1. The document discusses how media and entertainment companies have dominated digital transformation by understanding the importance of owned and operated destinations, avoiding past pitfalls like proprietary technology, and being nimble to follow evolving audiences. 2. It also highlights how these companies should be ready to enter new markets as silos collapse and brands can rise and fall quickly in the digital age. 3. Measuring engagement across platforms through content syndication is also discussed as an important strategy.

1. ©2017 Acquia Inc. — Confidential and Proprietary©2017 Acquia Inc. — Confidential and Proprietary
How Media and Entertainment Giants
Dominated Digital Transformation ..
… And how they’ll maintain their position
Chuck Fishman, Director of Industry Marketing and Development:
Media & Entertainment and Retail & Consumer Brands
Twitter: @chuckdafonk
Email: chuck.fishman@acquia.com

2. How Media Co’s Dominate Digital Disruption
1. Understand the importance of Owned and Operated Destinations: “The O&O’s”
2. Avoid (or not) the pitfalls of the past:
1. Building too much technology product
2. Spending too much to acquire community (audience)
3. Being married to proprietary vendors
3. Know your community, and be nimble enough to follow it as it evolves
1. Syndicate content, measure engagement back on a single platform
2. E.g. your O&O has a back end “audience management” component
4. End of Silos: Be ready to enter new markets
5. Comprehend the speed of which brands rise and fall in the digital age

3. How Media Co’s Dominate Digital Disruption
1. Understand the importance of Owned and Operated Destinations: “The O&O’s”

4. How Media Co’s Dominate Digital Disruption
1. Understand the importance of Owned and Operated Destinations: “The O&O’s”
2. Avoid (or not) the pitfalls of the past:
Media Audiences :
Reach, Grow, Engage, and Monetize

5. 2006: 22% of Top Sites are Media and Entertainment Companies
• BUY: NYTimes gained traffic by buying
About.com in 2005
• BUY: Time Warner network benefitted from AOL
acquisition in 2000
• BUY: Myspace bought for $1.5B by NewsCorp
but remained it’s own entity
• PARTNER: Weather Channel won digital access
to weather data
• BUILD: Viacom excelled with MTV.com and
Nick.com serving youth demo
• CBS, Disney, and News Corp did ok but fell below
top 25
• Music companies did not have digital
networks yet
• Newspaper publishers like Scripps and Gannett
faired ok while magazine publishers were absent
2006 Pure Play Media and Entertainment Companies

6. Avoid (or not) the pitfalls of the past: Too much focus on technology product
http://bit.ly/media_cms_evo
BUILD = $$$ BUY = $$$

7. BUILD = $$$Avoid (or not) the pitfalls of the past: Custom platforms

8.  BUY: Through digital acquisitions and
focus on site build strategy –
companies like Viacom, CBS, and NBC
have 3X their monthly audiences
 BUILD: Magazines have shifted to
digital and now appear in the top 50
sites list – Meredith and Hearst
 CBS and Turner are the top performing
digital networks despite Comcast’s market
position and purchase of NBC
 BUY: CBS does well because of CNET
sites purchase (2008)
 PARTNER: Turner does well because of
strong affinity to news content (manages
CNN sites) and sports rights (NBA, MLB,
NASCAR)
2015: 36% of Top 50 Sites are Media and Entertainment Company Networks

9. Avoid (or not) the pitfalls of the past: Proprietary CMS Vendors

10. Avoid (or not) the pitfalls of the past: Proprietary CMS Vendors

11. Avoid (or not) the pitfalls of the past: M&A Activity drove business decisions

12. Avoid (or not) the pitfalls of the past: history repeats itself

13. Mobile Properties
aren’t the same
as Desktop

14. Mobile Properties
also rise and fall
quickly

15. How Media Co’s Dominate Digital Disruption
1. Understand the importance of Owned and Operated Destinations: “The O&O’s”
2. Avoid (or not) the pitfalls of the past:
1. Building too much technology product
2. Spending too much to acquire community (audience)
3. Being married to proprietary vendors
3. Know your community, and be nimble enough to follow it as it evolves
1. Syndicate content, measure engagement back on a single platform
2. E.g. your O&O has a back end “audience management” component

16. What do Media Brands want to build? http://bit.ly/mediabriefing_2017

17.  BUILD: Comcast / NBC Universal and CBS Interactive
have continued significant investments into their digital
platforms
 BUILD, BUY, PARTNER: Turner
 Adult Swim
 Bleacher Report
 eLeague and Refinery29
 M&A / SPIN OFF: Time Inc’s independence from Time
Warner has allowed the company to grow
 M&A SPIN OFF: Gannett Publishing rebrands as USA
Today after spinning off TV stations
 BUILD: Hearst investing millions in it’s MediaOS
 BUILD: Conde Nast focuses on video and it’s Co-Pilot
CMS
 BUILD: New York Times sees post election lift and
growth in digital subscribers
 BUY: IBM bought The Weather Channel for access to
customer data
2017: 50% of Top 50 Sites are Media and Entertainment Company Networks

