Entertainment and media

74%

of E&M CEOs say they are concerned about shifts in consumer spending and behaviours

15th Annual Global CEO Survey

Entertainment and media industry insights

Michael White, DIRECTV
In this short video, Michael White shares his view on today's key business issues: risk, volatility, innovation, talent, and growth

E&M CEOs think their businesses’ future growth depends―crucially―on responding to consumer change through innovation in areas from products to business models. Collaboration within and across the digital ecosystem will be vital for achieving this. The key element currently lacking is the right skills―a shortcoming they’re determined to address.

E&M CEOs’ confidence in growth remains resilient, despite the challenging economic outlook. 84% of E&M CEOs―the same as in our last survey―are ‘somewhat’ or ‘very’ confident about revenue growth over the coming year. And more are ‘very confident’ than last year.

E&M CEOs' view on the prospects for revenue growth

They’re more concerned than CEOs in any other industry about shifting consumer spending and behaviours. And 43% of E&M CEOs―against 24% overall―anticipate changes to their technology investments over the next 12 months to meet consumers’ rapidly evolving demands.

E&M CEOs plan technology investment changes

They see collaboration as a key element of future strategies. 64% of E&M CEOs are planning a new strategic alliance or joint venture in the next 12 months―the highest proportion in any sector.

What factors influence E&M CEOs' strategy?

Success in a digital world demands innovative new business models. 79% of E&M CEOs―more than any other industry―are planning to increase the emphasis on new business models in their innovation portfolio.

Focusing on collaboration

Meeting with customers is a priority for E&M CEOs. More than 75% of E&M CEOs wish they could spend more time with their customers.

Meeting with customers is a priority for E&M CEOs

Quotes

Rohana Rozhan

CEO, ASTRO Malaysia Holdings View profile

Everything moves very fast today. We have to speed up, be agile and nimble, because product life cycles are becoming shorter. Consumer trends are changing so quickly.

Nancy McKinstry

CEO and Chair of the Executive Board, Wolters Kluwer View profile

One of the most interesting things that actually occurred this year has been the penetration that we see among our customers in the use of Smart phones and tablets. We see that as a great opportunity for us. These new devices will allow us to bring our products very much into the workflow of our customers. So that’s actually having quite an interesting effect on our business and has nothing to do with some of the political or economic situations.

Michael White

Chairman, President and CEO, DIRECTV View profile

Consumers are changing, so you’ve got to be changing. And competition only gets tougher. At the end of the day you’ve got to continue to differentiate your product, and that means innovation. But you can’t just innovate on the product and the technology. You’ve got to innovate the service, to innovate across every part of your supply chain in your value propositions with consumers.

Rohana Rozhan

CEO, ASTRO Malaysia Holdings View profile

Innovation is not just about new products and services. It’s also about doing things in a better way – whether it’s delivering an outstanding customer experience or being more cost-effective and efficient.

Nancy McKinstry

CEO and Chair of the Executive Board, Wolters Kluwer View profile

Products are not static any longer and that’s partially because they’re now digital, so even when we produce a book that’s in digital form, the opportunity to keep enhancing that, both adding new content, adding new kinds of features, is much more apparent today than again many years ago and so the process of innovation has changed.

Michael White

Chairman, President and CEO, DIRECTV View profile

Let’s face it. There are 80 million Baby Boomers who are going to retire over the next five to seven years, and they’re going to be replaced by 40 million Gen Xers. That’s two to one, so you’d better be developing your next generation now if you’re going to be ready for that transition.

CEO survey: Explore the findings

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Embracing volatility

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Risk resilience

Facing the talent challenge

Innovating on multiple fronts