Business analysis for over-the-top video participants
August 2013
Analyst:
Matt Stump
In this issue:
6
Trending video, data and OTT
numbers in 2020
8
The world according to Fox
13 Millenials might want cable afterall
14 LRG details Netflix crossover stats
© One Touch Intelligence, LLC, 2004–2013. All rights reserved.
The data implications
of going over-the-top
Issue: Sony and Intel appear closer to launching OTT
services that will include live linear feeds of cable and
broadcast networks.
Background: With probable launches from Sony, Intel
and perhaps others, the question arises as to how this
will affect current MVPD data cap strategies.
Implications: MVPDs face a tricky balancing act with
data caps in an OTT world. If no data caps exist, are
MVPDs welcoming video OTT competitors that could
harm their business? And what are the bandwidth
needs if more live viewing goes OTT? On the other
hand, restrictive caps and data overage charges run
the risk of alienating subscribers and public policy
makers. Another added complication is that MVPDs
may launch their own OTT services, which would
require establishing a consistent data cap strategy
across the board.
The growing chorus of reports that some player — Sony, Intel or Apple —
will launch an over-the-top service that would include live linear channels
will add a new element to the age-old issues of bandwidth demands,
transmission speeds and data caps.
Ever since Internet video traffic ramped up — first with YouTube, then with
Netflix, Hulu, Amazon and network and cable websites — MVPDs have tried
to strike a balance between newly found data subscribers, the revenue they
generate and the traffic load on the network.
Some MVPDs have instituted data caps on usage. In reality, those caps are
meant to push subscribers to higher speed tiers, where caps are less
onerous, but where higher retail rates exist. But there also is an overage
element to data caps, where subscribers pay extra fees if they go beyond
prescribed data caps. At the same time, where lower caps exist, MVPDs
have run into criticism, whether from public interest groups, consumers or
regulators.
Somewhat related to the data cap question is the issue of net neutrality.
Most MVPDs have been able to tiptoe through that minefield without
serious harm. But if OTT providers start stealing market share, the question
lingers whether MVPDs would favor some traffic over others. That said, it
appears unlikely that net neutrality will be the first pothole in the road if and
when an OTT service provider launches. A more likely area of trouble will be
with data caps.
A core question on data caps is this: If Sony or Intel or another challenger
launches an OTT service that includes live linear channels, and a subscriber
moves from an MVPD to that OTT provider, how much “data” will they
consume in a given month if they keep their same TV viewing habits?
The answer is that there is no simple answer. Encoding rates, transmission
speeds, even in-home devices will all play a role in determining how much
bandwidth gets used.
To start, however, let’s look at the current data cap rates for the various
MVPDs:
AT&T
DSL:
150 GB
U-verse:
250 GB
Penalty:
Subs pay $10 for every 50 GB over
Verizon
FiOS:
None
DSL:
None
CenturyLink
DSL 1.5 Mbps: 150 GB
1.5 Mbps +:
2
250 GB
VIDEOTRAK — August 2013
Comcast
XFINITY INTERNET PACKAGE
DATA USAGE ALLOWANCE
Economy
300 GB
Economy Plus
300 GB
Internet Essentials
300 GB
Performance Starter
300 GB
Performance
300 GB
Blast!
350 GB
Extreme 50
450 GB
Extreme 105
600 GB
Comcast also said “in the Fresno, Calif., market, we will begin trialing a
Flexible-Data Option specifically designed for casual or light Internet users
who typically use 5 GB of data or less a month. This option will be available
only to Economy Plus customers and will provide a $5 credit if a customer’s
total monthly data usage is less than or equal to 5 GB per month. However,
if a customer that chooses this option uses more than 5 GB of data in any
given month, then she will not receive the $5 credit, and will be charged an
additional $1 for each gigabyte of data used over the 5 GB included in the
Flexible-Data Option.
