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Tuning Into the On-Demand Streaming Culture—Hollywood Guilds’ Evolution Imperative in Today’S Media Landscape
UCLA UCLA Entertainment Law Review Title Tuning Into the On-Demand Streaming Culture—Hollywood Guilds’ Evolution Imperative in Today’s Media Landscape Permalink https://escholarship.org/uc/item/2152q2t4 Journal UCLA Entertainment Law Review, 27(1) ISSN 1073-2896 Author Roth, Blaine Publication Date 2020 DOI 10.5070/LR8271048856 Peer reviewed eScholarship.org Powered by the California Digital Library University of California TUNING INTO THE ON-DEMAND STREAMING CULTURE— Hollywood Guilds’ Evolution Imperative in Today’s Media Landscape Blaine Roth Abstract Hollywood television and film production has largely been unionized since the early 1930s. Today, due in part to technological advances, the industry is much more expansive than it has ever been, yet the Hollywood unions, known as “guilds,” have arguably not evolved at a similar pace. Although the guilds have adapted to the needs of their members in many aspects, have they suc- cessfully adapted to the evolving Hollywood business model? This Comment puts a focus on the Writers Guild of America, Directors Guild of America, and the Screen Actors Guild, known as SAG-AFTRA following its merger in 2012, and asks whether their respective collective bargaining agreements are out-of- step with the evolution of the industry over the past ten years, particularly in the areas of new media and the direct-to-consumer model. While analyzing the guilds in the context of the industry environment as it is today, this Com- ment contends that as the guilds continue to feel more pronounced effects from the evolving media landscape, they will need to adapt at a much more rapid pace than ever before in order to meet the needs of their members. -
Media Ownership Chart
In 1983, 50 corporations controlled the vast majority of all news media in the U.S. At the time, Ben Bagdikian was called "alarmist" for pointing this out in his book, The Media Monopoly . In his 4th edition, published in 1992, he wrote "in the U.S., fewer than two dozen of these extraordinary creatures own and operate 90% of the mass media" -- controlling almost all of America's newspapers, magazines, TV and radio stations, books, records, movies, videos, wire services and photo agencies. He predicted then that eventually this number would fall to about half a dozen companies. This was greeted with skepticism at the time. When the 6th edition of The Media Monopoly was published in 2000, the number had fallen to six. Since then, there have been more mergers and the scope has expanded to include new media like the Internet market. More than 1 in 4 Internet users in the U.S. now log in with AOL Time-Warner, the world's largest media corporation. In 2004, Bagdikian's revised and expanded book, The New Media Monopoly , shows that only 5 huge corporations -- Time Warner, Disney, Murdoch's News Corporation, Bertelsmann of Germany, and Viacom (formerly CBS) -- now control most of the media industry in the U.S. General Electric's NBC is a close sixth. Who Controls the Media? Parent General Electric Time Warner The Walt Viacom News Company Disney Co. Corporation $100.5 billion $26.8 billion $18.9 billion 1998 revenues 1998 revenues $23 billion 1998 revenues $13 billion 1998 revenues 1998 revenues Background GE/NBC's ranks No. -
News Release
NEWS RELEASE FOR IMMEDIATE RELEASE Media contacts: June 4, 2012 Heather Wilner Verizon 908-559-6407 [email protected] Cathy Clarke CNC Associates for Olympusat 508-833-8533 [email protected] Verizon FiOS TV Becomes the Nation’s Leading Provider of Spanish-Language Programming FiOS TV Gives Customers The Most HD Spanish-language Channels Available Nationwide, With 10 New Channels from Olympusat and Multimedios Television NEW YORK – Verizon FiOS TV has become the country’s leading television provider of Spanish-language channels, announcing today the launch of 10 new Spanish-language channels in high definition. Verizon now offers up to 75 Spanish-language channels on FiOS TV, dependent on the local channels available in each market. Nine of the 10 new Spanish-language HD channels are provided by Olympusat Inc., a leading independent distributor of Hispanic content in the United States. Known as ULTRA Verizon News Release, page 2 HDPlex, the