14 June 2011
It’s the golden age of the empowered consumer, with the demand for digital experiences increasing and becoming the norm, according to the latest Global Entertainment & Media Outlook 2011-2015 from PwC. In many markets the Entertainment & Media (E&M) industry emerging from the recession has been profoundly changed as the ongoing consumer migration to digital has accelerated due largely to the device revolution.
2010 saw the global economy begin to recover from its steep decline in 2009 and these improved economic conditions have played a major role in the recovery of overall E&M spending which rose by 4.6 per cent. Some countries, notably China and India, were largely unscathed by the global recession and experienced significantly higher growth rates in E&M spending, but others who were, and are still burdened with high government debt or political unease, are struggling to grow at similar rates.
Over the next five years we forecast that aggregate E&M global spending will rise from US$1.4 trillion in 2010 to $1.9 trillion in 2015, a 5.7 per cent compound annual advance driven by economic growth, but masking the accelerating shift of spending from traditional to digital platforms. Currently digital accounts for 26 per cent of all spending but by 2015 we expect digital’s share to rise to 33.9 per cent.
Advertising, the most cyclically sensitive of the three E&M spending streams, recorded the largest year-on-year swing, rebounding at 5.8 per cent in 2010 from an 11 per cent slump in 2009. Overall global advertising will increase at a 5.5 per cent compound annual rate from $442 billion in 2010 to $578 billion in 2015.
Consumer/end-user spending also improved, rising 2.2 per cent in 2010 after a fall of 0.4 per cent in 2009. In contrast Internet access spending was barely affected by the economic cycle growing at 9.2 per cent in both 2009 and 2010 and is expected to rise from $270 billion in 2010 to $408 billion in 2015, an 8.6 per cent compound annual increase.
The whole E&M industry is being driven to create experiences that engage today’s empowered consumer, by redesigning the content experience to be multi-purpose and multi-platform which, in turn, creates multiple opportunities for monetisation.
Marcel Fenez, Global Leader, E&M practice, PwC said:
“This is a golden age for consumers, who have never had it so good when it comes to accessing premium content (often free) over multiple devices. E&M CEOs are having to adapt business models to capture the shifting nature of consumer demand. The bottom line is that in order to continue to create quality content, someone has to pay.”
Many consumers increasingly expect content to be free. Convincing people to pay will be difficult and require a deep understanding of what consumers’ value. Convenience, experience and quality are the key ingredients that matter to consumers when choosing from the menu of content and delivery channels available. Alongside these sit participation and privilege. Consumers enjoy playing an active role in shaping their content plus they are happy to pay for privileges which enable them to “jump the queue” to get earlier access to content. The challenge for companies is to turn these five attributes – convenience, experience, quality, participation and privilege - into sustainable, profitable and engaged relationships with the consumer by offering advantages which outweigh the attractiveness of free or pirated content.
Establishing content and brand engagement is one half of the equation. The other is the mechanics of how people will pay for the content or enhanced experience. Various models are being tried including freemium, micropayments and selling bundled access to the same content over a variety of platforms. At the same time, a significant shift is emerging away from payments models that involve buying and “owning” content that is stored on a device and towards paying for the right to consume it on a “rented” basis via streaming from cloud-based services.
The migration of the consumer to smart devices is increasing as wireless network upgrades allow for faster download speeds and the markets for smart devices and mobile apps are now driving one another. As well as boosting mobile apps, smartphone growth is a key driver of mobile spending on E&M content and mobile Internet access.
This explosive growth in these various types of mobile devices is set to continue throughout the next five years so the key for E&M content producers is to take a flexible approach and collaborate with other players, be they operators, application providers, or consumer-friendly payment gateways. This will give them the greatest possible scope for moulding their payment models around what the consumer wants, and the ease of payment could influence where the consumer spends his or her money.
As content providers have set about using creative thinking and innovation to drive digital revenues from consumers, so advertisers and agencies have followed suit becoming increasingly sophisticated in identifying and exploiting the new brand opportunities brought by digital content services and platforms. Advertisers want more information and more verifiable return on investment from their advertising spend. They are also listening to, and engaging directly with, their consumers to a greater extent than ever before.
Advertising agencies are also responding to these needs by providing their clients with new ideas for connecting with consumers via digital platforms which are enhancing advertising effectiveness. They are also exploring new remuneration models for these digital campaigns, some of which, in effect, involve participating in the risks and rewards of a campaign with the brand owners.
These new approaches have helped drive an unexpected strong recovery in advertising led by online and TV, which has helped restore the attractiveness of advertising-funded models, which are often blended with a subscription revenue stream.
Digitization will continue to open up many more major opportunities for new types of services, business models, collaborative synergies and consumer relationships for organisations of all sizes across the whole industry sector. Advances in all these areas are emerging daily on the back of the ongoing flood of innovation in devices, delivery methods and pricing.
This is leading towards a new operating model specifically designed for the digital ecosystem - the Collaborative Digital Enterprise (CDE) – an enterprise which is technology driven and dynamic, interconnected and continuously engaged with its entire customer, employee and supplier ecosystem.
“The opportunities are huge for those Collaborative Digital Enterprises who are flexible, fearless, and embrace the challenges and changes within the new digital ecosystem. And those who have digital collaboration infused into their company DNA will be the front runners of the E&M industry in 2015 and beyond.”
PwC believes that to be a successful CDE a company needs to embrace three industry-wide dynamics which are the route to success in the emerging digital environment:
2011 has already shown that companies are switching their focus from inward to outward as they embrace the fact that multi-partner collaboration along the entire value chain is key. Such collaboration has been seen in almost every industry relationship: with consumers through the use of social networking; with advertisers through emerging models; and platforms, through content experiences tailored to specific device capabilities. CEOs see this collaboration as critical to both engagement with their consumers and innovation and it is a trend that will only strengthen and gain momentum over the next five years.
Across the leading digital markets, pipe owners, content owners, device manufacturers, operating systems and app developers will continue to work together in various configurations to produce engaging content experiences which will be shaped by consumer feedback and analytics. The CDE will escalate and elevate this collaboration from the current level of initiatives to a sustainable and interconnected digital ecosystem.
PricewaterhouseCoopers Global Entertainment & Media outlook 2011-2015, the 12th annual edition, contains in-depth analysis and forecasts of 13 major industry segments across four regions of the globe: North America (USA and Canada), EMEA (Europe, Middle East and Africa), Asia Pacific and Latin America. To access the Global Entertainment & Media Outlook 2011-2015 online go to: http://www.pwc.com/outlook. For press copies contact Fiona Scholes, email@example.com.
Digital spending, as included in the Outlook, consists of broadband and mobile Internet access, online and mobile Internet advertising, video-on-demand, mobile TV subscriptions, digital music, electronic home video, online and wireless video games, digital consumer magazine circulation spending, digital newspaper circulation spending, digital trade magazine circulation spending, electronic consumer, educational and professional books, and satellite radio subscriptions.
PwC firms provide industry-focused assurance, tax and advisory services to enhance value for their clients. More than 161,000 people in 154 countries in firms across the PwC network share their thinking, experience and solutions to develop fresh perspectives and practical advice. See pwc.com for more information.
"PwC" is the brand under which member firms of PricewaterhouseCoopers International Limited (PwCIL) operate and provide services. Together, these firms form the PwC network. Each firm in the network is a separate legal entity and does not act as agent of PwCIL or any other member firm. PwCIL does not provide any services to clients. PwCIL is not responsible or liable for the acts or omissions of any of its member firms nor can it control the exercise of their professional judgment or bind them in any way.