CVN Experience v11

21
Chris Van Noy Industry Experience v 11

Transcript of CVN Experience v11

Page 1: CVN Experience v11

Chris  Van  Noy    Industry  Experience  

v  11  

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Industry  Experience  Spectrum  

Chris  Van  Noy   2  

Tradi<onal  Media   Digital  Media   Technology    Movie  Studios  TV  Networks    MVPDs  Publishing  Adver<sing    Media  Measurement  Marke<ng  

TV  Produc<on  Film  Produc<on  Music  O&O  Sta<ons  

Content  Distro  Commerce  Social  Media  Mobile  Adver<sing  

CDN  Security  CE  Devices  Cloud      Compu<ng      Data    

PlaIorm  Ecosystems  Media  Measurement  Marke<ng  

Emerging  Tech  Adtech  Telcos  Video  Tech  

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Career  Trajectory  

Chris  Van  Noy   3  

Engineer  

Co-­‐Head,  Ad  Network  Program  Manager  

Director,    Business  Dev  

Vice  President,    Distribu<on  

Chief  Strategist,  Media  

MBA  

Producer  

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Value  Prop  /  Key  Bullet  Points  

Chris  Van  Noy   4  

Experience     15  Years  experience  in  digital  media  and  technology.  Digital  Media  Pioneer  involved  in  launches  and  building  of  high  profile  Brands  and  Technology.          

ESPN,  Hulu,  ABC  News,  Disney,  NBA,  NFL    etc.,    First  Adver<sing  Network,  Early  Streaming  Media,  Social  Media  beginnings,  Early  Digital  Content  Ecosystems    

Knowledge   •  Media  /  Technology  Ecosystem  -­‐  Tradi<onal  Media  (Film,  TV,  Music),  Digital  Media,  Technology    

•  Cross  Industry  Interworking  -­‐  (Consumer  Electronics,  MVPDs,  Adver<sing,  Commerce,  Technology,  Security,  Trad  media,  Finance,  Start  up  world,  Finance)  

•  Interna<onal  Markets  •  Legal  and  Poli<cal      

 

Strategic  Insight   Deep  understanding  of  separate  Media  Businesses,  Digital  Media,  Technology,  Legal/Poli<cal  and  how  they  do  work  together  now  and  how  they  can  in  the  future  (Digital  Media,  eCommerce,  Commerce,  Film,  Television)      

Broad  Network   Deep  Network  in  Digital  Media,  Tradi<onal  Media,  Technology,  Finance  (less  deep  in  Adver<sing,  Consumer  electronics,  MVPD,  interna<onal)    

Understanding  of  Disciplines    

Career  Arc  (increased  responsibility  at  each  step)  –  engineer,  product,  management  (Tech  and  Adver<sing),  business  development  (management),    Finance  (school),  Strategy/own  biz,  Biz  Dev  /  Strategy  (Hulu),  Strategy  /  Evangelism  /  Speeches  (Akamai).  

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Biography  

Chris  Van  Noy   5  

Chris  Van  Noy  is  an  industry  thought  leader  and  a  15-­‐year  veteran  of  digital  media.      He  is  an  Industry  expert  in  the  intersec<on  of  technology,  digital  media  and  tradi<onal  media  (this  includes  adjacent  industries  –  CDN,  telecom,  consumer  electronics,  commerce,  adver<sing,  MVPDs  and  finance  -­‐  VC  and  large  scale  investment).      A  key  member  of  the  Hulu  launch  team,  Jumpwire  Media  and  an  early  member  of  Starwave  Corpora<on  -­‐  ESPN.com,  NBA.com,  NFL.com,  Disney.com,  Ticketmaster.com,  ABCNews.com  -­‐  the  first  family  of  ver<cal  Internet  media  proper<es.        

Most  recently  Chief  Strategist,  Media  for  Akamai  Technologies,  Chris  is  currently  a  writer,  speaker  and  strategic  advisor  for  large,  mul<-­‐hyphenate  companies,  investment  firms  and  promising  start-­‐ups.    

h^p://www.linkedin.com/in/chrisvannoy  

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View  of  Coverage:    Valuable  Informa<on  for  Hedge  Funds  

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•  Informed,  Contrary  Opinions  

•  Informa<on  or  Analysis  that  Others  (or  most)  Do  Not  Have  

•  Reasons/Predic<ons  of  Vola<lity    •  Informa<on  About  Disruptors  of  Large  Public  Companies  or  

Industries  

•  M&A  Poten<al  

•  Quick,  Focused  Educa<on  on  Company,  Industry  or  Ver<cal  

•  News  Explana<on  

The  Informa<on  That  Hedge  Funds  Want:    

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View  of  Coverage:    Breadth  of  Informa<on  

Chris  Van  Noy   7  

Good  info  or    forecas<ng  is    not  just  about    a  Company…    

…but  the  pressures  from  and  on  the  ecosystem  

Also  consider    effects  from    the  legal  realm  

And  the  poli<cal    world  (both    government    and  boardroom)  

Nothing  Happens  In  Isola<on.  Informa<on  and  Strategies  need  to  viewed  through  mul<ple  filters.      

