IBM 미디어 산업 선진 사례 소개 by IBM Global Media 전문가 Jerry Yang
Transcript of IBM 미디어 산업 선진 사례 소개 by IBM Global Media 전문가 Jerry Yang
© 2015 IBM Corporation
Introduction: (max 15 minutes)
– Industry Trend (Focus on Content, Ad-Sale, and Multi-platforms)
– Challenges
Content and Marketing
– Content is still the KING
– How to optimize marketing expenses
Digital Content Distribution
Advertisement
– Introduction
– Consumer <-> Content <-> Advertiser
– Advertising Trend:
• Cross Platform
• RTB
Intellectual Property Management (Second Day)
– Introduction and Trend
– IP and Rights Management
Agenda – Korea Media Company Workshop
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© 2015 IBM Corporation
ConsumersAdvertising
Contents
Target to Consumers
Attract Ad and Consumer
Real-time
Response
Business Analytics and Optimization
Contents serve as ‘Advertisement’ for Ad. Good Contents attract Ad and Consumer Tightly connected with Advertising
Targeted Ad is the trend. Deliver Right Ad to Right
Audience at Right Time and Right platform
Consumer is MORE powerful than ever. Consumer can choose when, where and
how to receive Contents as well as Ad.
Advertising is more like Service now….
Same Content can be delivered in various formats and platforms
Consumers are MORE POWERFUL to choose the contents and ads
M&E is more User Centric; by content, and then marketing
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© 2015 IBM Corporation
Dramatic forces affecting the M&E Industry and require new approaches to maximize profitability
Rapid adoption of connected
devices and social media
Time and place shifts for
customer engagement
Heightened customer
expectations for services,
pricing, and packaging
Exponential growth in data
about customers,
interactions
and transactions
Growing complexity
in distribution
to multiple platforms
Value chain shifts and
revenue model uncertainty
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© 2015 IBM Corporation
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Data integration Analytics Digital Consumers New revenue
1 trillion 90 percent 50 percent $231 billion
the “internet of things” will
reach 1 trillion by 2015
of data growth is
unstructured
of consumers watch video
weekly on digital devices;
internet ad revenues are
growing
in revenue will be
generated in the
“Connected Home” by
2016
Video Security Contract rights Digital Devices
46 exabytes 99 percent 800 percent 82 percent
of storage will be needed
for content digitization and
preservation by 2015
of compromised records
and 92 percent of
breaches due to external
threats in 2010
increase in contracts
between enterprises in the
last 5 years, 300%
increase in next 3 years
of global consumers
18-64 are embracing
connected digital devices
Sources: 1) 2012 Mobility Predictions: A Year of Living Dangerously, Yankee Group, 2) The Expanding Digital Universe,
IDC 3) 2011 US Consumer Survey, Yankee Group; Interactive Advertising Bureau, 4) 2010 Digital Storage for Media and
Entertainment Report, Coughlin Associates.
THE TOP LINE…M&E is growing
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© 2015 IBM Corporation
$
1
7
0
$
1
7
0
$
1
7
0
DVD/Blu Ray Sales Online Subscription
15x
value
Print Online
18x
value
Advertising
Consumer-PaidConsumer-Paid
Broadcast TV Online
3x
value
Advertising
Newspaper Value per reader per year
Filmed EntertainmentEstimated price point per movie
Broadcast TelevisionValue per 000 viewers per episode
Sources: UBS Global Can Pay TV, Benefit from Online Video; “The Chasm Between the Value of Print and Web Users”, 8/21/09, VSS Communications Forecast,
Trefis.com July, 2010, LA Times, “Average Movie Ticket Price Jumps 8%”, May, 2010, Trefis, IBM Analysis.
NOTES: Broadcast TV online value estimated as the average between high and low scenarios for pricing.
Unit Value Comparison by Distribution Method (estimates)
$15
$1
$560
$170
$834
$46
This is an extremely challenging transformation for M&E Companies…
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© 2015 IBM Corporation
AS A RESULT -- M&E FIRMS HAVE TO:
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-- IMPROVE PRODUCTIVITY
-- OPTIMIZE OPERATING COSTS
-- AUTOMATE PROCESSES
-- BETTER UNDERSTAND CUSTOMERS
-- PROFITABLY SERVE NEW MARKETS
-- TRANSITION PRODUCT AND SERVICE PORTFOLIOS
COSTS
REVENUE
© 2015 IBM Corporation
Experience Diversity
Com
ple
xity
Mass approach to the
product, channel and
business model
Focus on digital platforms to
reach a fragmenting
customer base, incremental
change to product offerings
Differentiated customer
experiences, distribution
channels and revenue
models
Beyond digital – The “connected customer” era has arrived
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© 2015 IBM Corporation
A new era – requires new capabilities
BRAND CONTENT
CUSTOMER
How to make data useable internally and commercially
How to make the data inspire customer actions; buy, subscribe, share, recommend
How to collect, organization, manage, interrogate and value data
Social as a core competency
Customer sentiment
Behavioral Segmentation
Intent discovery
Reasoning and decision
support
Crowdsensing, crowd-sourcing
Teaming, incentives,
motivation
Innovation at the moment of consumption!
Analytics as a core competency
Data aggregation
Big data manipulation
Insight extraction
Usage analytics
Entity analytics
Stream processing
Mobile
Analytics Social
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© 2015 IBM Corporation
External Forces Business Challenges Industry Imperatives
Deliver differentiated
experiences that
increase customer
value
Growing complexity in creation and
distribution of new/multiple platforms
inhibit the agility and speed to market to
meet customer expectations.
Heighted customer expectations for
new services, pricing and packaging.
Market is increasingly diverse,
fragmented and customer controlled.
Time and place for customer
engagement has shifted. Once merely
a threat, substitution of traditional media
is now glaringly real.
