The Consumer Media Company: a proposed value play for Media players from Accenture leaders. https://accntu.re/3BZQcNv

1. Consumer
Media
Company
Media future value play

2. The Consumer Media Company
How can I add new products and services to become a multimedia
consumer entertainment company that retains and attracts new viewers?
Consumer media companies offer more than a single product.
services might include audio (or video) and text or other services that
extend reach and offers to more consumers.
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3. Ecosystem
Powered
THE VALUE PLAYS
Content Creators
Companies with a proven track record
and assets to create unique content and
experiences that are purchased or
licensed by content distribution
companies / platforms to share with
viewers
Aggregator
Companies focus on becoming a
platform "host" for channels, SVODs,
and content from other companies
through physical or digital means. (E.g.,
Roku, Comcast/Sky)
Lifestyle media platform
Organizations develop a unique, engaging
platform and brand that users resonate
with and 3rd party vendors want to
leverage to sell their products and services.
(E.g., Apple, Amazon, Rakuten)
Consumer media
company
Companies develop and expand the
reach of their own platform to offer
content and test multiple
monetization models. (E.g., NBCU,
Netflix, Spotify)
3
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4. Phase 01:
Aggregator
Phase 02:
Consumer media
company
Phase 03:
Lifestyle media platform
Control
points
Sources of
competitive
advantage
Monetization Technology
strategy
Investment
strategy
Addressable market
PATHS TO GROW
4
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5. OTT distribution solution
User reach and brand recognition
Content library and premium rights
Service user experience / design
Agreements with aggregators/OTT
platforms
First-party data collection
Content investments
(Production, rights, formats, etc.)
Customer acquisition
Tech investments
(SVOD products, digital adv., etc.)
IP rights
Consumer billing relationship
User journey design /
prioritization in other platforms
User content preference
data feeds
Ad blocks and monetization
B2C subscription revenues
B2C content transactional fees
(e.g., TVOD, PVOD)
B2B affiliate carriage fees
B2B advertising revenues
B2B data brokering revenues
Ad strategy
Payment / fraud strategy
Digital distribution platform
UI / UX strategy
OS integrations and standardization
Data strategy
Advertising targeting
(for owned content)
User experience design
Operational effectiveness /
improvement
Content service / bundling
User data to inform product
development and pricing
01
Sources of
competitive advantage
02
Investment strategy
03
Control points
04
Monetization
05
Technology Strategy
06
5
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Phase02
CONSUMER MEDIA COMPANY

6. Phase02
CONSUMER MEDIA COMPANY
Description
Expand the reach of their own platform to offer
content and test multiple monetization models.
Bundle exclusive content with associated
products and services to drive superior user
experiences.
Reach, content investments, user data
management, payments and fraud, and Cyber
Security.
Includes: Corporate strategy, lean media, data
foundation, operating model, technology hub.
.
Capabilities
Business Model Risks & Mitigations
01 03
02 04
Consumer media
company
6
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Accenture and its logo are registered trademarks of Accenture.

7. Video Video
AVOD
Linear FTA
channels
Linear IP
virtual channels
Catchup Events
& tours
TVOD
Cinema
theatre
Add-
on
vMVPD Skinny
bundles
Premium
bundles
Pay-TV SVOD
Subscription/transactional business
Digital advertising business
Audio Ad music
on demand
Virtual
Radios
Podcasts Playlists
Radio Concerts
Music on
Demand
Audio books Tracks /
Albums
Exclusive
records
Audio
Ad Paywalls
Portals Social &
Collaboration
Text Paywalls
Education E-newspapers
& e-magazines
subscriptions
E-newspapers
& e-magazines
issues
Text
Overview
CONSUMER MEDIA COMPANY
Consumer
media company
Consumer media
company
7
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8. Businessmodel
CONSUMER MEDIA COMPANY
Revenue Stream Value Proposition Investments
Subscribers
Advertisers
MVPDs / vMVPDs
B2C
B2B
User subscription
revenues
One-time transactional
fees (TVOD, PPV, etc.)
Existing content production
capabilities to build upon
Relationship with users
to inform investment
Catalogue/library of
content to offer
Brand recognition
OTT distribution platform
Digital advertising capabilities
Content investments
Subscription payments/ fraud
capabilities
UI / UX capabilities
Advertising revenue (linear
and OTT)
Carriage fees
Content licensing
Data brokering agreements
Established content
portfolio to monetize
Existing carriage
agreements in place
In-houseAd Sales/ad
ops capabilities
Expand consumer data
capabilities (360 view)
Data “productization”
capabilities
Consumer media
company
8
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Accenture and its logo are registered trademarks of Accenture.