In Central Kentucky, Savannah, Ga., and Jackson, Miss., we will begin a trial
which will increase our data usage allowance for all XFINITY Internet tiers to
300 GB per month and also offer additional gigabytes in increments/blocks
(e.g., $10 per 50 GB). During this trial, XFINITY Internet Economy Plus
customers in these markets can choose to enroll in the Flexible-Data Option
which will modify their data usage allowance from 300 GB to 5 GB, and
provide a $5 credit if their total monthly data usage is less than or equal to
5 GB per month. If customers choose this option and uses more than 5 GB
of data in any given month, then they will not receive the $5 credit and will
be charged an additional $1 for each gigabyte of data used over the 5 GB
included in the Flexible-Data Option.”
Time Warner Cable
Data caps:
None for core Internet plans.
However, TWC has deployed an “Essentials Plan,” which limits subscribers
to 5 GB of data usage a month in exchange for a $5 discount to their
monthly bill. Time Warner Cable says customers can opt-in or opt-out of the
deal at any time, and subscribers will get a “meter” to let them see where
they stand over the period. Upon going over their limit, customers will be
charged $1 per GB of usage, not to exceed $25 a month, the company says.
3
VIDEOTRAK — August 2013
Cox:
Starter:
50 GB
Essential:
100 GB
Preferred:
250 GB
Premier:
300 GB
Ultimate:
400 GB
Charter:
Lite/Express:
100 GB
Plus/Max:
250 GB
Ultra:
500 GB
Cablevision Systems Corp.
None
Of all the providers listed above, Cox has detailed on its website how to
translate viewing usage to data caps. The MSO equates the 250 GB cap to
250 30-minute HD shows, the 300 GB to 300 shows and 400 GB to 400 TV
shows.
The 250 GB is a pretty common data cap, so the 250 30-minute shows
equate to 125 hours of programming. Over 30 days, that would equate to a
bit more four hours per day of viewing.
In Nielsen’s quarterly viewing reports, the company lists the average amount
of time a TV set is on each day at five hours. Using that math, the 250 GB
cap would seem to be able to handle most of the typical viewing done in a
home in a given month.
But a few things need to be kept in mind. First, that presupposes there
will be no other data activity going on in that home, which is unrealistic.
Comcast says its average data use in 2012 was 16 GB per month, a figure
that could have climbed to 20 GB in 2013.
Even if a home subscribes to an OTT service from Sony or Intel, it would not
stop its other data use. Netflix, Hulu and Amazon viewing would continue.
There is also the multiplier effect. In any cable home or in a Verizon FiOS
home, whether one TV set is on or three or four TV sets are on, the total
bandwidth being used stays relatively the same, since the linear channels
are being delivered in broadcast mode.
But a Sony OTT model will behave a lot like AT&T’s U-verse. If three streams
are in use, three times the bandwidth will be necessary. In that world, a 250 GB
cap that handles upwards of five hours a day may not be all that large.
It’s also important to remember that Nielsen’s five-hour daily figure is an
average. Some homes only watch two hours a day, while others have the TV
on for eight hours. Streaming eight hours of content a day will surely put a
home past the 250 GB cap mark.
4
VIDEOTRAK — August 2013
Cox’s numbers
Data Usage Guide
SERVICE LEVEL
DATA USAGE
ALLOWANCE
AUDIO FILES —
HIGH QUALITY
HI RES
PHOTOS
# OF 30 MIN.
HD TV SHOWS
# OF 120 MIN.
HD MOVIES
UPLOAD OR
DOWNLOAD
UPLOAD OR
DOWNLOAD
STREAMING OR
DOWNLOAD
STREAMING OR
DOWNLOAD
50 GB
7,870
10,240
not recommended for optimal
customer experience
Essential
100 GB
15,750
20,480
not recommended for optimal
customer experience
Preferred
250 GB
39,380
51,200
250 shows
60 movies
Premier
300 GB
47,260
61,440
300 shows
75 movies
400 GB
63,010
81,920
400 shows
100 movies
Usage period is
approximately 1
month. Your
usage resets at
the beginning
of each period.
6.5MB = 4 min.
length audio
file in high
quality, such as
iTunes or
Google Music
Starter
Ultimate
Definitions
As OTT entrants launch in the marketplace, cable and telco broadband
providers will have to make decisions on data caps and usage.