Exponential growth in data about
customers and market, behaviors,
usage patterns, affiliations and interests
must be integrated and optimized.
Rapid adoption of connected devices
and social media, present opportunities
to further engage of customers, whilst
also trigger disruption in value chain.
Value chain migration and revenue
model uncertainty as new digital
revenue models have yet to deliver
value comparable to traditional models.
Customer Attention and Retention
Consumers are increasingly savvy and harder to
reach – unlimited distribution, options for
discretionary spend, lower barriers to shift,
continued fragmentation, challenge with loyalty.
Optimize Marketing and Commerce
Advertising revenues continue to new media outlets
(e.g. internet, online video sites, and social
networks). Spending is moving from traditional
advertising toward measurable, interactive,
personalized marketing and selling.
Rationalize and Streamline Operations
Media companies require dramatically more cost-
effective and efficient ways to capture, store,
repackage and repurpose content, and make it
available for both traditional and new distribution
outlets. Silo’d operations and proprietary systems
have meant content and data could not be viewed
across LOB, nor used in meaningful ways to deliver
real-time insight.
Innovate and Grow the Business
Internet and mobile adoption is reshaping the
landscape of content delivery and consumption.
New entrants are disrupting business models (e.g.
Yahoo News). Traditional Players are focused on
protecting core revenues, whilst growing digital
opportunities.
Build agile digital
supply chain to drive
operational excellence
Connected
Customer
Business and
Supply Chain
Transformation
Market Forces –> Challenges –> Imperatives -> Solutions
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© 2015 IBM Corporation
Making relationships
across the value chain
far more complex
than ever
We can instantly
seek out and
easily share all
types of content
with the world
Social and Mobile have
dramatically changed the dynamic
between buyer and seller,
forever…
1 billion+mobile internet
users globally
110 billionminutes spent on social sites
(1 out of every 4.5 min online)
95%of executives believe
customer experience is
the next competitive
battleground
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and that empowered consumer is transforming the way we do business, how we communicate with our customers and with our colleagues
The speed of technological innovation, consumer adoption and access to information has created a truly Empowered Consumer
© 2015 IBM Corporation12
“Guest”
“Policy Holder”
“Shopper”
“Passenger” “Client”
“Patient”
“Investor”
Today’s industry leaders, regardless of industry, B2B and B2C, are laser focused on building omni-channel customer experiences but the pace of
digital change and the explosion of content is overwhelming
IVR
MK
TK
MN
TN
Looking at today’s reality, best-in-class experiences had in one industry, are now expected in all industries, for every definition of a “customer”; we are all the same customer
© 2015 IBM Corporation
The Big Four: Apple, Google, Facebook, and Amazon are all trying to be the same uber-company to monopolize customer engagement
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Why? Two reasons:
1.A customer who starts using your hardware is more likely to (or may have no choice
but to) use your software, and the reverse is also frequently true
2.All four companies have created their own “walled gardens,” which means that once
you’ve bought media or apps from them, or uploaded data into their mutually
incompatible services, you’re stuck.
© 2015 IBM Corporation14
Google’s Knowledge Graph Search is powerful because it knows what the world cares about, but even more powerful, it’s learning what you care about with every past search and your geo signals
© 2015 IBM Corporation
ConsumersRevenue
Good Contents
Target to Consumers
Attract Ad and Consumer
Real-time
Response
Business Analytics and Optimization
Contents serve as ‘Advertisement’ for Ad.
Good Contents attract Ad and Consumer Tightly connected with Revenue
Advertising. Licenses Promotion Subscriptions
Viral effect, via Social Media Influence program production and marketing Social Sentiment for branding and products.
Good Contents, via good Consumer Rating, magnet Revenue, via variety ways.
Same Content can be delivered in various formats and platforms
Good Contents attract consumers
Quality Content is still the KING…….
© 2015 IBM Corporation
So, I am the King of Contents, how do I dynamically allocate my marketing budget to gain higher audience reach?
Understand your audience and
consumer:1. Build your audience / consumer profiles.
2. Analyze your market trends; with competition,
global/Geo trend, Culture shift, etc.
How: Social Analytic, Social Sentiment, Actual
rating/ROI, predictive campaign management, etc.
• Understand your Content:1. Target Content launching analysis,
2. Agile marketing strategy.
3. Comprehensive and Agile Content/Program library.
How: Flexible marketing strategy, Pre-adjustable contract negotiations, Smarter Content/Program library system.
• Agile campaign adjustment:• Cross Platform campaign strategy and
adjustment policy; including Geo regions.
• Social media analytic strategy; close to real-time and accurate audience profiling.
• Started with an end-to-end process to refine the process and then expand to other scenarios.
• What you need:• Accurate and refined Consumer Profiles
• Matched content profile (to Consumer profiles)
• Social Media Analytic – correct methodology
• Predictive audience analytic – Sometimes a simple model works great.
• Vertical strategy for marketing adjustment –how deep and flexible to adjust my marketing budgets.
© 2015 IBM Corporation
12-dimension Fundamental Needs Map
Map the use of words, frequency, &
correlation with psychometric scores of
needs based on our “needs” dictionary
“Ideals” accomplish (0.34), fix (-0.43) …
Spending
Thrifty
Materialism
Security
Altrui
sm
Risk
Modesty
ConformismIndustry
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Understand your Consumers – the basic human psychological needs.
© 2015 IBM Corporation
Relevant analysis areas were identified to segment potential customers and drive real-time campaign decisions
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The campaign targeting focused on three
core dimensions of the consumer…
1. Lifestyle – How much do customers
commute between locations?
2. Popular Locations – Where do
consumers hang-out?
3. Subscriber Pairings – Who do
consumers hang-out with?
Who Are You?
Homebody
Daily Grinder
Delivering the Goods
Globetrotter
2. Top 10 Hangouts
3. Best Buddies
Campaign execution…
1. Given the lifestyles, popular locations, and best buddy data => predict where individuals or groups of
similar individuals will be and when.