Company   Industry   Legal   Poli<cal   Macroeconomic  Macroeconomic  effects    can  be  predictors  of    company/Industry    strategy  or  ac<on  

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View  of  Coverage:    Breadth  of  Informa<on  -­‐  Examples  

Chris  Van  Noy   8  

Company,  Industry,  Legal,  Poli<cal,  Macroeconomic    Industry   Legal   Poli@cal  Company/News  Item  

Aereo  is  going  to    expand  into  22  markets.    Key  Issues:    ReTrans  Nego<a<ons  “Breaking  the  Bundle”  

•  Puts  pressure  on      Broadcast  Nets  

       MVPDs    •  Good  for    

 Adver<sers    CE  device  makers    MVPDs?  

TV  Nets  injunc<on  case    denied.  Many  more    cases.  My  opinion:  Aereo’s    case  is  not  good  enough  to  win  in  SCOTUS  

TV  Nets  threaten  to    go  cable  only.    Masked  message  to  congress:  “Your  ad  rates  will    explode  unless  you  help”  

Revealed  that  companies    have  been  paying  MVPDs    for  be^er  connec<ons  to    their  networks.      

Key  Issues:    Net  Neutrality,  Cost  of  internet  growth  

•  MVPDs  get  extra  rev  •  Extra  cost  for    internet/media    companies  

•  NeIlix  et  al  trying  to    circumvent  

Legality  of  forcing  a    purchase  of  backbone    service  for  access  to    network.    Level  3,  Comcast        

This  process  circumvents    Net  Neutrality  laws.        Will  this  be  addressed?      What  companies  have    incen<ve  and  poli<cal  pull  to  influence  FCC  

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Contact  Informa<on  

Chris  Van  Noy   9  

Chris  Van  Noy    

Website:                    www.cvnnyc.com  Linkedin:                    www.linkedin.com/in/chrisvannoy/  Email:                              [email protected]  Twi^er:                        @chrisvannoy  

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Examples  

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Studios  (Theatrical,  HE  Combined)  

Metadata    File  

Mezzanine    File  

 Supplemental  

Material    

Enhanced  Services,    Fulfillment  &  Distribu<on  

Theaters  Interna<onal  Distribu<on  

     

Display  

   Sy

stem

s   Contract  Management  Business  Intelligence  Product  Metadata  Rights  &  Avails  

Fulfillment  Metadata  Mgmt  Transcoding  

Encryp<on/DRM  Storage    

Enhanced  Services  Packaging  Sub<tling  

Dubbing,  etc.  QC      

Distribu<on  Fast  Transfer  Physical  Satellite    

Billing  &  Finance  Opera<ons/Repor<ng  Digital  Asset    Management  

Theatrical  Workflow  Opportuni<es  -­‐  Physical  

 Produc<on  

File    

Archive  Long  Term  Archive  Disaster  Recovery  

 

Retailers          Cable  /  

Broadcasters  /  Satellite    

       

Digital  Cinema          

Closed  Networks            

DVD  Distributors  

 

Film    Asset  

DVD  /  Blu-­‐Ray  

MPEG  2  

Development  Pre-­‐Produc<on  

                                       

Sales  Manufacturing  

 

Marke<ng  Stream  Screeners  Ancillary  Media  Adver<sing    

Measurement        

Post-­‐Produc<on  Transport  Mezz  Enhance  Video  

     

Opera<ons  Archive  

Transport  Mezz  Externally  

   

Produc<on  Transport  Video  Stream  Dailies  

     

Accoun<ng  Asset  Tracking  Royalty/Rights  

Tracking      

Tape  Asset  

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Development  Pre-­‐Produc<on  

                                       

Sales  Manufacturing  

 

Studios  (Theatrical,  HE    Combined)  

Metadata    File  

Mezzanine    File  

 Supplemental  

Material    

Enhanced  Services,    Fulfillment  &  Distribu<on  

Intermediary  

Display  Adver<sing  Payment    

Authen/Author  Metadata  MGMT  

DRM  Recommenda<ons  Asset  Rights  Data  

     

E-­‐Retailers  E-­‐Retailer  Servicing  

Storefront/  Inventory  Storage  CMS  

Media  ID  Media  

Recommend  Secure  CE  delivery  Ad  MGMT  

 

Cloud  

POS  Royalty  Statements  Intermediaries  

Contract  Terms  Pricing  Promos  Distribu<on  Availability  

   Sy

stem

s   Contract  Management  Business  Intelligence  Product  Metadata  Rights  &  Avails  

