Monthly Archive for "September 2010"



Uncategorized Institute for Media and Entertainment on 22 Sep 2010

For Businesses, A Bird’s Eye View of Twitter’s Annotations

Twitter AnnotationsWhat’s in a tweet? Apparently, a lot more than what meets the eye, once Twitter releases its new “annotations” feature. The target launch date is yet to be announced, but the online community is already abuzz with the feature’s possible applications and its potential impact. Here’s why:

Basically, Twitter annotations will allow “metadata” or additional information — such as keywords, hyperlinks, location/date/time tags, photo/video/audio files, etc. — to be “embedded” in a tweet without affecting its 140-character count. On the surface, most of the metadata would be hidden, but it can systematically be read, aggregated, analyzed and “manipulated” by applications and search engines. And therein lies the potential goldmine — not just for developers working on the apps, but also for businesses primed to take advantage of the possibilities.

On a shallow level: advertising and marketing opportunities

For instance, retailers wanting to launch a new product or promotion could send out a tweet with the product’s specifications, pricing and photograph. Movie tweets could include the movie genre, release date or video trailer. Tweets about a particular restaurant or service could include not just the consumer’s thoughts, but also the establishment’s location, Web site and perhaps even a coupon code. Adding any kind of data to a tweet is possible — so long, of course, as there’s an app for it.

On a deeper level: data analysis and search engine optimization

At its April Chirp conference for developers, Twitter said it now has 105,779,710 registered users with a rate of 300,000 new users signing up daily, that it averages 55 million daily tweets with 60 percent coming from third-party apps, and that it gets 600 million search engine queries per day. While some studies indicate that the actual number of active Twitter users is much less (for example, a 2009 study of 19 million Twitter accounts by security firm Barracuda Labs found only 21 percent were “active” or had at least 10 followers/users they were following/tweets), Twitter activity is nevertheless significant and yields a rich amount of data. The addition of annotations opens up a host of new ways to aggregate and cross-reference this data with other data sets, which can then inform future research, projects and business solutions.

For instance, ReadWriteWeb Co-Editor and Vice President of Content Development Marshall Kirkpatrick envisions monitoring the nation’s political mood by aggregating and analyzing all tweets that reference, say, the "President of the United States," showing where those tweets originated from, and sending an alert to subscribed users whenever there’s a radical change. That’s just one scenario.  Imagine other possibilities, such as pinpointing the geographical location and preferences of early adopters and trendsetters, measuring which advertising campaigns get the most “traction” and how user sentiments about them change over time, and so on. And because Twitter delivers its data instantaneously, companies could then harness and act on consumer insights in real time, instead of waiting for data to arrive from the field.

Another potential benefit is that the metadata in Twitter annotations could help search engines better understand keywords.  For example, they might differentiate between “apple” the fruit and “Apple” the tech company. Not only could this lead to improved search results, but by including relevant annotations, businesses might be able to increase and optimize traffic to their Web sites.

On an even deeper level still: creative business solutions

Finally, Twitter’s new feature essentially allows developers to create apps that could automate transactions and provide all sorts of business services. For instance, at the Twitter-sponsored 24-hour “Annotations Hackfest” this May, one developer experimenting with the feature came out with the idea of “TweetPlugs,” which employs “plug-ins” (extensions of a software program) to allow users to upload and share files, play games, include polls, and so on. So how about a plug-in for PayPal or a similar payment service? Or perhaps a “loyalty program” app that lets users share a company's news and promos, tracks whenever they do so, and lets them earn and redeem “rewards”?

As of now, Twitter doesn’t know to what extent companies and developers will use annotations, and indeed, there are still several issues that need to be ironed out.  For instance, how do they standardize the metadata so that it can be understood and acted upon by apps and search engines across the board?  But as Twitter Director of Platform Ryan Sarver tells The New York Times: “The underlying idea is think big, push yourself.” So how will you position your company to take advantage of Twitter’s latest development?

