電視公司的網路策略

本報告已在2011年11月23日停止出版。

簡介

目錄

Television has always managed to hold its audience' s attention for much longer than other media, and this despite the major upheavals it has had to contend with in recent years, including image digitisation and the new prospects opened up by IP. Segmentation of the TV offer has made it possible to maintain consumption levels on the small screen, although generalist channels' prime time audience is shrinking.

TV channels are investing massively in the internet to be able to take advantage of ever-increasing online ad revenue, using a variety of strategies: a “second market” approach to maximise revenue generated by their programmes, control over distribution to viewers, diversification to high audience services in tandem with their ad management business. The challenge for the channels is to have a strong hand in the new forms of TV viewing, rather than being passive players, and to thus be able to act as central aggregators as they face competition from telcos and the top internet portals. This new positioning requires them to examine the specific role that television plays, re-focusing on what makes the broadcasting model distinctive.

Based on interviews with some of the TV industry' s leading players in the United States and Europe, IDATE offers a detailed analysis of TV channels' online distribution strategies, the main business models being used and the resulting diversification and vertical integration strategies.

• Has the mass media advertising model changed?
• Who will benefit from off the grid TV viewing?
• Can channels' programming expertise be exported to the web?
• Do channels need to become online operators and aggregators?
• Are B2B and B2C strategies mutually exclusive?
• Do programming schedules need to evolve?
• Is the vertical integration of production necessary?
• Is a new media chronology taking shape?

• Media groups/TV channels
  • Identifying the key issues in distributing TV content on the internet
  • Understanding how to take advantage of an online TV content distribution strategy
• Online content providers
  • Assessing the development outlook for broadcasting TV programmes on the web
  • Understanding the B2C, B2B and B2B2C business models of online content distribution platforms
• Internet companies
  • Identifying the major innovations in new services
  • Understanding traditional TV companies' positioning on the internet
• Telcos
  • Analysing the impact of IP network development on TV distribution
  • Planning possible partnerships with media and internet companies
• Investors and analysts
  • Assessing the economic potential of new online TV content distribution platforms
  • Analysing the new ecosystem created by TV channel distribution on the web

1. Evolution of the TV industry

• 1.1. Television, the ultimate mass medium
• 1.2. New TV viewing patterns
  • 1.2.1. Segmentation of the TV offer has made it possible to maintain overall viewing figures.....
  • 1.2.2. .....but is cutting into the top commercial channels' audience
  • 1.2.3. Prime time losing audience, but still the flagship slot
  • 1.2.4. On-demand and time-shifted viewing on the rise
• 1.3. TV market revenue: fundamentals remain stable, for now
  • 1.3.1. Pay-TV driving growth, as the video sector loses steam
  • 1.3.2. Traditional TV market nearing maturity
  • 1.3.3. The internet does not, however, currently pose a direct threat to the TV advertising market
• 1.4. IP: driving changes in media distribution
  • 1.4.1. Players on the production side: increased negotiating power?
  • 1.4.2. Channel operation and aggregation businesses and revenue under threat?
  • 1.4.3. Multiplication of TV distribution channels
  • 1.4.4. The growing role of the device
  • 1.4.5. New uses

2. Leading TV network strategies

• 2.1. Case studies: the top television networks
  • 2.1.1. NBC
  • 2.1.2. Fox
  • 2.1.3. ABC
  • 2.1.4. Groupe TF1
  • 2.1.5. Groupe M6
  • 2.1.6. ProSiebenSat.1 Group
  • 2.1.7. Groupe Antena 3
• 2.2. TV channels' positioning: a summary

3. Outstanding issues for TV channels

• 3.1. A change in the distribution sequence?
• 3.2. Reducing dependence on TV advertising and monetising new television offers?
  • 3.2.1. Emergence of new advertising models on the web
  • 3.2.2. Taking advantage of the market driver: pay-TV?
• 3.3. Will TV channels need to alter their schedules?
• 3.4. A new strategy for controlling content?
• 3.5. Taking control of TV aggregation services?

4. Guidelines

• Table 1: Breakdown of media consumption in the US
• Table 2: Channel TF1 indicators
• Table 3: Channel M6 indicators
• Table 4: Indicators for ProSieben and Sat.1 channels
• Table 5: Channel Antena 3 indicators
• Table 6: Fee-based diversification strategies employed by commercial TV channels

• Figure 1: Daily TV viewing time in the US
• Figure 2: Daily TV viewing time in a selection of European countries
• Figure 3: Segmentation of the TV offer in the US
• Figure 4: Viewing share for the top five channels in the big markets , 2000-2006
• Figure 5: Drop in prime time viewership in the US, 2000-2006
• Figure 6: Breakdown of viewership by time of day in the big markets
• Figure 7: Most watched broadcast and cable TV channels in prime time in the US (October 2006 - May 2007)
• Figure 8: Growth of personal TV in the US, 2003-2010
• Figure 9: Growth of personal TV penetration rates in the major European markets, up to 2012
• Figure 10: Growth of media market revenue (excluding radio) in the US (in million EUR)
• Figure 11: Growth of media market revenue (excluding radio) in Europe
• Figure 12: Breakdown of advertising spending in the US, 1996 vs. 2006
• Figure 13: Evolution of the TV distribution chain
• Figure 14: Estimated change in Hollywood studio revenue, by segment, 1990 vs. 2000
• Figure 15: Breakdown of the leading TV companies' revenue in 2006, by business area
• Figure 16: Penetration of TV distribution networks in France
• Figure 17: Multiplication of internet video devices
• Figure 18: NBC' s prime time schedule for 2007-2008
• Figure 19: Example of a Fox prime time schedule in late November 2007
• Figure 20: ABC' s prime time schedule for 2007-2008
• Figure 21: Structure of channel TF1' s annual programming schedule
• Figure 22: Structure of the annual M6 schedule
• Figure 23: Breakdown of the ProsiebenSat.1 group' s revenue, by source
• Figure 24: ProsiebenSat.1 group structure
• Figure 25: Breakdown of ProSiebenSat.1 turnover, by business area
• Figure 26: ProSiebenSat.1' s digital services at the end of 2006
• Figure 27: Teleporlared portal home page, with links to other Antena 3 group online video services
• Figure 28: Content distribution strategy
• Figure 29: RTL group' s multiplatform positioning strategy
• Figure 30: TV channels' internet business models
• Figure 31: TV channels online branding strategies
• Figure 32: TV channels' online content strategies
• Figure 33: Expansion of TV showing windows
• Figure 34: Example of a generalist TV channel' s dependence on advertising: the case of ProSiebenSat.1
• Figure 35: Example of an overlay on YouTube and interactive product placement in the series 24

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