't look like it will be relenting anytime soon. Over the
next few years the M&E industry will be defined by four major forces: accelerating
pace of change, increasing levels of competition, sustained financial pressure and
higher unpredictability and risk. Together, these forces define the on demand world
for Media & Entertainment, and exemplify why acquiring on demand capabilities is
so important to survival.

Let's explore these forces in more detail.

Accelerating pace of change. Increasingly segmented and empowered consum-

ers are proving harder and harder to please with mass offerings, and the hits that
do break through are enjoying shorter and shorter success windows (witness the
two-year decline of Who Wants to Be A Millionaire? from the highest-rated network
show to daytime syndication2). It remains to be seen if the current crop of reality
programming will suffer a similar fate. At the same time, the development and release
cycle times for new production and delivery technologies are shortening, creating a
widening array of distribution formats that is forcing continual change in market envi-
ronments and business processes (see Figure 2).

Figure 2. The evolution of music and video distribution technology.

Network-based

Digital
Broadband/internet LAN/WAN networks
streaming: VPNs
• Simulcast Bluetooth
• Internet-only
• Rebroadcast
WiFi Broadband/internet
download:
Digital • Subscription
cable • Peer-to-peer
Analog (legal and illegal)
PC hard drive
3G Wireless playback
PVRs Analog
Digital satellite cable Harddrive
Low earth orbit AM and FM HiFi
constellations radio MP3 players
Vinyl
HDTV Terrestrial TV Embedded
Cassette playbacks in
Digital sideband Analog satellite PDAs/phones
CHS/Batamax
broadcast
Microdrives
DRAM

Broadcast- Digital video SACD CD Device-

based DVD
based
Digital satellite radio DAT
DVD audio
Digital terrestrial radio MiniDisc

CD-R

3 Media and entertainment on demand IBM Business Consulting Services

 Increasing levels of competition. The fight among media for audiences' attention is
now more intense than ever. Deregulation in many markets is adding to the intensity,
enabling established giants to take advantage of their ability to cross-subsidize and
cross-promote properties. And the centrality of technology to media distribution is
enabling a steady stream of new entrants with a digital origin - for example, Apple's
move into the music business through their iTunes Web store. This creates a dynamic
landscape as new service providers threaten to disintermediate traditional value
chain stakeholders.

Sustained financial pressure. The baseline outlook is far from rosy: most experts
project sluggish aggregate demand growth for the M&E industry. And fragmenting
delivery environments will add to the problem. The audiences, and thus the eco-
nomics, of individual titles and shows are in most cases declining as audiences'
options proliferate. At the same time, there is strong upward pressure on costs as
the business complexity required to serve the increasingly variegated distribution
environments increases. Further compounding the problem is a hesitant investment
climate created by investors who remain leery of betting heavily on the M&E sector.
The result is an unforgiving economic context in which sustained financial pressure
will be the norm, rather than a temporary trough.

Greater unpredictability and risk. M&E businesses are entering an era of unprec-
edented exposure. New delivery technologies risk failing and leaving early adopters
with the bill. Hackers see M&E firms as prime targets. The digitization of media and
the rapid expansion of consumer-end bandwidth and storage can expose most
entertainment segments to piracy on an unprecedented scale if effective security
measures are not agreed upon and deployed.

Combined, these four trends create an era of unparalleled complexity, competitive-

ness and volatility – an era in which the winners will exhibit four traits. They will be
responsive in order to successfully navigate the accelerating pace of change in their
markets, and spend less by revamping inflexible business models that were based
upon predicting the future. They will be focused on the differentiating components of
their business that matter the most, rather than pursuing a comprehensive strategy
dependent upon being best-in-class across all aspects of their value chain. Facing
unrelenting financial pressure and capital scarcity, these businesses will evolve their
cost structures to variable models which can adapt quickly to changes in demand,
moving away from committed investments in fixed assets. And they will run resilient
operations that are designed to withstand a wide range of unpredictable threats
(see Figure 3).

4 Media and entertainment on demand IBM Business Consulting Services

 Figure 3. Trends and characteristics of the on demand era.

Accelerating pace of change Responsive

Increasing levels of competition Focused

Sustained financial pressure Variable

Higher unpredictability and risk Resilient

Source: IBM Business Consulting Services, 2003.