  
  
  
  
  
  

IESE IME Logo for Signature

Top-ranked IESE Business School's Institute for Media and Entertainment (IME) is the leader in media and entertainment executive education. Our intensive programs for executives and thought leaders include Advanced Digital Media Strategies, and the world's first global Advanced Management Program in Media and Entertainment (Media AMP). These programs attract executives from top media companies around the world, including Time Warner, Google, Disney, Fox Entertainment Group, NBC Universal, MTV Networks, and many others. IESE-IME helps media professionals gain industry-specific business knowledge and real-world insight to help them think like CEOs and advance their media and entertainment careers. For more information, visit www.ime.edu

Uncategorized Institute for Media and Entertainment on 15 Sep 2010

Survival of the Fittest Device: Will iPad Kill the Competition?

TabletWithin two months of its April launch, the iPad had already sold more than 2 million units, scored some 8,500 iPad-specific apps which have been downloaded over 35 million times, and grabbed about 22 percent of e-book sales, says Apple CEO Steve Jobs. And that’s just the beginning: Market research firm iSuppli pegs total iPad sales to reach 12.9 million units by end of 2010, 36.5 million by 2011, and 50.4 million by 2012.

“The iPad is shaping up to be the ‘Tickle Me Elmo’ of the 2010 holiday season, with product demand expected to vastly exceed available supply,” said iSuppli Director of Monitor Research Rhoda Alexander. Indeed, iPad’s current status as the “it” gadget has led many to ask: Can similar devices — be they e-reader or tablet — stand the heat and remain competitive in the long run?

iPad vs. E-Readers: The Fight Over Territory

There are those, including Amazon CEO Jeff Bezos, who prefer to differentiate the multi-functional iPad from dedicated e-readers like Amazon’s Kindle, and insist there is room in the market for both. And perhaps this is true: As some studies show, e-readers seem to appeal to more mature consumers and avid readers, while the iPad attracts a younger audience.

Recent research by chipmaker Freescale Semiconductor, for instance, found that the average e-reader buyer is 43 years old, earns $72,000, buys two e-books a month and sees reading as his or her primary entertainment activity. Meanwhile, tablet users are younger and use their devices not just to read books but also to keep up with their Facebook pages and Twitter feeds. Another survey, this time from advisory firm Changewave, yielded similar findings: In terms of preferred activity, iPad users primarily surf the Web (83 percent of the time), check e-mail (71 percent), use apps (56 percent) and watch videos (48 percent). They spend less time reading e-books (33 percent) or magazines and newspapers (28 percent).

Regardless of the target audience, however, the iPad — which can be, and is indeed also being used as, an e-reader — now appears to be gaining market share in the e-reader market. The above-mentioned Changewave survey shows, for instance, that while the Kindle commanded 62 percent of the U.S. market as of May, the iPad is fast gaining ground, netting 16 percent of the market within weeks of its release and eclipsing other dedicated devices like the Sony Reader (7 percent) and Barnes & Noble’s Nook (3 percent).

Indeed, whether they compete directly or not with the iPad, some e-reader manufacturers are feeling the strain. Already, several have closed up shop (Audiovox and Plastic Logic both canceled their devices, while iRex filed for bankruptcy). Moving forward, research firm Forrester estimates that tablets will likely outpace e-readers in overall sales, and that 59 million tablets may be sold by 2016, compared to 29.4 million e-readers.

Because single-purpose devices are typically less expensive to produce than multi-functional tablets with computing abilities, one way dedicated e-readers could still thrive and protect their “territory” is through pricing. So it’s no surprise that the Kindle, Sony Reader and Nook have all recently slashed prices. The newly-launched next-generation Kindle, for instance, now sells for as low as $139 (a fraction of the iPad’s $499 starting price), and has quickly become Amazon’s fastest-selling Kindle device.

iPad vs. E-Readers: The Fight Over Functionality

Aside from target market and cost, another essential difference between the iPad and dedicated e-readers is in overall user experience. Not only does the iPad have a color display, but it’s also more “interactive,” allowing users to surf the Web, play songs and movies, run a multitude of apps, etc. Likewise, now that publishers like Penguin Books, Simon & Schuster and HarperCollins are offering “enhanced e-books,” iPad users have access to additional material (such as audio and video files, maps, live links, etc.) to complement their reading.