Olympusat channels are: Ultra Cine, Ultra Fiesta, Ultra Kidz, Ultra Mex, Ultra Luna, Ultra Macho, Ultra Film, Ultra Docu and Ultra Clásico. The 10th channel, Multimedios Television, offers Spanish-language family and entertainment programming broadcast from Monterrey, Mexico. FiOS TV recently completed the launch of all 10 channels. In addition, Verizon announced last week a new multi-year carriage agreement with Univision Communications, Inc., which includes the launch of three new networks – Univision Deportes, Univision tlnovelas and FOROtv – as well as rights for multiplatform and on demand viewing. “Our customers have told us that high-quality Spanish-language programming helps to keep their culture alive, and we’re helping to make that happen by giving them the content that they want,” said Michelle Webb, director of content strategy and acquisition for Verizon. -
Evolution of the Video Content Business in the Era of Mobile and Social Networks in the U.S
Evolution of the Video Content Business in the Era of Mobile and Social Networks in the U.S. Prepared by Orange Silicon Valley SG/OSV April 5, 2016 Orange Silicon Valley | April 5, 2016 1 Contents 4 Key Takeaway 6 Recommendation: 8 Origin of the Big Content Shift 8 1. New Behaviors -> Transitioning from one form of distribution to another 8 The continuous decline of linear TV 10 The Cort Cutters 11 Economics of Content 12 Mobile Mobile Mobile 14 New Content - the rise of the new creators 15 New Content Approach 16 New Monetization Approach 17 US TELCO RESPONSE 19 Rise of New Studios and New Media Companies 29 Telco and Cable Operator Initiatives 34 Conclusions Orange Silicon Valley | April 5, 2016 2 Evolution of the Video Content Business in the Era of Mobile and Social Networks in the U.S. Key Takeaways • Video consumption behaviors are shifting. Live linear TV remains the primary way video content is being consumed but is losing its relevance to over-the-top services such as Netflix, Hulu or Amazon, that are offering consumers access to “Whatever” content they want, “Whenever,” and “Wherever” they want it. • Cracks are appearing in the traditional content distribution model amidst an explosion in mobile-centric content consumption. Content consumption is growing as well as content acquisition cost. • TV is even less relevant to the newer generation of consumers, the millennials (being born from early 1980s to around 2000) and generation Z (being born from early 2000s to 2010), who use primarily smartphones to access video content. • Smartphone users 24 and younger use an average of 6.2 GB of data (cellular and WiFi combined) every month for video streaming versus older smartphone users that use an average of 4.9 GB of data per month. -
Viacom Boosts Direct-To-Consumer Pitch with $340 Million Acquisition
Publication date: 24 Jan 2019 Author: Kia Ling Teoh Senior Research Analyst, Advertising and Television Media Viacom boosts direct- to-consumer pitch with $340 million acquisition of Pluto TV Brought to you by Informa Tech Viacom boosts direct-to-consumer pitch with 1 $340 million acquisition of Pluto TV Viacom has revealed its intentions to go direct-to-consumer via the acquisition of ad-supported streaming service Pluto TV. The deal is worth a reported $340m and will see Pluto TV operate as an independent subsidiary of Viacom. The transaction is expected to close in the first quarter of 2019. Viacom is the owner of MTV, Comedy Central, Nickelodeon and Paramount Pictures. In 2017, it reported annual revenues of $13 billion from media networks and filmed entertainment businesses. Pluto TV was founded in 2013 and had received several rounds of funding from investors including broadcasters ProsiebenSat.1 and Scripps Networks in 2016. Our analysis The acquisition came at a time when Viacom’s media networks advertising revenues were under pressure. Nearly half of its media networks revenues are advertising and in the first nine months of 2018, advertising revenues dropped 3.5% year-on-year from $3.57 billion to $3.44 billion, largely due to lower linear impressions. The ad-supported streaming market is becoming intensely competitive, with each player trying to counter the influence of global giants Google and Facebook as advertising budgets continue to focus more on cross- border growth. Alongside Awesomeness TV, the youth-targeted video service Viacom acquired in July 2018, Pluto TV will complement Viacom’s advertising strategy. -