The section that follows details what these characteristics could mean for media and
entertainment companies.

Responsive. An on demand M&E business responds rapidly to shifts in aggregate

patterns of audience behavior, customer needs, partner relationships, competitor
strategy, labor conditions, new technological developments and regulations. It under-
stands its customers and market conditions better than its competitors and has fewer
barriers to acting on this understanding. This requires not only accurate, realtime
information aggregated across the business and its partners, but also the intelli-
gence to analyze the data and make realtime product and pricing decisions. These
capabilities can apply to virtually any external interface, such as selling advertising,
promoting new launches or customizing content offerings to individual consumers.
However, since a majority of M&E revenues are generated by business-to-business
transactions (IBM analysis suggests as much as 75%) an on demand enterprise
should start by achieving responsiveness to its business customers – whether adver-
tisers, retailers or licensees – aggregating account information across the enterprise,
integrating as much as possible with their processes and helping to ensure rapid
reaction to changes in their requirements.

Focused. On demand M&E businesses concentrate on differentiating the compe-

tencies that matter most to their success, relying on a tightly-integrated network of
business partners to manage non-differentiated activities. Focus requires a vision of
how the M&E market is likely to evolve and what the business’s long-term role will be in
the M&E value chain. It requires a value proposition that is clearly defined for custom-
ers and other stakeholders, along with an understanding of where the business may
gain meaningful and sustained competitive advantage. It also means externalizing

5 Media and entertainment on demand IBM Business Consulting Services

 non-differentiating elements by creating shared services structures or by using out-
sourcing partners who allow access to better scale efficiencies. The obvious place
to start using this approach is the back-office, where many of the processes handled
by finance, human resources (HR), IT and procurement departments can benefit
hugely from consolidation or outsourcing.

Variable. On demand M&E businesses are able to adapt their cost structures and
business processes flexibly to respond to market changes and reduce financial and
business volatility. Variability requires a new level of flexibility across the value chain
as companies match operations to demand fluctuations. Variability means having
the ability to cost-effectively target new audiences and platforms rapidly as market
requirements dictate. And variability is about having external partners in place that
support the business through variable pricing and supply. This approach could be
readily applied to any new media venture in which technology partners can assume
the fixed investment and then charge for it according to success. This capability
allows M&E businesses to manage risk by reducing investments in inefficient assets,
reducing debt burdens by decreasing the financing requirement for new ventures
and driving greater financial predictability.

Resilient. On demand M&E businesses are resilient in their ability to withstand

business shocks in a global market. They are prepared for changes and threats
– technological, economic or political – helping them to reach their customers,
partners and audiences with continuous availability, enhanced security and privacy
features. One of the most pressing resilience issues for M&E players is boosting
resistance to piracy, since piracy concerns are hampering the deployment of poten-
tially lucrative new business offerings while eroding the profitability of existing ones.
Resilience is not limited to piracy protection, however; on demand M&E business
must also have plans in place to protect their content assets and foster continuity of
business operations.

On demand business capabilities

How can an M&E company acquire these traits? Sadly, there is no simple Hollywood
ending: the on demand vision needs to be approached over time through a process
of ongoing transformation. In practical terms, this transformation means progressively
acting on five key on demand imperatives:
1) Consolidate overhead
2) Integrate operations
3) Optimize business customer and partner offerings
4) Drive direct-to-consumer relationships
5) Enable integrated media

6 Media and entertainment on demand IBM Business Consulting Services

 1) Consolidate overhead
Consolidating functions such as Finance and HR is an essential step if an M&E
business is to become an integrated, sense-and-respond enterprise. This means far
more than simple rationalization and cost reduction, however. It involves establish-
ing efficient and flexible platforms that allow rapid change in business structure and
strategy, that provide integrated and current views of business performance, and
that allow managers to concentrate on strategic issues rather than reporting and
reconciliation. These capabilities can be facilitated by scalable shared services or
outsourced business processes, IT and infrastructure components.

2) Integrate operations
Moving on from overhead to the core content creation and distribution functions of
an M&E business, integrating operations can dramatically reduce cost and increase
responsiveness at each stage of the value chain. For example, integrated rights
management, content management and supply chain operations can serve new
demand rapidly and enable realtime decision-making on issues such as promotions
or production volumes. Integrated content production operations can create video,
game and Internet content simultaneously with integrated teams – at lower cost and
with enhanced consistency of look and feel.

