Infiniteloop.tv 051210

Web 3.0 Intheloop.tv – your route to live events

April 12, 2023

Business planning document

Web 3.0

Infiniteloop.tv – your world’s local TV channel

► Executive Summary

► The vision to change millions of lives

► The key value proposition

► Revenue potential

► Funding


Web 3.0

Web-TV can unlock powers that broadcast TV can’t

TV channels need compelling content which is user-driven, event-focused, competitive, interconnected, structured, personalised and with loads of ongoing action

► Be different but keep it TV simple! A platform with a unique design that connects TV channels in a new manner and is created for an MTV audience which is more interested in images, emotions and energy than plot, character and words

► People love cliff-hangers! That’s why we force user actions that unfold into ongoing story lines and let them peak in singular live events

► Really make a difference! Get involved! That’s why we put content creation in the hands of the audience to create the content they really want; Letting them kick-start new ideas, concepts, events, challenges, etc. and eventually create the content collaboratively with the stars

► Kick-start Rocky # 27! You are the next Ivan Drago! You need a good action plan though to convince 5 million hard core fans to see yet another Rocky AND you play the part of Ivan Drago!

Will Sly react? Well, we’ve done everything to make it happen! Oh, yeah ... before we forget... “Red Bull TV” may think you are rubbish and sends its own competitor into the race... But it may well be they think you are a cracker and will sponsor you!!!


Attention

Interest

Desire

Action

Reaction

N E W

Web 3.0

Phase II

Phase I


Shaping tomorrow’s TV experience –Building your world’s local TV channel

Time

12 -

24

mo

nth

s24

- 3

6 m

on

ths

Developing applications

Forming strategic partnerships

Building the infrastructure to turn the site

into a fully functional TV

platform

Traffic generation and building “emotional strain“

Creating a web-TV guide

Generating traffic

Selling TV channels

► Creating a user-driven Web-TV guide which is used to list and find independently streaming live events; Such a guide does not exist on the web despite increasing content creation

► The real purpose of the guide is to give audience control over the content creation > Fans can submit actions and new concepts, hence influence stars (and their media partners) which, what and how new content for existing and entirely new events are created

► Strong focus on real-time communication by forcing reactions on set actions; Creating the features to connect all parties such as fans, stars and content partners of such events

Collaborative content creation by putting viewers in the driver‘s seat► Change from a concept- to technology driven site >> Infrastructure build-out to turn created

profiles into TV channels made available for the mass market >> Connecting all channels on one platform is considered a key driver to sell TV channels; Proprietary SW-development to patent our concept as a possible route but depending on future evolution of TV platforms

► Increasing the portability of content by developing tools such as APIs, widgets and integrating a twitter functionality that allows to expand our reach & increase the # of distribution channels; Bidding on widgets form a source to generate revenues

► Developing a mobile application as mobile phones are predicted to overtake PCs as the dominant web access device worldwide by 2013

► Crowd sourcing by applying techniques of serious filmmaking (better scripts, music, etc.)

► Moving online channels from a desktop / mobile location into the perspective of the public eye (for example “Wal-Mart TV” channel in each Wal-Mart store)

► Strong fan community generated throughout phase I + II will bring more independence in the creation and distribution of content and narrow the bridge to broadcast TV

► Evaluating opportunities on how to merge the TV platform with broadcast TV by focusing on collaborating with respective industry partners

Mile stones

24 -

36

mo

nth

s

Mostly funded

Funding required

Our strategy involves 3 major steps

A TV channel for every company

Selling TV channels and widgets to event partners

Putting web TV into the perspective of the public eye

Merging web TV with broadcast TV

TV channels “going public”

ConnectingTV channels

Phase III

Funding required

Web 3.0






► Funding


Web 3.0

Collaborative content creation may change the future of TV and why we think it will define Web 3.0


► We create TV channels for an MTV audience, which is more interested in images, emotions and energy than plot and character and words

► We are using everything from better scripts, music and cinematography to the best web design for lighting, cutting and editing

