Advanced Media Analytics for the Digital Age
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The document discusses the transformative impact of digital technology on the media and entertainment industry, highlighting the complexities of data management and consumer behavior in a rapidly evolving landscape. Media companies are pressured to adapt to new consumption models and leverage analytics to enhance decision-making, protect revenue streams, and engage customers effectively. The shift towards digital content and diverse distribution channels necessitates a robust understanding of customer preferences and operational efficiency to remain competitive.
Advanced Media Analytics for the Digital Age
- 1. • Cognizant Reports Advanced Media Analytics for the Digital Age Executive Summary requirements, as well as a robust digital content The U.S. media and entertainment (M&E) management and delivery system. Further, a vola- industry has undergone a sea change in the last tile business environment and dynamic customer two decades. Thanks to persistent upheavals in preferences require business leaders to have digital technology, as well as the rise of broadband the right tools to make more effective decisions, Internet and smart devices, media and enter- quickly. tainment players, new and established, are in constant catch-up mode, as they adapt to new Efficient utilization of customer and organiza- and novel ways of consuming, sharing and tional data can help M&E companies gain valuable monetizing content. insights into their customers’ tastes and prefer- ences. It can also help them to better understand Operating on multiple platforms has become the how content is distributed, consumed and mon- new normal. Increasing digitization of content etized. However, this data is not only complex has resulted in shorter product lifecycles, which but also voluminous, and it includes details about require businesses to establish new game plans how consumers interact and transact with myriad to monetize their content quickly, while protect- media and entertainment products and services. ing traditional revenue streams. Cash-strapped M&E companies must devise strategies to per- Analytics can help M&E companies sift through suade traditional Internet users — who expect and draw inferences from data more quickly and online content to be available for free — to pay convert it into knowledge that aids decision- by delivering more innovative offerings. Consum- making. Combined with efficient enterprise-wide ers have become more sophisticated; they have data management, M&E companies can ben- myriad choices to access content; and they are efit from a more programmatic use of advanced fragmented by distribution channels and devices. analytics to manage their digital supply chain, marketing efforts, IP rights, etc., thereby improv- Given these circumstances, it is vital for M&E ing business efficiencies. This requires the backing companies to reach the right audience, with the of the organization’s leaders, as well as a cultural right content and through the right channel. This shift toward fact-based decision-making. However, requires deep understanding of customer prefer- many M&E companies still run their businesses on ences and the ability to predict their behavior and traditional database systems that operate in silos, cognizant reports | november 2011
- 2. resulting in data inconsistencies. This presents A Highly Competitive Landscape a formidable challenge to convert proliferating Technology convergence has blurred traditional volumes of data — extending from customers, media boundaries and reduced entry barriers, products and services and distribution channels creating new forms of competition for M&E com- — into bankable knowledge. panies. For instance, the rise of over-the-top (OTT) television, where content is directly delivered via One way to quickly and effectively extract value broadband Internet, poses direct competition to from these vast data pools is to pursue analyt- cable and satellite televisions, which already com- ics as a service (AaaS), a new delivery model that pete with each other. The introduction of telco allows M&E players to work closely with specialists TV, operated by Verizon and AT&T, has increased that provide analytical insights on the fly, while competitiveness in the pay-TV market, making it shifting the cost of owning technology infrastruc- imperative for cable operators to provide new ser- ture, processes and talent to the chosen partner. vices and develop new revenue streams to not only retain but also grow their existing subscriber bases. Driving Forces According to Infonetics Research, attractive pric- From phonographs and audio cassettes, to com- ing offers from IPTV and other OTT video services pact discs and now movies in the cloud, technol- like Amazon On-Demand and Netflix are eating ogy continues to evolve, testing M&E companies’ into cable operations in North America, which ability to keep pace with consumer demands. has seen a continuous decline in new cable video M&E has been