PLAYTIME NETWORK Media Vision 2020

PLAYTIME NETWORK

Series: Technology

Contribution: Nelson Moropana

THE FOUNDING OF PLAYTIME: DIGITAL POSITIONING — A SLOW MIGRATION FROM TRADITIONAL MEDIA

Playtime Network was originally founded in 2012 and incorporated in October 2014 — as a IU Premium Television Network. Playtime™ is a technology driven company that reinforces its positioning through technology into content broadcast value chain. Playtime™, as The Brand Studio’s premium television company is highly involved, in the research, development, production & distribution of original content, which is distributed across the world through the company’s network infrastructure.

The company’s positioning has not only adopted a non-traditional distribution model of content but it has ensured that the business model adopted will ensure a constant delivery & distribution of original premium entertainment content.

THE BRAND STUDIO

The extension of distribution platforms, enables the offering of quality programming that resonates with the network’s motive, that being: content anywhere — at any time.

PLAYTIME — CONTENT DISTRIBUTION NETWORK (CDN)

Driving the quality of experience

MULTI DISTRIBUTION
In a world dominated by media monopoly, innovative music content is hard to come by and very rare to produce content that is without prejudice or propaganda is not a reality. The question then arises, how does art, especially music — media and technology merge into one single entity that encompasses the future of music consumption?

SELF PROGRAMMING TV, LASER FOCUS ON THE CONSUMER!
Content convergence goes beyond multi distribution. It goes further into personalizing the television experience and making it target the individual. Monogram’s vision is to see an end user being own programming manager, owning his own TV show types, and own music. Furthermore, traditional television broadcast allows no freedom from viewers to enjoy their own shows at their own convenient time. In fact, traditional TV claims to know what consumers like and how they behave, based on multiple combined data reports from different variety of metrics which can be questioned.

Everything in traditional TV is done under the assumption that if a consumer likes “ABC”, they will mostly probably like “D” as well. Hence they play what’s good for you and consumers wonder why subscriptions go up, yet they are getting no value for their money.

So what happens next?

When you couple all of these against the background of a TV network, if nationally owned — it might be politically influenced thus programming remains that of propaganda. On the contrary — if privately owned — it can be profit motivated programming which means, no moral sense can be drawn out of the programming it plays forward since non moral issues sell.

THE SCENARIO — TRADITIONAL TV IS CHALLENGED THROUGH (CDN) INFRASTRUCTURE:

“Video is expected to increase by approximately 55 percent annually up until the end of 2019, by which point it will account for more than 50 percent of global mobile traffic”. When you match that with premium television offering, the bundling of content becomes seamless. Furthermore, ”CDN technology is likely to be a compulsory component of any premium pay TV service” which makes the PLAYTIME proposition a strong case.

PLAYTIME (CDN) MULTI-ACCESS AND MULTI-DISTRIBUTION PLATFORMS INCLUDE: 
- On Demand, Mobile 
- On Demand, Web 
- Push Content — PC & Mobile 
- OOH (Out of Home Entertainment)

TV, media landscape in 2020

Ericsson has envisioned a media vision that is strongly alighted with those of PLAYTIME, and it follows as thus;

Details game-changers for television industry, forecasts 50bn devices plugged into global IP network within six years Ericsson has unveiled the “Ericsson Media Vision 2020”, which maps out the future of the television industry by the end of decade and paints a picture of how the TV and media landscape will evolve during that period.

Simon Frost, head of the Swedish company’s Media Marketing and Communications Business Unit, Support Solutions, said that according to “Ericsson Media Vision 2020”, the television industry of 2020 is expected to be a US$750-billion industry serving over 8 billion connected mobile broadband subscribers and more than 50 billion connected devices all plugged into a global IP (Internet Protocol) network.

Content owners, broadcasters, TV service providers and network operators that want to thrive must engage in new ways with shifting monetization models that require operational flexibility and a laser focus on the consumer, he said.