2. Use time series modeling and clustering to create time/location based marketing campaigns targeted at
homogenous groups in specific locales.
3. Avoid the campaigns being too personal or intrusive by generalizing and targeting at groups rather than
individuals.
1. Commute Lifestyle
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outgoing/energetic
vs.
solitary/reserved
Big 5 (OCEAN) Personality
Map the use of words, frequency, &
correlation with Big5 based on LIWC++
“Agreeableness” wonderful (0.28), cost (-0.23) …
Information is
revealed through
status updates
Useful information
is known to
members of social
networks
Next, understand the basic Personality
© 2015 IBM Corporation
Will we hit our OWBO target? Do we need
to dial up or change our marketing effort?
8 weeks
out
4 weeks
out
2 weeks
out
Teaser Trailers,
Online Buzz
12 weeks
out
Re-Messaging
Campaign
Theatrical Cross
Promotion
TV & Digital Marketing
Campaign Start
PR, Talk Shows, & Final Push
for TV/Digital Campaign
Post-
opening
weekend
Opening
Weekend
OWBO $$$
Results
Movie Marketing Timeline:
A Nielsen causation study found that
Tweets drive higher broadcast TV
ratings for 48% of shows
A recent Google study found that “70% of
the variation in box office performance
can be explained with movie-related
search volume seven days prior to release
date”
Websites like Fizziology provide live
social media tracking, using Tweets to
highlight movie box office success
21,000 Tweets 2,000,000+Tweets
vs.
Several websites provide traditional panel-
based box office tracking, including:
Hollywood Stock Exchange, Box Office Mojo,
Rope of Silicon and Box
Film tracking impacts ~ $900M for 2012’s top 100 movies “remaining” marketing spend
Case Study: Movie marketers most critical KPI is OWBO but have yet to find an approach accurately forecast opening weekend outcome
© 2015 IBM Corporation
Evaluate models
for accuracy
Train models based
on data from 200+ movies
Collect data & determine
predictive power
•Twitter Volume
•Twitter Sentiment
Online presence
•# of Theatres
•Movie Size
•Genre
Movie Characteristics
• Studio
• Seasonality
• Rating
• FB Likes, New Likes
• FB PTAT
• Rotten Tomato
• Press Volume
Week 1 Model
Week 4 Model
Week 8 ModelIBM
Predictive
Analytics
Is there a predictive relationship between social data &
weekend box office?
Which variables seem to be the strongest
predictors of weekend box office?
How accurately are we able to forecast box
office? What types of movie have higher/lower
forecast accuracy?
How can we improve our forecast accuracy?
IBM engaged with a major movie studio to build a box office prediction model based on online audience behaviors
© 2015 IBM Corporation
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Rating Theaters Genre Twitter Volume Release Period Negative Sentiment
0
50
100
150
200
0 50 100 150 200
Mil
lio
ns
MillionsModel Predicted Box Office
Openin
g W
eekend B
ox O
ffic
e
0 50 100
<15% Error
15-30% Error
30-50% Error
50+% Error
S ML XL
Number of Predictions
Breakdown of % Prediction Error
Model Metrics Summary
Predicted Opening vs. Actual Opening
Relative Variable Significance
30% Error Margin
Underpredicted
Overpredicted
Predicted Opening vs. Actual Opening
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© 2015 IBM Corporation
8%
26%
39%
22%
47%
10%5%
24%
12%6%
10%11%
% of Social Audience Intending to Watch Life of Pi (i.e. %Intent/Sentiment)
Weeks before Opening Weekend
Extracted Intent to Watch for Life of Pi
“Really debating to skip this class to watch this movie #Argo”
Intent to watch a movie is extracted from Tweets like the following:
From the graph, we can see that the trend of
intent to watch is not the same as the trend of
positive sentiment
Normalized Intent
Normalized Positive Sentiment
Weeks before Opening Weekend
Tracking the %Audience Intent by week for
different movies could enable better prediction
of movie relative performance
Extractions from social media such as “intent” were determined to be more predictive than traditional sentiment variables
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© 2015 IBM Corporation
Benchmarking Prediction Error: Traditional Tracking vs. IBM Model
Case in point: The IBM model gave the most accurate prediction compared to various industry tracking
sources for 8 out of 10 recent releases (summer 2013)
Most Accurate Prediction
New ReleaseActual Opening
($M)
Major US Studio BoxOffice.com IBM
$ Error (M) % Error $ Error (M) % Error $ Error (M) % Error
Fast and Furious 6 $97.0 -$32.0 -33% +$10.0 +10% +$10.8 +11%
Hangover Part III $53.0 -$8.0 -15% +$16.0 +30% +$4.8 +9%
After Earth $27.0 +$7.5 +28% +$9.0 +33% +$2.7 +10%
Now You See Me $29.0 -$11.0 -38% -$6.0 -21% -$0.2 -1%
The Internship $18.0 -$3.0 -17% +$3.0 +17% +$0.1 +1%
The Purge $34.0 -$19.0 -56% -$18.0 -53% +$2.1 +6%
Man of Steel $116.6 -$16.6 -14% -$1.6 -1% -$3.6 -3%
Monsters University $82.4 +$4.6 +6% -$4.4 -5% -$23.6 -29%
World War Z $66.0 -$13.5 -20% -$21.0 -32% -$6.5 -10%
The Great Gatsby $50.1 N/A N/A -$5.1 -10% +$3.0 +6%
360 Consumer Insight resulted in the highest prediction accuracy vs. current industry benchmarks
© 2015 IBM Corporation
Dramatic forces affecting the M&E Industry and require new approaches to maximize profitability
Rapid adoption of connected
devices and social media
Time and place shifts for
customer engagement
Heightened customer
expectations for services,
pricing, and packaging
Exponential growth in data
about customers,
interactions
and transactions
Growing complexity
in distribution
to multiple platforms
Value chain shifts and
revenue model uncertainty
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© 2015 IBM Corporation28
Content
Production
Content
Distribution
Sales &
Services
Marketing Business System
Pe
rson
aliz
ed
Evry
wh
ere
An
ytim
e
So
cia
l Me
dia
Create and
manage content
for cross
platforms
Manage and
deliver
customer
experience
Digital front office
Manage customer, personalized
offers
Back office
transformation
Manage customer
data
Connected Content
Agile Media
platform
New capabilities are required to create differentiated customer experiences – merely repurposing digitized content is no longer sufficient
© 2015 IBM Corporation29
Transformation Focus Areas
Business process
optimization
• Break silos
• Increase efficiency
• Drive media processes
with business
processes
Editorial collaboration and
augmented content
• Extended data
management
• Design editorial portal
• Integrate social media into
editorial processes
Infrastructure
rationalization
• Leverage standard IT
• Provide cloud
capabilities
• Share media services
• Increase resiliance
Articulate the Strategy
Explore a range of possible approaches with an
emphasis on what’s new
and possible, then build out a custom roadmap
and begin implementing it.
