Bringing TV to Life

Giving Consumers an Over-the-Top Experience

Introduction

A revolution in TV and video delivery

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

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

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

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

2 Bringing TV to Life Bringing TV to Life 3

The growth of online video
Figure 1. Online video usage

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

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

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

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

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

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

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

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

4 Bringing TV to Life Bringing TV to Life 5

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

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

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

6 Bringing TV to Life Bringing TV to Life 7

Over-the-top TV: Capitalizing on
direct-to-consumer capabilities
Delivering innovative services to improve the
direct-to-consumer relationship
It’s in this context of (1) the inexorable
move to online video viewing and, (2)
the growing power and influence of
the consumer, that the importance of
new, over-the-top TV capabilities
begins to be fully appreciated.
Over-the-top services—the delivery
to the TV set of video content over a
broadband connection—represents a
new strategic opportunity for key
industry players to gain an advantage
in the ongoing battle for the hearts
and wallets of consumers. Over-the-
top TV brings capabilities associated
with a PC to the viewing experience—
choice, control and search being
primary. It puts consumer choice and
preferences at the center of the
broadcast and communications
industries’ business model.
8 Bringing TV to Life
The ability to provide direct-to-con-
sumer relationships is being pursued by
companies today because of increased
cross-sector competition. Achieving
excellence in engaging and interacting
with consumers is now seen as a key
to profitable growth by all players in
the ecosystem.
This fact has been underscored by
recent Accenture research—our latest
Global Content Study. For the execu-
tives surveyed as part of the research,
direct-to-consumer models already
far outweigh indirect consumer
relationships. Thirty-eight percent of
companies already have only a direct
relationship with their consumers,
while nearly half have both direct and
indirect relationships. In contrast, only
16 percent of respondents say their
business has a “pure” indirect
consumer business model.
What is the reason for developing a
direct-to-consumer model? Executives
told us overwhelmingly that the reason
for this new model of interaction is to
build deeper, more effective long-term
relationships with their customer base.
With better engagement of the
consumer—and better opportunities to
fulfill a consumer’s desires—providers
can increase loyalty and retention,
improve share of wallet and grow their
average revenue per user (ARPU).
The players that will succeed will be
those capable of providing a seamless,
integrated consumer experiences
across both broadband and broadcast.
Let’s look at how that can be
accomplished.
Bringing TV to Life 9
Characteristics of an effective
over-the-top TV solution
An effective over-the-top TV solution integrates digital TV
broadcasting with digital video over broadband in a seamless
user experience, and delivers integration between broadband
and broadcast digital video on set-top boxes, Internet-enabled
TVs, smartphones and PCs. These capabilities enable operators
to give their customers more choice and control over their
communications and entertainment experiences.
An over-the-top TV solution merges
linear channels with video-on-demand,
catch-up TV and utility applications,
offering a unified customer experience
and delivering digital TV anytime and
anywhere. By integrating the digital
home with mobile devices, consumers can
have a digital TV and video experience
tailored to their profile and delivered to
their choice of devices, wherever they
happen to be located.
An over-the-top capability gives opera-
tors the opportunity to deliver innovative
services that can improve the direct-to-
consumer relationship. These include:
Broadcast TV with video on demand
and interactive applications: Seamless
integration between live TV and video on
demand. Through the broadband connec-
tion, users can access any movie or TV
program (including catch-up TV services)
just by using their electronic program
guide. Interactive applications offered to
consumers through this platform enhance
the customer experience, while also
enabling operators to gather important,
real-time audience data.
10 Bringing TV to Life
Personal TV experience: Each member of
a household can generate a personalized
profile, so the viewing experience they
access and receive is tailored to their
interests, habits and preferences. Users
can customize their own TV interests,
choose categories specific to their needs,
share content with others, and configure
the home TV as a personal viewing device
with the same configuration used on
the Web TV accessed with a PC. Users
can also use a mobile phone or PC to
schedule TV or set-top box content
programming, recording and purchasing
content for broadband video on demand
and live broadcast events.
Enhanced profiling to support targeted
advertising and content recommenda-