And perhaps the most challenging issue is this: The American public, even
with cable, has never paid on the basis of how much TV they watched in a
given day or month. The monthly cable, DBS or telco video bill is the same,
whether that home watches only 30 minutes a day or eight hours a day.
What Americans are “used to” as a TV behavior is barreling towards a
potential economic/technology showdown that was unforeseen just a few
short years ago.
5
VIDEOTRAK — August 2013
What will the world look like in
seven years?
Back in 2005, a scant eight years ago, there was no Hulu Plus or Amazon
Instant Video or a Netflix streaming service.
MPVD subscribers stood at 89 million homes, and broadband was in
50 million homes (see chart below).
Total Subscribers (millions) 2005
70M
65
60M
50M
40M
29
30M
24
21
20M
10M
0
CABLE
DBS
0
0
TELCO
NETFLIX
VIDEO
0
0
AMAZON
HULU PLUS
INTERNET VIDEO
But the rise in Internet capacity allowed for the free flow of video through
data pipes into subscribers homes. By 2013, pay TV penetration continued to
rise (to 100 million), but broadband grew at a faster rate (to 83 million homes)
and the rise of subscription-based video services on the Internet took hold.
CABLE
TELCO
BROADBAND
Source: OTI
Netflix now counts 30 million subscribers, Amazon Prime an estimated
10 million and Hulu Plus 4 million.
Total Subscribers (millions) 2013
70M
60M
56
48
50M
40M
35
34
30
30M
20M
10
10M
10
4
0
CABLE
DBS
VIDEO
TELCO
NETFLIX
AMAZON
HULU PLUS
INTERNET VIDEO
VIDEOTRAK — August 2013
TELCO
BROADBAND
Source: OTI
6
CABLE
While much of Netflix’s base originated from the DVD business that was
unrelated to the Internet, and Amazon Prime launched as a preferred
vehicle for the delivery of goods, everyone in that subscriber group can
stream video from those websites — and revenue of $7.99 a month or
$79 per year or $4.99 per month is attached to it.
So that begs the question what will the world look like in 2020, a scant seven
years from now. Many Wall Street analysts predict the pay TV industry will
see a gradual decline of 1 million subscribers per year in the coming years.
The slope of that decline will hinge on a bunch of factors, but the availability
of subscription content on the Internet will be the likely driving force.
In the chart below, the pay TV estimate for 2020 is 90 million homes, or a
loss of 10 million homes over that seven-year time period. But the number
of broadband homes is projected at 94 million.
Total Subscribers (millions) 2020
70M
60
60M
50M
50
40
40M
34
30M
24
20
20M
16
10
10M
0
CABLE
DBS
VIDEO
TELCO
NETFLIX
AMAZON
HULU PLUS
INTERNET VIDEO
It stands to reason that if more OTT video providers enter the market,
traditional pay TV video growth will be impacted.
What’s not included in this chart are subscriber figures for new OTT
entrants. Given the growth of Verizon and AT&T as new entrants with full
video packages as well as the growth of Netflix (with less than $10 a month
packages), one could argue that Sony, Intel and Apple could all generate at
least 5 million “OTT subscriptions” over the next seven years.
But the MVPDs won’t necessarily stand still. Many would likely launch their
own OTT subscription packages (Cox has already done so), adding a
broadband video RGU to the stat tables.
7
VIDEOTRAK — August 2013
TELCO
BROADBAND
Source: OTI
And the total number of SVOD subscribers to Netflix, Amazon and Hulu
Plus is projected at 70 million, up from today’s 44 million. Based on what has
occurred in the past eight years, there is a definite shift to SVOD growth
over broadband, as well as broadband growth.
CABLE
One key to judging what the numbers would look like is the revenue
attached to them. Netflix, Amazon and Hulu Plus are all sub-$10 monthly
per customer. Programmers want Sony and Intel to take their full packages
of networks.
If Sony and Intel react like Verizon and AT&T, those packages would be
priced in the $70 to $80 monthly range. But without plant costs, one could
see Sony and Intel offering such packages for $40 or $50 monthly.