profoundly impacted by the digital subscribers.1 revolution and, as a result, has been in flux for much of the last two decades, as waves of new For studios, the gap between theatrical release players tap advances in digital devices and band- and home video release is shrinking, and DVD width, to the detriment of established players. sales are plummeting. DVD sales, which offer a While providing numerous opportunities, tech- 65% profit margin, were once a major revenue nology has also created a complex, volatile busi- source for Hollywood and helped movie produc- ness environment, in which organizations are ers achieve investment returns even if their films forced to rethink their strategies to deal with the languished at the box-office. But their sales have challenges of the digital world, including unpre- fallen by more than $6 billion during the 2006 dictable demand and consumption patterns of to 2010 timeframe, to $20 billion, as consum- customers, competition from new and alternative ers embraced less expensive alternatives such sources, content monetization and managing IP as renting content rather than purchasing it rights and supply chains. (see Figure 1). The much-hyped Blu-ray Disc plus The Shift to Film Rental 600 500 U.S. online film revenues ($m) 400 300 200 100 0 2004 2005 2006 2007 2008 2009 2010 2011 2012 Retail Rental Source: IIHS Screen Digest via Financial Times Figure 1 cognizant reports 2
- 3. digital product sales have failed to make up for Content Monetization the sharp decline in DVD-generated revenue. Traditionally, newspapers, magazines and radio offered much of their online content for free, The growing popularity of different forms of while movies, games, television shows and music renting — such as DVDs via mail and subscription- charged. They assumed that traffic to their Web based digital streaming — threaten digital film sites would fetch advertising revenues, but they purchases and pay-TV channels that survive on are trading analog dollars for digital pennies (and movies and television shows. upgraded to dimes), as described by head of NBC Universal, Jeff Zucker.3 The publishing sector, on the other hand, has seen the Internet disrupt long-established busi- Advertising revenues continue to decline as ness models by dismantling entry barriers. The readers increasingly turn to free online content. proliferation of e-readers and tablets has created Online advertising has steadily increased over a surge in e-book sales, which now account for the years and is expected to double through one-fifth of revenues generated by the largest 2015, while traditional media advertising, barring publishers in the U.S. Many bookshops are closing, television, will decline, according to an eMarketer and publishing companies must ensure that they report (see Figure 3, next page). Newspapers have are adapting to the digital world while protecting yet to find a stable alternative revenue source, their traditional revenue streams. Digital books as online revenues hardly compensate for their reduce costs for publishing houses and relieve print loss (see Figure 4, next page). There are only them of the grueling printing and inventory a few newspapers that currently charge cus- management processes. However, they are not tomers for content, but the number is growing as effective in grabbing attention as the attractive (see sidebar, page 5). hardcovers in the store, and they attract piracy, which has become rampant in countries such The rapid growth of digital content and the as Spain and Russia,2 with a number of e-books globalization of the M&E market have pro- regularly appearing on file-sharing Web sites. vided organizations with numerous channels to distribute and monetize content. For instance, The emergence of social media and blogs provide a television show can also be watched on consumers with numerous alternatives to access, ABC.com or NBC.com using a mobile device or produce and share content. Not surprisingly, the game console, and it can be licensed in various Internet is increasingly becoming the preferred geographies. However, this has created new chal- source for news (see Figure 2), putting tremen- lenges. M&E companies must manage operations dous pressure on the advertising revenues of across multiple platforms (broadband Internet, traditional newspapers. wireless, digital TV, etc.) and continuously devise The Growth of Internet-Based News Where Americans get most of their news about national and international issues 90 80 Percent of respondents 70 60 50 40 30 20 10 0 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Television Newspaper Internet Radio Source: Pew Research Center, December 2010. Base: 1,500 adults reached on cell phones or landlines. Respondents could volunteer up to two main sources. Figure 2 cognizant reports 3