Dave Lougee, President and CEO, TEGNA, Inc
Participant Biographies Ty Ahmad-Taylor, Vice President, Business Product Marketing, Facebook, Inc. As Vice President of Business Product Marketing, Ty leads Facebook’s monetization strategy and global go-to- market efforts for products that connect people and businesses on the platform. Prior to Facebook, Ty served as CEO of THX Ltd., a global media and entertainment company. Ty brings to Facebook 25+ years of information design, 20+ years of consumer-facing software and product development leadership, along with interactive television services development experience. Ty has a diverse portfolio of technology and hardware patents, and has held roles at several startups and large media and consumer electronic companies, including Viacom, Comcast, The New York Times, and Samsung. Kevin Arrix, Senior Vice President, DISH Media Kevin Arrix, Senior Vice President of DISH Media Sales, is responsible for DISH TV’s and Sling TV’s advertising sales, analytics and operations. He leads the team spearheading the company’s advanced advertising initiatives, which include cross-platform addressable, programmatic sales and dynamic ad insertion. Arrix is a seasoned revenue executive with 20+ years of experience leading Sales, Operations, Client Services and Strategy teams. He is a recognized thought-leader fluent in the various disciplines of digital and mobile advertising and marketing. Prior to joining DISH in 2018, Arrix served as Chief Revenue Officer of Verve, leading the mobile marketing platform’s Direct and Enterprise sales, customer success and advertising operations teams. Prior to Verve, Arrix served as Chief Revenue Officer at mobile rewards entertainment platform Viggle, where he arrived prior to product launch to build out the sales team, the operational infrastructure and revenue foundation. -
Celeb Secrets Media
Celeb Secrets is a digital organization specializing in entertainment. About The media outlet covers breaking news in verticals such as culture, celebrity, fashion, lifestyle, movies, music, politics, sports, and television, making it a one-stop shop for its Millennial and Gen Z the Site audience. The organization also has a website specifically catered to Country news titled Celeb Secrets Country and a YouTube channel, CelebSecretsTV. Our Audience 54.5K+ | 38M+ 50K+ 42K+ 23K+ Age Interests 13-17 Digital & Tech Festivals 35-44 13.1% 10.5% 12.2% 17.3% Beauty & Fashion 11% Travel 11.7% Sports 9.4% Music 25-34 11.9% 26.6% 18-24 Gossip 10.6% 43% Awards Movies & TV 11.6% 11.1% 4 0 8 - 8 0 0 - 2 7 4 8 • c e l e b s e c r e t s . c o m • @ c e l e b s e c r e t s Celeb Secrets Country Celeb Secrets Country sticks to Celeb Secrets' core values, country style. Covering the biggest talent of today and tomorrow, the special vertical features news, exclusive interviews and more. @celebsecretscountry celebsecretscountry.com CelebSecretsTV Celeb Secrets houses over 2,000 short-form videos on their YouTube channel, CelebSecretsTV. Featuring top-tier talent, daily videos include red carpet interviews, exclusive movie, television, sports, and music festival coverage as wells as chats with celebrities at either The YouTube Space or on- location. 54.5K+ subscribers 38M+ views 500K+ monthly visitors @celebsecrets4u About the Owner Created by Juliet Schroder in 2010 at the age of fifteen, the organization has become one of the fastest rising media outlets in its niche, making the homemade project become a bi-coastal business that’s had representation at high-profile media events in North America. -
ATTACHMENT a the FCC’S Newspaper-Broadcast Cross-Ownership Rule: an Analysis