18.  BUILD: Vertically oriented, segmented content is
successful
 Café Media, SheKnows Media, Scripps Networks
 Some BIG brands are absent – do you see them?
 Viacom, Disney
 BUILD, BUY: Vice and Buzzfeed are the new MTV
 Why not in top 25? What’s deceiving here is this is
only traffic to O&O URLs
 Disney + Univision rebrand to hit that market with
Freeform and Fusion
 Vice bought a digital agency, Carrot Creative
 BUY: Daily Mail
 EliteDaily $40m buy, originally $60K to build
 BUILD: Vox Media
 Vox.com, SB Nation, TheVerge, Chorus CMS
 PARTNER: Washington Post appears through Cox
Newspapers distribution deal
 We left out media distributors, even though they are
creating original content
 Netflix (#25), Vimeo, Spotify
2017: 50% of Top 50 Sites are Media and Entertainment Company Networks

20. Content Consumption > Site Traffic

22. ©2016 Acquia Inc. — Confidential and Proprietary
Digital engagement fundamentally
changes customer engagement
22

23. ©2016 Acquia Inc. — Confidential and Proprietary
From
©2016 Acquia Inc. — Confidential and Proprietary
To
Websites and browser-based content
⇒
Cross-channel experiences – any screen,
device or endpoint – often webless
Everyone sees the same content
“Pull” content (browse, read) ⇒
Contextually optimized experiences
“Push” content for real-time interaction
Content managed and delivered
from a single system ⇒
Decoupled architecture for flexible delivery to
any front-end; API-first for ease of assembly
Monolithic, on-premise systems
⇒
Cloud-based microservices architectures for
flexibility and differentiated experiences
Pre-packaged, closed
⇒ Innovation based on an open source platform

24. Brand.com
Browse
Content
Campaigns
Social
Client
Journey DISCOVER EXPLORE CONSUME RETAIN
Search/Ad
Aggregators
Notifications Subscribe
Account
History
Content
Support
$
?
Campaigns
Social
Advocacy
Organic
App
$
SocialEvents OTT

25. Avoid (or not) the pitfalls of the past: Why build when you may have to consolidate?

27. Major Networks
Gaming

29. Know your community, and be nimble enough to follow it as it evolves
→ “Social Networks live and then die ….
While Communities grow and migrate”

30. Major Networks
Communication
Youth
Utility
Dating
Video
EntertainmentAdd Ons

31. Know your community, and be nimble enough to follow it as it
evolves

34. Syndicate content, measure engagement back on a single platform

35. How Media Co’s Dominate Digital Disruption
1. Understand the importance of Owned and Operated Destinations: “The O&O’s”
2. Avoid (or not) the pitfalls of the past:
1. Building too much technology product
2. Spending too much to acquire community (audience)
3. Being married to proprietary vendors
3. Know your community, and be nimble enough to follow it as it evolves
1. Syndicate content, measure engagement back on a single platform
2. E.g. your O&O has a back end “audience management” component
4. End of Silos: Be ready to enter new markets

36. Diversification is Key to B2C Publishers

37. Diversification = Media Silos are Collapsing

38. Diversification = Media Silos are Collapsing
Above, The Cincinatti Enquirer (US Newspaper) long
time digital subscription offering.
Right, WCPO.com (TV) quickly built a competing
offering that overtook the newspaper service in the
same US city.

39. A Publisher? Or a Media Company? - Conde Nast is producing over
4000 videos in 2016
- Distributed on over 50 platforms
- Renewing 60% of web series
annually
- Entered VR content production

40. How long does it take to build a revenue generating media brand?
Launched in 2013
following a record-
breaking crowdfunding
campaign that raised
$1.7m.
De Correspondent now
has upwards of 42,000
members paying €6
monthly or €60 annually.

41. Think Ahead … Publishers and VR Content

42. Digital Products Are Key

43. Explosion of Native Advertising + Publishers become B2B
Solution Providers

44. B2B Content Studios

45. B2B Content Studios

46. B2B Publishing Outlook

47. B2B Directories Forecast

48. Comprehend the speed of which brands rise and fall in the digital age
• Started in media giant
Bonnier’s R&D lab,
2010
• Launched first apps
2011
• Reaches 100 million
downloads by 2015
• Grew from 2
employees to 80 in 3
years
• Sold for $500 million
from Bonnier to
Spinmaster
#media2017 @chuckdafonk

49. Comprehend the speed of which brands rise and fall in the digital age
#media2017 @chuckdafonk

50. ©2017 Acquia Inc. — Confidential and Proprietary
Thank You
@chuckdafonk
Chuck.fishman@acquia.com
©2017 Acquia Inc. — Confidential and Proprietary