- 4. new ways to distribute numerous products and The Empowered Customer services across a multiplicity of channels. Customers today have more choices than ever. The Internet and mobile phones have become M&E companies must contend with shorter life- an integral part of their lives, especially of the cycles for products and services, which means “millennial generation,” the first fully digital they have less time to monetize content. And demographic. Technology convergence has led with the globalization of the M&E market, it is to the development of new products (smart- important that companies have complete knowl- phones, tablets, etc.) that are driving the demand edge about what content they can sell, in which for ubiquitous access and customized services. territory and in which format (IP management). Digital natives, in particular, want content to be Further, M&E companies must fulfill dynamic cus- available on-demand and on a variety of digital tomer demands for personalized digital services devices. They also create and distribute their own and upgrade their IT infrastructure to support content and influence content generation by M&E ongoing digital media transformation. companies and purchases among their networks through social media. U.S. Major Media Ad Spending Share, by Media % of total 50 40 30 20 10 0 2009 2010 2011 2012 2013 2014 2015 TV Internet Newspapers* Radio** Magazines* Directories* Outdoor Source: “Television Ad Spending Bounces Back, Virtually Unaffected by Online Growth,” eMarketer, March 29, 2011. *Print only **Excludes off-air radio and digital Figure 3 Newspaper Advertising Trends $50 Revenues in $ billions $40 $30 $20 $10 $0 2004 2005 2006 2007 2008 2009 2010 Print Online Total Source: Newspaper Association of America Print advertising fell by half while online advertising doubled during 2006-10. Figure 4 cognizant reports 4
- 5. A global survey by Nielsen found that 85% of cus- and convenience, such as watching a television tomers want free online content to remain so, and show on their digital device or reading books on 79% said they would move to other free sources Amazon’s Kindle. According to a December 2010 if news companies started charging.4 The trend is Pew survey of 755 Internet users, 65% of Inter- particularly prevalent for all types of content in net users paid about $10 per month to download North America and Europe, the most established or access digital content, with music and software users of the Internet. Customers appear to be leading the pack, followed by apps for cell phones unwilling to pay for online news, blogs, podcasts or tablet computers and digital games.5 and other regular content, but they are ready to open their wallets for content that is relevant, The message is clear: The power has shifted created by professionals and adds value. to consumers, and M&E companies need to deliver what customers really want and at their Consumers don’t mind spending money if they are convenience. provided an appreciably better user experience Charging Customers Under pressure to improve revenues, a number of newspapers and magazines are putting their content behind paywalls. To break through the customer’s mindset that online content should remain free, The New York Times, unlike the Financial Times and The Wall Street Journal, has introduced a porous paywall, which allows subscribers to view 20 articles per month for free before they encounter the paywall. Also, there is no restriction if the content is accessed through social networking sites. The publisher believes that its moderate pricing (at $15 per month with an introductory offer of 99 cents) and free digital access for print subscribers will persuade frequent users to subscribe. Politico’s experience is another case in point. The online publisher has successfully managed its subscription service Politico Pro, which delivers specialist reports on the politics of healthcare, energy and technology sectors for $2,500 a month.6 Subscribers get early-morning briefings, afternoon updates and highly customized instant news alerts directly on their mobile devices, along with other services. Embracing Analytics-Based predict future requirements and determine Decision-Making profitability, culminating in more timely and effec- With numerous players vying for consumer atten- tive decision-making. tion, retaining buyers' attention for longer peri- ods is crucial for M&E companies. Achieving this Further, with efficient data warehousing, requires a better understanding of consumers and organizations can also deal with huge amounts their needs, as well as modeling existing business of enterprise-wide data and solve a number of processes, systems and supply chains to provide business issues, such as digital supply chain superior end-user experience while improving management, IP rights management, product organizational efficiencies. The sheer complexity profitability and demand planning, which could of today’s business environment makes it difficult prove to be a game-changer. to rely on decisions based purely on conventional wisdom and historical best practices. Customer Analysis This has raised the ante, forcing M&E organiza- Consumers are fragmented across devices, tions to embrace fact-based decision support platforms and channels, and they generate systems. Advanced analytics allows organizations enormous amounts of data. Segmentation to leverage customer data to develop deeper based on purchasing preferences, demograph- insights into customer usage and preferences, ics and behavioral patterns allows organizations cognizant reports 5
