The future of the TV and video landscape by 2030 - Deloitte
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The future of the TV and video landscape by 2030 1
The future of the TV and video landscape by 2030
More info and the video:
www.deloitte.de/de/future-of-tv-video
02
The future of the TV and video landscape by 2030
Introduction: a market on the move 04
Scenario thinking 05
The underlying drivers – and how we derived them 07
Expert predictions – what we are certain about 11
Journey into our four scenarios 13
Taking a closer look 23
Methodology 25
Contacts, Authors & Sources 26
03
The future of the TV and video landscape by 2030
Introduction:
a market on the move
“On-demand-services will disrupt the TV and video industry”, “New market
players such as Netflix or Amazon will soon replace traditional broadcasters”,
“Consumers’ demand for TV and video consumption is fundamentally
changing”: established players are being increasingly confronted with horror
news about their own positioning within the future TV and video landscape.
But will these dramatic predictions really From another perspective, on-demand- This rapidly changing market landscape
come true? TV and video are indeed services have quickly changed consumers’ makes future predictions difficult, if not
facing much uncertainty, and the extent demand for TV and video consumption. impossible. We therefore adopted a more
of change in the sector is hard to foresee. The Deloitte digital media trends survey holistic approach – and we now invite you
Streaming services no longer serve as just 2018 states that almost 48% of all US to travel with us to the year 2030 to take a
a platform for movies and TV shows, they consumers stream television content every glimpse into four scenarios of the future of
are also investing in producing and licensing day or week.1 Likewise in the UK, streaming TV and video. Our scenario approach does
their own content. This places them in video services have gained in importance, not aim to predict the most likely outcome,
direct competition with the traditional TV already 41% of all consumers purchased but to illustrate what could plausibly happen
and video industry. At the same time, TV such a service in the UK.2 Even in the more in the world of TV and video and how
channels and media organizations are conservative German TV market, 44% of the today’s market players might adapt to deal
starting their own on-demand offerings. population make use of subscription-based with the many changes and uncertainties
Also, large content producers are setting up videos-on-demand (SVoD) at least once a along the way.
their own streaming services. week.3 With the success of VoD, consumers
increasingly expect relevant content
accessible at any time, in any place, and in
the format that best fits their needs.
Fig. 1 – Average weekly video content consumption (in hours)
Among Total Consumers
27
23 22 22
20
17 16 17
15 15
8 10
7 8
Live broadcast TV
Streaming video
Japan US Germany France Brazil UK China
1
Digital Media Trends Survey 2018 (United States) ; 2 Deloitte’s Digital Democracy Survey 2018 (global); 3 Deloitte Media Consumer Survey 2018 (Germany) 04
The future of the TV and video landscape by 2030
Scenario thinking
The highly dynamic TV and video market work in different potential futures. It is thus
is characterized by emerging new market necessary to generate a set of scenarios,
offerings, disruptive digital players, and each of them describing a specific, plausible
rapidly changing consumer requirements. world of the future which substantially
In this uncertain environment, the strategic differs from the others.
steps of relevant stakeholders will be
crucial factors influencing the future market The objective of scenario design thus is
landscape. What they decide today will have not to identify future events, but rather to
major effects on their future consumer emphasize relevant forces that move the
relationships, the market structure, and future in different directions. Scenarios
technological standards. are narratives of alternative future
environments in which today’s decisions
Conventional strategic analysis seldom might play out: they are neither predictions
manages well in such highly uncertain nor strategies. By making the driving forces
environments, whereas scenario design visible, strategic planners can consider them
is one approach that can look beyond the and adapt their strategy accordingly.
usual planning horizon of three to five
years. While predicting the future is clearly
impossible, scenario design isolates the risks
and opportunities of certain strategic issues.
It helps in develop robust strategies that will
05
The future of the TV and video landscape by 2030
Scenario design is an approach that
can look beyond the usual planning
horizon of three to five years. It
helps develop robust strategies
that will work in different potential
futures.
