Accenture Media and Entertainment. "The Challenge of Change: Perspectives on the future for Content Providers." Accenture Global Content Study 2008. Accenture: 2008.
This report is the result of a market research firm initiative, in which they surveyed 100 entertainment executives to determine their opinions on the future of revenue models based on digital media. The results of the survey show that the ad-based model is the most popular model for the surveyed executives, as opposed to subscription or iTunes-like services. Though the focus in the report seems to be on forms of entertainment other than music media, it provides a successful context for profit-garnering models in digital entertainment. It also reflects the point of view of those that will ultimately be responsible for shaping the way that media is transferred to the consumer (legally) online.
This report represents yet another perspective on successful provision of internet content (without greater legislation). The importance of advertising on maintaining free content on the internet cannot be understated -- many argue that advertising-based models represent the future of music revenue. Ad-based music models are already being put into place: the music-search engine developed by Google in China, for example. The Accenture report is important, therefore, because it provides data and quotes from industry experts that address the longstanding relationship between advertising and entertainment.
This piece seemed to lament the fact that the Super Bowl advertisers were not able to monopolize traffic to the ads post-game. It sympathizes with the disappointment these giant companies must be feeling over only getting several hundred thousand hits (instead, presumably, of the several million which they no doubt deserved). Then the article goes on to give the companies tips for how to increase traffic next year, and strategies they should employ if they want fully capitalize on the online branding opportunity. This article testifies to the corporate interests of many media outlets, and can only be of interest if read for what the article is doing, not saying.
For my project, though, this piece is very relevant. It shows the way that commercial interests are sometimes subverted, and how in order to “set things right” (i.e. stop subversion of corporate interests) plans are being made to integrate the very thing that was the cause of subversion. Thus we see how the article calls for the companies to “work with” (i.e. subsume) those aggregator sites that so wickedly usurped their web traffic. This, then, is another example of how commercial interests appropriate more independent forms of media distribution.
This article is an interesting, albeit dated, piece. It brings up some relevant concerns about what happens when community based sites like YouTube are bought up by giant corporations, and does a mediocre job of reporting the ambivalence surrounding this issue. On the other hand, this article lacks a good deal of information that seems critical for understanding exactly what it means that Google has purchased YouTube. For example, it mentions that YouTube is already selling homepage space to advertisers, and this will only increase under Google’s control, but it does not explain what space it is talking about. Are these advertising videos parading as user generated content, or simply banner ads asking you to join Match.com or other such ubiquitous internet advertisements? This would be good information to know since advertising is such a protean, mutable form. Also, the article mentions that YouTube has already made deals with several other large companies (e.g. CBS, NBC, etc.), but does not explain what these deals entail. Do these companies post fake user generated videos that are truly advertisements, or do they simply get to advertise on YouTube in some other manner? So, while this article does touch upon some interesting issues surrounding both the dot.com universe and marketing, it also fails to provide sufficient information to make it a truly useful document.
This article relates to my own project in its focus on corporate conglomeration and marketing. Similar to how Google subsumes a digital community like YouTube, companies like Dorito’s are appropriating the work of independent, non-professional individuals. While this article expresses some fear about the implications of a company like Google buying YouTube, my project will express a good deal more skepticism about what happens when companies like Dorito’s start soliciting user generated content.