► We take viewers’ engagement to the ultimate level by putting them in the centre of content creation

► We aim to combine the power of the internet with modern techniques of serious filmmaking with the goal to contemporize web TV as the medium of the future

>>>>>> These elements will make video content deeper and richer, hence, will impact brand enhancement and extend relationships with customers

► Leading the triumph of the consumer Giving the ultimate choice to the consumer by putting them into the centre of content >> Allowing viewers to drive content can change the way how new innovations, stars and trends are identified and developed► As local TV downsizes TV platforms can reach audiences globally >> Connecting TV channels globally marks the ultimate solution► Trend for large companies to use Web TV as primary communication channel Companies to continue to develop their own online TV presence on their own websites because corporate messaging videos on YouTube, etc. mingle with kittens on skateboard videos >> An online TV presence is better placed on a platform which is well structured and inter-connected to reach their audience globally►

TV must be social and personalised to be more enjoyable >> The winning applications will let the viewers build their own playlists of video content by using filter algorithms (e.g. filter.com) and collaborative content management techniques

Experience the use of new TV in everyday life

Creating content collaboratively **

Content created separately from two sides *

Pure information supply (no interaction) *

• Source: Cap Gemini 20061123_MOBILEBUSINESS_KEYNOTE_FINAL.PPT

** Hypothesis

The evolution from web 1.0 to web 3.0

Web 3.0 will bridge the broadcast TV to Web TV gap

Web 3.0

Our model allows producers to test the commercial viability of any production at the earliest possible stages


Audience aggregation

Reporting, measurement and analysis

Distribution and Delivery

Content creation

ControlAdaptabilityChoiceSpeed

By involving audience at the “Content creation” stage of the value chain we increase viewing demand, build brand loyalty and save costs in all subsequent stages

Consum

er forces

BandwidthStorageAccessConnectivity



Tech

nolo

gy

forc

es

► “Content creation“ stage helps defining marketing strategy and target audience

► In-store TV channels help bridging the gap between producer and distribution channels (e.g. by creating a joint channel between Warner Bros and Wal-mart)

► Formation of joint-channels helps accessing previously untapped markets to build a broader global presence (hence the importance of “taking channels public“)

► Our concept allows audience aggregation at the earliest stage of the value chain, hence, optimizing CPMs for video ads and ensure sales force works more effective

► A strong and collective fan-base builds the basis for follow-up actions set up by content creators

► Facilitates the exploration of new business models to push more content and build new consumer base

► Sales feeds are easier to measure and analyse (e.g. users who wish to launch their career on the site will tend to have “verified accounts”)

► Opportunity to develop analysing tools and ensure finance systems of customers can capture and report on new revenue streams

► Capturing incremental revenue opportunity by less inaccurate content and sales reporting

► Advantage of collaborative content creation is increased brand loyalty and more compelling content

► Target audience can already be aggregated, analysed at stage 1

► Content producers align the creation of new content in association with viewers/fans; Bears the potential to gain a new audience even before the new content is released

► Results in increased brand identity and awareness

Media & Entertainment Value Chain

Event-driven (pre-event action increases interest)

Event coverage

►Fisker Automotive TV►Stallone TV►Gumball3000 TV►Nestle TV

►Market launch “Fisker Karma”►Rocky 12 casting (find new opponent)►Live coverage of race; drivers, sponsors,

etc. covered individually►Product launch; challenge star chef to join

Event - action

Applicable examples in various industries

Event type

► Race “Karma” vs. “Tesla” ► Idea for new Rocky

script► Road to Gumball3k 2011► Surveys / focus groups for new healthy meal

Could co-operate with partner TV channels for distribution (e.g. “Fisker”uses “car dealers’ channel”; Nestle uses“Wal-Mart channel”)

Targeted audience Aggregation on our website

Targeted audience facilitates demographicsanalysis; keeping fanbase to initiate follow-upevent and chance forall participants to easilyre-connect with event


Web 3.0

Initiating a new event

► E.g. an event for a “full cast high school reunion of television drama series Beverly Hills, 90210” is created by one of their former stars, a fan, a company, etc. with the goal to broadcast it live

► Rights holder (Fox) either “accepts / rejects / tentatively accepts it with modification requests” the concept and initiates further steps

► Fans get involved in content creation (e.g. submitting scripts, etc.)

