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Rise of the new media finance organization

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Rise of the new media finance organization

  1. 1. The rise of a new media finance organization September 2021 Copyright © 2021 Accenture. All rights reserved.
  2. 2. There are seismic shifts taking place in the media industry that are redefining what it takes to deliver results for film/tv content creators. These changes are directly impacting the future of media finance, driving finance organizations to rethink the way they have done business for decades and reimagine new strategies and solutions to adapt and succeed for the long-term.
  3. 3. Five key trends impacting the media industry 3 01 The remaking of monetization 02 The explosion of title counts 03 Data-fueled competition 04 The pivot to a D2C- first business 05 Reconstructing the organization • Shifting patterns in content consumption • Declining theatrical and home video • Cord cutting • The rise of direct-to- consumer (D2C) models • Fluid window strategies • Rise of mega-studios from M&A activity • Increased content needs for D2C channels • Growing importance of local content for international markets • Emergence of short- form popularity • Subscriber counts drive share price • Acquisition and retention drive income • Creative destruction of dependable revenue models • Growing subscription fatigue among consumers • Future success hinges on DTC performance • Inherited business architecture from legacy operating models • Competitive landscape demands peak performance for continual, rapid decisions • Customers’ expectations for curated content • Fierce competition for rights acquisition • Rapid, fluid pricing decisions for D2C • Emergence of digital native media competitors
  4. 4. Impacts to media finance & accounting teams 4 01 The remaking of monetization 02 The explosion of title counts 03 Data-fueled competition 04 The pivot to a D2C- first business 05 Reconstructing the organization • Requires what-if and scenario modeling • Ultimates models must be reimagined • Closed-loop actuals integration is no longer a nice to have • Experimentation at scale needed to test new revenue models • Manual processes cannot scale • Tightly-coupled systems choke throughput • Library acquisitions require extraordinary integration efforts • Significant capex expense for new platform rollouts • New KPIs: customer lifetime value • Acquisition costs throttle pivot to profitability • Inflexible systems limit bundling possibilities • Revenue streams trump operating models • Requires strategic decisions to balance revenue mix • Decisions made today will have lasting impacts • Finance has a shortage of next-gen skills • Enhanced intelligence plays a key role in rights acquisition • Finance wrangles data with no time to focus on insights • Traditional media companies one step behind digital natives Disruption of dependable revenue models New models to increase revenues Race to create and acquire content Scaling operational complexity New entrants and existing players fight for content, viewers, and data Subscriber counts drive share price; companies focus on retention and lifetime value New orgs, expected to lead the future, sit upon legacy business architecture
  5. 5. A five-part foundation for the future 5 01 Flexible technology platforms New technologies are needed to ensure finance teams can adapt quickly in an everchanging landscape. Relentless automation Reducing manual processes is key for future growth. 02 03 04 05 Real-time insights The right tools will enable media finance teams to advise senior leaders on business- changing issues. Thinking at scale To support rapid growth and compete against lean digital natives, think big and re- design your operating model for maximum efficiency. Future-proof the workforce Companies need to upskill their finance employees to assume new, and more strategic, roles and responsibilities in the organization. We have identified five strategies that can help to deliver the most impact for this media finance transformation. When these approaches are embraced, a whole new set of benefits may kick in for the finance organization:
  6. 6. For a deeper dive into this play visit | accenture.com/reset-reinvent-rebound Benefits within finance & accounting teams Increased strategic role/contribution of F&A, as team shifts from 70% transactional-focus, to 30% transaction focus and 70% advisory/analysis/strategic focus. FP&A treasury: Ad sales, talent & licensing finance: From backward to forward Freed from the time- consuming effort to understand what costs have occurred and what cash is available, these teams can shift their focus from backward-looking collecting to forward- looking scenario planning. From tracking to optimizing With a simplified process of gathering & ingesting 3P production cost updates, these teams can dig into the numbers to optimize spending. This benefits production teams directly who can use this knowledge to streamline their operations. From throughput to accuracy With automation handling the tedious processing and revenue recognition, the team can shift away from worrying whether all invoicing and payments can be generated on time and spend more time ensuring that the numbers are accurate and free of audit risk. Teams can now also drive value through optimizing ad inventory yield and talent/licensing deal analysis. Production finance: Accounting, audit & tax: From review to anticipate These teams ensure compliance, but, in a world of disparate and difficult-to-find data, these teams are often left reviewing to determine if past activity was compliant. Instead, with controls in place, they can anticipate compliance risks before they happen and help remediate the risk.
  7. 7. Beyond finance: Increased impact of creative teams 7 All-knowing from rapid analytics to drive high-ROI acquisition or greenlighting X-Ray vision With simplified production cost tracking and benchmarking See the future with title profitability analysis to determine options, say, in or content licensing or service pricing or bundling options Speed To securing sufficient capital to market a new series then tying investments to viewership results Development Production Distribution Marketing
  8. 8. John Peters — Managing Director, Media & Entertainment john.s.peters@accenture.com Contact 8 About Accenture Accenture is a global professional services company with leading capabilities in digital, cloud and security. Combining unmatched experience and specialized skills across more than 40 industries, we offer Strategy and Consulting, Interactive, Technology and Operations services—all powered by the world’s largest network of Advanced Technology and Intelligent Operations centers. Our 569,000 people deliver on the promise of technology and human ingenuity every day, serving clients in more than 120 countries. We embrace the power of change to create value and shared success for our clients, people, shareholders, partners and communities. Visit us at www.accenture.com. Greg Jensen — Managing Director, Media & Entertainment gregory.m.jensen@accenture.com

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