This week saw leading analysts Accenture
publish – with some fanfare it has to be said – its predictions for the
communications, media and entertainment industries and finds that times are
getting tough for all three sectors as they all chase the same consumers and
each tries to ‘own the customer’.
Particularly at risk are network operators,
who, says Accenture, can no longer rely on churn to sign up new users, but have
to actively attract them with better services, better devices and better
prices. But they are having to do this against a backdrop where the likes of
Google, Facebook and Sony – not to mention Apple – who are not only doing
a good job of offering services that consumers want that tread on the toes of
operators, but also own the delivery channel and the devices.
According to Accenture, the only way that
operators can try and survive is to create their own ecosystems – and that
increasingly means partnering.
In fact we are at the dawn of an age of MNO
partnerships unlike anything we’ve seen before. From a consumer point of view
its great as it means better services and, with the possible exception of
overpriced 4G, better prices.
But its not just the telcos that are facing
problems. The whole value ecosystem around communications and media is
changing. What’s interesting is how this has been driven in large by arguably
the three major players in the digital space; Apple with hardware, Amazon with
ecommerce and Google with search advertising.
Of course, there are many other
organisations such as Facebook and eBay you could look to as well, but it is
the way in which these three have leveraged themselves into the media and
communications markets and shaped business models around them where we can draw
our lessons.
What many organisations operating in the
communications and media space need to be asking themselves is “How do my
economics fit into this new world, and how do I preserve, protect and diversify
my revenue streams?”
Organisations need to consider how they can
participate in the new models around them. How can I, as a broadcaster, explore
ecommerce services? How can I, a mobile operator, deliver a better and more
integrated hardware experience for my customers than I have previously? How can
these companies better leverage brands and new content?
For communications service providers, the
age old question of voice and text revenues remains, as well as how they
finally begin to properly monetise data services. It’s not a new question, but
it’s as critical in 2013 as it’s ever been.
Life is now multiplatform. So how do the
different screens we have as part of our daily media lives interact with each
other and what forms of creativity and technology are required to orchestrate
the consumer experience across those screens?
One immediate challenge for the content
industries will be how to respond to the potential trend of the all you can eat
subscription models moving towards an à la carte world. In the next five years,
we will see fewer people spending the same fixed sum with one provider on a
monthly basis, as they move to spend more with a number of different direct
providers to suit their content needs. All this will be enabled by new “super
platforms” that high speed broadband can make a reality.
Alongside this, there will be
considerations for advertisers as the pull of more targeted, interactive
experiences continues to challenge traditional linear advertising models. In
particular, will we reach a point in 2013 where the whole industry can move
together? Or will individual media owners still be wrestling on their own with
the risks and challenges of moving to a new world of advertising?
The way in which we look at social will
also change. Content providers, operators and broadcasters alike will evaluate
whether it is simply a form of marketing, or whether it can become a form of
actual distribution for getting their content out to their customers.
2013 is shaping up to be quite an
interesting – not to mention challenging – year. I’m rather looking
forward to it….
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