Bringing TV to Life (Issue IV): The Disrupted Strike Back
New rules and capabilities to survive

After years of radical fluctuation, the media and entertainment market is finally reaching a more stable pattern. It’s no longer a question of ‘if’ digital transformation will happen; the question is how companies will respond. Leveraging the opportunities presented by digital video, new players are entering the market, capturing consumers’ imaginations – and their wallets. Across the content value chain, aggressive commercial bets are being placed on new business models, acquisitions, partnerships and services. The window of opportunity for the leading players to secure their position is narrowing and decisions need to be made rapidly. To compete in this new ecosystem, new digital-based business strategies and associated capabilities are essential. Companies that hesitate now may spend years trying to catch up.

Current market trends are fundamentally changing the industry. The growth of traditional revenue streams is declining as new revenue models emerge. Individual business models are being replaced by a complex ecosystem of industry participants from new startups to superplatforms. Digital brands are gaining prominence, powered by an ability to deliver an engaging multi-channel customer experience. These three key trends are a call to action for companies disrupted by the media and entertainment industry’s digital transformation.
Revenue vs growth: approaching the tipping point

While traditional broadcast models are still reaping the largest share of industry revenues, the most rapid growth is now in newer digital channels (Figure 1). As video increasingly becomes a digital product and new distribution strategies continue to emerge, the relevance of old business and delivery models will continue to decline. Internet protocol (IP) networks are enabling businesses to ‘own’ the entire value chain from content creation to end-user and allowing new entrants to participate in a digital ecosystem where the valuable assets extend beyond infrastructure and content. Well-funded players from outside the traditional content industry are using video to drive other revenue streams –from devices (Apple), from retailing (Amazon), and from broadband (see BT Sport). These new strategies are commoditizing video content and resetting consumers’ expectations about price and value.

For traditional content providers, these trends make it exceedingly challenging to achieve a return on video services and content, especially when operating in a traditional business model. Digital transformation is imperative. Here are 2 most popular entertainment platforms in the industry.

1. https://christianmusic.christiandevotional.com.ng/

2. https://entertainmenttrain.com/