ATTACHMENT A The FCC’s Newspaper-Broadcast Cross-Ownership Rule: An Analysis by Douglas Gomery Douglas Gomery is professor of media economics and history in the College of Journalism at the University of Maryland. His most recent book, Who Owns the Media? (with Ben Compaine), won the 2000 Picard Prize for the best media economics book of the year. He has published 10 other books, some 500 articles in scholarly journals and encyclopedias, written a column, “The Economics of Television,” for the American Journalism Review, and consulted for both the Federal Communications Commission and the Government Accounting Office. Acknowledgments. The author wishes to thank Eileen Appelbaum for her skills in fashioning this study, and Marilyn Moon for her help in crafting its arguments and for her inspiration as one of America's best public policy analysts. ECONOMIC POLICY INSTITUTE 1 Introduction In 1975 the Federal Communications Commission initiated the newspaper-broadcast cross- ownership rule, which bars a single company from owning a newspaper and a broadcast station in the same market. The purpose of the rule is to prevent any single corporate entity from becoming too powerful a single voice within a community, and thus the rule seeks to maximize diversity under the conditions dictated by the marketplace. The cross-ownership ban does not prevent a newspaper from owning a broadcast station in another market, and indeed many large newspapers — such as the New York Times and the Washington Post — own and operate broadcast stations outside their flagship cities (Compaine and Gomery 2000). Media organizations have largely opposed the rule since its inception, and their prospects for eliminating or limiting it brightened in 1996, when the new Telecommunications Act directed the FCC to continually review all ownership rules. -
Estado Diario Subdirección De Marcas 20/05/2021 1
Estado Diario Subdirección de Marcas 20/05/2021 Sección M1: Observaciones de Forma Solicitud Representante Tipo signo Marca Observaciones 1355767 AZ Y COMPAÑÍA, en representación de Monster Mixta M MONSTER ENERGY CARES Energy Cares 1374851 CLAUS KREBS POULSEN, en representación de Denominativa TIME TO ROLL OXYGENTRACK LLC 1375493 JOHANSSON & LANGLOIS, en representación de Mixta Vital Spaces Sodexo SODEXO 1375693 CARLA ANDREA JACQUELINE MUÑOZ SILVA, Mixta M MUSIL INGENIERIA Y en representación de INGENIERÍA Y CONSTRUCCIÓN CONSTRUCCIÓN MUSIL LIMITADA 1384587 CHRISTIAN GUSTAVO ERNST SUÁREZ, en Denominativa MYSTERY.ORG representación de MYSTERY ORGANIZATION, INC. 1385862 CLAUS KREBS POULSEN, en representación de Figurativa Apple Inc. 1385863 CLAUS KREBS POULSEN, en representación de Figurativa Apple Inc. 1385984 CLAUS KREBS POULSEN, en representación de Mixta SONGS for LIFE Apple Inc. 1387395 JUAN ALBERTO LUCIANO DÍAZ WIECHERS, en Mixta QG QATARGAS representación de Qatargas Operating Company Limited 1388637 ESTUDIO CAREY LTDA., en representación de Mixta b: Bazaarvoice, Inc. 1390799 Jacqueline Magaly Cornejo Calderón, en Mixta SINDICATO NACIONAL DE representación de Sindicato Interempresa TRABAJADORES DE LA Nacional de Trabajadores de la Construccion CONSTRUCCION, MONTAJE Y OTROS Montaje y Otros SINTEC -CHile SINTEC CHILE 1396145 MAX FELIPE CANALES CASTRO, en Mixta Alto Impacto representación de MTK Spa 1396759 SARGENT & KRAHN, en representación de Denominativa NATURECAN NATURECAN LTD 1396761 SARGENT & KRAHN, en representación de Denominativa NATURECAN NATURECAN LTD 1 Estado Diario Subdirección de Marcas 20/05/2021 Sección M1: Observaciones de Forma Solicitud Representante Tipo signo Marca Observaciones 1396821 Tomislav Marcelo Vucina Martínez, en Denominativa MEIER representación de Francisco José Rodríguez Lifschitz 1397552 NAYAT SANCHEZ PI, en representación de Inria Denominativa MAIA Chile 1398347 LUCY LORENA ESPINA FERNÁNDEZ Mixta Lorena Pastelería S.A. -
“Decreasing World Suck”
Dz dzǣ Fan Communities, Mechanisms of Translation, and Participatory Politics Neta Kligler-Vilenchik A Case Study Report Working Paper Media, Activism and Participatory Politics Project AnnenBerg School for Communication and Journalism University of Southern California June 24, 2013 Executive Summary This report describes the mechani sms of translation through which participatory culture communities extend PHPEHUV¶cultural connections toward civic and political outcomes. The report asks: What mechanisms do groups use to translate cultural interests into political outcomes? What are challenges and obstacles to this translation? May some mechanisms be more conducive towards some participatory political outcomes than others? The report addresses these questions through a comparison between two groups: the Harry Potter Alliance and the Nerdfighters. The Harry Potter Alliance is a civic organization with a strong online component which runs campaigns around human rights issues, often in partnership with other advocacy and nonprofit groups; its membership skews college age and above. Nerdfighters are an informal community formed around a YouTube vlog channel; many of the pDUWLFLSDQWVDUHKLJKVFKRRODJHXQLWHGE\DFRPPRQJRDORI³GHFUHDVLQJZRUOGVXFN.