Evaluate the Business Value
Begin with what you already know about your
current information architecture,focus on key
inhibitors and an analysis of ROI for potential
improvements.
Implement Core Solutions
Begin with a pilot for agile media processes, build
support
for the project, iterate, learn and build from there.
Media business
applications
• Revenue & Royalty
management
• Contract management
• Rights propagation
ingest
Editing
Playout
Archive
News
Program
Web
OTT
Agile
media
platform
New customer behaviors
Unstructured data
Siloed organization dedicated
to ”linear content” model
Agile Media Platform
Create business agility and the ability to respond to change by removing siloed processes
and hardened workflows
© 2015 IBM Corporation30
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Manage capabilities as services Decouple Content creation and Content distribution
Benefits:
Improve TCO for media services
Optimize transition and Cloud enablement
Leverage new technologies without impacting
processes
Benefits:
Create and package content for multi-platform
distribution
Support distribution on current and emerging devices
Provide integration with social media
Agile
Media
Platform
Benefits:
Improve TTM for new business needs
Improve process control and process optimization
based on your lesson learned
Own your process Business drives media processes
Benefits:
Increase business risk
mitigation
Improve content
monetization usage
Respond to changes quickly
Provide customer
experience
management in
content delivery
Enable transition to
Digital Front Office
Business Drivers for IBM Agile Media Platform
© 2015 IBM Corporation31
Resource
Planner
Media Work Order System
Digital Media Business Process
Media Services Repository(MSR)
Smarter Media
Workflow
Admin Console Process Portal
Media Service
Selection Rules
(Planner)
MSR Coarse Grained Services
FIMS Transfer
FIMS Transform
Planner Decision Service FIMS
Fault/ReplyTo
FIMS Business Event Listener
Media Service and I/T Application
FIM
S
Sta
tus
Sta
tus
Event Analyzer
Process Toolkit
Actions & Notifications
Service Event Rules
Job Event Rules
Reusable BPD Processes
FIMS Toolkit (BOs)
Reusable AIS Services
Planner XOM & BOM
Non-FIMS Services
Common Message Schemas
Operations Dashboard
Process, Services , Queue, Job, Job Status
Event & Action Models
Service
Registry
Sta
tus
Monitor Models & KPIs
Mobile
App UI
AREMA Aspera
Orchestrator
IBM Agile Media Platform – Reference Architecture
ESB Mediations
© 2015 IBM Corporation32
distribution
Process & Integration Management
B2E Collaboration
Infrastructure Management & Security
Multi-Channel Enablement
Physical Infrastructure Media Services
User Experience
E-Commerce
Common Content Access
Integration
CRM& Marketing
Business Analytics & OptimizationMedia Business Apps
Media, Metadata and Information
Management
Content & Metadata
Management
Linear Distribution
Non-linear
Distribution
Security
IT Virtualization (Storage & Application)
Essence Management ( Media storage Management, Media transfer), Integration Platform, Technical Monitoring
Multi-channel Portal (B2C)Content Collaboration Portal (B2E)
Media Management
Storage/archive
Cloud Storage
Content
Visualization
Media Asset Mgmnt
Document Mgmnt
Watermark
Quality Control
Personalization
Product Master
ESB
Predictive Analytics
Customer Analytics
Pricing Analytics
Usage Analytics
Campaign Management
Operational Analytics
Dashboards
Network Security
Content Protection
Data/User Protection
Order
Management
Mobile Apps
FIMSFramework for Interoperability of Media Services
Customer
Segmentation
Optimization
Streaming Analytics
Customer Repository
Advertising Analytics
Social Media
Analytics
Profile
Management
Online Store
Data Replication
Subtitle
Dubbing
Broadcast Ads
Digital Ads
Ad Sales
Scheduling / Traffic
Royalty/Rights Mgt
Resources Mgt
Network
Enterprise Content
Management
SystemFederation
Indexing & Search
Transcode
Transfer
Single Sing-on
Retail Store
Data Access
CMS
Origin Server
Web/Apps
Content Creation
Systems
Content
Discovery
Business Process Management
Monitoring RulesOrchestration
Graphics/FX
Web / Mobile
Audio
Craft Editing
Monitoring
Infra Management
Work Order
Work Order Mgmt
Playout Automation
Playout
DTT/sat..
