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.com/de/future-tv-video
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The future of the TV and video landscape by 2030
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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 increasingly confronted
with this kind of alarming news about their positioning within the future
TV and video landscape.
But will these dramatic predictions really The Deloitte Digital Media Trends Survey This rapidly changing market landscape
come true? TV and video are indeed 2018 states that almost 48% of all United makes future predictions difficult, if not
facing much uncertainty, and the extent States consumers stream television content impossible. We therefore adopted a more
of change in the sector is hard to foresee. every day or week.1 Likewise in the United holistic approach—and we now invite you to
Streaming services no longer serve as just a Kingdom, streaming video services have travel with us to the year 2030 to take a peek
platform for movies and TV shows—they are gained in importance; already, 41% of all at four scenarios envisioning the future of TV
also investing in producing and licensing consumers purchased such a service in the and video. Our scenario approach does not
their own content. This places them in United Kingdom.2 Even in the more aim to predict the most likely outcome but
direct competition with the traditional TV conservative German TV market, 44% of the rather illustrates what could plausibly
and video industry. At the same time, TV population make use of subscription-based happen in the world of TV and video. It also
channels and media organizations are video-on-demand (SVoD) at least once a suggests how today’s market players might
starting their own on-demand offerings. week.3 With the success of video-on-demand adapt to deal with the many changes and
Also, large content producers are setting up (VoD), consumers increasingly expect uncertainties there will be along the way.
their own streaming services. relevant content accessible at any time, in
From another perspective, on-demand- any place, and in the format that best fits
services have quickly changed consumers’ their needs.
demand for TV and video consumption.
Fig. 1 – Average weekly video content consumption (in hours)
Among Total Consumers
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23 22 22
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17 16 17
15 15
8 10
7 8
Live broadcast TV
Streaming video
Japan United Germany France Brazil United China
States Kingdom
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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 It is thus necessary to generate a set of
is characterized by emerging new market scenarios, each of them describing a specific,
offerings, disruptive digital players, and plausible world of the future which
rapidly changing consumer requirements. substantially differs from the others.
In this uncertain environment, the strategic
steps of relevant stakeholders will be The objective of scenario design thus is not
crucial factors influencing the future market to identify future events, but rather to
landscape. What they decide today will have emphasize relevant forces that move the
major effects on their future consumer future in different directions. Scenarios are
relationships, the market structure, and narratives of alternative future environments
technological standards. in which today’s decisions might play out:
they are neither predictions nor strategies.
Conventional strategic analysis seldom By making the driving forces visible, strategic
manages well in such highly uncertain planners can consider them and adapt their
environments, whereas scenario design strategy accordingly.
is one approach that can look beyond the
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 developing robust strategies that
will work in different potential futures.
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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 nonlinear 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 (NLP)
algorithms. The resulting drivers were then
chain in a partly consolidated market.
clustered 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
protection vs.
Corporate of user storytelling
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 raising the questions, "What will the
types of driving forces for our scenarios: the ‘zone of interest’ have subsequently been player structure look like?” and “Who
tested by measuring their will have access to customers?"
• Drivers with a high impact and with a clearly
interdependencies and relevance to each illustrated in Figure 3.
predictable evolution (see the chapter on
other, and clustered according to their
Expert Predictions)
degree of relatedness. At the end of this
• Highly uncertain drivers with a high impact process, a combination of ‘critical
on the TV and video industry. uncertainties’ was chosen, which created
the most challenging, divergent, and
relevant scenarios. This process led to a
Those drivers that are uncertain and highly scenario matrix, serving as the basis for our
relevant are located in the ‘zone of interest’, scenario analysis. The matrix is built on two
which is the fundamental section for our axes addressing the critical uncertainties by
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?” re lects the changing provider that will determine the future of video is
landscape in the TV and video industry. This “Who will have access to customers?”
dimension illustrates potential tendencies This raises the question of whether
toward internationalization with global broadcasters, digital platform companies, or
media players perhaps pushing national content producers will be able to leverage a
broadcasters and content producers to the direct consumer relationship—with massive
fringes. It also considers the fact that large impact on monetization options, either
digital platform companies (DPCs) such as via innovative advertising or paid content
Amazon, Apple, Facebook, Google, or Netflix models.
increasingly enter additional stages of the
TV and video value chain by, for example,
producing their own content.