tions: Because users are customizing
their viewing experience and creating a
profile of their interests, operators can
come to understand consumer prefer-
ences more deeply. And that knowledge
can command higher advertising
revenues, attracting more advertisers
who can target messages at a much
more granular level.
From the user’s perspective, having a
viewing profile means that a person can
receive content suggestions through an
innovative content recommendation
engine. This capability can increase video
on demand service usage and revenue
generation from pay-per-view events.
Consumers can also receive more
targeted personal advertising based
on their profile and viewing habits.
Interactive advertising: Interactive
capabilities enable consumers to mark
items for purchase during an advertise-
ment and add them to a special wish list,
which can be accessed through the
personal TV Web portal. This capability
can increase revenues by shortening the
distance between a consumer’s identified
need and its fulfillment.
Multi-device application store: A
leading over-the-top TV solution supports
the most common industry standards
for set-top boxes and Internet-enabled
TVs. This standards-based approach
enables the rapid deployment of interac-
tive applications for TVs and set-top
boxes, independent of the equipment
manufacturer.
Industry disruptions and competitive
advantages
Figure 3: The content creation, aggregation and distribution ecosystem
Originally characterized by a strict separation of roles; now emerging into a complex ecosystem
Value Chain Content Creation
Includes music, movies, news,
Description
sports, television programs,
“protail” video and made-for-
Web video (user-generated
and professional)
Content Owner
Movement
Trends
Legend Company Type
Historical Market Position — Target Market Position
The competitive environment for TV
and video delivery was originally
characterized by a strict separation of
roles. Today, roles are blurring as the
ecosystem grows more complex. (See
Figure 3.) Four forces in particular are
influencing the evolution of the value
chain.
On the supply side, we see broadband
enabling a global content supply chain.
Content owners now have the opportu-
nity to directly connect to end-users,
and content distributors now can offer
portals directly to the end user. Second,
devices are becoming smarter and
Web-enabled. Major TV and mobile
device manufacturers are adopting
open set-top-box standards, as well
as web-enabled standards for global
content. Services (widgets) and applica-
tions can be accessed on any supporting
device (for example, through Apple’s
App Store.)
Moving to the demand side, a third
influencing factor is the growing
consumer demand for TV and video
content delivered anytime, anyplace,
Aggregation (Networks) Content Distribution
Aggregation (OTT Portals)
• Content Management Provides the video
• Content Aggregation
• Content Scheduling
distribution network:
• Cable / IPTV / Satellite
• Content Transcoding • Next-Gen Wireless (4G; LTE)
• Content Presentation • Radio
• Standards Conversion • Print
Aggregator
Service Provider
on any device. Consumers will increas-
ingly expect personalized content to be
available through catch-up TV, and
will also expect recommendations to
be made to them based on their
preferences and viewing behaviors.
Finally, hybrid monetization models will
be another force. We anticipate that
both ad-sponsored and pay-per-view
models will co-exist. A recent Accenture
survey found that 60 percent of
executives believe ad-sponsored will be
the prevailing business model, while
40 percent hold to a pay-per-view
approach to monetization.
What will be the overall effect of
over-the-top TV on different players in
the convergent ecosystem? Here are
some representative impacts:
• Content and rights owners will have
the ability to provide move archives
or live sporting events direct to the
consumer, bypassing the traditional
content aggregators and broadcasters.
• Integrated media ingestion
(OTT / Linear) through CE
• Device interoperability
and networking
• 2-way IP communication
and targeting
CE OTT Solutions
• Content aggregators and broadcasters
will need to focus on maintaining
audience scale against platform
fragmentation. They will need to
build on their core strengths of
linear content production/editorial
packaging and brand recognition.
Overall they will seek to provide new
video services to increase consumer
loyalty and stickiness and build a
direct-to-consumer relationship to
launch a subscription-based business
model.
• Players in the device space should
carefully watch the ecosystem, and
try to reinforce relationships and
agreements with content distributors.
It is important that the user experi-
ence with the mainstream content be
made optimal on all devices.
• Companies operating in a distribution
network capacity must secure a role
as main suppliers of the video services
cloud, buildingAdvertising
a multi-tenant
platform and attracting as many
content owners and aggregators as
possible.
Bringing TV to Life 11
Licence
Guidance for industry players
Preparing for many potential scenarios
How will the competition among these
players shake out? The question is
impossible to answer with perfect
precision, of course, but here are a
few potential scenarios:
Content-centric scenario
Content is king, and customers get
content directly from multiple content
right owners leveraging search models.
They monetize advertising revenues.
There is a significant role for search
and discovery functions, and that role
could generate a referral or brokering