06The future of the TV and video landscape by 2030
The underlying drivers –
and how we derived them
The foundation of our scenarios is a
comprehensive set of underlying drivers
Traditional TV and non-linear content
that potentially shape the future of the TV
and video industry. We therefore conducted
offerings will coexist. New and existing
expert interviews and made use of our
unique external environment analysis based
players will reposition along the value
on Natural Language Processing algorithms.
The resulting drivers were then clustered
chain in a partly consolidated market.
into social, technological, economic,
environmental, and political factors (STEEP)
and rated with regard to their degree of
uncertainty and their impact on the TV and
video industry (see Figure 1).
07The future of the TV and video landscape by 2030
Fig. 2 – Driver evaluation according to degree of impact and degree of uncertainty
High
Demand for Market entry Distribution Importance
Content TV Broad- Average
Level of exclusive content on-demand of tech / of TV and of sport/
Importance aggregator advertising caster time
in national broadcasting content internet video event
of live spending role spent with
giants content licensing
content Relative importance TV/ video
on TV of linear broadcasting in contrast Level of intellectual
to non-linear/ on-demand services property regulation Influence Number of
Cooperation Ownership of
of between players content
Role of OTTs Broadcaster sports rights
aging producers
revenue streams Introduction of Content
Net viewership
Quality media regulation rights
neutrality In-car
of digital TV for online/ mobile
infrastructure pure offerings relevancy
advertising
Global
measurement
media market
Regulation Advertising Owner of the consolidation Convergence of
of media Producer focus advertising
company
ownership
relationship
Availability
advertising
markets Zone of interest National
economic
Advertising Level of
Capability of All-IP climate
sales market
Requirements of data media
approach regulation
for employees analytics networks Piracy Sensitivity
in media regarding
Ability of AI to
Convenience of data privacy Legal
influence Cybersecurity
technological progress Digital restrictions
Digitalization audience
of video/ TV capability of in national
Attractiveness
production Polarization of Advertising Demand for general advertising
of national
payment Diversification public
processes advertising in-home, large- Mobile video sector
of players
into sales screen entertainment relevancy for talents
in the TV/ video Attractiveness
and brand Data market of national
Innovative monetization Ability of AI Demand for social Demand video sector
capability Size of tools to content/ user-generated for micro-
Degree of Impact
for talents
of video supplier Vertical predict content content payments
suppliers ecosystems integration acceptance
Medium
National Video/ TV Length and Disruptive Content
Development Education Transmission/ Length of Placement
content consumption format of changes focus
of cord- on media/ Frequency program/ of advertising
quotas behavior video in release
cutters video use content
advertising windows
in schools
Degree of Device Fiction
interde Dependence Stock control TV as Global New
focus of TV Fan/ Focus of
pendence of local market enabler media/ categories
follower pay-TV
between productions pressure for social content of video
focus
social media on subsidies interaction regulation devices
Pilot
and TV selection Relevance
of global
audience
Cloud Multi-
User in Channel Demand
Level of Ratio of
multitasking operations Networks for new
child pay-per-use
Focus forms of story-
protection vs.
Corporate of user telling
subscription
social engagement payments
Price of
techno- Integrated responsi-
logical online bility
devices shopping
Application of
Demand Degree of
Holo- Political blockchain-
for personalized
graphic influence based
augmented/ content
TV Tracking on the content Cross-
Existence virtual trading
with national Market entry of screen/
of the reality platforms
built-in- video totally new players transmedia
European offerings
monitor market
sensors Union
Low
Low Medium High
Degree of Uncertainty
Technology Society Environment Politics Economics
08The future of the TV and video landscape by 2030
In this way we identified the two relevant further approach. The 23 driving forces in questions, “What will the player
types of driving forces for our scenarios: the ‘zone of interest’ have subsequently structure look like?” and “Who will
been tested by measuring their inter- have access to customers?”, illustrated in
•• Drivers with a high impact and with a
dependencies and relevance to each other, Figure 3.
clearly predictable evolution (see the
and clustered according to their degree of
chapter on Expert Predictionssee Expert
relatedness. At the end of this process, a
Predictions)
combination of ‘critical uncertainties’ was
•• Highly uncertain drivers with a high impact chosen, which created the most challenging,
on the TV and video industry. divergent, and relevant scenarios. This
process led to a scenario matrix, serving
Those drivers that are uncertain and highly as the basis for our scenario analysis. The
relevant are located in the ‘zone of interest’, matrix is built on two axes addressing
which is the fundamental section for our the critical uncertainties by raising the
Fig. 3 – Scenario Overview for the Future of TV and Video in 2030
Platform owner
Universal
Lost in Diversity
Supermarket
Driven by What will the player structure look like? Driven by
national players gobal players
Who will have access to consumers?