And there also exists the possibility of smaller bundles of programming,
perhaps sports only at $30 monthly, or kids and family at $20 monthly.
Whole new rate cards could be established that would translate into whole
new packages that don’t follow the nice neat models present today,
meaning not all OTT video subscriptions will be created equal.
The world according to 21st
Century Fox
Earlier this summer, News Corp. split into two companies, with News Corp.
proper retaining its publishing assets and new sister company 21st Century
Fox taking the cable, broadcast, programming and worldwide satellite assets.
As a new public company, the top executives of 21st Century Fox held an
all-day financial analyst meeting Aug. 8 in Los Angeles. The presentation
was chock-full of content financials, ratings and content strategy insights
into how Fox is approaching the new world order, and by extension Fox’s
peer competitor group.
Here are some of the key
takeaways, as well as insights
from CEO Chase Carey.
The ratings
Although we’ve seen some
stats from CBS on the amount
of viewing that is taking place
after live broadcast and on
alternative platforms, Fox took
the discussion to a higher
level during its analyst
presentation with some eyeopening stats for its top
broadcast shows.
The percentage gain in
ratings across seven days, versus live plus same-day ratings, ranged from a
lift of 20% to as high as 65%. Broadcast networks are only getting paid for
live plus three-day ratings, so any viewing after day three is not being
monetized.
8
VIDEOTRAK — August 2013
The chart below shows just how important the push is to get ratings
measured up to seven days after a show airs and beyond that.
Fox’s show The Following generates close to one third of its viewing outside
of today’s C3 cycle.
Of the 16.27 million viewing audience, a bit less than 10% comes from
Fox.com and Hulu, which is twice the number coming from VOD’s 640,000
views. Encores on the linear channel get another 2.5 million viewers.
In the first 30 days after a New Girl episode premieres, some 33% of viewing
comes from VOD (8%) and Fox.com and Hulu (25%). The Family Guy
numbers are even more pronounced, with 37% of the viewing coming from
VOD and Fox.com and Hulu.
9
VIDEOTRAK — August 2013
What’s striking about the slide below is how much catch-up viewing is going
on within VOD platforms across all time periods, and how evenly that
viewing occurs. Some 23% of viewing was recorded in the first three days,
then about 34% in days four through seven. Another 20% of viewing
occurred between days eight and 15, then 23% from days 16 through 30.
There was an actual increase in viewing two weeks out from when a
program first aired.
The long tail of VOD viewing is getting longer and longer and viewers are
discovering shows and going back to watch earlier episodes.
In even the recent past, most executives thought consumers would only
watch in the first week a program was on and then move to something else.
That assumption is now being replaced with the idea that viewers will catchup with a show even after several weeks, which means even an arbitrary
30 day cut-off may be too soon and that we’ll be talking about viewing 45
and 60 days out in the coming years.
10
VIDEOTRAK — August 2013
The value of Fox’s programming assets
It’s important to remember that the value Netflix or Amazon places on
content for their new world digital SVOD services is derived from old world
numbers. If a show does not generate ratings in the traditional world or
some kind of following, it doesn’t receive value in the digital realm.
Gary Newman, chairman of 21st Century Fox Television, told analysts that
Modern Family, produced by Fox for ABC, will be a $1 billion asset for the
company in syndication and digital sales. How I Met Your Mother isn’t that
far behind, while Burn Notice and White Collar (both on USA) will earn
hundreds of millions of dollars in profits.
Modern Family will get $5 million per episodes in its first cycle with USA and
TV stations, Newman said. At 96 episodes over the first four years of the show
(season five premieres next month on ABC), that’s upwards of $500 million,
just in traditional syndication, even before the show hits digital platforms.
Increasingly, however, programmers are making cross-platform deals at the
same time. Glee has been sold to Oxygen, local TV stations and Netflix and
Amazon for a combined take of $1.5 million per episode. Across 66
episodes that’s a cool $100 million.