fee. Content distribution is done
through agreements with local or
global content distribution networks.
Aggregator-centric scenario
Content aggregators (the current
broadcasters) manage to play a
significant role as the main shop
visited by the customer, building on
the aggregator/broadcaster’s brand
as editor, and seamlessly combining
linear and non-linear experiences.
Aggregators would still compete to
acquire content rights, and would
12 Bringing TV to Life
need to establish viable agreements
with owners of local distribution
networks. They need to invest in
brand recognition and consumer
experience capabilities.
Device-centric scenario
Device makers manage to build a
closed ecosystem and then content is
optimized for each ecosystem (many
“iTunes-like” stores).
Given these and other possible
scenarios, what can different types of
companies throughout the broadcast
and communications ecosystem do
to best prepare themselves for the
over-the-top future? Here are some
factors and recommendations to
consider:
Cable and telecommunications
companies
Cable operators and telcos should seek
to “secure and expand.” That is, they
should start by securing their home
base—a leading role in the local
market—by leveraging their existing
strengths. These include the access
network and content delivery network
(data and communications routing),
customer support and service
provisioning and management.
Then they should look to extend their
partnerships with content aggregators.
Cable operators and telcos could seek,
for example, to be the “cloud provider”
to content aggregators. They could
offer a multi-tenant video platform to
host content aggregators.
Third, these companies should look to
be the dominant provider to the digital
home. And, fourth, they should expand
their presence in the content domain
by offering a content portal, enabling
open access to content and application
providers. When volumes rise to the
appropriate level, they can then move
into a content aggregator role.
Broadcast companies
Broadcasters should seek to innovate
and reposition themselves by taking a
bold step forward in the value chain,
moving closer to the end consumer.
Leveraging their strong brand name as
content producers and aggregators
they should transform their traditional
business model by embracing the
broadband revolution without fear of
cannibalizing their traditional revenue
streams in areas such as advertising.
This strategy requires leveraging, on
top of their traditional linear offers,
their vast archives and the rights they
hold for premium content, using their
assets to build a compelling consumer
experience comprised of converging
service offerings (with different access
rights) such as video on demand, catch
up TV and virtual linear channels.
Embracing the broadband world does
not mean offering all content to all
platforms, but rather recognizing the
different revenue models for each
device, while still providing a consis-
tently high consumer experience:
mobile as a remote control extension,
the PC as a recommendation/playlist
personalization tool and the TV itself
as the central consumption device.
Fundamental to this direct-to-con-
sumer strategy is the need to establish
a strong collaboration with all device
manufacturers (including TV and
set-top boxes) to ensure that their
offers and solutions are available
across all devices, which can help
to avoid dangerous vertical and
proprietary plays.
Broadcasters potentially possess a
first-mover advantage, but it’s a
relatively small window of opportunity
before content/rights owners or
device manufacturers decide to fill
the consumer space directly.
Device manufacturers
Apple has led the way in terms of
a game-changing play that has
revolutionized the entire content
ecosystem—taking a leadership role
in controlling the value chain and
integrating all elements into a stable
and easy-to-use solution. With
solutions encompassing the network,
device, software and content, other
device manufacturers have an oppor-
tunity to make similar kinds of plays.
One key is to focus on defining and
shaping the ecosystem through a
unique, hard-to-replicate user experi-
ence for over-the-top TV provided by
the device. Bundles of content and
services then can be linked to the
device, increasing the chances for
retention of customers.
Opportunities to monetize ongoing
interactions with consumers via the
device then can improve share of
wallet for each user.
Bringing TV to Life 13
Key success factors
Accenture experience highlights several important actions to
achieve marketplace success
Based on Accenture experience
delivering over-the-top TV solutions,
and on research that includes our
recent Global Content Study, the
following keys to success should be
kept in mind.
• Focus on premium video as the
continued dominant application.
Other content types such as user-
generated content will certainly play
a role in the future of over-the-top
TV, but the most important offering
will remain premium video.
• Planto be a major player, or don’t
play at all. There is no room for niche
players in the video space. Compa-
nies need to be big enough to afford
premium content or they will fade
away as a viable competitor.
14 Bringing TV to Life
• Think
of platforms as complementary,
not “either-or” choices. Each platform
(PC, mobile, etc.) has a role in
supporting the central device,
which for now will remain the TV set.
• Drive toward solutions that support
an engaging user experience—seam-
lessly across broadcast (linear) and
broadband (non-linear) experiences.
This includes very high quality for
content and high definition, an