Dedicated devices like the Kindle, on the other hand, focus only on one purpose — long-term reading — and the Kindle does it well. For instance, compared to the iPad, the Kindle has a longer battery life (lasting weeks, not hours), a hi-contrast e-ink screen which mimics printed paper, and a no-glare display which can be read even under bright sunlight. Furthermore, at 8.5 ounces, it’s about the third of the weight of an iPad and easier to carry around.

Indeed, Amazon says the Kindle’s lack of “bells and whistles” (such as color, touch-screen controls and computing capabilities) is intentional, as these could compromise the reading experience. As CEO Jeff Bezos said in a recent Wall Street Journal interview: “For the vast majority of books, adding video and animation is not going to be helpful. It is distracting rather than enhancing. You are not going to improve Hemingway by adding video snippets.”

The question, then, is: How will consumers react to the functionality differences between these two devices? Could the iPad’s added features change “the e-reader game” as well as consumer reading habits, or will it simply open up a new market that didn’t previously exist (say, those who wouldn’t necessarily read traditional books, but would be attracted to the interactive e-book format)? For now, it’s too soon to tell. As Penguin Books CEO John Makinson said during a recent company announcement: “We don’t know or understand at the moment what the consumer is prepared to pay for. We will only find answers to these questions by trial and error.”

iPad Vs. E-Readers: The Fight Over Content

Finally, when it comes to iPad vs. e-readers, there’s the question of content availability. The Kindle catalog, for instance, currently boasts more than 670,000 books, newspapers and magazines. Meanwhile, Apple’s iBooks, the iPad’s own e-book reader app and store, reportedly only had 60,000 e-books at launch. However, because Amazon has released a free Kindle app for the iPad, iPad users can access the entire Kindle catalog.  This is in addition to accessing content directly from Apple’s iBooks. The reverse, however, isn’t true: iBooks are only exclusive to the iPad.

So, technically, iPad users have access to more content than other e-readers. However, it’s important to note that by making the Kindle catalog available not just on the iPad, but also on as many devices as possible (iPhones, Blackberries, PCs, Macs, etc.), Amazon has a better chance of holding on to the lion’s share of e-book sales. And perhaps this is Amazon’s real strategy — wherein the fight isn’t necessarily about e-reader sales, but about sales of e-books themselves.

iPad vs. Tablets: The Fight over “Value Chain” Partnerships

Meanwhile, companies like Microsoft, HP, Dell, Best Buy, RIM, Google Android, Samsung and even start-ups like JooJoo are hard at work on their own multi-purpose tablets, designed to compete directly with the iPad. In a July meeting with financial analysts, for instance, Microsoft CEO Steve Ballmer says the company has a lot of software knowledge and intellectual property from the decade it has spent in the tablet business, and that their yet-to-be-released tablet will boast features like a Windows 7 operating system and printing capacity.

The question is, can these devices really hold their own or even overshadow Apple’s offering? On one hand, while the aforementioned Changewave survey shows that 74 percent of iPad owners are satisfied with their purchase, the iPad is not without its flaws — lack of Flash support, Internet connectivity issues, poor screen visibility, no camera or space for removable media, and a high price point. These drawbacks could pave the way for other manufacturers to compete.

On the other hand, coming up with a "better" and more affordable tablet isn’t the only hurdle for iPad rivals: Apple also has a powerful “ecosystem” that allows different Apple devices to work together and to access the company’s wide range of apps, software and services. This appeals not only to Apple’s consumers, but also to its partners in the digital media value chain. For instance, during its Worldwide Developers Conference this June, Apple reported that it has paid over $1 billion to app developers so far, and CEO Jobs even noted that the developer of the Elements app for the iPad has e-mailed him to let him know that he has earned more money in the first day of iPad sales than he did in five years from Google ads on his periodictable.com site.