9. Priorities to navigate the
company, beyond the
transformation Program
Capabilities
CONSUMER MEDIA COMPANY
Consumer media
company
9
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10. Creating an optimized
and flexible Core
Lean & agile operations
Optimum make vs buy
Production capacity
resizing
Cloud elasticity
Cash management
IP and Competitive
advantage
Cloudification
Experimentation and
scalability
Content & Tech
integration
Innovation led delivery
Growth strategy
Partnership strategy
Content strategy
Talent strategy
Capital structure
Attribution analytics
Data strategy & arch.
360 customer view
Data-driven content creation
Data useability & enrichment
Operating model strategy
Objective led governance
Cultural shift & enablement
Capability / skill
identification
Performance management &
accountability
Capabilities
CONSUMER MEDIA COMPANY
Consumer media
company
10
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Accenture and its logo are registered trademarks of Accenture.

11. Risks
Content investments:
Reach:
Need to gain a sufficient number of users to your platform
to substantiate the capital investment required to scale a
subscription or AVOD platform
Partner with MVPDs to drive user adoption and
strategically invest in underpenetrated growth
markets
Organizations will need to invest considerably in original and
catalogue content to attract and retain users in a hyper-
competitive media space
Use available consumer data to inform
content decisions and investments
Complexity stitching together various consumer data components
into a single view that can be leveraged to inform business
decisions (e.g., content, platform, etc.)
User data management
Create new subscription management/user billing capabilities that
mitigate customer pain points and
reduces overall fraud risk
Payments and frauds:
Create an enterprise-wide data strategy to ensure
foundational data can be leveraged to drive
insights
Aggregators provide SSO and single point of billing to their
subscribers and manage user profiles across services, opening
them to potentially damaging data breaches
Cybersecurity:
Create an approach to rapidly develop consumer
POS capabilities, leveraging concepts (e.g.,
geofencing) to reduce fraud risk
Develop global security strategy, drive
automation, and expand relationships with
security partners
Mitigations
RisksandMitigations
CONSUMER MEDIA COMPANY
Consumer media
company

12. For a deeper dive into this play visit | accenture.com/reset-reinvent-rebound 12
Copyright © 2020 Accenture. All rights reserved.
For a deeper dive into this play visit | accenture.com/reset-reinvent-rebound
Resilience.
Relevance. Agility.
We believe these new value plays, supported by industry-
specific solutions, can help traditional media companies
transform and rediscover audiences and market
opportunities. But the time to act is now.
As traditional media companies look to protect existing
revenues, raise profitability and deliver on expectations for
future performance, they’ll need to choose a path that
supports three essential tenets of success:
1. Demonstrate market resilience with a reimagined
business model.
2. Create and position relevance as a competitive
differentiator.
3. Respond to market demand with the agility provided by
a cloud platform.
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To learn more visit | accenture.com/resilience-relevance-agility

13. Authors
Marcio Guilherme
Managing Director —
Communications & Media
Mark Flynn
Global Research Lead —
Communications & Media
Gemma Moorby
Global Media Network Lead
Contributors
Andrew Walker
Senior Managing Director – Global
Communications & Media Lead
John Peters
Managing Director, Media &
Entertainment Industry Lead –West
Mark Peters
Managing Director – Media &
Entertainment
Raffaella Masoero
ICEG Media Lead
Andrew McCaffer
UK/I Media Lead
Alessandro Corneli
Australia Media Lead
Luis Bonilauri
LATAM Media Lead
Bryce Molano
Strategy Senior Analyst
Coletrane Goodman
Strategy Senior Analyst
Lisa Davis
Communications, Media & Platforms
Global Industry Marketing Lead
Suzanne Broadley
Global Media Industry Marketing

14. About Accenture
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than 40 industries, we offer Strategy and Consulting,
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