3) Optimize business customer and partner offerings

Optimized offerings to, and relationships with, key business customers and partners
extends the philosophy of integrated operations into an M&E business's most impor-
tant external interfaces. It can take many forms. It could mean vendor-managed
approaches to the physical supply chain for recorded media or licensed goods. It
could mean making divisional ad salesforces able to sell any piece of an enterprise’s
advertising inventory – without excessive discounting. It could allow licensees to
obtain a realtime supply of archival content on a self-service basis.

4) Drive direct-to-consumer relationships

Moving on to the end consumer, driving direct-to-consumer relationships means
the implementation of mature and more cost-effective digital distribution, data han-
dling and mass customization techniques by players at all points in the content
value chain, whether or not they have ambitions to service consumers directly.
Already, music and video distributors are working with partners to allow audi-
ences to program their own music and video channels, or to provide automatic
programming based on their past preferences. Media networks such as ISPs or
cable operators are boosting their data gathering and mining capabilities to under-
stand individual subscriber’s preferences. Since audiences continue to fragment,
and consumers will have more and more entertainment and information options
each year, safeguarding the strategic high ground of consumer understanding will
become more and more critical.

7 Media and entertainment on demand IBM Business Consulting Services

 5) Enable integrated media
Moving on to the technical environment, enabling integrated media involves col-
laborative support for transaction, distribution and metadata standards across the
whole supply chain. It also involves utility purchase or shared services approaches
to key components of the business information, content production and distribution
infrastructure such as storage, rendering and hosting. While M&E businesses have
been aggressively deploying a wide range of technologies for years, we are moving
into a period in which a new generation of middleware and a better understanding
of the importance of "content-agnostic" platforms can offer significant improvements
in cost and performance, as well as new business models. The gap between back-
office IT and content production systems is closing as IT hardware and software
have become capable of handling unstructured content data in addition to their tra-
ditional role of handling structured business data. As IT follows this path, it provides
new ways of collaborating, eases business integration and reconfiguration and helps
firms better manage the rising complexity of managing IT itself. To achieve this state
of flexibility, an M&E business’s IT infrastructure should have several attributes:

• Based on open standards – To simplify systems integration, reduce costs, and

adapt to technology changes rapidly
• Integrated – To facilitate transaction and process integration across the enterprise;
allow realtime connectivity among partners, suppliers and customers; and permit
active data mining and decision support
• Virtualized – To increase the utilization of existing assets and lower IT costs via
distributed computing resources that are shared and managed as a single, virtual
data center
• Autonomic – To develop systems that can be managed remotely, have embedded
privacy protection and security features and are capable of self-optimization, self-
diagnosis and self-healing.

Examples of on demand M&E businesses

What would an M&E business with these capabilities actually look like? It depends
partly on the vertical industry or value chain segment in which a particular firm com-
petes. For example, an on demand movie studio would transform the effectiveness
of its marketing investments by sensing consumer reaction to new properties on a
realtime basis, then adjusting its media spending accordingly. Its DVD division could
improve service to retail customers by seamlessly integrating its sales and service
processes with those of key customers through just-in-time and vendor-managed
inventory approaches. At the same time, it would reduce production costs by buying
digital content production infrastructure on a utility-like basis.

8 Media and entertainment on demand IBM Business Consulting Services

 An on demand cable company could increase ad rates by enabling advertisers to
target and track more precise audiences. It would help reduce its advertising fulfill-
ment costs by automating the ad trafficking and distribution process in realtime.
It might also optimize call center cost and service quality by varying the transfer
rate of service queries to lower-cost options (for example, Web or interactive voice
response) according to volume, or by outsourcing this capability entirely.

An on demand book publisher could increase revenues and customer loyalty by

delivering customized content to individual readers across platforms. At the same
time, it could decrease printing costs by printing slow-moving titles on demand in-
store and increase revenue by automating content transcoding to support a wide
range of distribution platforms at low incremental cost.

Lastly, an on demand M&E conglomerate could reduce operating costs and improve
management information by merging overhead functions such as Finance into lean,
shared services structures. It could further reduce costs by outsourcing any non-
core functions that could be managed better by a third party – for example, HR. It
could increase responsiveness to major advertisers by integrating customer informa-
tion across its divisional advertising sales forces. And it could enhance revenues by
integrating and coordinating the management and sales of its most important assets
– content rights and brands – across the whole enterprise.