B2E Collaboration
B2B Portal
Content Distribution Portal (B2B)
Analytic
Ingest
Feed & tape ingest
File delivery
Removable support
Operational dasboard
Capacity planning Mgmnt
IBM Agile Media Platform – Functional Architecture
© 2015 IBM Corporation
End
Devices
Content Media Services Content Distribution
Ingest
Metadata
Multimedia Search
Watson Explorer
Multimedia AnalyticsIMARS
CMSECM
Live or File based Ingest/Encoder
CDN Edge Server
API PlatformBlueMix
Transcoder
Chunker
DRM
Origin StorageSoftLayer Mobile
Apps
Web
Smart TV
App Server
Mobile
Archive(LTO/LTFS/GPFS)
Load Balancer
App ServerWorklight
CDN
Edge Server
Load Balancer
Data Mover
Aspera
Content Owners
(Enterprise)Additional Services
Analytics
(Consumer, Live Facts, Apps)
SecurityTivoli
SoftLayer Cloud Orchestrator
User Management
Recommendation Engine
Payment Gateway
Smarter Commerce
Streaming Server
Social Media
CollaborationConnections
Uplink
Playout
ServerPlayout
Server
Color Legend OVP 3rd PartyMedia Services
IBM
Cloud services can be seamlessly integrated with on-premise media-specific
applications and storage to efficiently support a wide range of use cases
33
Deploying the IBM Agile Media Platform as a Cloud service offering provides maximum flexibility and scalability
© 2015 IBM Corporation
Collaboration portal
– Increase content quality and efficiency by providing role-based GUI
– Organize access to structured and unstructured data for editorial
– Facilitate the introduction of social media inside the content creation process
– Provide 360°view of the content
– Enable ‘One-to-Many’ content creation process
BPM and Master Data Model
– Decouple business processes and media applications
– Integrate business applications in a SOA model
– Facilitate dashboard and business monitoring
– Provide shared services capabilities
Infrastructure
- Provide technology and scalability for non-linear distribution models
- Facilitate the transition to Cloud IAAS or PAAS models for permanent or off-load processing
- Increase resilience and adaptability
- Reduce TCO
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Agile Media Platform: IBM Focus
© 2015 IBM Corporation
IBM Smarter Media Workflow and Process Management
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Increase operational efficiency
Improve insight into business processes
Improve asset management
Reduce cost of preparing and provisioning
content to multiple platforms
Use a single platform to connect back office
systems and processes with production and
distribution workflows
Seamlessly integrate best-of-breed vendor
tools and solutions
Enter new, emerging and future markets
faster
Rapidly deploy new products and services
Enables you toPartner portal
Content
creation and
acquisition
Distributi
on
MAM/DAM vault
Storage manager
Rights management
Scheduling
CMS Publishing
ERP
Dashboard
Work order creation
Work order approval
Work order update/confirm
Delivery services
Physical delivery
Internal billing reports
Service
oriented
architecture
Integrates multiple asset management tools, repositories and services into a single
streamlined, orchestrated workflow using a flexible business infrastructure.
© 2015 IBM Corporation36
IBM Smarter Media Workflow (BPM Advanced + MEIP) is required in enterprise
environments where media workflows are integrated with business systems, such as
marketing and advertising, contracts and rights management, and financial systems
Business SystemsMedia SystemsMedia
Services
NLE Order
Storage Archive
DAM MAM
QC
Transfor
m
Move
ERP
HR
Billing
Marketing
Adv.
Contracts
Agile Media Platform – IBM Smarter Media Workflow
© 2015 IBM Corporation
Connectivity & Integration
Integration Bus & SOA Infrastructure
Core Media Services - M&E Applications
(Transform, Transfer, MAM/DAM, QC, etc.)
Business Monitoring
Business Process Management
Enhance business activity monitoring with analytics
Leverage analytics for process design and improvement
Extend process execution and insight to users
Improve decision points with info & analytics in-process
Decision Management Business Rules & Events
IBM M&E Industry Pack(FIMS + IBM leading practices based assets)
37
Smarter Media Workflow – Functional Overview
© 2015 IBM Corporation
Media & Entertainment Industry Pack (MEIP): Overview
38
Improve time to value and reduce development costs of a Smarter Media Workflow solution with pre-built assets
• Gain early ROI and reduce the development costs. Reduce risks of adoption
• Speed the implementation of a cross-application “Smarter Media Workflow”
• Standardize solution delivery based on FIMS framework and IBM best practices
Enhanced software services
• End-to-end media solution: Automate, measure and optimize digital media supply-chain and related processes
• Media services automation: Automation of media ingest, transformation, and distribution processes on a massive scale
• Seamless integration: Allow for standards-based integration with media service applications in a plug and play fashion
For information or to contact us, visit: ibm.com/websphere/serviceszone/
FIMS compliant, standards-based service integration and the realization of a Smarter Media Workflow solution
IBM Media & Entertainment
Industry Pack
© 2015 IBM Corporation
IBM Content Creation: Journalist Editorial Portal
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Reduce costs and turn creative ideas into real
programs faster
Improve ability to manage and monetize
content
Reduce time to create, manage and distribute
content and metadata
Drive down integration and expansion costs
and support collaborative working
Establish a holistic and trusted view of media
assets and intellectual property across the
enterprise
Find and reuse content quickly—whether the
content is file-based or stored on physical
video tapes—hence speed time to market
Enable a fully digital file-based lifecycle for
assets within and outside the organization
Enables you to:
Content storage
Social media Semantic web
Traditional
news sources
Libraries and
databases
Visualizations
and mashups
Correlated
assets
Automated
analysisPortal
Journalists
Editors
Transforms how media and metadata is created, stored and shared across the enterprise to
enable easy management of content, collaborative workflows and access to archived content
© 2015 IBM Corporation
IBM Revenue and Royalty Management
40
Enables you to:
Enterprise-class solutions that help manage the business from creation of a deal with
contract terms and rights, to royalty processing and payments.