The company’s Media Vision 2020 aims to set the scene by outlining how industry got to this juncture, the current landscape and the biggest trends that revolve around the consumer, technology and business models that impacted TV over the years preceding 2020, he explained. It points out the six key game-changers that Ericsson believes the TV industry needs to have a strategy around in order to navigate a viable path to 2020 and beyond. 
First, that the networked society is realized.

It expects that 15 billion video-enabled devices will be connected to broadband IP, transforming the consumption experience of TV. Thus, mobile broadband is essential in all regions, and fundamental in emerging regions. 
The vision of the networked society will be realized as more than 50 billion connected devices, of which 15 billion will be video- enabled, will rely on mobile IP networks dominated by video.

In the year 2020, the global landscape will include 9 billion people, over 8 billion mobile broadband subscriptions and 1.5 billion homes with digital television, with analogue almost history.

Second, bundling of content and services remains the ultimate opportunity. 
Consumers will value simplicity and perceive value in a single bill. However, the essential need for broadband will enable separation of propositions from broadband access and content.

The third prediction is over-the-top delivery for all. Delivery of OTT content becomes applicable to all TV service providers or content owners as a way of reaching consumers, and enhancing established broadcast delivery platforms.

Fourth, on-demand will have risen to parity with live/linear. IP will have accelerated the on-going shift of consumers to embrace the convenience of on-demand access to content to 50 per cent of their consumption. 
Fifth, the new entrants will bring new investment. The acceleration of broadband capacity and penetration, along with ever more connected devices potentially enables a powerful device or social ecosystem to become a premium TV aggregator.

And last but not least, market revenues will have grown to $750 billion from $530 billion in 2013. The distribution of revenues however shifts between content owners, broadcasters, TV service providers and network providers, especially as brands adapt advertising focus.

While this overall media vision alters depending on country, operator, audience demographic and a host of other factors, the Internet is going to have an increasingly critical role to play in the television industry. 
Internet adoption, consumer experience and the business model of television are all likely to adapt dramatically. Therefore, meeting the service delivery requirements of content owners, new aggregators and pay- TV service providers will need agreement on the ways drive the quality of experience consumers expect with network capability that others will provide, according to Ericsson.

For example, many of the viewers are also on the move. According to the “Ericsson Mobility Report”, the largest and fastest growing mobile data traffic segment is video. It is expected to increase by approximately 55 per cent annually up until the end of 2019, by which point it will account for more than 50 per cent of global mobile traffic.

And as they are watching, this increasingly active and mobile audience is tweeting and engaging in social-networking exchanges around the world, turning a previously passive sporting event into an immersive and interactive experience.

The power and impact of TV is being amplified, and with it the potential rewards on offer for the segments of the industry that are ready to embrace the change. Ericsson says it is ready to enable customers in the TV industry with the full ranges of products and services. For example, content distribution network (CDN) technologies and next-generation fixed and mobile Internet will be vital to keep up with demand.

TV strategy to navigate a viable path to 2020 and beyond:

- The networked society 
- Bundling of content and services remains 
- OTT content 
- On-demand access to content 
- Premium TV aggregators

Media Vision 2020
The year is 2020. There are 9 billion people in the world, over 8 billion mobile broadband subscriptions and 1.5 billion homes with digital television. Over 50 billion connected devices rely on a global IP (internet protocol) network dominated by video. The new era of entertainment and connectivity has arrived and the networked society is a reality. The year is 2020 and where are you? 
The future, created to paint a picture of how the TV and media landscape will evolve. It is underpinned by our unique position that spans the entire media value chain, across the convergence of media and telecoms backed by our deep insight into consumer trends. Through combining our understanding of the market with quantifiable research we have set out to help our industry recognize what it needs to prepare for the journey ahead. 
The strategies for success employed during the past decade will not deliver success in the new era of TV. TV is a new game and it’s time to play!
ERRICSON
PLAYTIME Media Vision 2020, Adopted and inspired by Ericsson’s future outlook on overall television consumption.

Sources: 
Ericsson, E. (2014, November 11). Media and Entertainment — Media Vision 2020. Retrieved December 10, 2014, from www.ericsson.com: http://www.ericsson.com/Home/Spotlight/TV&Media