While Fox did not disclose the breakdown, the majority of that revenue is
still likely coming from the cable and broadcast outlets. Sons of Anarchy did
even better, generating $3 million per episode across its syndication runs
(including Netflix and Amazon) for its 53 episodes, which means a cash flow
generation north of $150 million.
Newman shared a few more stats that were perhaps even more interesting,
because it dealt with library product, where values are sometimes difficult
to ascertain.
“We recently licensed our Emmy-winning animated comedy, King of The
Hill, to Turner in a 5-year deal in excess of $100 million that takes us through
fiscal year ‘18,” he said. “M*A*S*H is among the most iconic titles in the
history of our medium. It’s an evergreen title for us that we’ve licensed
continually for nearly 35 years and still contributes on average about
$20 million a year to our bottom line. So with such titles as these — the
X-Files, Buffy the Vampire Slayer, and 24, not to mention our popular current
series when they eventually end their original runs, we have every
expectation of sizable library profits for many years to come.”
The granddaddy of off-network fare will be The Simpsons (600 episodes),
which will be sold into the aftermarket sometime next year. But already Fox
has generated $25 million in royalties from a Simpsons game app it
developed.
Newman also said EST is growing. “EST has also proven to be valuable,” he
said. “This business has more than doubled for us over the past three years,
driven primarily by our strong serialized cable dramas, Homeland, Sons of
Anarchy and American Horror Story. And it’s now a meaningful piece of the
home entertainment pie.”
11
VIDEOTRAK — August 2013
“All of these digital revenues didn't even exist until recently and now are
generating roughly $500 million annually to the studio,” Newman said.
“That said, while we are an industry leader, a top SVOD player and a mobile
pioneer with The Simpsons, our digital strategy has been and will remain
judicious and disciplined, and we will continue to grow that business by
capitalizing on all the new opportunities ahead.”
Thoughts from Chase Carey
Early on in the analyst presentation, 21st Century Fox President Chase
Carey took on the issues of bundling, cord cutting and a la carte.
A la carte, he said, was the easy part. “A la carte is a fantasy,” he said.
“Consumers actually want to bundle; they just want a different bundle. The
reality is that any new bundle would create other issues like higher costs for
individual channels. Actually, today's bundle is a great consumer proposition.
We do not believe it will materially change in the short to medium term.
With so many agreements tied to the bundle, the discussion around this
issue is about negotiating leverage and headlines, not real change.”
Carey downplayed cord cutting, even being a bit dismissive of Netflix and
YouTube. “Let me be clear, Netflix is a channel, not an alternative. YouTube
is not a replacement and they’re already overhauling recent efforts in
branded content. There isn’t an alternative today or even on the horizon.
The U.S. is a mature market, but we see no meaningful evidence of cord
cutting today, subscribers were essentially flat the last 12 months.”
But he did allow the jury is still out on today’s 20-somethings, saying the
“one legitimate issue is the 20-year old cord nevers. It remains to be seen
what happens as this generation ages, but what is clear is that this is an
issue that will play out over the next 10-plus years, not the next three.
Additionally, we will continue to participate in the over-the-top market with
our investment in Hulu, an investment we recently decided to maintain and
with our partners committed to significant further investment.”
He went on to take a shot at “mediocre” channels, rhetoric that MVPDs
would likely cheer.
“The increasing cost of the bundle will create pressures. First, weaker
channels will and should get squeezed. Consumers have more than enough
choice so the priority has shifted to quality, not quantity. We want every one
of our channels to strive, to stand on its own two feet. We would rather
have a bouquet of great channels than acres of the mediocre ones making
the same profit. Furthermore, the margin on video for the distributors will
continue to get squeezed by strong content. Distributors need the content
to drive their overall business. The industry would be better off if they used
their existing strengths to build new revenue streams from areas like on
demand, targeted advertising and other new services.”
12
VIDEOTRAK — August 2013
Surprising research from TDG
The Diffusion Group, a Plano, Tex.-based research firm that has predicted
cord cutting and perils facing existing MVPDs with some exuberance over
the years, has released new research from which the traditional industry can
take some heart.