- 6. to understand issues unique to each group and For example, by conducting profitability analy- address the group as a whole. This is useful for sis of customers, companies can build pools of mass customization of products and services, high-value consumers who can be offered special targeted marketing campaigns and increased discounts without compromising profitability. value of the advertiser’s investment. Cross-Selling and Up-Selling Social Network Analysis Predictive analytics such as affinity or mar- Social network analytics helps identify proximi- ket-basket analytics allows M&E companies to ties and relationships between people, groups, understand products that are often bought organizations and related systems. It reveals the together. It also provides the right combination strength of relationships, how information flows of products and services for customers, such within groups and who the influencers are in the as a game and a movie based on the game. By group. Influencers can be used to quickly spread identifying customers who have not bought any news about a new service or product, attract new of these products or services, bundled products customers and prevent mass churn by delighting (cross-sell) or premium products (up-sell) can them with new and innovative offers. be offered. This will not only lead to improved revenues, but it will also reduce campaign costs, Social Media Analytics as the right customers are targeted. An interesting commercial shared on Facebook or a tweet by a star on his upcoming movie spreads Campaign Analysis like wildfire and attracts millions of eyeballs. With With the growing costs and complexity of millions of users globally, social networking sites marketing, it is important that M&E companies are a major channel for customer engagement. understand the effectiveness of their marketing In the U.S., two out of three people use social campaigns. To optimize investments, it is crucial networking sites; about 63.7% (147.8 mil- to understand how marketing budgets are being lion people) of all Internet users use social spent and their performance across customer networking, and the number will increase to 67% groups, channels and campaigns. by 2013, according to eMarketer.7 Campaign analysis can be used to study the Tracking of social media using text analyt- efficacy of individual promotional campaigns in ics allows companies to understand customer generating sales vis-à-vis cost incurred, based on sentiment and provides a deeper understand- key success criteria for a campaign. It is also useful ing of their products and services. For example, to understand the impact on other related products by analyzing the chatter created on social media and design efficient future campaigns. Real-time about a new movie trailer, companies can iden- campaign analysis allows marketers to measure tify which aspects of the trailer viewers liked or each and every aspect of a marketing campaign disliked, gauge the pre-release hype and, based and take immediate corrective actions, resulting in on this information, forecast revenues and make efficient utilization of budget and resources. adjustments to marketing campaigns. Supply Chain Analytics Marketing In order to manage the risks created by M&E companies spend significant amounts ongoing demand uncertainty and business of money on content promotion, from creating volatility, M&E companies must move beyond pre-release hype, through the entire lifecycle of a traditional ERP/SCM systems and build agile product. As product lifespans shrink, it is impor- supply chain systems that create cost efficien- tant that campaigns target the right customers cies, increase responsiveness to customers and with the right product at the right time. create competitive advantage. By combining econometrics with product life- As M&E companies migrate to digital supply cycle data (a game or a movie), analytics helps chains, and as physical inventory and warehouses marketing departments track profitable avenues are replaced by bits and data centers, it has and optimize investments. Based on customer become an arduous task to secure and manage segmentation, marketing campaigns can be digital content creation and distribution across tailored to address the needs of each segment. a number of global subsidiaries and channels. cognizant reports 6