Audience  Measurement  

Royalty/Revenue  Tracking  &  Fulfillment  

Asset  profitability  Measurement  

Fulfillment  Metadata  Mgmt  Transcoding  

Encryp<on/DRM  Watermarking    

Storage  

Enhanced  Services  Packaging  Sub<tling  

Dubbing,  etc.  QC      

Distribu<on  Fast  Transfer  Physical  Satellite    

Marke<ng  Stream  Screeners  Ancillary  Media  Adver<sing    

Measurement        

Post-­‐Produc<on  Transport  Mezz  Enhance  Video  

     

Opera<ons  Archive  

Transport  Mezz  Externally  

   

Produc<on  Transport  Video  Stream  Dailies  

     

Accoun<ng  Asset  Tracking  Royalty/Rights  

Tracking      

Billing  &  Finance  Opera<ons/Repor<ng  Digital  Asset    Management  

Theatrical  Workflow  Opportuni<es  -­‐  Digital  

 Produc<on  

File    

Archive  Long  Term  Archive  Disaster  Recovery  

 

Mezzanine    or  Display  

File  

Metadata    File  

 Supplemental  

Material    

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Retailer  Rela<onship  

Ecommerce  Back  End  

Ecommerce  Front  End  Website,  Apps    

Custom

er  Service  –  B2C

 

DRM  Protec<on  -­‐  Hos<ng    

Delivery  of  Content/Security  

Transforma<on  of  Content/Formats  

Storage  

Metadata/Biz  Rules  Management  

Transcoding  

Ingest  

Storage\Ed

ge  Storage  

CMS\DA

M  (A

PIs)  

DRM  Protec<on  –  Encryp<on    

Fulfillment  

Retail  

Adver<sing  Management  Cu

stom

er  Service  –  B2B

 

Strategic  Pieces  of  Basic    Digital  Content  Commerce  Ecosystem  

The  en<ty  that  has  the  rela<onship  with    the  retailer  will  dictate  the  ecosystem    partners,  contribute  to    architecture    and  revenue  distribu<on  

The  CMS/DAM  is  the  retailer  interface    -­‐-­‐  control  of  content  workflow  -­‐-­‐  control  of  content  business  rules    The  CMS/DAM  is  integral  to  business    and  s<cky  to  retailer.    Biz  Rules  determines    biz  model  of  each  asset.  Metadata  –    reviews,  ra<ngs,  tags,  op<ons  –  important    to  manage.  At  cri<cal  mass  a  high  hurdle  to  move.    

Customer  Data    –  valuable,  protected      customer  data    that  is  the  main    value  to  the  Retailer.  Control  of  the  data    via    Security,  efficiency  or  scale  would  be  strategic  

Any  service  that  can  demonstrate  unique    compe<<ve  advantage  or  unques<onably  superior  than  the  compe<<on  for  the    foreseeable  future.  i.e.  –  proprietary  delivery  security    “approved”  by  all  the  studios  

   

APIs  to  Other  Digital  Lockers  

Customer  Account  Data      

Authen<ca<on/Authz  

Customer  Personal/  Ecomm  Data  

(API  to  Retailer  Cust  Data)    Digital  Locker  

Storage    –  Providing  primary,  secure  storage  for    a  content  provider’s  digital  assets  gives  the    advantage  of  first  crack  at  distribu<on,  layering    value  added  services  (versioning,  metadata,    transforma<on  etc)  and  creates  a  trusted    rela<onship.      Co

nten

t  Managem

ent  P

osi<on

 

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Media  Warehouse  

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CDN  Opportuni<es  Media/Entertainment  Industry  

Chris  Van  Noy   15  

•   HTTP  Object  Delivery    

•  Large  File  Delivery  

•  Analy<cs  •  Streaming  

•   Mul<cast  support  

•  Stream  priori<za<on  

Site,  App  Accelera@on  

Cloud  Storage  

Mobile  Delivery  

Professional  Services    

Security  

Content  Management  

Core  +  Premium  

•  Cellular  Net  Op<miza<on  

•  Op<cal  Network  Op<miza<on  

•  MVPD  Capacity    

•  Streaming  

Network  Extension  

B2C  B2B  

Mone@za@on  

•  Iden<ty  Layer  

•  Adver<sing  •  Payment  

Protec<on/facilita<on    

Licensed  CDN  

Content  Transforma@on  

Content  Crea@on/Commerce  

•  Secure  Transport  

•  Secure  Display  

•  Collabora<on  •  Accoun<ng  

Data  

Security  –  Site,  Content,  Commerce  Tracking  –  Commerce,  Accoun<ng  etc.  

