Television

October 24, 2011

Collaboration across Borders: Interview with Seung Bak of DramaFever

Founded in 2009, DramaFever, an English language video site for Asian TV shows is now the largest US-based site of its kind, boasting over a million active users every month. I had the chance to interview Seung Bak, one of the founders of DramaFever about why the site has become so successful. He also told me about some of the collaborations DramaFever has been able to foster between American fans and producers of Asian dramas.


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October 21, 2011

C. Lee Harrington on Fan-Producer Collaboration

From Chuck fans saving their show by buying sandwiches to the recent news that a couple of cancelled soaps will get a second life on the web, collaboration between media producers and fans has led to some interesting new business models in recent years. I had the pleasure to talk with media scholar and soap opera expert, C. Lee Harrington about her thoughts on fan/producer collaboration.

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May 31, 2011

C3 White Paper: Turn On, Tune In, Cash Out - Maximizing the Value of Television Audiences by Sheila Seles

This summer, select 2010/2011 C3 research memos and white papers willl be made publicly available for download via the C3/FOE blog.

Now publicly available:

Turn On, Tune In, Cash Out: Maximizing the Value of Television Audiences

by Sheila Seles
Graduate Researcher for the Convergence Culture Consortium (2008-2010); MIT CMS Class of 2010;
Director, Digital and Social Media at the Advertising Research Foundation (ARF)

 

seles cover


Download the executive summary or the entire research memo.


Executive Summary

Audience behavior across television platforms is networked, instantaneous, and visible like never before. To maximize the value of the digital television audience, the industry needs to recognize and quantify the cultural value of content—they need to evaluate the reasons people watch TV in the first place. Unfortunately, current business models aren’t up to this challenge. While digital networked culture presents tremendous opportunities to engage with audiences, digital data allows us to see how poorly television ratings reflect actual audience behavior. In this white paper, we’ll see that the ratings system is ultimately responsible for the growing division between the financial value of the audience and the cultural value of content. As long as ratings exist in their current state, publishers and advertisers will miss out on innovative revenue opportunities, and they won’t be able to create programming that reflects real audience demand.

Television ratings are meant to make audiences valuable to publishers and advertisers, but ratings are too narrowly constructed to represent the diverse sites of value embodied in the contemporary television audience. This white paper suggests three key areas that should be re-imagined to maximize the value of the television audience for the digital age.

PART I: Structural Relationships Among Industry Players

• This section argues that the economic structure of the television industry has prevented industry players from maximizing the value of increasingly fragmented television audiences.

• We consider evidence of how industry players are caught in a codependent relationship that privileges the status quo to the detriment of true innovation.

• These relationships functioned best when audiences and programs were aggregated because there was only one way to watch TV—when it was on.

• Today, there are many ways to watch TV—live, recorded on a DVR, online, downloaded—but audiences are still measured like linear television audiences. This method of audience measurement fails to leverage the affordances of the medium and allows a lot of viewers to slip through the cracks. Sometimes viewers take it upon themselves to make sure this doesn’t happen, but most of the time networks and advertisers are guided by their dependence on outmoded conceptions of audience value.

PART II: The Changing Value of Television Audiences

• The second section argues for a system of audience measurement that maintains the value of audience exposure while accounting for the value of audience expression.

• Here, we resist the temptation to look at fans as a model for measuring expression both because fan behavior is anomalous, and because we can measure digital expressions as simple as clicking a mouse or changing the channel on a digital TV.

• Finally, this section deals with the value of viewing context. There are also different behaviors associated with different platforms and different content. Understanding the implications of viewing context makes the television audience even more valuable to advertisers and publishers. Context provides an opportunity to expand advertising strategies beyond showing the same ads on every platform.

PART III: Leveraging Digital Affordances to Maximize Audience Value

• The last section explains how the logic of successful digital companies can be applied to the television business. Both the methodologies and corporate ethos of successful online companies can serve as a model for the television industry, or they can be its undoing. This section uses mini-studies of several Internet companies to argue for the increasing importance of experimentation, networking, taste, organization, and interface in the television business for the purposes of better understanding audience engagement and audience value.