- 7. A delay at any point in the supply chain can have helps companies more effectively realize greater a huge impact on the business. For instance, value from their content by providing them with the release of a movie DVD can be affected by accurate details about the regions from which delays in menuing and subtitling tasks, which are content can be licensed, the format in which it is often handled by third parties. available, etc. Such problems can be easily overcome by deploy- Efficient Business Models ing advanced supply chain analytics that provides Ongoing economic uncertainty requires orga- decision-makers with up-to-date information nizations to develop new business models that about content production, creating real-time vis- help them cope with the growing complexity of ibility into their supply chain. Advanced analytics operations and, importantly, drive innovation and can allow M&E companies to understand and fore- revenues to remain competitive. cast demand patterns with respect to changes in the business environment, as well as drill down Gaining insights into unproven business models and identify the real causes of a problem. helps organizations assess the likely scenarios. For instance, a newspaper planning to put its con- Supply chain analytics leverages customer, tent behind paywalls can use advanced analytics market and other enterprise-wide data per- to combine customer, content, financial and other taining to accounts payable, production analy- data to test the viability of the decision through sis, etc., which helps optimize sourcing and “what-if” analysis and propensity modeling. The supplier assessment and management, as well as newspaper can understand how a particular move production, inventory, sales and distribution. will impact online traffic and advertising reve- nues, and also test new models such as the intro- duction of micro-payments for digital subscribers Content Monetization or providing unlimited access to print subscrib- The first step toward monetizing content begins ers. Further, social media analytics can be used with leading customers to a superior experience. to identify unbiased opinions of a large audience. Apps (application programs) for smartphones and tablets make it convenient for users to browse and IP Management consume content anywhere without accessing a IP management is the key for content pro- Web site. For example, “freemium” apps, or apps ducers to better monetize content and reach where basic features are free, while advanced new markets. M&E companies are dealing with functionalities are available for a fee, provide growing volumes of content, multiple release convenience to customers and revenues for M&E windows8 and markets. It becomes more impor- companies. Rovio’s Angry Birds game app is the tant as M&E companies turn their attention best-selling mobile phone app, with more than toward BRIC countries — which are expected 300 million downloads and $1 billion revenues. to register a cumulative growth rate of 11.7% The New York Times’ iPhone app provides users during the 2011 to 2015 timeframe, compared with with breaking news alerts and allows them to save mature markets’ average CAGR of 5.7% — for news for later offline reading, as well as share future growth opportunities.9 BRIC countries are content through Facebook and Twitter. showing positive signs of growth in terms of mobile and broadband subscribers, socializa- The second step involves creating the user expe- tion, pay television and discretionary spending rience. User experience is defined by the ease on entertainment-related activities. M&E compa- with which customers locate content on a Web nies, which currently gain less than 10% of their site and navigate the personalization features revenues from these countries, must have a offered. Customized Web sites for mobile phone robust IP management system in place to tap and online viewing that facilitate customer growth opportunities and avoid getting embroiled interaction help create a better user experience. in legal controversies. The data generated from the user interaction can be analyzed to understand their preferences and, Effective use of IP requires companies to ultimately, optimize the user experience. have complete information on the IP that they can sell in a given territory and across Knowing what and how to monetize is the key channels, as well as the performance of an to maximizing revenues from content. Analytics asset or a channel. This information helps in cognizant reports 7
- 8. executing better licensing deals and also ensuring understanding of the issues, effective forecast- compliance. However, such information lies in ing and the ability to make meaningful decisions disparate databases across the organization, more quickly. hampering the ability to maximize the content’s reach and generate revenues. Analytics for Competitive Advantage Through the mid-2000s, analytics was synony- Analytics, combined with efficient information mous with reporting. This has changed as data has management systems, consolidates internal rights proliferated, competition has turned brutal and data residing in siloed databases and provides business environments have become unpredict- organizations with a clear view of rights avail- able, forcing organizations to adopt fact-driven ability — information about restrictions, as well as decision-making. Further, the rapid development what can be sold in which geographic locations of IT and the availability of industry-specific and and in what format — which