Simple example demonstrating value contribution by making TV more personal, social, ubiquitous

“USA today” widget

“Gucci” widget

“Ferrari” widget

Initiating a new concept

► E.g. a fan creates new concept and suggests a script for “Rocky 7” with the goal to get feedback from other fans and ultimately the approval from and create the movie script together with Sylvester Stallone


Event partners (e.g) print media bid for a widget Advantage: engaging consumer experience

“Warner Music“ widget

“Fan interaction” – suggest

new star to the event

Create the action See the action on event channel3

“Ivan Drago” challenger from

China starts competing

event, seeks fan support, because he

thinks to be the best choice

Sponsor this event as a new partner

“Fan interaction

” – add alternative

content

…Action list is

literally infinite…

2

“Fan forum”

See results of most popular

accepted / rejected actions

Event owner site /

widgetEvent live

stream

“Fan interaction

”

Original recordings used instead of made-for-TV music > Getting a song

played boosts record labels and artists sales

Designers collaborate with producers in search for the

latest fashion trends to dress up the cast and promote / sell

clothes here directly

Automobiles draw a lot of attention on TV (e.g. Ferrari could create its own parallel challenge inviting fans for new product launch, etc.

“USA today lets readers know and download the songs that would be featured in the next

episode of the show

Rights holder (Warner Bros) accepts concept, initiates further steps and collaborates with fan base to create the event

Initiate the action1

Stallone starts online casting

to find new “Ivan Drago”

Go

to actio

n

Cre

ate

the

acti

on

1

Web 3.0

Connecting TV globally will form closer relation-ships and help building a broader global presence

3


► Companies take their TV channel public (e.g. Wal mart goes on air in supermarkets promoting Stallone’s new movie to be released on DVD AND include a competiton to drive sales) to put their actions into the perspective of the public eye

► “Stallone TV” and “Walmart TV” form joint channel to promote events related to his new movie

► Advantage is that “your world’s local TV channel” is accessible by everyone making it ubiquitous, more personal and social

► “Walmart TV” itself could start a new concept for a new “Rocky” film involving its customers to participate in content creation, etc. helps selling merchandising articles, etc.

► In addition to providing general profile information, an overview about all events, link to TV channels / profiles of employees, etc. can be made available in each store

► Companies eventually promote their own events related to the new TV series not only promoting their products but teaming-up with the production company to create a “joint TV channel”

“Sylvester Stallone keeps you in the loop“

► Video will be the primary method of communication! TV channels could be used to request more information about a particular subject, employee, book appointments, submit feedback AND get response, etc.

► The goal is to create a “channel in the channel” presence for user (companies, etc.) and establish their own “world’s local TV channel”. It can be used to broadcast and connect globally in 2 ways:

1) to current and potential customers and

2) events / concepts / competition related

► The “Ivan Drago” challenger could team-up with his local gym which covers the entire story leading up to the event (e.g. audition) – Gym needs to bid for widget on event page

► Stallone’s gym does the same and this creates the perfect on-screen “battle”

► Someone else initiates a competing event to show the best new hairstyle for Jason Priestley and let fans vote on it

User profiles will be customised as TV channels

and show a summary of current actions, fan

requests, votings, etc.