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B2B  Secure  Media  Delivery  

 

564  Broadcast  Partners  TV  

Syndica<on  HE  VOD  

The  MCDN  Solu<on  Pre-­‐configured  servers  or  souware  deployed  that  would  include  the  automated  workflow  souware,  op<mized  for  the  Akamai  network  and  security  services  –  WAF,  IPA  etc.  The  network  would  be  maintained  by  Akamai  –  Maximizing  Efficiency  and  Minimizing  Complexity    

Workflow  Tools   CDN  File  Accelera<on  Management  Security    

1   +   1   =   3  

Scale    Reliability  Infrastructure  Mgmt    

One  Network  Removes  Complexity  Lower  Cost  

MCDN  

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World  Map      

NeIlix  Global  Rollout  

Netflix International Streaming: In ‘13 Netflix is available in over 20 countries with 10.5M Subs.

Netflix International Rollout: In ‘14 we believe that Netflix will continue to grow in Scandinavia and launch in the rest of Western Europe through ’15 & ‘16 Major launches in Japan, S Korea, Australia in ’15 Countries in Eastern Europe and SE Asia will being to have access in ‘16 – ‘18

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NeIlix,  HBO  Revenue  Streams  

Chris  Van  Noy,  CVN  2013   18  

62.9% 16.2%

20.8%

Domestic Sub

DVD / Digital

Int’l Sub

Content Licensing

Int’l HBO Go

Domestic Sub

Int’l Sub

DVD Rental

HBO Observations ‘13 – ‘16

•  Aggressive Int’l Growth •  Drastic Decline in DVD •  Domestic still Growing

in Rev

Netflix Observations ‘13 – ‘16

•  Content Licensing Growth •  HBO Go Int’l Minimal •  Still Some Juice in

DVD/Digital •  Dom & Int’l Sub Growing in

Rev but Int’l in %

HBO 2013 Rev: $4,373

HBO 2016 Rev: $5,181

Netflix 2016 Rev: $7,150

Netflix 2013 Rev: $4,358

61.9%

30.5%

7.7%

63.9%

4.3%

22.8%

8.2%

0.8%

60.2%

3.5%

26.5%

8.7%

1.2%

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NeIlix  vs.  HBO    ARPU,  Costs  and  Profitability  

Chris  Van  Noy,  CVN  2013   19  

2013 2014 2015

Netflix HBO Netflix HBO Netflix HBO

$7.99 $7.67 $7.99 $7.98 $7.99 $8.22

Content Licensing

Original Content

Marketing

Contribution Profit

ARPU / Month

* HBO and Netflix Domestic

As HBO’s domestic business stabilizes it’s only growth is in APRU forced from MVPDs Netflix has increasing costs on multiple fronts but subscriber growth is enough to increase profit margin

22.5%

47.0% 24.6%

40.6% 28.5% 35.9%

10.1%

4.3%

8.5%

9.7%

7.5% 13.4%

9.9%

21.5%

11.8%

22.6%

14.9%

23.6% 57.5%

27.2%

55.0%

27.1% 49.1%

27.1%

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NeIlix  vs.  HBO    ARPU,  Costs  and  Profitability  

Chris  Van  Noy,  CVN  2014   20  

16.9%  

47.4%  

22.5%  

47.2%  

24.6%  

44.0%  28.5%  

41.3%   37.7%  29.8%  

11.8%  

4.1%  

10.1%  

4.1%  

8.5%  

6.5%  

7.5%  

8.3%  6.2%   17.1%  

20.7%  

9.9%  

21.5%  

11.8%  

22.5%  

14.9%  

23.5%  

16.0%  26.2%  

71.3%  

27.8%  

57.5%  

27.2%  

55.0%  

27.0%  

49.1%  

26.9%  40.0%  

26.9%  

2012   2013   2014   2015   2016  

NeIlix   HBO   NeIlix   HBO   NeIlix   HBO   NeIlix   HBO   NeIlix   HBO  

$7.99   $7.67   $7.99   $7.98   $7.99   $8.22   $7.99   $8.46   $8.99   $8.72  

Content    Licensing  

Original    Content  

Marke<ng  

Contribu<on    Profit  

ARPU  /  Month  

*  HBO  and  NeIlix              Domes<c  

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Opportunity:  Interna<onal  Markets  

Chris  Van  Noy,  CVN  2013   21  

Emerging Markets moving from Commodities Economy to Durables and Services Economies

The world market for entertainment – both Pay-TV (HBO) and SVOD (Netflix and HBOGo) -- is rapidly growing as the gains in average per capita income creates a large, international consumer middle class. In 17 yrs. there will be Three Billion more consumers for video entertainment

Source: Goldman Sachs Investment Research

Average income increases from $12.5K to $23K USD

Emerging Market Avg: $12K Emerging Market Avg: $23K