The on demand roadmap

What's the route forward? As noted above, successfully achieving on demand
capabilities isn’t a "one-off" process; it requires adopting new approaches to both
business processes and technology infrastructure over time. Each step will represent
a new level of business process and IT sophistication (see Figure 4).

Figure 4. Fusion of business process and IT transformation.

On demand
business model

Value-net
Business process sophistication

optimized

Integrated
enterprise model
Enterprise
optimized

Traditional
nd
business model ema
Process Ond
optimized

Point Integrated Dynamic

IT sophistication

Source: IBM Business Consulting Services, 2003.

9 Media and entertainment on demand IBM Business Consulting Services

 Since most M&E companies primarily operate traditional business models with heav-
ily siloed processes, the present goal is to create an integrated enterprise model.
The good news about this journey is that it can be carried out in a sequence of
pragmatic steps, applying on demand approaches to individual processes and
prioritizing these projects according to potential business value. Many M&E com-
panies have started some part of this journey already, often finding that the most
fruitful places to start are the overhead and back-office functions: tried-and-tested
approaches to integrating these functions already exist and there is usually con-
siderably less organizational resistance to change in such non-core areas. Moving
closer to core operations, the integration of customer-facing operations (sales, rights
management, service and contact centers) and supplier-facing operations (such as
procurement) are the next logical candidates. Last, the core production processes
can be addressed – for example, by integrating shareable components, such as
parts of the digital media workflow (storage, approval or rendering).

Achieving the next step – integrating the business externally into customer and part-
ner business processes to form "value nets" – requires more thorough transformation.
It will probably involve rewriting business rules and transforming the economics of
established operations. For example, an independent record label, after integrat-
ing its internal operations into on demand models, could decide to stop producing
physical media and shift to an automated, all-digital, on demand supply model. Such
a transformation would require tremendous organizational commitment at a level that
can only be attained by progressing through a specific lifecycle: first, building the
foundations for change, next defining the business value and then creating a clear
vision of the new business rules (see Figure 5). It's important to stress that success-
ful transformation on this scale requires prior execution of simplified and integrated
internal business processes to succeed.

Figure 5. On demand transformation lifecycle.

Phase 1: Sustain Phase 2: Disrupt Phase 3: Reinvent

Enhance current Invest in new

Business Business Deploy new
processes and technologies
value rules business
build foundation and business
chasm chasm models
for change processes

Crossing the business value chasm Crossing the business rules chasm

• Financial justification • Rethinking of the organization and

• Pivot from product focus to
customer focus
• Commit to more extensive
infrastructure strategy
• Leverage business partners (such
as systems integrators)
its boundaries
• Pre-defined business rules around
customers and business partners
• Adoption of new enterprise logic

Source: IBM Institute for Business Value, 2003.

10 Media and entertainment on demand IBM Business Consulting Services

 Getting started
So, how can M&E businesses begin? There are three keys to a successful start:
focus efforts on specific on demand components, start to build platforms that can
support an on demand operating environment and, most important of all, start with
existing initiatives (see Figure 6).

Figure 6. Key steps to getting started with on demand.

Define the on Manage

demand business
Focus efforts components Design Buy Make Sell

Create an adaptive
Build platforms operating Open Integrated Virtualized Autonomic
environment

Start with what • Relate existing initiatives to on demand

Leverage existing • Screen planned initiatives against the on
you’re already
initiatives demand roadmap
doing

Source: IBM Business Consulting Services, 2003.

Focus efforts
It is essential not to define on demand too broadly. Since only specifically targeted
efforts can be executed with the right speed and quality, picking your battles is
essential. This involves a few key steps:

• Think big – M&E business managers need to have a shared vision of where their
part of the industry is going, where on demand plays in that vision, what the
business's role will be, and, perhaps more crucial, what it won't be. Without this big
vision, it will be hard to prioritize and coordinate efforts across the organization,
and harder still to marshal the organizational energy required to drive change.
• Carve out some bite-sized components – Define the areas from the vision that
offer the most achievable value and start there. These starting components could
be individual processes, customer groups, organizational layers or particular busi-
ness capabilities. Success with these can demonstrate the value that’s possible
from the on demand journey and generate savings that can then be invested
in broader, bolder moves. Look in particular at shared services or outsourced
approaches to overhead as possible starting points that can rapidly deliver valu-
able productivity increases.