It is not a foregone conclusion that the 20-somethings who are not MVPD
subscribers today will remain MVPD subscribers forever.
In a survey of 18- to 24-year-olds, 51.4% said they signed up for pay TV
service immediately after moving into their new residence. Some 38% said
they delayed a decision for a period of time but they still signed up by the
time they were 24 and 10.6% said they never signed up for service.
“By the time they turn 24, 89% of Late Millennials living on their own
subscribe to a traditional pay TV service, which is about the average
penetration of incumbent pay-TV across all broadband households,” wrote
TDG president Michael Greeson. “This is good news for both services
providers and networks. Whether they maintain that subscription over time,
and for how long, is another question.”
Despite those survey results, Greeson added the firm’s usual caution on this
subject.
“A number of statistical indicators suggest younger consumers are leaning
away from incumbent pay-TV as a default home TV choice, instead turning
to alternate TV sources or viewing online video on non-television platforms.
That said, these are behaviors and preferences expressed in early
adulthood, prior to landing a decent job, marriage, having children, and
moving up the career ladder. As the context changes, says traditional
wisdom, so too will their attitude regarding the worth and necessity of
traditional pay TV services. MVPDs have banked on this fact for several
decades and this assumption has historically held true.”
13
VIDEOTRAK — August 2013
LRG details Netflix/nonpay TV homes
New research from Leichtman Research Group finds that 40% of non-pay TV
homes subscribe to Netflix, 11% to Amazon Prime and 7% to Hulu Plus.
Of the 1,219 homes LRG surveyed, 42% of non-pay TV subs got at least one
digital SVOD service.
There are roughly 14 million non-pay TV homes in the U.S. If Netflix is in
40% of this, that’s roughly 5.6 million homes, meaning Netflix’s other
24.4 million subscribers, or about 80% of its base, does subscribe to pay
TV service.
LRG added that 8% of all TV homes are watching over-the-air broadcast TV
only, based on its survey, versus 10% in 2010, with 6% watching a
combination of OTA and OTT programming. The latter includes 1% of all
homes that do not subscribe to an MVPD primarily because they can catch
all they want via the Internet or Netflix.
Google tops comScore July numbers
Some 187 million Americans — more than half the population — watched
48 billion online videos in July, according to comScore, with a total of
19.6 billion video ads viewed.
Google ranked first with 167.9 million unique viewers (up 6% since June),
followed by Facebook with 61.3 million, AOL Inc. with 57.9 million, VEVO
with 49.6 million and Microsoft with 49.6 million.
VEVO topped YouTube’s channel partner list in July, with 47.6 million
viewers, followed by Fullscreen (34.5 million viewers) and Maker Studios
(28.6 million).
Top U.S. Online Video Content Properties Ranked by Unique Video Viewers (July 2013)
Total U.S. – Home and Work Locations. Content Videos Only (Ad Videos Not Included)
PROPERTY
VIDEOS (000)*
MINUTES PER VIEWER
187,430
48,466,326
1,353.8
167,894
17,717,106
544.0
Facebook
61,320
741,336
21.6
AOL, Inc.
57,857
792,719
50.1
VEVO
49,635
613,794
42.1
Microsoft Sites
49,610
668,442
34.0
NDN
49,142
560,024
92.3
Yahoo! Sites
42,043
324,436
76.7
Viacom Digital
39,721
446,401
48.1
Amazon Sites
37,990
146,291
26.0
Turner Digital
30,627
254,803
38.5
Total Internet: Total Audience
Google Sites
TOTAL UNIQUE VIEWERS (000)
Source: comScore Video Metrix
*A video is defined as any streamed segment of audiovisual content, including both progressive downloads and live streams. For long-form, segmented
content, (e.g. television episodes with ad pods in the middle) each segment of the content is counted as a distinct video stream. Video views are inclusive of
both user-initiated and auto-played videos that are viewed for longer than 3 seconds.