Streamline contract creation to close deals
faster and achieve faster time to revenue
Maintain central database of contracts to
minimize risk
Monitor client terms and conditions to resolve
disputes and maintain relationships
Track rights and royalty rates at a highly detailed
level to ensure compliance
Automate royalty processing and integration
with lower operational costs
Capitalize on new distribution channels, media
formats, licensing models to expand revenue
Contract Life-cycle
Management
Rights
Management
Royalty and
Revenue Systems
Validation
& Calculation
Statement
Generation
Account
Processing
© 2015 IBM Corporation
IBM AREMA : Archive and Essence Manager
41
Enables you to:
Technical process orchestration and media storage management for media infrastructure
Orchestration of
technical
processes
Platform
integration
Enterpris
e-wide
essence
services
Transfer
managementEditing
workgroup
orchestration
Distribution
process
(linear and
non linear)
Editing
workgroup
archiving
• Rationalize costs in implementation of media
shared-services strategy
• Improve the time-to-market of new media
workflows in heterogeneous environments
• Increase control and monitoring of technical
media processes in making business
decisions
• Facilitate media access in multi-tier storage
infrastructures
© 2015 IBM Corporation
IBM AREMA : Archive and Essence Manager
42
IBM Archive and Essence Manager (AREMA) is ideally suited for media production
departments where deep integration with legacy media production systems and dynamic
selection/invocation of services based on media type is required.
Agents (adapters)
API
Job Engine
Clients
Agents
(full implementation)Storage Management
Disk TSM LTFS FPD Diva Cloud
RulesQueue Mgmt Resource Mgmt Statistics
Job Templates
Interfaces
RESTSOAP
Watch-
folderFIMS Avid
Quan-
telVACP
..… …...100+ agent implementations
Notifications
… Jobs Agents UploadDash-
boardPlayer
Essen-
ces
Plug-ins
© 2015 IBM Corporation
Agile Media Platform – Aspera Orchestrator
43
Aspera Orchestrator is ideally suited for workgroup or departmental orchestration of media
services and systems, especially in the area of optimized file transfer.
INGEST TRANSFORM DISTRIBUTE ARCHIVE
Media Company
BLOB
S
3
Glacier
Aspera Node
DMZ3
AUTOMATE
Transcoding
Service
Aspera
Orchestrator
Faspex
On Demand
Aspera Node
Media Customer
Aspera
Console
AUTOMATED WORKFLOW
SOLUTION
1. Content is transferred and ingested to an on-premise Aspera server
2. Aspera high-speed transfer Direct-to-S3 with Aspera On Demand
3. Multiple parallel transcoding jobs, with output stored back to S3
4. Faspex packages are created, sent and downloaded by the customer
5. Media files are archived to Azure BLOB or AWS S3 / Glacier
1
2
4 5
© 2015 IBM Corporation
IBM Storage and Archive
44
Enables you to:
Flexible and cost effective solutions to store, manage, share and protect digital media for file-
based systems
Node 1 Node 2 Node 3
• SSD
• Disk
• LTFS
• SSD
• Disk
• LTFS
• Disk
• LTFS
Location A
Location B
Location C
Increase infrastructure flexibility with enterprise-
wide management of archived files
Optimize storage cost by using a shared, highly-
scalable, open standards-based storage pool
Enable portability between digital archives and
within file-based workflows with self-describing data
tapes using the Linear Tape File System (LTFS)
format
Enable physical transportability, readability, and
easy access through the network
Eliminate islands of content, increase asset reuse,
and enhance content monetization
Provide open and flexible interfaces to enterprise
applications
© 2015 IBM Corporation
ConsumersAdvertising
Contents
Target to Consumers
Attract Ad and Consumer
Real-time
Response
Business Analytics and Optimization
Contents serve as ‘Advertisement’ for Ad. Good Contents attract Ad and Consumer Tightly connected with Advertising
Targeted Mixed inventory types Mixed Media Integrated users experiences. Via analytic, rank product / brand with
particular contents. A-B tests for content production.
Match the contents; sometime, paired with Contents.
Same Content can be delivered in various formats and platforms
Viewing analytic links Contents with Advertisement.
Advertising is moving to cross platforms and targeted campaign
46
© 2015 IBM Corporation47
Analytic Assets Focus:
– Real-time analytic and automated operational
processes.
– Cross platform reference analytic.
– SOA based and can be in-parallel with enterprise BI
/ DW development.
– GBS Deep M&E business knowledge in Ad-Sales,
Campaign/Marketing, Consumer profile, traffic, etc.
Cross-platform Inventory
Dashboard
Inventory Tracking by Platform
Campaign
Commitments
and
Management
Cross platform consumer activities
Real Time Ad analytic becomes more important than before for better targeting and inventory/pricing optimization
© 2015 IBM Corporation48
Can be used as the BI Core to build Enterprise BI
DW, Analytic Reports and Dashboard.
Cover Linear and non-Linear multiple platforms in
various LOB areas. Designed for flexibility and
expandability
Select / combine any subjects areas and easily
expanded. Key subject areas:
► Analysis (include Program/Content)
► Campaign,
► Consumer Profile
► Deal
► Geo Location
► Platform
► Rate Card
► Social Network
► Unit
► Summary
IBM Advanced Ad Sales / Campaign BI Solutions – Data Model Accelerators
© 2015 IBM Corporation49
Core Ad-sales / Marketing business processes
and their interactions, tasks, input and output,
and actors.
Can be used as references when TVB expands
business to other areas and geo regions as well
as identify current process Gap.
Process can then derive execution plans
(projects).
Major China TV company used this framework
and completed its Ad-Sales operation
transformation in 2013 1Q.
Multiple level business process flows
IBM Advanced Ad Sales / Campaign BI Solutions – Business Process Model Accelerators
© 2015 IBM Corporation
Ad and Pricing optimization can improve profit and utilization.
50
Optimization Focus:
– Complete optimization package to process complex M&E scheduling problems.
– Dramatically reduce process time (sometimes from 10 days to 40 minutes.)
– Maximize productivities.
– GBS Deep M&E business knowledge in Programming, scheduling, studio, theatrical demands, etc.
