The Empire and the Century/The Nerves of Empire > 자유게시판

The power of Facebook and Snapchat comes from the eyeballs they already own and the social utility they already provide. Their embrace of video distribution comes from the at-hand financial opportunity, not a structural need. Content providers will still be without a feed, lack leverage over the social network itself, and need to compete with the price-value offered by scale feeds. In doing so, these providers will build a community for those who see their "niche" content not as a passing interest, but as a core component of who they are and how they define themselves. To do so, an aspiring identity feed must provide a distinct voice - not a unique brand identity, but a culture and feel that appeals to the obsessiveness of the individual fan but still resonates with the community as a whole. This will require not just extensive subscriber acquisition capabilities, but also supporting a large AVOD business that adds limited tangible value, but is nevertheless critical to creating and sustaining a large and engaged community. Niche video providers will not just be focused, smaller versions of the scale feeds; they will be fundamentally different in structure, content, and monetization. And as the bundle breaks apart (freeing up both consumer spend and traditional video providers), the video business will experience rapid growth in the number, size, and influence of individual identity feeds.

It’s important to stress that identity feeds are not simply built-out vertical content offerings. These users are the most important for brand evangelism, establishing audience credibility and offering refinement/feedback. Despite this variability, these "identity feeds" will demonstrate similar consumption behaviors - their users will constantly (if not reflexively) engage with their multi-media products on a daily basis. And despite their distributional similarities, the shift from a "hit show" to a "whale customer" will require developing new organizational models, incentives, and priorities. But despite improved economics, these models mitigate few of the downsides and limitations of social feed dependency. These companies have traditionally (and appropriately, given the limitations of linear TV) maintained unidirectional audience relationships, firmly reiterated corporate brands, and focused on audience maximization above all else. Even though the consumer-media bond tends to be stronger (a benefit of time-based services), the same applies to content companies. So, in spite of these high rates, the dividend on the ordinary stock of the West African cable companies averaged only 2½ per cent for the last five years of the nineteenth century. It is by being allowed to collect a portion of that traffic in the United States by the agency of their American connections that our five British cables chiefly maintain their power to live.

Lastly, in 1894, the Netherlands-India Government assigned a special wire, worked by British operators, between Batavia and Banjoewangie for the special service of the international traffic. There is clearly an implicit understanding that there’s no rule to having an opposition chancellor in the government offering a legal commentary on all the things the government’s doing . This system was successful technically but not economically, as there turned out to be little interest by train travelers in the use of an on-board telegraph service. However, in the event of multiple failures of redundant computers, the A320 does have a mechanical back-up system for its pitch trim and its rudder, the Airbus A340 has a purely electrical (not electronic) back-up rudder control system and beginning with the A380, all flight-control systems have back-up systems that are purely electrical through the use of a "three-axis Backup Control Module" (BCM). As a result, traditional TV audiences are viewed largely homogenously from a monetization perspective. As a result, monetization will also become less straightforward and more varied than that of a "pure" video business. Similarly, few have pursued multi-product monetization models or rapid/user-driven content creation. Similarly, customer value will be tremendously skewed towards the most engaged subscribers - those that buy brand-extension products, consume the greatest share of multimedia content, purchase live events tickets, and so on.

Similarly, it’s important to understand that the replication of the Pay TV MVPD model does not mean that Pay TV economics will apply. Life as an identity feed is considerably more complex and (human) capital-intensive than either the Pay TV feed or the emerging scale and social feed alternatives. A true identity feed is a vertical channel merged with a lifestyle brand, fan club and (digital) third place. Most obviously, feed owners will need to produce significantly more types of content than just video - including in-person events. These services will focus less on delivering video entertainment and more on packaging (or "bundling") together a variety of related multimedia experiences, including in-person events, merchandise, news, photos, podcasts, essays, and live commentaries. One of the key lingering questions for those considering social distribution is whether these networks will offer a la carte plus bundled content subscriptions - a move that would formalize their role in the content ecosystem, enable content owners to capture more value from social distribution, and position the social networks as digital-era MVPDs.

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