14
VIDEOTRAK — August 2013
Top YouTube Partner Channels* Ranked by Unique Video Viewers (July 2013)
Total U.S. – Home and Work Locations. Content Videos Only (Ad Videos Not Included)
PROPERTY
TOTAL UNIQUE VIEWERS (000)
VIDEOS (000)
MINUTES PER VIEWER
VEVO @ YouTube
47,635
581,895
40.6
Fullscreen @ YouTube
34,465
353,275
32.7
Maker Studios Inc. @ YouTube
28,594
530,738
69.6
Warner Music @ YouTube
27,648
164,463
19.1
ZEFR @ YouTube
26,473
136,972
14.3
The Orchard @ YouTube
22,129
86,843
11.4
Machinima @ YouTube
18,177
417,479
91.8
UMG @ YouTube
16,948
56,890
9.6
BroadbandTV @ YouTube
16,033
136,400
28.1
SonyBMG @ YouTube
13,987
39,669
8.3
Other notable findings from July 2013 include:
• 86.6% of the U.S. Internet audience viewed online video.
• The duration of the average online content video was 5.2 minutes, while
the average online video ad was 0.4 minutes.
• Video ads accounted for 28.8% of all videos viewed and 2.8% of all
minutes spent viewing video online.
15
VIDEOTRAK — August 2013
ABOUT THE AUTHOR
Matt Stump, Executive Vice President, Industry Intelligence
[email protected]
Matt Stump has been analyzing the media and entertainment industries
for over 30 years. He monitors the competitive media and entertainment
landscape on a daily basis for One Touch Intelligence and serves as the primary
writer and analyst for the company’s TELCOTRAK®, DBSTRAK®, VIDEOTRAK® and
VIDEOTRAK® Executive Digest reports. He served as a reporter and editor for
Broadcasting, Cable World, On Demand and Multichannel News magazines from
1980–2006, before joining One Touch Intelligence in May 2006.
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and distributor platforms.
For more information about our products and services, please visit
www.onetouchintelligence.com and submit your inquiry using the
“Contact Us” form, or call us at (720) 775-6700.
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VIDEOTRAK — August 2013
ABOUT ONE TOUCH INTELLIGENCE
What we do: One Touch Intelligence helps companies compete more
effectively by producing and delivering critical business knowledge. We
combine original monitoring, reporting and analysis with organization and
management of your internal and third-party research assets so you can
quickly access and distribute vital intelligence.
Who we serve: Our clients are leaders in the cable distribution, video
content, filmed entertainment, and telecommunications technology sectors.
By relying on One Touch Intelligence as an extension of their internal teams,
they’ve elevated corporate knowledge across the enterprise, reduced
information management costs, sharpened the decision-making process,
and saved time.
The intelligence you need is just One Touch away. Visit us at
www.onetouchintelligence.com.
To provide feedback on this report, please send email to
[email protected]
One Touch Intelligence, LLC
6312 South Fiddlers Green Circle
Suite 240 East
Greenwood Village, CO 80111
USA
While One Touch Intelligence makes reasonable efforts to verify the
accuracy of the information contained herein, One Touch Intelligence
cannot ensure that the information herein is accurate or current. The
readers of this report accept all risk associated with using or relying on
the information contained herein.
ONE TOUCH INTELLIGENCE MAKES NO REPRESENTATIONS OR WARRANTIES, EXPRESS OR IMPLIED,
ABOUT THE INFORMATION, CONTENT OR OPINIONS IN THIS DOCUMENT AND EXPRESSLY DISCLAIMS
ANY REPRESENTATIONS OR WARRANTIES OF FITNESS FOR A PARTICULAR PURPOSE OR
MERCHANTABILITY.
Copyright © 2004–2013, One Touch Intelligence, LLC, all rights reserved.
One Touch Intelligence®, the Speed of Knowing®, ONETRAK®,
TELCOTRAK®, DBSTRAK®, WIRELESSTRAK™, VIDEOTRAK®, VIDEOTRAKER®,
PRODUCTTRAK®, MEDIATRAK®, VODTRAK® and APPSTRAK® are
trademarks of One Touch Intelligence, LLC.
Other product or company names mentioned herein may be the trademarks
of their respective owners.
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VIDEOTRAK — August 2013