This win-win reciprocity with its partners could help solidify Apple’s lead. As Tim Bajarin, President of research firm Creative Strategies, writes in PCMag.com: “Even Apple’s detractors have to admit that the company’s forward thinking with things like iTunes and the App Store have given it quite an edge over potential competitors. And if Apple keeps tweaking and adding more products to its ecosystem, it will be hard for future tablet vendors to catch up.”

  
  
  
  
  
  

IESE IME Logo for Signature

Top-ranked IESE Business School's Institute for Media and Entertainment (IME) is the leader in media and entertainment executive education. Our intensive programs for executives and thought leaders include Advanced Digital Media Strategies, and the world's first global Advanced Management Program in Media and Entertainment (Media AMP). These programs attract executives from top media companies around the world, including Time Warner, Google, Disney, Fox Entertainment Group, NBC Universal, MTV Networks, and many others. IESE-IME helps media professionals gain industry-specific business knowledge and real-world insight to help them think like CEOs and advance their media and entertainment careers. For more information, visit www.ime.edu

Uncategorized Institute for Media and Entertainment on 08 Sep 2010

All-Star C-Suite Lineup Booked for Groundbreaking Paley Center-IESE Media and Entertainment Management Program

Top media and entertainment executives are signing on to participate in the Leadership Forums of the world’s first global Advanced Management Program in Media and Entertainment (Media AMP) – an intensive, “transformative” management program aimed at preparing seasoned media and entertainment executives for major executive roles. The Media AMP, scheduled to launch in January 2011, is jointly offered by industry thought leader, The Paley Center for Media, and top-ranked IESE Business School. One of the Media AMP’s key components, the Leadership Forums, gives program participants the unique opportunity to network and interact in a private, intimate and personal setting with top industry leaders and entrepreneurs who are changing the face of the business. These off-the-record conversations enrich the program’s academic content by giving participants an inside look at the management challenges, victories and strategies that industry players face on a daily basis.

The Media AMP Leadership Forums in 2011 will also include an exclusive tour of the NBC Newsroom to be led by NBC News President, Steve Capus.

The line-up of speakers so far (more are expected to sign on in the coming months) includes:

Frank Bennack, Jr. Frank A. Bennack, Jr.
Chief Executive Officer of Hearst Corporation 
Hearst Corporation is one of the world’s largest media conglomerates and owner of well-known brands that include Good Housekeeping; Cosmopolitan; Country Living; O, The Oprah Magazine; Esquire; Marie Claire; Seventeen and SmartMoney. Learn more about Frank Bennack.

Lauren Zalaznick Lauren Zalaznick
President of NBC Universal Women and Lifestyle Networks
Lauren Zalaznick, President of NBC Universal Women & Lifestyle Entertainment Networks, oversees Bravo Media, Oxygen Media, and iVillage.  Learn more about Lauren Zalaznick.

Steve Capus Steve Capus
President of NBC News 
Steve Capus is the No. 1 News Division executive at NBC Universal and is responsible for all aspects of America's highest-rated and most-watched network News division, as well as MSNBC and NBC News Channel. Learn more about Steve Capus.

Avner Ronen Avner Ronen
Founder and CEO of Boxee
Named one of Rolling Stone's "Agents of Change" for 2009, Ronen is Founder and CEO of Boxee, the first "social" media center, whose free, open source, downloadable software is changing the way consumers experience media. Learn more about Avner Ronen.

About the Media AMP – An Industry Game-changing Management Program to Prepare the Next Generation Leaders in Media and Entertainment

The IESE-Paley Center Media AMP is the first program of its kind for media and entertainment executives, and is set to be a game-changer, redefining how executives advance their careers in this industry. It is a postgraduate level program targeted at high-potential senior managers, business unit directors and VPs of media and entertainment companies from around the world.