11 Media and entertainment on demand IBM Business Consulting Services

 Build platforms
Few enterprises are in a position to contemplate creating new platforms from
scratch, but successful execution of on demand business capabilities often requires
some components of an integrated, on demand operating environment to be in
place. The journey to an on demand platform has to start somewhere. We recom-
mend a phased progression through three steps:
• Define standards – Cross-enterprise standards are the essential starting point for
an integrated operating environment. Gain agreement on common standards for
management information, content rights, transactions and connection to partners,
suppliers and customers. Examples of these include Web services, open meta-
data standards and application integration middleware. Defined standards support
the gradual development of modular systems that can interoperate across the
enterprise.
• Consolidate operations – Look for current opportunities to collapse infrastructure
or applications into simpler, shared models. This could involve integrating hard-
ware, applications, data and processes within and across organizations. It could
also involve exploiting demand- or usage-based IT costing.
• Cut the cord on legacy resources – Continuing to run parallel networks, pro-
cesses and systems as services move to standards-based operations may simply
compound complexity, fragmentation and cost. For each part of the operating
environment that cannot play a role in the integrated platform, an aggressive
sunset strategy is vital.

Leverage existing initiatives

Most important, start from where you are. On demand does not entail discarding all
existing approaches and projects. On the contrary, in most cases on demand can
provide a clearer picture of current capabilities and their associated value. Therefore,
we recommend that companies start the on demand journey by examining their
existing portfolio of projects and identifying which can be used as on demand
vehicles. For example, an existing shared services implementation in finance could
be expanded to deliver enhanced realtime management information, or it could be
pushed toward a more aggressive, outsourced structure. Or, the installation of a new
content management system could be extended to include a pay-per-usage utility
model for digital media storage. Leveraging existing initiatives means leapfrogging
the often lengthy process of gaining approval and funding and supports prompt
action toward an on demand future.

12 Media and entertainment on demand IBM Business Consulting Services

 Conclusion
Audiences want content delivered instantly to their specifications, business custom-
ers require customized attention and shareholders are hungry for short-term value
growth. On demand offers M&E businesses a direct approach to addressing these
various demands. It describes how business models can evolve to create new levels
of operational flexibility and how operating environments can evolve to serve these
models. And over the longer term, on demand approaches can allow M&E busi-
nesses to profitably deliver new and compelling experiences that are designed to
capture the imaginations of new generations of audiences.

Though the vision may be grand, becoming an on demand business need not be a
daunting challenge. There are proven, incremental approaches to managing risk and
change, as well as some simple and pragmatic starting points for the journey. The
IBM on demand vision provides both a roadmap and toolkit for achieving the trans-
formation, to arrive at an on demand level of operations that can continue to delight
audiences - 30 hours a day, ten days a week and 500 days a year.

About the author

Neil Parker is a Partner in the Media and Entertainment Practice of IBM Business
Consulting Services. You can contact Neil at parkern@us.ibm.com.

About IBM Business Consulting Services

With consultants and professional staff in more than 160 countries globally,
IBM Business Consulting Services is the world’s largest consulting services organi-
zation. IBM Business Consulting Services provides clients with business process
and industry expertise, a deep understanding of technology solutions that address
specific industry issues, and the ability to design, build and run those solutions in a
way that delivers bottom-line business value.

About IBM Media and Entertainment

IBM is the world’s largest information technology company, with 80 years of
leadership in helping businesses innovate. IBM is helping media and entertainment
companies worldwide take advantage of the business opportunities made possible
by digital technology. IBM offers a comprehensive portfolio of solutions, networking
and service offerings that is transforming the traditional creative and business
processes of Media and Entertainment companies and positioning them to leverage
their intellectual assets into new commercial opportunities. Additional information on
IBM’s strategy for the media and entertainment industry can be found at

ibm.com/bcs/media

13 Media and entertainment on demand IBM Business Consulting Services

 © Copyright IBM Corporation 2003
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2
Brioux, Bill. “Millionaire won TV ratings lottery, and then lost it just Produced in the United States of America
08-03
as fast." Toronto Sun, June 27, 2002. All Rights Reserved

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