helps prevent contract standard analytics packages are enabling organi- violations. This information is useful for identify- zations to deploy analytics for enhanced tactical, ing markets and channels where the rights have operational and strategic decision-making. not been sold. M&E companies acknowledge the benefits of Analytics can track metrics — such as licensee analytics (see Figure 5, next page), but they performance and contract expiries — that help are struggling to harness it effectively due to manage existing contracts and facilitate new challenges associated with legacy data-capturing deals to be signed, including cross-selling and systems.11 Existing legacy analytics systems pres- up-selling. Analytics also helps enable accurate ent numerous challenges, such as huge storage royalty calculations by aggregating organization- and related costs; lengthy data load and query run wide details about content, contracts and pricing. times; and the inability to cope with market dyna- mism and complexity. This affects organizations’ ability to monetize content, which negatively Roadblocks impacts the bottom line. In the digital era, success The focus of M&E companies has shifted from will depend on how effectively M&E companies content-centricity to customer-centricity, but leverage analytics to gain real-time insights and very little has been done on the information man- build sustainable competitive advantage. agement side to handle the data explosion, rang- ing from customers, IP rights and sales figures It is often debated whether analytics can provide across multiple channels, leading to increased sustainable competitive advantage when strate- pressure on legacy systems. Organizations gic deployment can be easily replicated by the typically have information residing in numer- competition. While rivals can duplicate the data ous independent legacy systems, often resulting collection process and the type of information in data inconsistency. It’s no wonder then, that collected, differentiation often lies in how quickly resolving data issues makes up 70% to 80% of and effectively a company gains unique insights the effort of implementing an analytics project, into its subscriber base vis-à-vis the competition. according to research firm IDC.10 Even advanced Further, applying analytics to improve internal analytics cannot be effective if it is deployed on efficiencies is unique to each organization. disparate databases. It is, therefore, important that data structures across the organization be It is also important that analytics adoption standardized and inconsistencies resolved. is driven by top management and defined by specific goals, such as improving channel In order to leverage the benefits of analytics, efficiencies, maximizing the revenues of titles in a organizations need to focus on new approaches certain format, etc. Top management must focus to information management that can effectively on creating a strong organizational culture with deal with data overflow and siloed databases. an emphasis on fact-based decision-making. This Efficient master data management, combined can be achieved by closely aligning business units with powerful predictive and real-time analyt- with the team handling their analytics to create a ics that consider enterprise-wide data and other collaborative environment. This can have a ripple critical aspects of the business, enables real-time effect across the organization. cognizant reports 8
- 9. Analytics Implementation Across Industries Securities and investment 87% Process manufacturing 84% Insurance 83% Life sciences 83% Communication and media 82% Transportation 81% Government 79% Banking 79% Discrete manufacturing 79% Utilities 78% Oil and gas 77% Healthcare 70% Retail 70% Professional services 68% Consumer products 66% Education 52% 0% 20% 40% 60% 80% 100% (% of respondents) Source: Business Analytics and the Path to Better Decisions, IDC, September 2010. Base: 2,771 IT managers Figure 5 Embracing Analytics as a Service tailored to their needs that can be increased or Organizations generate a huge amount of com- decreased as business requirements dictate, plex data. Analytics, with its wide application and providing more Op-Ex flexibility. As analytics ability to meet growing decision-making needs, processes become standardized and can will play a crucial role in addressing this issue. uniformly be applied via cloud-enabled mod- However, handling such huge volumes of data els (harnessing the growing clout of utility poses a significant challenge for organizations computing architectures), we believe that and requires them to invest in people, process, M&E companies stand to benefit greatly IT tools and infrastructure. by associating themselves with partners that have invested in such capabilities. A partner with the ability to handle complex analytics tasks can help M&E companies take advantage of analytics. With process virtualiza- Looking Forward tion and cloud computing, opportunities now To experience the potential of analytics, we exist for cost-cutting through