´ These two groups have substantial overlapping membership, yet they differ in their strengths and challenges in terms of forging participatory politics around shared cultural interests. The report discusses three mechanisms that enable such translation: 1. Tapping content worlds and communities ± Scaffolding the connections that group members have through their shared passions for popular culture texts and their relationships with each other toward the development of civic identities and political agendas. 2. Creative production ± Encouraging production and circulation of content, especially for political expression. 3. Informal discussion ± Creating and supporting spaces and opportunities for conversations about current events and political issues. -
WICT Pulse: the Inside Scoop on Educational Opportunities & More
Click here to view this email in your web browser In this issue: NEWS FROM WICT GLOBAL WICT Celebrates 40 Years at the Signature Luncheon Nominate Outstanding Leaders for WICT's 2019 Woman of the Year and Woman to Watch Awards Meet the 2019 Rising Leaders EDUCATIONAL OPPORTUNITIES Registration Open for the 2019 WICT Leadership Conference 2019 Betsy Magness Graduate Institute: Join Us in Atlanta this November WICT SHINES ONLINE Access Members' Only Resources in WICT's Online Learning Library Help Your Colleagues Shine by Sharing www.wictnow.org ADVOCACY & INDUSTRY RELATIONS WICT's #LeadWithMore PSA Campaign Continues Through June 4 Adaptive Spirit Silent Auction Cable Hall of Fame Dinner 2019 WICT Signature Luncheon Thursday, May 2 | 12:00 pm | The Plaza Hotel New York The excitement is building as we prepare for the Signature Luncheon next month in New York! We will convene to honor the past, celebrate the present and imagine the future of WICT and the industry we represent. WICT has built on the strong foundation laid by its early leaders to become an organization that encompasses more than 10,500 members in 24 chapters worldwide, including the U.K., Latin America and Europe. WICT is the largest and oldest professional association serving women in media, representing the industry's most influential stakeholders. To help mark the occasion, we have invited some of our favorite Pearls of Wisdom speakers from the past to return and share their latest insights with us, including Kimberly Brooks, Abbe Raven and Egypt Sherrod. Tables and tickets are sold out, but you can learn more about the event by visiting our website. -
Does Conflict of Interest Lead to Biased Coverage? Evidence From
Does Conflict of Interest Lead to Biased Coverage? Evidence from Movie Reviews∗ Stefano DellaVigna Johannes Hermle UC Berkeley and NBER UC Berkeley [email protected] [email protected] December 13, 2016 Abstract Media outlets are increasingly owned by conglomerates, inducing a conflict of interest: a media outlet can bias its coverage to benefit companies in the same group. We test for bias by examining movie reviews in media outlets owned by News Corp, such as the Wall Street Journal, and Time Warner, such as Time. We find higher ratings for 20th Century Fox movies in News Corp. outlets compared to movies by other studios. To disentangle bias from correlation of taste, we introduce and validate a novel matching procedure using individual movie ratings from online platforms. Using this procedure, we find no evidence of bias in News Corp. nor Time Warner outlets. We reject even small effects, such as bias of one extra star (out of four) every 13 movies. We test for differential bias when the return to bias is plausibly higher, examine bias by media outlet and by journalist, as well as editorial bias. We also consider bias by omission–whether media outlets are more likely to review highly-rated movies by affiliated studios–and conflict of interest within a movie aggregator. In none of these dimensions do we find evidence of bias. We relate to previous work and discuss three explanations for the lack of bias in our setting: high values of media reputation, organizational features in a conglomerate, and low returns to bias. ∗A previous version of this paper circulated in 2011 with the title ‘Does Media Concentration Lead to Biased Coverage? Evidence from Movie Reviews’ with Alec Kennedy as collaborator.