The Media AMP is being positioned as a “must have” industry credential among aspiring media and entertainment leaders, and can become a crucial component for companies in their leadership succession planning. The program combines in-depth, enriching classroom and networking experiences with the flexibility of a professional development program that does not require years to complete. Media AMP participants will attend four modules over a 6-month period, each 5 days long. Three of the modules will be held in New York City, and one in Los Angeles. Top professors from IESE Business School will teach the program, and high-profile senior industry experts will be featured speakers.

Learn more about the program at: www.ime.edu/programs/media-amp

About IESE Business School and The Paley Center for Media

IESE Business School is based in Europe, with a newly opened Center in Manhattan, and is among the top-ranked business schools in the world. The Paley Center for Media is a global thought leader on the cultural, creative, and social significance of television, radio, and emerging platforms for the professional community and media-interested public.

“The Paley Center serves as a convener of industry executives and as a leader of discussions about the evolving media landscape — as such we are an ideal partner for IESE in this new venture," said Pat Mitchell, president and CEO of The Paley Center for Media.  "The combination of the Paley Center’s close relationships within the media industry and IESE’s internationally respected business curriculum will make the Media AMP the ‘gold standard’ of executive education in this industry,” said Mitchell.

“We are thrilled to partner with The Paley Center for Media. They occupy a rare position of leadership in the media and entertainment industry and are well-attuned to the business education needs within the industry. Given their expertise and leadership position in the industry, it’s a fabulous alliance,” says IESE’s Dean, Jordi Canals.

IESE Business School is listed as # 1 in the full-time MBA rankings of The Economist (2009) and # 3 in global executive education in the Financial Times (2009). IESE also ranked #1 in Europe and #2 in the world in the Financial Times Executive Education Survey (2010) for its Open Programs. Based in Barcelona, Spain, IESE has a broad international reach, including a campus in Madrid, and a new state-of-the-art executive education and research center in New York City. With offices in Munich (Germany) and Sao Paulo (Brazil), IESE offers executive education programs in Germany, Brazil and China, and has helped develop business schools in 15 countries in Latin America, Europe, Africa and Asia.

The Media AMP is being presented by IESE Business School’s Institute for Media and Entertainment (IME). IME specializes in world-class business education for media and entertainment professionals. Its mission is to train media professionals to think like CEOs and to help them advance their careers.

The Paley Center for Media has offices in New York City and Los Angeles. Through the global programs of its Media Council and International Council, the Paley Center serves as a neutral setting where media professionals can engage in discussion and debate about the evolving media landscape. The Paley Center was founded in 1976 by William S. Paley, a pioneering innovator in the industry.

For program and admission inquiries, please contact Rich Sabreen, Media AMP Program Director, Managing Director, Institute for Media and Entertainment at IESE Business School, 646-346-8830, rsabreen@iese.edu.

For press inquiries, please contact Marie Oates, Director of Communications (US), IESE Business School, 646-742-2843, 617-290-7795 (cell), moates@iese.edu.

Upon Request, the following individuals will be available for comment:

Pat Mitchell
President and CEO of The Paley Center for Media

Christy Carpenter
Executive Vice President and COO of The Paley Center for Media

J. Max Robins
Vice President & Executive Director, Industry Programs of The Paley Center for Media

Eric Weber
Associate Dean and Director of IESE USA, IESE Business School

Mike Rosenberg
Media AMP Academic Director, IESE Business School

Rich Sabreen
IME Managing Director & Media AMP Program Director, IESE Business School

 

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IESE IME Logo for Signature

Top-ranked IESE Business School's Institute for Media and Entertainment (IME) is the leader in media and entertainment executive education. Our intensive programs for executives and thought leaders include Advanced Digital Media Strategies, and the world's first global Advanced Management Program in Media and Entertainment (Media AMP). These programs attract executives from top media companies around the world, including Time Warner, Google, Disney, Fox Entertainment Group, NBC Universal, MTV Networks, and many others. IESE-IME helps media professionals gain industry-specific business knowledge and real-world insight to help them think like CEOs and advance their media and entertainment careers. For more information, visit www.ime.edu

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