This doesn’t mean all digital media must become social and interactive. Social media and gaming companies have been quickly evolving their business models and products, leveraging technology, and capitalizing on behaviors. And game companies have evolved to monetize many aspects of gaming, from subscriptions, in-game purchasing, and extensible games that operate more like services, to embracing the social experience of gaming with multiplayer, branded content, and virtual goods.Īlthough SVOD broke apart the cable bundle, since then, streamers and studios have mostly focused their innovation strategies on content delivery and licensing rights. Gaming may have started as an individual experience, but it is now highly social. Meanwhile, thanks to smartphones, competitive esports, and rich, Hollywood-level experiences that cast the player as the star, gaming has gone global and expanded across generations. Top services are adding new lines of revenue by becoming retail destinations and leveraging influencers and creator economies to reinforce engagement and purchasing. Social media services now deliver finely tuned and personalized feeds of images, video, music, news, gaming, and shoppable media to billions of users, all lit up by social networking and provided for free. Since then, social media has expanded and evolved dramatically. So, while SVOD providers may have disrupted TV and movies, the medium-and its business models-still looks much the same as it did when they were created 15 years ago. Streamers and studios are challenged to attract and retain younger generations who have grown up with smartphones, social media, and video games, which deliver finely tuned experiences that are social, interactive, and immersive. In that same 15 years, screen-based entertainment has evolved beyond TV and movies. But they face greater pressure to attract and retain subscribers who have grown savvier about their subscriptions and more cost-conscious. Top SVOD services are consolidating content and taking the competition for subscribers into global markets. After 15 years of growth, streaming video on-demand (SVOD) services have successfully unbundled video, lowered costs to consumers, and ignited fierce competition among providers. This year’s Digital media trends survey revealed that media companies in the United States are now feeling more turbulence from the deeper currents shaping consumer behavior. Jana was formerly the Inclusion and Well-being leader for Risk and Financial Advisory and continues to bring inclusion and well-being into everything she does. As the US TM&E sector leader, Jana is focused on strategic direction and market eminence of the TM&E sector, and go-to-market strategies for Deloitte’s key businesses. Jana has built worldwide engagement teams to serve several Fortune 500 companies, across the Americas, Europe, Middle East, and Asia. She has leveraged her risk advisory capabilities to lead engagements for digital platform companies, helping them navigate evolving regulatory requirements and business transformation. Jana has more than 20 years of experience in serving large, multi-national technology companies to help them address enterprise risk. She is also a principal in Deloitte and Touche’s Risk and Financial Advisory practice. Jana is vice chair and Deloitte’s US Telecom, Media and Entertainment (TM&E) sector leader. US Telecom, Media & Entertainment Sector Leader
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