IBM 미디어 산업 선진 사례 소개 by IBM Global Media 전문가 Jerry Yang

© 2015 IBM Corporation

Korea Media Company Workshop

IBM April 24, 2015


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

2


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

3


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

4


5

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

5


$

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…

6


AS A RESULT -- M&E FIRMS HAVE TO:

7

-- IMPROVE PRODUCTIVITY

-- OPTIMIZE OPERATING COSTS

-- AUTOMATE PROCESSES

-- BETTER UNDERSTAND CUSTOMERS

-- PROFITABLY SERVE NEW MARKETS

-- TRANSITION PRODUCT AND SERVICE PORTFOLIOS

COSTS

REVENUE


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

8


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

9


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

10


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

11

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


The Big Four: Apple, Google, Facebook, and Amazon are all trying to be the same uber-company to monopolize customer engagement

13

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.


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


Content and Marketing


ConsumersRevenue

Good Contents

Target to Consumers


Real-time

Response


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.


Good Contents attract consumers

Quality Content is still the KING…….


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.


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

18

Understand your Consumers – the basic human psychological needs.


Relevant analysis areas were identified to segment potential customers and drive real-time campaign decisions

19

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


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


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


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


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

23


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

24


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


Digital Content Distribution


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

27


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


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


30

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


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


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


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


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

34

Agile Media Platform: IBM Focus


IBM Smarter Media Workflow and Process Management

35

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.


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


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


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


IBM Content Creation: Journalist Editorial Portal

39

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


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


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


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


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


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


Advertising

45


ConsumersAdvertising

Contents

Target to Consumers


Real-time

Response


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.


Viewing analytic links Contents with Advertisement.

Advertising is moving to cross platforms and targeted campaign

46


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


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


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


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


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


Advertising - Real Time Bidding (RTB)

52


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


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.


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


RTB – Audience mapping

56


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.


Rights Management

58


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


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


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?


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


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


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


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


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%


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.