… turning a simple profile page…4

… into your personal online TV channel … … and taking your TV channel public.65

Stallone TVStallone forms event related

joint channel with Walmart

Web 3.0

Initiating a competing event

► “Show the face-to-face confrontation” between 2 competitors, e.g. Dieter Bohlen and Thomas Anders >> Coverage of latest events, prep training, fan interaction, etc. on each of these 2 competitors’ channels

Use the “Make a change” button on YouTube to challenge your favourite stars against each other

“The Sun” widget

“DSDS” widget

“Ferrari” widget

Initiating a new concept

► As an example, a potential sponsor of Dieter Bohlen uses his TV channel to promote his plan that the race will stop at his luxurious nightclub for a full night of partying, hence creating his own event. Public “Club channel” lets visitors not only follow the event but also the entire road to the event


Event partners (e.g) print media bid for a widget Advantage: engaging consumer experience

“Warner Music“ widget

Gumball TV– live coverage 2011 race

Create the action See the action on event channel3

Thomas Anders starts competing event and thinks

he can beat Dieter Bohlen in

the race

Sponsor (e.g. Club owner)

joins to support driver Dieter Bohlen

in the challenge; covers pre-

event in public channel

“Fan interaction

” – add alternative

content

2

“Fan forum”

See results of most popular

accepted / rejected actions

Event owner site /

widgetEvent live

stream

“Fan interaction

”

Original recordings used instead of made-for-TV music > Getting a song

played boosts record labels and artists sales

German DSDS, counterpart of UK X-factor, provides special

coverage about the event

Ferrari provides Dieter Bohlen with a car and

covers events related to the race (e.g. test drives, etc.)

“The Sun” lets readers know and download the songs that would be featured in the next

pre-event action

Rights holder (Gumball Inc.) accepts challenge, initiates further steps for new competitor and wins new fan base

Initiate the action1

Go

to actio

n

Cre

ate

the

acti

on

1

Go

to actio

n

Web 3.0

Phase I turns viewers into directors by putting them into the driver‘s seat for content creation

We developed a new concept to help content providers find, produce, distribute and promote their content in live streaming video events

What we do differently to achieve a customer advantage:►Finding a solution for the current “content overload” by better timing its release, letting the audience filter the existing content and creating new one only in collaboration with the original content providers (e.g. a new movie script on the request of fans)►Helping increase content relevance and quality which becomes a key focus in 2010►In line with the trend we help companies to see convergence as they aim to take measures to own their own content, its location and its cost►Helping to leverage on existing assets – content and capabilities – in new ways, turning information into wisdom and insight into action►Changing the way how to perform user research > Our concept limits the requirement of focus groups and usability tests since companies can utilise the users’ capabilities to achieve the same results far more efficiently►Users show immediate reactions with the effect to increase time spent on site due to permanent action settings►Connecting artists directly to audiences > films to begin their lives small, in the online world, and graduate to the big screen

How we do it:► By letting users gain control over the content > We can change the way how and what new content is created ► By taking “real-time” experience to a new level; Our concept compares to a movie script by turning people’s emotions and comments into an ongoing cycle of permanent actions which will force responding reactions►Competing events turn viewers into directors / stars and support the formation of new partnerships (e.g. a duet by singer Usher and Jay-Z formed after the request of their fans; company sponsors actor X for Rocky challenge)►Using events to match event partners with their audience; Pre-event actions allow an engaging consumer experience


Web 3.0

Phase II will connect event-driven TV channels and benefit from interconnectivity created in phase I

Ongoing storylines driven by common action settings which peak in singular live events achieve higher viewing rates and increase the interest in pre-event action

What we do differently to achieve a customer advantage:►TV channels support the message of (user-generated) actions between multiple users or alliances of users which are integrated into ongoing storylines and peaking in televised live events. These feuds may last for months or be resolved with implausible speed, perhaps during the course of an event and could be followed by an immediate aftermath (= reaction)►Connecting TV channels to a globally accessible platform and not isolating them on individual websites (e.g. German political party’s channel “CDU TV” could directly compete with rival German political party “SPD TV” and create pre-election events) ►Unlike other web TV concepts content creation is heavily influenced by the creators and viewers of other channels►As a consequence channels are not simply a collection of videos but rather used in a chronological order to foster the storylines leading up to the main event which we aim to go live with►Channels allow companies to use naturally occurring conversation and to utilize it in product innovation and design►Depending on the future evolution of TV platforms, creating a proprietary software application made available to the mass market (cf. Skype) that offers a high-level utilisation of channels may be a route to patent the concept