Revenge of the Content
Broadcasters Endgame
Content owner
09The future of the TV and video landscape by 2030
The axis “What will the player structure The second axis or critical uncertainty
look like?” reflects the changing provider that will determine the future of video is
landscape in the TV and video industry. “Who will have access to customers?”
This dimension not only illustrates potential This raises the question of whether
tendencies towards internationalization broadcasters, digital platform companies, or
with global media players perhaps content producers will be able to leverage a
pushing national broadcasters and direct consumer relationship – with massive
content producers to the fringes. It also impact on monetization options, either
considers the fact that large digital platform via innovative advertising or paid content
companies (DPCs) such as Amazon, Apple, models.
Facebook, Google or Netflix, increasingly
enter additional stages of the TV and video
value chain e.g., by producing their own
content.
Taking a closer look: We see digital platform
companies being the major disruptors in
the future TV and video market. By contrast,
broadcasters and content producers face the
greatest pressure for change.
10The future of the TV and video landscape by 2030
Expert predictions –
what we are certain about
As mentioned above, our scientific scenario approach identified another
group of relevant influencing factors. By contrast to the ‘critical uncertainties’,
our experts predict a distinct evolution for those. They also highly impact the
future of TV and video and have relevance for all of the four scenarios.
Six statements outline the key future developments in the TV and video
industry which can be clearly foreseen:
Digitalization will change content Traditional TV and non-linear content Advertising becomes targeted.
production, distribution, and offerings will coexist. TV and video advertising will adapt to
recommendation functionalities. Linear and on-demand content will new formats and increasingly focus on
All-IP becomes the standard for TV and be equally important and will coexist personalized ads. Leveraging consumer
video distribution. Fiber infrastructure peacefully. Video-on-demand will soon data will enable stakeholders to hyper-
and 5G networks will handle the massive become mainstream in all population target their ads and content, and thus
increase in digital traffic caused by an groups, at the same time linear TV remains maximize customer experience and value.
increasingly flexible and mobile use of significant. Especially live content such However, the extent of targeted advertising
media offerings. Beyond that, they will as sports and major events will preserve still depends on regulation and consumers’
strongly drive the digitalization level of the high importance of traditional, linear willingness to share their data. Advertising
video production processes. Artificial television. marketing will be something between a
Intelligence (AI) and analytics become key fully automated process and individual
elements of smart content discovery with sales negotiations.
intelligent recommendation functionalities.
11The future of the TV and video landscape by 2030
There will be moderate market Advertising and direct revenues will New and existing players will
regulation overall. remain most relevant. reposition along the value chain in a
Market regulation will be more moderate Generating new revenue streams is rather partly consolidated market.
compared to the highly regulated media difficult for the protagonists in the TV and The global media industry will be partly
industry today. The lower level of regulation video market. Innovative offers such as consolidated. Stakeholders will make use
for online and mobile offerings leads to demand-based-pricing for content will of strategic mergers, acquisitions, and
a reduction of the regulatory pressure not prevail to a major extent. In addition, alliances to strengthen their content quality
for all market players, especially for the consumer data has been only partly used and distribution capability. Moreover,
traditional media companies. In particular, to monetize. There are only a few new data- numerous market players will shift
lower regulatory pressure will lead to a driven revenue streams for broadcasters, along the value chain by expanding their
higher level of freedom when it comes to as consumers show only a moderate businesses. Broadcasters will focus on
cooperation between market players and willingness to pay with their data. their core competencies but also occupy
concentration of media ownership. Net some other positions in the value chain.
neutrality will continue to exist. OTTs become more important in the future
TV and video market, whereas tech players
play a minor role. Looking at content
production, both traditional studios and
non-traditional providers will be part of it.