effective user interface and a recom-
mendation engine that goes beyond
the traditional capabilities and limits
of an electronic program guide (EPG).
• Provide users with the ability to
decide what to watch, when and
where. Anytime delivery is, at this
time, more relevant than anywhere
delivery.
• Develop the analytics capabilities
necessary to create deep consumer
insights and then act on them. It’s
important to move gradually toward
direct-to-consumer business models,
as well as to more valuable advertis-
ing approaches.
• Create the capabilities to manage
customer interactions more effec-
tively. A number of interoperable
capabilities are especially important,
including content supply and
delivery chain management, pay-
ments, customer insight, advertising
brokering, customer support and
content search and discovery.
About Accenture’s Digital Consumer Solutions
To help today’s communications service
providers meet the wider ranging needs
of connected consumers over multiple
platforms, both fixed and mobile,
Accenture offers an innovative and
market-tested suite of solutions for the
connected digital consumer.
• Our over-the-top TV solution integrates
digital TV broadcasting with digital
video over broadband in a cohesive user
experience, and delivers integration
between broadband and broadcast
digital video on set-top boxes, Internet-
enabled TVs, smartphones and PCs.
These capabilities enable operators to
give their customers more choice and
control over their communications
and entertainment experiences.
• Accenture’s multi-channel content
access solution provides a standard
architecture and operations from
which communications and content
companies can efficiently offer
subscribers access to content across
a wide array of devices. The solution
standardizes the integration points
between communications and content
companies on the one hand, and
programmers on the other, to enable
faster on-boarding of programmers.
• Our open gateway for service
development gives operators an open,
modular platform for service creation
and execution, to be installed on the
access gateway.
Accenture’s digital consumer solutions
can help operators deliver a unified
customer experience across devices
and platforms—across televisions, PCs,
mobile devices and more. Ultimately,
these capabilities can help drive revenue
growth by increasing content usage and
advertising generated-revenues, and by
improving customer loyalty and retention.
Accenture can help players in the content
ecosystem define and extend their role.
Our platform for over-the-top TV
solutions can support different and
evolving roles in the ever-changing video
and content business. Accenture offers a
multi-tenant platform, capable of hosting
multiple content brands. The solution
helps our clients drive toward high
performance through several compelling
advantages:
• Independence from particular set-top
box technologies, while still supporting
the primary vendors and standards
• Support for both over-the-top and
proprietary IPTV models
• Integration with broadcast (digital
terrestrial television) technology
• A cohesive user experience across
multiple screens (TV, PC, mobile,
tablet, etc.)
• Integration within the digital home
• Support for customer insight and
content suggestions
• Support for ad insertion and
application stores
Bringing TV to Life 15
 Conclusion
Meeting the needs of today’s
digital consumers
Consumer preferences for how they want to access
and experience different media and communications
content are continuously evolving.
The battle for consumer
engagement is now on multiple
fronts—from linear television to
on-demand to online to mobile
to tablets.
Consumers want all content
available on multiple platforms
and through any channel or
device, and service and content
industries are adjusting their
business models in order to serve
them. Traditional providers are
working to transform their
operations and platforms to
16 Bringing TV to Life
serve consumers’ changing needs
and preferences, while new pro-
viders are jockeying for position
to become the new providers of
choice. Monetization models and
ways of serving consumers are
constantly evolving, and that
means that different companies’
roles within the content value
chain are in flux.
Over-the-top TV is bringing
consumer choice, greater levels
of engagement and better inter-
activity to television viewing.
That also has implications for
revenue models, as the same
kind of targeting that enables
companies to track user behaviors
online is also coming to a TV set
near you.
Many challenges remain, but it’s
clear that all companies in the
content ecosystem must account
for over-the-top TV on their
business model, and then position
themselves for optimal growth
and high performance in the
years ahead.
Bringing TV to Life 17
1 “YouTube users per comScore media 5 Ibid.
metrix (global) unique visitors.” Morgan
Stanley Research, December 15, 2009. 6 Ibid.
The Mobile Internet Report. Available:
http://www.morganstanley.com/
7 Ibid.
institutional/techresearch/pdfs/mobile_
internet_report.pdf
8 “Over 1 Billion Global Broadband
Subscribers by 2013 States New Study.”
2 Ibid.
In-Stat, January 22, 2010.
http://www.tmcnet.com/usub-
3 BizReport, February 08, 2010. comScore mit/2010/01/22/4584880.htm.
reports continued growth in online video
market. Available: http://www.bizreport.
9 Morgan Stanley Research, op cit.
com/2010/02/comscore_reports_
continued_growth_in_online_video_
10 http://www.facebook.com/press/info.
market.html
php?statistics

4 Ibid.
11 Morgan Stanley Research, op cit.

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