and services would be critical to driving growth . They are certainly in a position to do this and they are well on the way to redefining themselves and delivering value back to the consumer once again .
It was also noted by the industry that building strategic partnerships with the new content providers would be the most important part in adapting their business strategy , even as the content distribution rulebook is being revised . But this isn ’ t always easy – priorities and strategies between pay- TV providers , content producers and other external partners won ’ t always be aligned and will depend on complex high-stake negotiations .
With that said , pay-TV operators have an edge as many are the de-facto broadband providers . They are well established with large subscriber bases and existing revenue streams . At the same time , everyone should be aware of the undiminished consumer desire not to miss the thrill of live , linear broadcasting . A sole focus on trying to win back only the SVOD loving , multi-device- owning millennial by not offering a multigenerational product risks alienating a core group of TV Traditionalists identified by NAGRA and Ampere Analysis , in the recent ‘ Television Tribes ’ report .
Easily overlooked in an era of devices and OTT , this group is the middle-aged , middleincome stalwart of old-school TV consumption , watching mostly on the main screen . These users want content – and lots of it . They too want to assemble their own a la carte service , but by combining TV channels with multiple SVOD services , channel-branded OTT , and music streaming . They want to tap into new services as they become available .
“ Offering just a single ondemand service , a cut-down ‘ pay-TV light ’ package , or tying everything to a main-screen set-top box won ’ t satisfy this Tribe ,” states Ampere .
Significantly , the integration of OTT services and better user experience is something that seems to make a difference in retention of all pay-TV customers . While cost may always be ever present , the consumer will not churn when all the other factors of user experience and new sticky services are present . If they are not present , then the lure of cheaper video entertainment and a ‘ Do It Yourself ’ solution may entice them away from a cable or satellite offering .
Delivering great content used to be enough – but not anymore . Growth also means being open to change in a new competitive landscape that was forged by the rapid growth of broadband . Change is not easy ; however it is the one constant in today ’ s technology led world . Pay-TV operators need to think strategically by embracing the latest Internet innovations – in multiscreen access , customer retention and upsell , monetization ,
Broadcast Beat Magazine • www . broadcastbeat . com • 39
and services would be critical
to driving growth. They are
certainly in a position to do this
and they are well on the way
to redefining themselves and
delivering value back to the
consumer once again.
It was also noted by the indus-
try that building strategic part-
nerships with the new content
providers would be the most
important part in adapting
their business strategy, even as
the content distribution rule-
book is being revised. But this
isn’t always easy – priorities
and strategies between pay-
TV providers, content produc-
ers and other external partners
won’t always be aligned and will
depend on complex high-stake
negotiations.
With that said, pay-TV opera-
tors have an edge as many are
the de-facto broadband provid-
ers. They are well established
with large subscriber bases and
existing revenue streams. At the
same time, everyone should be
aware of the undiminished con-
sumer desire not to miss the
thrill of live, linear broadcast-
ing. A sole focus on trying to
win back only the SVOD loving,
multi-device- owning millennial
by not offering a multigenera-
tional product risks alienating a
core group of TV Traditionalists
identified by NAGRA and
Ampere Analysis, in the recent
‘Television Tribes’ report.
Easily overlooked in an era of
devices and OTT, this group
is the middle-aged, middle-
income stalwart of old-school
TV consumption, watching
mostly on the main screen.
These users want content – and
lots of it. They too want to
assemble their own a la carte
service, but by combining TV
channels with multiple SVOD
services, channel-branded OTT,
and music streaming. They want
to tap into new services as they
become available.
“Offering just a single on-
demand service, a cut-down
‘pay-TV light’ package, or tying
everything to a main-screen
set-top box won’t satisfy this
Tribe,” states Ampere.
Significantly, the integration of
OTT services and better user
experience is something that
seems to make a difference in
retention of all pay-TV custom-
ers. While cost may always be
ever present, the consumer will
not churn when all the other
factors of user experience and
new sticky services are present.
If they are not present, then the
lure of cheaper video enter-
tainment and a ‘Do It Yourself’
solution may entice them away
from a cable or satellite offer-
ing.
Delivering great content used to
be enough – but not anymore.
Growth also means being open
to change in a new competitive
landscape that was forged by
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