12The future of the TV and video landscape by 2030
Journey into our
four scenarios
The following scenarios demonstrate how
different the future paths of the TV and video
market could be. Let us explore each one
individually to see how they differ and what risks
and opportunities might arise in the future.
13The future of the TV and video landscape by 2030
Scenario 1
Universal Supermarket
In this scenario, a few global digital platform
companies have taken over the leading role in
aggregation and distribution from national broadcasters.
They control the TV and video market and have entered
all steps along the value chain, including creation,
aggregation, and distribution of content and the direct
customer relationship. Like large supermarkets, each of
the digital platform companies offers an extensive range
of global and national content, only differentiated by
some exclusive productions and sports rights.
14The future of the TV and video landscape by 2030
Broadcasting as we know it today has Advertising, as well as consumer
disappeared. Since video content is relationships, has also shifted to the digital
distributed in all-IP and mainly online platforms. Broadcasters are dependent on
over the internet, broadcasters have the revenue shares from digital platform
been through a painful process of change companies and cut off from direct paid
and evolved into pure creators of largely content and advertising revenues.
national or specialized content, without
any stakes in distribution or customer Advertising agencies and traders have
relationship. They are now a supplier of their disappeared, rendered irrelevant by digital
own channels and streams to the digital platforms’ direct models of ad trading.
platform companies’ universal supermarket. Beyond that, their technological prowess
However, broadcasters remain a relevant helped in implementing new, personalized,
part of the video landscape. Consumer and interactive forms of advertising.
demand for relevant content such as news
or local(ized) formats has saved their In this scenario, regulators did not take
existence. significant steps to monitor and control the
digital platform companies’ market strength.
At the beginning of the market Though the market is consolidated,
transformation process, consumers were access to local content is widely regarded
overwhelmed by the quantity of content as guaranteed. From the regulator’s
available and the proliferation of content perspective, the digital platforms are doing
providers. That confusion quickly evolved a decent job in catering for different cultural
into frustration. Subsequently, global tastes and providing local quality content.
digital platform companies exploited their
technological capabilities to develop smart
selection and recommendation, supported
by artificial intelligence.
In addition, they initiated the consolidation
of the vendor landscape: The financial
capabilities of the global digital platform
companies allowed them to acquire
exclusive sports rights and produce
global blockbuster content, displacing
comparatively smaller players such as
broadcasters and content creators from
important stages of the value chain.
15The future of the TV and video landscape by 2030
Scenario 2
Content Endgame
In the ‘Content Endgame’ scenario, large global content
owners are the winners of the market transition. They
have integrated vertically along the entire value chain
and started to withdraw and withhold content from
digital platform companies and distribute via their own
channels, bypassing the platforms and establishing
direct customer relationships.
16The future of the TV and video landscape by 2030
Content has become the main Digital platform companies have retreated
differentiating factor in the video market, to becoming pure distribution channels,
while technologies such as distribution, focused purely on technical delivery. The
search, and recommendation are digital platform companies’ business
considered a commodity. model has changed fundamentally, since
consumers are no longer paying for a
Big content owners with strong program specific platform, but directly for their
brands and global reach target a global preferred content. Apart from advertising,
audience with costly blockbuster freemium services have become a relevant
productions and benefit strongly from source of revenue for digital platform
economies of scale. Smaller producers have companies.
been pushed out of the market. The variety
of content has decreased, but the quality As content really is king in this scenario,
of global productions has reached new global content owners negotiate directly
dimensions. with advertisers. New ad models on a
global scale have proved to be beneficial for
Broadcasters have survived by shifting their content owners and international consumer
focus solely to the creation of strong local brands. Finally, advertising partnerships
formats. They have evolved into suppliers to have been established in the market, with
the big global content owners and benefit sponsoring and content marketing being the
from the protection of national regulators. most important examples.
