Mobile TV and TV were on a collision course and started to speculate
about what they'd produce when they converged. We now know the answer:
computers and mobile. It's clear now that even by using the word
"convergence" we were giving TV too much credit. This won't be
convergence so much as replacement. People may still watch things they call
"TV shows," but they'll watch them mostly on computers or mobile.
First Moore's Law, which has worked its usual magic on Internet
bandwidth.
Second reason mobile won is piracy. Users prefer it not just because
it's free, but because it's more convenient. YouTube and nexGTv have already
trained a new generation of viewers that the place to watch shows is on a mobile
screen.
The somewhat more surprising force was one specific type of innovation:
social applications. The average user has a pretty much infinite capacity for
talking to their friends. But they can't physically be with them all the time. Now
it's social networks and various messaging applications. The way you reach them
all is through a mobile. Which
means every user wants a mobile with an Internet connection, has an incentive
to figure out how to use it, and spends countless hours in front of it.
User Experience problems and looking at other problem. Why?
Content licensing and acquisition seems to be at the top of the list and “content is king” mantra.
In a world where they cannot afford the licensing costs of an expansive and highly current library, they have made no effort to innovate the user experience beyond traditional linear tv. They have opted to retain the same mid-twentieth century viewing experience show video- demand etc.
Connected world of on-demand content where social and interactive opportunities are the twenty-first century norm.
As communities, social networks, and unprecedented sharing all expand online, “content is king” has been trumped by “community is king.” It’s not what you sell content, but the environment that exists around the product and the overall user experience it creates. In a world where they don’t have deep enough pockets to compete for the latest and greatest content, the experience they foster, before, during, and after viewing creates value and ultimately determines the success of their service.
Mssing an opportunity to create leverage to license additional content. As viewers gravitate towards a unique user experience, content distributors will certainly notice, increasingly conscious of the audience they are not reaching. In 2004, iTunes Store accounted for over 70% of the online music market with one million songs available to download. By 2005, the iTunes Store offered over two million songs and by 2011 had a catalog of over twenty million songs. “You can’t afford to not be on iTunes. It makes it hard for publishers to say no to their terms.” In short, content distributors will be under greater pressure to license their content if they offer a compelling experience that people can’t get elsewhere.
More mobile phones application fragmentation needs HTML 5.
The customer buys value not a product and content. It’s really about user engagement and social first strategy and meaning full experience.
Content licensing and acquisition seems to be at the top of the list and “content is king” mantra.
In a world where they cannot afford the licensing costs of an expansive and highly current library, they have made no effort to innovate the user experience beyond traditional linear tv. They have opted to retain the same mid-twentieth century viewing experience show video- demand etc.
Connected world of on-demand content where social and interactive opportunities are the twenty-first century norm.
As communities, social networks, and unprecedented sharing all expand online, “content is king” has been trumped by “community is king.” It’s not what you sell content, but the environment that exists around the product and the overall user experience it creates. In a world where they don’t have deep enough pockets to compete for the latest and greatest content, the experience they foster, before, during, and after viewing creates value and ultimately determines the success of their service.
Mssing an opportunity to create leverage to license additional content. As viewers gravitate towards a unique user experience, content distributors will certainly notice, increasingly conscious of the audience they are not reaching. In 2004, iTunes Store accounted for over 70% of the online music market with one million songs available to download. By 2005, the iTunes Store offered over two million songs and by 2011 had a catalog of over twenty million songs. “You can’t afford to not be on iTunes. It makes it hard for publishers to say no to their terms.” In short, content distributors will be under greater pressure to license their content if they offer a compelling experience that people can’t get elsewhere.
More mobile phones application fragmentation needs HTML 5.
The customer buys value not a product and content. It’s really about user engagement and social first strategy and meaning full experience.