We see digital platform companies as 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 a group of
relevant influencing factors that our experts predict will have a distinct
evolution. These factors will also have a significant impact on the future of TV
and video as well as relevance for all four scenarios. The statements below
outline this impact:
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 not of strategic mergers, acquisitions, and
a reduction of the regulatory pressure prevail to a major extent. In addition, alliances to strengthen their content quality
for all market players, especially for the consumer data will be only partly used in and distribution capability. Moreover,
traditional media companies. In particular, monetization. There are only a few new numerous market players will shift
lower regulatory pressure will lead to a data-driven revenue streams for along the value chain by expanding their
higher level of freedom when it comes to broadcasters, as consumers show only a businesses. Broadcasters will not only focus
cooperation between market players and moderate willingness to pay with their data. on their core competencies but also occupy
concentration of media ownership. Net some other positions in the value chain.
neutrality will continue to exist. Over-the-top (OTT) services 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 (Internet Protocol) and platforms. Broadcasters are dependent on
mainly online over the Internet, broadcasters the revenue shares from digital platform
have been through a painful process of companies and cut off from direct paid
change. They have evolved into pure content and advertising revenues.
creators of largely national or specialized
content without any stakes in distribution or Advertising agencies and traders have
customer relationship. They are now a disappeared, rendered irrelevant by digital
supplier of their own channels and streams platforms’ direct models of ad trading.
to the digital platform companies’ universal Beyond that, their technological prowess
supermarket. However, broadcasters remain helped in implementing new, personalized,
a relevant part of the video landscape. and interactive forms of advertising.
Consumer 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 as
overwhelmed by the quantity of content guaranteed. From the regulator’s
available and the proliferation of content perspective, the digital platforms are doing a
providers. That confusion quickly evolved decent job in catering to different cultural
into frustration. Subsequently, global digital tastes and providing quality local content.
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 model
considered a commodity. 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 their digital transformation and secured
a strong position in the TV and video ecosystem.
Broadcasters have evolved into digital platforms,
established direct customer relationships, and delivered
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 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 retained 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 places 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 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 attract
no longer rely on their current market digital talent as well as creative minds; in
positions. To safeguard their business addition to technology, attractive and
models and future revenue streams, creative content certainly remains king.
they need to be open to cooperation and
alliances, even with their direct competitors. Next to these overall implications, we have
Joint production, distribution or even different distinguishing factors in each of the
platforms are appropriate measures for four scenarios, which affect the actual
countering the threat posed by the DPCs. options for broadcasters and content
In parallel, regulators need to become producers. Depending on the respective
less restrictive when it comes to alliances scenario, stakeholders must draw
between equally positioned players within appropriate fundamental conclusions.
the TV and video value chain. Broadcasters However, the risk potential for each market
and content producers must work towards player must be analyzed separately in order
convincing regulators to permit such to develop individual strategic options.
cooperative models.
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 and 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 leverage. 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 relationships 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, focused strategy and
appropriate investments will 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?” approaches, which often have built-in as the building blocks for creating our
tendencies based on the character, mood, scenario sets.
Scenarios are a way of understanding the or preferences of the scenarists.
dynamics that shape the future. Therefore, The scenario framework was developed in
in a second step, we pinpointed the forces As a part of the workshop series, in the next step by focusing the entire list of
that drive the focal question. Driving forces a third step we identified the critical related uncertainties into two orthogonal
are fundamental sources of future change. uncertainties for the focal question. Not all axes. We then defined a matrix consisting
They shape the course of events and driving forces are uncertain, some may be of crossing and independent axes that
history and dramatically enhance our ability pre-determined. These are the trends allowed us to define four very different,
to imagine future scenarios. These drivers already in the pipeline, unlikely to vary but plausible, quadrants of uncertainty. In
can be grouped into five categories, known significantly in any of the scenarios. Critical the underlying study, we used “What will
as STEEP forces. This stands for Social, uncertainties are driving forces with the the player structure look like?” and “Who
Technological, Economic, Environmental, potential to tip the future in one direction or will have access to consumers?” as critical
and Political forces, and more than one can another. They have two fundamental uncertainties.
apply to any given issue. 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 AI-based volatile. Initially, all uncertainties appear
trend-sensing and analysis machine. Deep unique, but by stepping back, we can
View helps to avoid the bias of traditional 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 Monitor Director | Head of Center for the Long View
Deloitte Germany 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 Germany
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, Deloitte Netherlands
Jean-Charles Ferreri, Partner, Monitor Deloitte France
26The future of the TV and video landscape by 2030
More info and the video:
www.deloitte.com/de/future-tv-video
27Deloitte 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/about to learn more about our global network of member firms. This communication contains general information only, and none of 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. Before making any decision or taking any action that may affect your finances or your business, you should consult a qualified professional adviser. No entity in the Deloitte Network shall be responsible for any loss whatsoever sustained by any person who relies on this communication. © 2018. For information, contact Deloitte Touche Tohmatsu Limited.
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