17The future of the TV and video landscape by 2030
Scenario 3
Revenge of the Broadcasters
In this scenario, national broadcasters have successfully
accomplished thetheir digital transformation and
secured a strong position in the TV and video ecosystem.
Broadcasters have evolved into digital platforms
established direct customer relationships and deliver
on-demand content. During the transformation process,
broadcasters developed excellent digital capabilities. They
have entered new services such as targeted advertising
and recommendation functions, which had previously
been dominated by the digital platform companies.
Furthermore, the high relevance of content for a national
audience puts broadcasters in a superior market position,
supported by regulatory measures such as content quotas.
18The future of the TV and video landscape by 2030
National broadcasters and global digital In this technologically advanced scenario,
platform companies coexist in the market. broadcasters are gaining valuable customer
This guarantees a great richness of content. insights that are highly relevant to
While national broadcasters focus on local advertisers. The collected user data would
quality content, digital platform companies be an effective enabler for fully personalized
supply global productions and blockbusters. advertisement, but advertising is part of a
Viewers can chose whether they want to strong regulatory framework with strict data
watch linear or non-linear content from privacy rules. Advertising agencies have
global or national sources. remained in the market and are helping
broadcasters implement innovative ads
Apart from several content partnerships, within the legal guidelines.
technological alliances have also shaped
the market. All-IP network operators helped Broadcasters also benefit from strong
broadcasters during the transformation media regulation at a national level as
process with their expertise in digital media local content production enjoys firm
distribution and by leveraging customer regulatory support. The strict national and
data. With their national footprints, European regulatory regime is the answer
network operators and broadcasters are to the threat of globally dominant digital
ideal partners serving the same regional media companies. With corresponding
markets. The alliance resulted in an efficient measurement systems, broadcast industry
distribution of content via high-performance bodies have secured a strong national
platforms with smart access to customer media industry.
data.
19The future of the TV and video landscape by 2030
Scenario 4
Lost in Diversity
In our fourth and final scenario, the TV and video market
has evolved into a diverse ecosystem with no dominant
players. Instead, consumers are served by numerous
distribution platforms, a great richness of content, and
a steady turnover of players in the market. Demand
for national content remains strong, so partnerships
between global and local players are widespread. The clear
distinction between content production and distribution is
another key characteristic of this scenario.
20The future of the TV and video landscape by 2030
Everyone does everything in this scenario: In this vivid and dynamic market, advertising
Global digital platform companies have agencies continue to have a high relevance.
established direct customer relationships. They systematically allocate advertising
Telecommunications providers, budgets and provide guidance within
broadcasters, and content producers have the complex TV and video ecosystem. As
also successfully created their own digital digital platforms facilitate personalized
platforms. Digital platform companies advertisement, agencies had to acquire
contribute global formats such as high- comprehensive data analytics skills. In this
profile series. To provide relevant local way, they became indispensable advisors for
content they also forge alliances with local advertisers.
producers. Network operators act as
super-aggregators. They provide access to The primary concern of regulators in this
content and structure the market from the scenario is the preservation of local content
customer’s perspective by offering guidance and media companies. With their regulatory
across platforms. Consumers are only decisions, they have strongly protected
interested in content and therefore tend not national broadcasters and put them in a
to be loyal to any one platform. position to compete against the digital and
financial muscle of the large global digital
National broadcasters capitalize on the platform companies.
consumers’ huge appetite for local news,
sports, movies, and series. Broadcasters
who started their digital transformation at
an early stage are using their own platforms
for content distribution. Others have
established partnerships with platform
providers, with the general trend towards
co-productions between broadcasters and
global digital platform companies. All in all,
national broadcasters remain independent
and maintain their livelihood by various
revenue streams.
21The future of the TV and video landscape by 2030
Fig. 4 – We clustered the main trends and drivers and prioritized two main forces influencing the future…
Platform owner
1 2
Universal
Lost in Diversity Supermarket
Driven by Driven by
national players global players
3 4
Revenge of the Content Endgame
Broadcasters
Content owner
1 3
The TV and video market has evolved into a National broadcasters contested their place
diverse ecosystem with no dominant players by successfully accomplishing their digital
and a steady turnover of market participants. transformation.