• First, we explore how Google is the leader in online advertising sales by making sense of data and making user behavior valuable.

• Next, Netflix provides an instructive example of how networked culture and progressive corporate culture can lead to success in digital business.

• Finally, Demand Media shows us how digital data can make visible manifestations of user taste valuable.

• Publishers, advertisers, and measurement companies have historically been able to get around the limitations of their codependency, but they are faced with increasing competition from digital companies that understand how to make fragmented audiences valuable.

Finally, this paper concludes that the industry can move beyond its problems by embracing emergent sites of audience value. Digital distribution affords significant opportunities for the television industry to make audiences valuable. By continuing to explore digital data, targeted advertising, behavioral use patterns, and audience engagement, the television industry can revolutionize its ailing business.

Bio

Sheila Murphy Seles graduated with a Master of Science in Comparative Media Studies from MIT in 2010. Her graduate thesis focused on the television ratings industry and the changing value of television audiences. Seles also holds a BA in American Studies and Theatre from Middlebury College. Her work at The Convergence Culture Consortium examined the television industry with a concentration on the changing business of television research. Seles is currently the Director of Digital and Social Media at the Advertising Research Foundation (ARF). Sheila can be reached directly at smseles@gmail.com

April 29, 2011

Piracy: Turning Threats into Profit

At CinemaCon few weeks ago Chris Dodd, former US Senator and current head of the Motion Picture Association of America (MPAA), called movie theft "perhaps the single biggest threat we face as an industry." The film industry--from studio execs to ticket takers--employs millions, and their jobs are in fact dependent on people going into theaters and paying, sometimes exorbitantly, to see movies.

I love movies, and I don't want to see anyone lose a job, but I have a problem with Dodd's assertion that "movie theft" is the biggest threat to the movie industry. Perhaps the fact that people are choosing to illegally acquire and watch feature films in the comfort of their own homes is partially responsible for the decline in movie attendance, but even if it is, Dodd is missing the point. It's not movie theft that's the problem--it's the opportunities moviegoers have to watch content when, how, and where they want to. People have grown accustomed to getting all kinds of content on-demand, and they're probably not going to change their behavior on moral grounds. Instead of seeing piracy as a threat, we have to learn how to use what we know about file sharing to drive business innovation.

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September 17, 2010

Changing Relationships, Changing Industries (Nancy Baym, University of Kansas)

C3 Consulting Researcher Nancy Baym (University of Kansas) had a busy 2010.

Her new book, Personal Connections in the Digital Age, was released by Polity Press in the Spring.

Also this spring, Nancy contributed one of the first C3 Research Memos distributed to C3 Consortium Members. This C3 Research will be made publicly available via the C3 blog in late November of this year.

This summer, Nancy was here in Cambridge as a visiting researcher at the Microsoft New England Research and Development Center in Danah Boyd's Social Media Research Collective.

While here in Cambridge, Nancy was asked to speak at the Berkman Center at Harvard Law School. Her talk (in the embedded video below) entitled "Changing Relationships, Changing Industries" addresses her thinking on notions of exchange (economic and social) between fans, audiences, the music industry and the independent music scene - specifically in the case of independent Swedish artists and music labels.

Nancy's insights into how the independent music scene by necessity has embraced new media distribution channels and the audience embrace of these new channels, as well as her insights and metrics on the major label music industry as an inadvertent 'loss leader' in the swift dismantling of the top down corporate music hierarchy (which we are now seeing manifest in film and television) were an early influence on what became 2008 - 2009 C3 research on new consumption patterns, new patterns of value exchange, along with innovative ideas surrounding value and worth - specifically the 2008 C3 White Paper on Spreadability, Xiaochang Li's 2009 C3 White Paper More Than Money Can Buy: Locating Value in Spreadable Media, Ana Domb's 2009 White Paper Tacky and Proud: Exploring Technobrega's Value Network and the CMS C3 FOE4 Panel, Moderated by Prof. Jenkins entitled "Consumption, Value and Worth" (panel video here, liveblogging archive here).


Location
Berkman Center for Internet and Society
License
Creative Commons 3.0 Attribution Unported
Copyright Holder
The President and Fellows of Harvard College