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Communications over the world wide doesnt depend on sytax or eloquence or rethoric or articulation but on the emotional context in which the message is being heard.
People can only hear you when they are moving toward you and they are not likely to when your wordss are pursuing them
Even the choices words lose their powe when they are used to overpower.
Attitudes are the real figures of speech '-Friedman

Tuesday, July 17, 2012

Broadcasting Trends 2015 :Digital Media and The Sports Market

As more people turn to watching TV and films on the move, on demand or through web connected TV, broadcasters need to ensure they are offering a cross media solution.
Embracing new technologies such as 3D, and using the internet and social media will ensure broadcasters can secure their future by offering their clients content they want, where and how they want to view it.
Who will own the future of digital media?  This vast market will be ruled by those who understand the demographics, the expectations and the technology and are able to bring all these elements together in the seamless delivery of content for a very demanding audience.

Traditional monetization models are under threat while new ones are still immature.   The next five to 10 years will be turbulent in the media industry as new and established players compete for the market.  Only those who embrace the new paradigms and prepare for a nonlinear future will survive and thrive

The Sports Market

Major trends and challenges in an industry full of passion
The sports industry today is a wide-reaching business that spans the field of play—from the food and memorabilia stands at the stadium, to media rights and sponsorships. As much as €450 billion ($620 billion) is spent every year in the sports industry, which is catering to an ever-more fervent fan base. This complex business environment features numerous participants—from rights owners (clubs, leagues, federations and athletes) to sports agencies, sponsors and broadcasters—all competing for a bigger slice of the pie
Live sports events in particular offer a compelling proposition to different industry participants—from free-to-air broadcasters seeking viewers and advertising revenues and pay-TV broadcasters looking for loyal subscribers, to sponsors moving away from traditional media, event organizers, athletes and spectators.

 the global sports industry is growing much faster than national gross domestic product (GDP) rates around the world.1 And the global sports value chain—its size, makeup and revenues—has significant growth prospects for the future.
The economy of sports also reflects its cyclical nature. Many of the world's premier sporting events occur every two to four years—the FIFA World Cup and Summer Olympics, for example, take place every four years. Figure 3 shows that yearly sports revenues have grown steadily, yet how that money is spent changes every year. In 2008, for example, major events accounted for 8 percent of worldwide sports revenues thanks largely to the Beijing Olympics and UEFA Euro 2008 football tournament in Austria and Switzerland. In quieter years (2007, for example), major events make up barely 1 percent of worldwide sports revenues.
How do sports create value? Rights owners define the structure of professional sports around the world. They set the rules, organize the events and take responsibility for generating revenues from matches, media and marketing rights
Properties. The properties managed by rights owners are the intangible assets that draw fans and money. They include a wide range of parties, including leagues (such as the Premier League), pro tours (golf's PGA Tour), teams (the New York Yankees) and athletes (Roger Federer, Lionel Messi).
Rights management. Historically, monetization of properties was based on gate "take" (revenues) but now professional sports depend on media and marketing rights for more sources of revenues. Rights owners, or sports agencies acting on their behalf, not only structure the deals but also trade media and marketing rights.
Events. Effective rights management depends first on operating live events. An enjoyable experience for fans can create additional opportunities for revenue.
Content. The stadiums can only seat a certain number of fans, but packaging content for broadcasters' and sponsors' needs is a vital part of creating revenue in modern sports.
Media rights revenues will plateau. In the wake of the economic downturn, media rights revenues will likely level off, as broadcasters face increased pressure to reduce programming costs. Negotiations are often based on bargaining power of only a few broadcasters (or in some cases just one), making outcomes difficult to predict, but conservatively we estimate overall media rights to remain stable. Because broadcasters acquire media rights in multi-year contracts, the full impact of the financial crisis may not be felt for a few years. For football, this plateau in media rights revenues likely translates to a growth slowdown from 8 percent to 4 percent per year.
Ticket sales and sponsorships will bounce back. Growth in ticket sales and sponsorships is typically tied to macroeconomic factors. A recovering economy should help bolster these areas again.
"Premium" content: Broadcasters' battles will continue. Worldwide sports remain premium and exclusive content for broadcasters—attracting large audiences—but making money may prove elusive as consumption patterns change, the Internet proliferates and new players emerge. How will multiscreen media drive additional revenues for broadcasters? What new business models will be required to generate content on smartphones and tablets? How to deal with the potential risks of content piracy in an increasingly digital world? What are the best strategies for traditional broadcasters facing competition from Internet-based platforms willing to acquire and distribute content? These and other issues will continue to challenge broadcasters through 2015.
Demand is growing, but supply won't always keep up. Increasing the amount of exposure sports properties receive is appealing to sponsors, but team sports are usually limited by a finite number of teams and games (for example, 18 to 20 in football leagues, and 16 in the NFL). Even in individual sports such as golf and tennis, the calendar constrains how many public appearances athletes can make. Hence, even though demand is high, offers for sponsored platforms cannot match it, fueling a race for longer and more exclusive contracts. Sponsors will have to scrutinize their sports investments more effectively, a vital issue as the industry moves into the future.

The Business of Sports

The wave of new stadiums around the globe, the growing size of television contracts and the continued proliferation of sports advertising portends an industry that continues to soar, even as the global economy climbs out of recession.

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