2 4
National broadcasting has been replaced by a Global content owners can leverage a direct
few global digital platform companies. consumer relationship which gets them in
the driver seat.
22The future of the TV and video landscape by 2030
Taking a closer look
Looking at the final set of scenarios, we see digital platform companies (DPCs)
being the major disruptors in the future TV and video market. By contrast,
broadcasters and content producers face the greatest pressure for change.
We will therefore take a closer look at the strategic options for those two
stakeholder groups.
Even though our four scenarios are highly processes, and mastering them is a
divergent, a few overarching implications prerequisite to being well-positioned in an
are highly relevant for all of them. Firstly, increasingly digital video market landscape.
broadcasters and content producers can As a result, traditional players must become
no longer rely on their current market attractive enough for digital talents as well
positions. To safeguard their business as for creative minds, because in addition to
models and future revenue streams, technology, attractive and creative content
they need to be open to cooperation and certainly remains king.
alliances, even with their direct competitors.
Joint production, distribution or even Next to these overall implications, we
platforms are appropriate measures for have different distinguishing factors in
countering the threat posed by the DPCs. each of the four scenarios, which affect
In parallel, regulators need to become the actual options for broadcasters and
less restrictive when it comes to alliances content producers. Depending on the
between equally positioned players within respective scenario, stakeholders must
the TV and video value chain. Broadcasters draw appropriate fundamental conclusions.
and content producers must work towards However, the risk potential for each market
convincing regulators to permit such player must be analyzed separately in order
cooperative models. to develop individual strategic options.
Beyond that, established broadcasters and
content producers must continuously invest
in their technological skills. Technology has
become a core element of their business
23The future of the TV and video landscape by 2030
Universal Supermarkets
In the Universal Supermarket scenario, broadcasters und content producers
need to focus on the implementation and positioning of strong content brands.
This branded content must be used to improve bargaining positions when
negotiating partnerships with content distributors. Also, content brands
should seek more international licensing and levereage. To secure additional
revenue streams, broadcasters and content producers must extend their
business models beyond the TV and video market into other fields, such
as merchandising.
Content Endgame
Larger content producers need to invest more strongly in international content
production directly or via subsidiaries to keep pace with their big global
counterparts. Besides this focus on content, larger producers must strengthen
the fields of customer relationship and advertising marketing in the Content
Endgame scenario.
Smaller broadcasters and content producers need to position themselves as
inimitable national partners for global players through unique, local, and
strongly branded content. Furthermore, they must explore alternative
distribution channels through strategic alliances with DPCs or IP network
operators.
Revenge of the Broadcasters
In this scenario, broadcasters must keep an eye on the general conditions
of the video market. They need to be aware of their political role and must
exert influence to prevent adjustments in the the regulatory framework
towards a less strict regime.
Lost in Diversity
In the Lost in Diversity scenario, broadcasters and content producers must
clearly place the emphasis on their own strengths. In a world in which
everyone does everything, only a strong focusing strategy and appropriate
investments secure the future market existence of broadcasters and
content producers.
24The future of the TV and video landscape by 2030
Methodology
The methodology of this study is based Fig. 5 – Center for the Long View Scenario Methodology
on the proven scenario approach first
7
employed by Shell, and then perfected by
Monitor Deloitte. A seven-step scenario Monitoring 1 Focal Question
development approach (see image)
applies the guiding scientific principles of
objectivity, reliability, and validity. The study
is the outcome of a series of interviews,
questionnaires, and workshops involving
TMT experts from the Deloitte EMEA
network and industry professionals as well 6 Implications
Seven Step 2 Driving
& Options Forces
as experienced scenario practitioners from Scenario
Deloitte’s Center for the Long View (CLV). Development
Approach
Scenario design starts by identifying the
focal question of the underlying issue.
