• Embed Doc
  • Copy Link
  • Readcast
  • Collections
  • CommentGo Back
Download
 
IBM Business Consulting Services
ibm.com
 /bcs
deeper
An IBM Institute for Business Value executive brief 
The 30-hour day: On demand for media and entertainment
 
The IBM Institute for Business Value develops fact-based strategic insights for seniorbusiness executives around critical industry-specific and cross-industry issues. Clients inthe Institute’s member forums benefit from access to in-depth consulting studies, interactionamong a community of peers and dialogue with IBM business consultants. This executivebrief is based on an in-depth study created by the IBM Institute for Business Value. Thisresearch is a part of an ongoing commitment by IBM Business Consulting Services to provideanalysis and viewpoints that help companies realize business value. You may contact theauthors or send an e-mail to iibv@us.ibm.com for more information.
 
Media and entertainment on demand 
IBM Business Consulting Services 
1
Introduction 
A recent study by MTV
1
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 livingin 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 ofthis simultaneously to add up to 30 hours of daily, à la carte media consumption. Andthese 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 aredownloading rare jazz recordings, working parents are catching
CSI: Miami 
on Tivoat midnight, and executives are whiling away meetings by checking movie reviewson their wireless PDAs. An explosion of new media delivery technologies is allowingus 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 moneypursuing this vision, and some have lost their shirts in doing so. Their travails indicatethat for M&E businesses, "on demand" has to mean far more than simply makingcontent 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 ofcapabilities. These capabilities must include rapid response to customer needs andmarket changes (not just promotional expertise), and dogged focus on integratingcore processes (rather than maintaining unconnected operations) - all delivered atlow 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 newcapabilities will be positioned to be flexible enough to weather today's turbulentmarkets 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 anincreasing 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, describewhat an on demand M&E business might look like, and provide a roadmap for M&Eexecutives that can help them compete successfully in the on demand world – with-out having to work 30-hour days of their own.
Contents
1
 
Introduction
2
 
Media and entertainmentat a crossroads
6
 
On demandbusiness capabilities
8
 
Examples of on demandM&E businesses
9
 
The on demand roadmap
11
 
Getting started
13
 
Conclusion
13
 
About the authors
13
 
About IBM BusinessConsulting Services
13
 
About IBM Mediaand Entertainment
14
 
References
of 00

Leave a Comment

You must be to leave a comment.
Submit
Characters: ...
You must be to leave a comment.
Submit
Characters: ...