Ad
Scheduling
– Ad Spot
optimization
Movie Scheduling –
Program scheduling
optimization
Ad Sale Optimization –
Optimize inventory with
current ad-sales process
© 2015 IBM Corporation
51
Attitudinal
Interactions
Descriptive
Behavior
Social Media
OnlineSurveys
Points of Interactions
LeadingDetractors
LeadingPromoters
SocialLeaders
Quantify Monitor
and Segment
Business Analytics
Predict and monitor ROI
Execute Campaigns
Scoring for propensity to buy
Viral marketing offers to customer
Special offers
forSocial
Leaders
Scoring againstSocial Leader levels
51
CCI
Scenario 1: Social Media Content Analytics to Attract New Customers
© 2015 IBM Corporation
Some Facts and Forecasts about RTB – from 2011 to 2016
Worldwide RTB-based spending will grow from $1.4 billion in 2011 to $13.9 billion in 2016 (a compound
annual growth rate [CAGR] of 59.2%). RTB’s share of total display advertising spending will grow from
5% to 20% during the same time; RTB’s share of indirect display ad sales will grow from 14% to 58%.
The United States will remain the most advanced market. RTB spending will grow from $1.1 billion in
2011 to $8.9 billion in 2016 at a CAGR of 53%. The market share of RTB-based spending of all display
ad spending will grow from 10% in 2011 to 27% in 2016; RTB’s share of all indirect spending will grow
from 28% to 78%.
RTB-based sales in Western Europe (WE) will grow from $227 million in 2011 to $2.5 billion in 2016, at a
combined CAGR of 62%. The market share of RTB of display advertising spending at large will grow
from 3% to 19%; RTB’s share of indirect sales will expand from 8% to 52%.
Japan has caught up to most WE markets. Total RTB spending in Japan will grow from $47 million in
2011 to $1.1 billion in 2016. RTB’s market share of total display advertising spending will increase from
2% to 24%, and RTB’s share of indirect sales will grow from 6% to 68%.
The primary source of growth are RTB-based indirect ad sales. In the United States, the majority of
indirect sales will be RTB based by the end of 2013, with the United Kingdom, France, Germany, and
Japan following soon thereafter.
Further growth will come from RTB-based mobile ad sales and premium inventory sales. The latter will
first be transacted through private marketplaces as they are a no-risk way for publishers to gain RTB
experience, and later, premium inventory will increasingly be exposed to public RTB platforms. IDC
predicts that eventually, almost all premium inventory will be sold programmatically because of the strong
financial
*: RTB- IDC research
53
© 2015 IBM Corporation
Real Time Bidding (RTB)
54
Real Time Bidding (RTB), the new programmatic
method of buying and selling online inventory, is gaining
significant traction and delivering higher monetization
value to both online publishers (sellers) and advertisers
(buyers). While it has been concentrated in the non-
guaranteed portion of inventory, publishers are
beginning to extend this robust programmatic
mechanism to their premium guaranteed inventory,
raising new challenges. For example, publishers are
finding RTB to be a great new mechanism/channel to
access media spend, but are unsure about how it can
profitably co-exist and blend with their guaranteed direct
sold programs. Buyers would like to buy premium
inventory via this new channel to attract and justify
premium advertiser budgets. And, from the ecosystem
perspective, questions arise about how best to combine
new mechanisms with legacy systems to create the
best of both worlds, to achieve maximum value creation
on every impression.
© 2015 IBM Corporation5
5
AGENCYBRANDS PUBLISHERS USERS
1990’s
2000’s
2010’s
TO
DA
Y
DIRECT
TECHNOLOGY HELPERS TECHNOLOGY HELPERS
AD EXCHANGE
SUPPLY
SIDE
PLATFORM
TRADING
DESK
DEMAND
SIDE
PLATFORM
DATA LAYER
BUY [ROI] SELL [YIELD]
AD NETWORKS
Evolution of an Industry
© 2015 IBM Corporation
RTB – Sample Advantage
57
In this example, a luxury car advertiser is looking for a very
specific audience type and is willing to pay a premium price
to reach a specific user that is highly qualified. The more
qualified the use, the more the advertiser is willing to pay.
On the right side of the example below, the advertiser (or
rather the technology company placing bids on behalf of
the advertiser) can see unique characteristics about the
user and therefore is willing to pay a $3.90 CPM to target
that user.
On the left hand side, the same user would have been
bucketed into
an auto-buying segment and priced according to the
segment price,
which is far lower than what was paid via RTB for the
individual.
© 2015 IBM Corporation
Media providers can capitalize on the opportunities of the new media value chain with contract and intellectual property management
59
The Smarter Commerce Approach:
Optimizes content and sales partner management processes by
automating the creation and capture of contracts and the
reconciliation of rights and revenue settlement to mitigate risk and
expand revenue opportunities.
59
Contract Management Discover
Create
Control
Manage
IP ManagementImplement
Understand
Execute
SupportContract
term fulfillment
IP risk
Royalty validation/|collectionn
Rights enforcement
Sales data management
Connected Customer
Challenges Solutions Benefits
Revenue
Risk
© 2015 IBM Corporation60
Smarter Commerce Lifecycle
60
Buy
Sell
Market
Service
The Smarter Commerce approach:
Optimizes content and sales partner management
processes by automating the creation and capture
of contracts and the reconciliation of rights and
revenue settlement to mitigate risk and expand
revenue opportunities.
Contract
Management
Intellectual
Property
Management
A Smarter Rights Management simplifies the process of contracting with content creators and tracking and monetizing IP rights
© 2015 IBM Corporation61
Discover
CreateControl
Manage
How many contracts do we have?
How many contracts are expiring
in the 4th quarter this year?
Who approved the royalty
conditions of the Sally Smothers
assignment?
What are the milestones for
the contracts we have with
Move-time productions?