3
Since we could tell an infinite number of
different stories about the future of the TV 5 Scenario Critical
Uncertainties
and video industry, we first had to agree on Narratives
the issue or strategic challenge we wanted
to address. This enables us to support
our TMT clients’ decision-making in an
appropriate way. Scenarios are tools for 4 Scenario Frameworks
shedding light on the strategic challenge,
while the focal question sets the scope
of the scenarios. In the present case, we
focused on the question, “What will the TV
and video landscape look like by 2030?” the bias of the traditional approach, which as the building blocks for creating our
often has a built-in tendency based on the scenario sets.
Scenarios are a way of understanding the character, mood, or preferences of the
dynamics that shape the future. Therefore, scenarists. The scenario framework was developed in
in a second step, we pinpointed the forces the next step by focusing the entire list of
that drive the focal question. Driving forces As a part of the workshop series, in related uncertainties into two orthogonal
are fundamental sources of future change. a third step we identified the critical axes. We then defined a matrix consisting
They shape the course of events and uncertainties for the focal question. Not of crossing and independent axes that
history and dramatically enhance our ability all driving forces are uncertain, some may allowed us to define four very different,
to imagine future scenarios. These drivers be pre-determined. These are the trends but plausible, quadrants of uncertainty. In
can be grouped into five categories, known already in the pipeline, unlikely to vary the underlying study, we used “What will
as STEEP forces, as they consist of Social, significantly in any of the scenarios. Critical the player structure look like?” and “Who
Technological, Economical, Environmental uncertainties are driving forces with the will have access to consumers?” as critical
and Political forces. Since most issues potential to tip the future in one direction uncertainties.
involve more than one of these categories, or another. They have two fundamental
they are only handles. In order to derive characteristics: they have an unusually high
our driver list, we also conducted expert impact and are uncommonly uncertain or
workshops using Deep View, an artificial volatile. Initially, all uncertainties appear
intelligence (AI)-based trend-sensing and unique, but by stepping back, we can
analysis machine. Deep View helps to avoid reduce uncertainties to clusters that serve
25Contacts
The future of the TV and video landscape by 2030
Alexander Mogg Florian Klein
Partner | Industry Lead TMT Director | Head Center for the Long View
Monitor Deloitte Monitor Deloitte
Tel: +49 (0)89 2903 7939 Tel: +49 (0)69 9713 7386
amogg@deloitte.de fklein@deloitte.de
Authors
Klaus Boehm Ralf Esser
Director | Media and Entertainment Lead Senior Manager | Head of TMT Insights
Deloitte (Germany) Deloitte
Tel: +49 (0)211 8772 3545 Tel: +49 (0)211 8772 4132
kboehm@deloitte.de resser@deloitte.de
Paul Lee Jasmin Raab
Partner | Head of TMT Research Senior Consultant | Scenario Practitioner
Deloitte Center for the Long View
Tel: +44 (0)20 7303 0197 Monitor Deloitte
paullee@deloitte.co.uk Tel: +49 (0)211 8772 4969
jraab@deloitte.de
With the contribution of:
Mark Casey, Partner and Global Telecoms, Media & Entertainment Lead Deloitte
Patrick Steemers, Partner and Telecom, Media & Technology Lead The Netherlands
Jean-Charles Ferreri, Partner Monitor Deloitte France
26The future of the TV and video landscape by 2030
27More info and the video: www.deloitte.de/de/future-of-tv-video This communication contains general information only not suitable for addressing the particular circumstances of any individual case and is not intended to be used as a basis for commercial decisions or decisions of any other kind. None of Deloitte Consulting GmbH or Deloitte Touche Tohmatsu Limited, its member firms, or their related entities (collectively, the “Deloitte network”) is, by means of this communication, rendering professional advice or services. No entity in the Deloitte network shall be responsible for any loss whatsoever sustained by any person who relies on this communication. Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/de/ UeberUns for a more detailed description of DTTL and its member firms. Deloitte provides audit, risk advisory, tax, financial advisory and consulting services to public and private clients spanning multiple industries; legal advisory services in Germany are provided by Deloitte Legal. With a globally connected network of member firms in more than 150 countries, Deloitte brings world-class capabilities and high-quality service to clients, delivering the insights they need to address their most complex business challenges. Deloitte’s approximately 264,000 professionals are committed to making an impact that matters. Issue 8/2018
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