global sourcing believe that M&E companies should consider the via the business process as a service (BPaaS)12 following: model. This approach makes on-demand ana- Develop an enterprise-wide data architecture. lytics applications available, such as social Identify key areas for deploying analytics. media analytics, marketing analytics, campaign Design a comprehensive strategy for adoption management analytics and video analytics. This and implementation of analytics, including can save precious Cap-Ex by eliminating the information technology. cost of acquiring expensive hardware, software Develop a fact-based decision-making culture and key talent through outcomes-based and focused on achieving specific goals. consumption pricing models. Formulate customized strategies to capitalize on unique data. A subset of BPaaS, AaaS, combines tradi- Continuously renovate and renew analytics tional knowledge process outsourcing (KPO)/ implementation. business process outsourcing (BPO) capabilities Enter into relationships with partners capable with more efficient cloud-enabled ways of deliv- of providing AaaS to advance competitive ering analytical insights. This approach allows advantage. organizations to deploy analytics solutions cognizant reports 9
- 10. Footnotes 1 “Satellite Video, IPTV Gaining Fast on Cable Video,” Infonetics Research, Nov. 1, 2011. 2 “Great Digital Expectations,” The Economist, Sept. 10, 2011. 3 Chris Albrecht, “Zucker: We’re at Digital Dimes Now,” Gigaom, March 18, 2009. 4 Nic Covey, “Changing Models: A Global Perspective on Paying for Content Online,” Nielsenwire, February 2010. 5 Jim Jansen, “Cash for Content Online,” Pew Research Center Publications, Dec. 30, 2010. 6 “Politico: What are the Secrets of its Success?” The Guardian, Sept. 5, 2011. 7 “U.S. Social Network Usage: 2011 Demographic and Behavioral Trends,”eMarketer, March 2011. 8 Release window for a movie is the time between its theatrical release and release in other formats, such as home video, on-demand, etc. 9 “Global Entertainment and Media Outlook 2011-2015: Digital Forecast and Trends,” Pricewaterhouse- Coopers, 2011. 10 “Business Analytics and the Path to Better Decisions,” IDC, September 2010. 11 “Leveraging Technology to Win in Media and Entertainment Businesses,” McKinsey & Co. 12 BPaaS refers to the provision of business services encompassing underlying IT infrastructure, platform and skilled manpower, to run specific business processes in a virtual, globalized and distributed operating model. Bibliography “HBO and the Future of Pay-TV: The Winning Streak,” The Economist, Aug. 20, 2011. Felix Salmon, “How The New York Times Paywall is Working,” Wired, Aug. 14, 2011. Matthew Garrahan, “Entertainment Industry: A Cloud Up in the Air,” Financial Times, August 01, 2011. “Internet Gains on Television as Public’s Main News Source,” Pew Research Center, Jan. 4, 2011. “2 out of 3 Americans Use Social Networking Sites,” Corporate Eye, March 23, 2011. “SAS for Media,” SAS Web site, 2011. Jim Jansen, “65% of Internet Users Have Paid for Online Content,” Pew Research Center, Dec. 30, 2010. “Monetizing Digital Media: Creating Value Consumers Will Buy,” Ernst & Young, 2010. “Act on Your Audience DNA,” Teradata, 2009. Author and Research Analyst Vinaya Kumar Mylavarapu, Senior Research Analyst, Cognizant Research Center Subject Matter Expert Jayendra Ramesan, Director and Practice Leader, Cognizant Enterprise Analytics Practice cognizant reports 10
- 11. About Cognizant Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process out- sourcing services. Cognizant’s single-minded passion is to dedicate our global technology and innovation know-how, our industry expertise and worldwide resources to working together with clients to make their businesses stronger. With over 50 global delivery centers and more than 130,000 employees as of September 30, 2011, we combine a unique global delivery model infused with a distinct culture of customer satisfaction. A member of the NASDAQ-100 Index and S&P 500 Index, Cognizant is a Forbes Global 2000 company and a member of the Fortune 1000 and is ranked among the top information technology companies in BusinessWeek’s Hot Growth and Top 50 Performers listings. Visit us online at www.cognizant.com for more information. World Headquarters European Headquarters India Operations Headquarters 500 Frank W. Burr Blvd. Haymarket House #5/535, Old Mahabalipuram Road Teaneck, NJ 07666 USA 28-29 Haymarket Okkiyam Pettai, Thoraipakkam Phone: +1 201 801 0233 London SW1Y 4SP UK Chennai, 600 096 India Fax: +1 201 801 0243 Phone: +44 (0) 20 7321 4888 Phone: +91 (0) 44 4209 6000 Toll Free: +1 888 937 3277 Fax: +44 (0) 20 7321 4890 Fax: +91 (0) 44 4209 6060 Email: inquiry@cognizant.com Email: infouk@cognizant.com Email: inquiryindia@cognizant.com © Copyright 2011, Cognizant. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the express written permission from Cognizant. The information contained herein is subject to change without notice. All other trademarks mentioned herein are the property of their respective owners.