How we do it:►Focusing on attaining early adapters (e.g. forming a strategic partnership with Fisker Automotive) to help kick-start the business►Serving to get multiple jobs done at the same time, i.e. satisfy group of jobs that are underserved (create events, influence content, manage playlists, watch events, etc.) – widgets play a major role in this strategy►Helping the executor to get the job done better (e.g. tabloids facing shrinking circulations and are both dissatisfied with their ability to execute the job effectively – advertising - and hence, we think are willing to pay)►Developing applications for digital devices to increase variety of opportunities for customers


Web 3.0

Phase III taps our full potential by putting event-driven content in the perspective of the public eye

What we do differently to achieve a customer advantage:►The power of our concept can only reach its full potential when companies put their actions into the perspective of the public eye (i.e. their customers; e.g. green car manufacturer Fisker launches the new “Karma” through a major competitive race against the “Tesla” car – customers are encouraged to take action and follow the event coverage live at home & in car dealers’ outlets)►Making publicly visible desktop applications connected to the web to become mainstream; Company TV channels will become an integral part of communication strategies and use public partner channels (e.g. in Tesco, Wal Mart) to distribute new products and services (e.g. “Nestle TV” creates an event to launch new products with the help of Jamie Oliver who was “challenged“ by Nestle fans to participate – users could get involved in product development, get information directly in store, etc.)►Customers benefit from locally accessible (in store) but globally interacting network of TV channels►Taking customer engagement and presence to a new level while repurposing and analysing content and engagement in new ways that will deliver valuable input►These opportunities are eliminated today because screens in showrooms run on desktop applications and are neither linked to the original content creator nor to the public web

How we do it: ►Using the high-end market to achieve customer awareness ►Convince early adapters with better designs, functionality, performance and storage place►Focusing on corporate clients who tend to be trendsetters (e.g. Nestle)


Web 3.0






► Funding


Web 3.0

The compelling customer need is about bringing the power of the internet but keep it TV simple


Industry leaders see TV as a gateway to give customers infinite choice

Intel‘s vision of TV

“TV will remain at the centre of our lives and we will be able to watch what we want where we want"

"People are going to feel connected to the screen in ways they haven't in the past"

Intel's chief technology officer, Justin Rattner

Intel's Head of digital home group, Eric Kim

“Customers don't want to make TV act like a PC“

“The key answer for the customer is considered the key challenge which is how to bring the power and richness of the internet but keep it TV simple“

“Predict an amazing move of customers from video to IP networks“

BBC's director of Future Media and Technology, Eric Huggers

"It's about unlocking a whole raft of new capabilities and services“

“Think of TV as an opportunity to give consumers a gateway to infinite choice“

“By 2013 90% of all IP traffic will be video; 60% of all video

will be consumed by customers over IP networks“

“TV will be everywhere, personal, social, ubiquitous, informative“

Web 3.0

Production cycle shows that YouTube’s inefficiency in content distribution is our profit opportunity



Audience aggregation

Content development

(film/video)

Consum

er forces

Now: First time content is seen by audience (often test screenings) where true value can be assessed and realised

Change: Early feedback available in the value chain; Break-down into main event (e.g. movie release) and pre-events (e.g. Castings, selling “Making of“ DVD); Main events remain highlight; but become more anticipated due to increased fan involvement since stage 1; (using Wal-Mart TV channel to promote it)

Elem

ent

Now: Production company, talent agents, cast (as part of package) nat‘l broadcaster and distributor, sales agent, must equally agree on project with financiers

Change: content is popularity driven and scaleable to make finance decisions; advantage for independents

Consumption (event) Int’l distribution Int’l sales /Licensing

Production (shoot & post)

Financing /Pre-sales

Now: Marketing hardly performed at this stageChange: It becomes a necessity to build upon existing

audience to explore and promote new content:

Marketing

Now: Marketing creates sales info for use at int’l markets and trade papers. Word of mouth

Change: Marketing could form joint TV channel with Wal-Mart, better time the release of promotional events (e.g. show and sell “the making of XY” before the movie release, use widgets, etc.