Who did we negotiate the
Ryerson contract with?
How many agreements do we
have with each of our
contributors?
What content can be reused without
permission?
How many contracts are for
multiple publications?
What is the average approval time for the basic
non-disclosure agreements?
Company standard is that no
contracts can be for only one
delivery mechanism, how many
active agreements are non-
compliant?
What did we agree to in
the indemnity section for
the Branson Advertising?
How many contracts is John Smith
managing?
What’s the average turnaround time for NDA’s?
Which contracts
use the word
“contract”?
Why contracts matter to Media companies?
© 2015 IBM Corporation
The smarter Rights Management to contract managementminimizes risk and lowers the cost of managing partner agreements
62
Contract Management
• Streamline contract creation to close deals faster and achieve faster time to revenue
• Maintain central database of contracts to minimize risk
• Visibility into client terms and conditions to resolve disputes and maintain relationships
Key Capabilities:• Visibility into all Company Agreements
• Find all contracts based on a wide variety of parameters
• Improve Contracting Productivity
• Speed up contract creation process
• Increase Risk Mitigation
• Dynamically generate appropriate approval chain based on contract conditions
• Proactively Manage Active Terms
• Mass amend contracts and generate future tasks to manage milestones
Solution in Action:
• Lost lawsuit over royalties and needed visibility into talent contracts and consistency between contracted terms and payment system
• Provided full business visibility across 15,000 contracts
• Eliminated use of outdated legal language
• System seamlessly passes contract data between contract and right royalties systems
© 2015 IBM Corporation
Smarter Rights / contract management: Simplifying the creation and management of content usage agreements with partners
63
Discover ControlCreate
Use case: A global media publisher sources content for websites, magazines,
and television from thousands of 3rd party content and needs to define and
enforce contracts for how they are paid and how content can be used.
New
Contract
Amend
Contract
Contract
TermsIP Rights
Contract
Approval
Contract
/IP
Analytics
Manage
Reference contract
repository to
determine if new or
revised contract
required
Create contract with
standardized templates
and preapproved
language by business
users
Systematically
approve with
exception
routing and
handling
Store and
manage contract
terms and rights
over time as
agreements
change
Source talent to write
an article for use
across digital and print
Negotiate terms of usage
and author/talent
compensation that enforce
business policies
Expedite
approval
process to meet
business needs
Make contract
terms available for
user across the
enterpriseBu
sin
es
s
Nee
d
IBM
Ca
pa
bil
ity
Bu
sin
es
s
Pro
ce
ss
© 2015 IBM Corporation
The Smarter Rights Management to Intellectual Property management maximizes revenue growth and lowers the cost of operations
64
Intellectual Property
Management
• Capitalize on new distribution
channels, media formats,
licensing models to expand
revenue
• Track rights and royalty rates at
a highly detailed level to insure
compliance
• Automated royalty processing
and integration with to lower
operational costs
Key Capabilities:
• Automating the process of licensing and royalty processing
• Insuring that royalties being reported against licenses are
accurate and represent the full amount due
• Managing multiple, disparate sales data feeds from partners
and distributors
• Enable real time usage and metrics information from the
digital channels
Solution in Action:
• Large media publisher had catalogs of character intellectual
property assets to manage and was having difficulty
tracking licenses and specific rights granted to partners
• Provided a configurable and scalable solution to manage
over 10,000 contracts and over 1 billion rights
• Manage intellectual property and handle complex rights and
royalty scenarios across publishing, merchandising and
entertainment
© 2015 IBM Corporation
Smarter IP management: Tracking rights and collecting royalties to capture new revenue as sales channels expand
65
Implement ExecuteUnderstand
Use case: A global media publisher has a library of digital content that it
licenses for distribution through online sellers. The provider tracks usage
and sales against IP rights to determine royalty revenues and payments.
Support
Partner rights and
royalties are
configured in the IP
management system
Sales data is
precisely classified
by rights and
subsector specific
category
Royalty payments
validated against
rights and payments
are issued based on
agreements
Usage and monetization
information is available
to analytic and
predictive engines for
optimization
License to sell IP
assets through a web
sales partner
Capture and classify
IP sales data from
selling partners
Determine revenue
from sales and settle
with content and
sales partners
Understand IP data
to make more
strategic business
decisionsBu
sin
es
s
Ne
ed
IBM
Ca
pa
bil
ity
Bu
sin
es
s
Pro
ce
ss
Sales
Data
Contract
Negotiation
Rights
Configura
tion
Royalty
Rates
Royalty
Calculati
on
Payments Reporting
© 2015 IBM Corporation
Rights and Royalties Solution Metrics
66
Revenue & Opportunity Growth Operational Savings
•Increase Contracts Managed 200%
• Reduce Deal To Close Time 50%
• Identify Underutilized IP 20%
• Discover Violations Thru Audit Reporting
10%
• Maximize royalties using creative rates 15
%
• Increased licensee/talent retention 30%
• Process larger volumes of sales data 50%
• Reduce cost of statement generation 70%
• Decrease contract errors and conflicts 100%
• Eliminate overpayments 100%
• Automate financial processing 100%
• Enable reporting and business intelligence 100%
• Reduce support using self-service portals 30%
• Overhead savings as business expands 50%
© 2015 IBM Corporation
8 Processes for an end to end IP management.
67
Contract
Negotiation1
Royalty Validation
& Calculation
4
5
Statement
Generation
Workflow
3
2
Rights
6
IP Format
Territory Media
Language
Exclusions
Reporting
Rights & Royalties
Deal to Royalty Payout
7
8
Payments
Royalties
Usage Sales
Purchases
Tiered Time-
Based
Dashboards
Sample Reports
BI
IPM Business Flow
Fadel Partners Inc. – Proprietary and Confidential Information – Distribution to
Outside Parties Requires Prior Written Approval from Fadel Partners Inc.