Play

ers

Supp

ort

serv

ices

Change: Audience Aggregation starts here

Now: Audience Aggregation starts/ends here

Now: YouTube’s policy is to bypass distributors by dealing directly with directors and position itself as an open platform for filmmakers to reach customers directly.

Change: In our business model theatre remains the place where a film earns a reputation; we help building a relationship between the producer and distributor

Exhibition & Exploitation

Now: Production company, talent agents, cast, etc. all need to agree on deal, hence, very complex & lenghty stage

Change: Producers able to market and distribute their content directly to consumer; better demographic reach through internet marketing lets cinema owners, etc. enter production market themselves

Change: build upon existing audience

Now:: Expensive concept testing, test screenings, exit surveys, etc.;

Development stage is high risk and lasts longest (only 18% of films developed in UK reach production)

Change: Concepts initiated by fans lower risk; Easy access to

focus groups, usability tests, screenplay writers, producers, talent agents, directors, script editors, etc.

Now: Small PR shootsfor early marketingChange: Targeted PR

Now: Sale info for int’l markets & trade papersChange: Shift in stages

Now: Marketing for each territory & each exploitation avenue; distributor drivenChange: Forming strong relationships since stage 1

Now: Ongoing market research to test behavior & response

Change: Easy access to global audience to perform analysis

Now: YouTube, Netflix, etc. signed distribution deals with cinemas, studios, etc. conflict of interest with studio system which still prefers “theatrical > VOD > DVD > online

Change: DVD sales declining & replaced by online download or VOD; Sales opportunity of“Spin-off” secondary products associated with pre-events

Infiniteloop(= event-driven)

YouTube

Web 3.0






► Funding


Web 3.0

► Limited sale of comercials (e.g. on first page similar to cinema; show spots promoting the best events on the site; Allowing only contextual ads

► Bidding for widgets to event related partners

► Full API access to give developers of third-parties access to selective data

► Merchandising > Personalised T-shirts are an integral part for users to promote their own TV channel

► Commissions for one-time fees for sale of music, movies, books, etc.

► Online-sale of tickets, etc. related to events► Maintenance fees for TV channels and

related services, related advisory services

► Features on software► “Telegraphic” > Analysis of click

streams to create a picture of who viewers are and what motivates them with the goal to target consumers with direct marketing techniques

Market: High-endWants: Best design, features, performance, storage place regardless of priceType: Medium partners of stars, e.g. ad agencies, movie studios, tabloids, other large corporates;Early adopters > must be first to own, trendsettersResults: higher price , fewer buyers

Apple proves that customers pay for a competitive package > Yes we can sell TV channels (and more)

High-end market Middle market Mass market

Market: MiddleWants: Sensible balance between design, features, performance, within reasonable price rangeType: Upper mainstream buyers, group between mass market & early adopters (Medium to small sized businesses, e.g. hairdressers, shopping malls)Results: higher price , fewer buyers; solidifies brand in marketplace

Market: MassWants: Low price even at expense of performance & features, basic utility outweighs performanceType: Retail customers with ambition to “make an impact”, e.g. aspiring actors, screen writers, musicians, etc.; seek most utility for low priceResults: lowest price , most buyers; extends brand in marketplace

Sale of individual TV-channels and associated services; bidding for widgets

Price Price Price

PC owners with TV channels

TV channel “halo” effectAs more people are using the platform to gain control over content a low cost channel may become a switcher of current products

“to cool to resist” effectEasy access to compete/co-operate with everyone/everywhere and broadcast own program may make it irresistible for wannabe stars

Higher price segment requires key account management service level

Middle price segment requires local presence

Low price segment requires downloadable standard package


Other revenue opportunitiesSale of individual TV-channels and associated services; bidding for widgets

Web 3.0

Contact


Get in touch:

[email protected]

Infiniteloop.tv 051210

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