Tag Archives: Reality checks

39 Percent

There are days when I’m really glad that I no longer work in the traditional TV business. I mean, what business (perhaps other than music) has been so thoroughly disrupted? A statistic I came across reinforced that notion:

photo by autowitch on Flickr

photo by autowitch

“Watch a show live when it is first broadcast” placed at #1 among favorite ways to watch TV; and viewing “live when broadcast” accounts for 39% of all time spent using TV content.

That is from a study from GfK MRI called TV Share Of Clock. You can get more information about it here. I came away with one thought: I sure as heck would not want to be a programming chief these days. After all, their mission is to generate large numbers of viewers to their programming. That programming used to have a few major competitors and now there are many more. Even when we exclude niche websites that deliver video, Netflix, YouTube, Amazon, Hulu, and others comprise stiff competition.  The study reveals that 41% of TV viewers are “Digital Enthusiasts,” who subscribe to at least three digital TV services online, as well as maintain a traditional pay TV subscription.

Think about that 39%.  I wonder what the number would be if you excluded live sports and local news?  Probably quite a bit lower.  When a quarter (28%) of all TV viewing is now done via digital streaming, it’s impossible to think of the TV business in traditional terms.  This quote from a GfK MRI executive sums it up:

We live in a new type of video ecosystem, where online video and live TV co-exist amongst traditional cable offerings, apps, and digital streaming of live TV. These platforms are creating added demand for one another; viewers are checking out more – and different — content, and ultimately watching more. Even digitally savvy viewers still value time-honored TV experiences, like social viewing and second-screen experiences, thus keeping linear viewing strong in today’s digital world.

Read between the lines.  A business model built on selling advertising and charging distributors for the privilege of carrying widely viewed programming is in serious trouble.  Even ESPN is losing subscribers – almost unheard of until you begin allowing people who don’t care about sports the freedom of choice.  If you’re reading this and smirking, don’t.  This will happen to your business as well.  The world’s largest hospitality company doesn’t own a single room; the world’s biggest taxi service doesn’t own a vehicle; and the world’s largest retailer has no stores.

How are you making plans for when 39% of your users are what’s left?

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Filed under Reality checks, Thinking Aloud, What's Going On

Dumb and Dumber?

I did something kind of dumb the other day. I’m hoping that my bank doesn’t compound my stupidity, but I’m not hopeful. Let me give you the details since they’re a good example of how any business gets opportunities to build customer loyalty and how they often whiff on the chances.

Dumb and Dumber

(Photo credit: Wikipedia)

First, my dumb thing.  I paid a bunch of bills via my bank’s website.  I had plenty of money in one account but had failed to transfer it into the bill paying account.  Fortunately, I realized this when many of us remember stuff: just as I was going to bed.  However, since there had usually been a lag time in between when I “paid” the bills and when the bank actually transferred the money, I figured I’d do it first thing in the morning.  I got up and my bank account showed it was overdrawn.  I transferred the money from another account (in the same bank) to cover the bills and figured I was ok since I hadn’t received the email from the bank that they had paid the bills.  This is now when the bank’s opportunity began.

Just to be on the safe side, I called customer service.  The person who helped me looked at the account history and said “oh, you’re going to get hit with overdraft charges.  The good news is that even though you paid 10 bills, you max at out 5 charges at a time.”  At $37 each, that’s not such good news, actually.  She said that since the charges had not hit yet she couldn’t remove them but asked me to call back after 2 when they should be on the account and someone else would help me.  Apparently, the bank debits the money immediately even though they don’t notify you that they’ve paid the bill.

When I called back and asked to speak with a supervisor, I was told that there was nothing she could do since it was my mistake.  Let me now put this chance into context.  The supervisor saw that there was plenty of money in another account.  She saw that we have multiple checking, savings, health care, IRA, brokerage accounts and a safe deposit box with the bank.  I have a bank-issued credit card as well.  Oh – we’ve also been customers since 1981.

How was this loyalty reciprocated?  With $185 in fees.  After a few minutes, the supervisor credited back 2 of them, saying she wasn’t supposed to do this.  She suggested I call my branch and maybe someone there could help.  By now it was late on Friday and while I did speak with someone at the branch, they suggested we chat today since the managers had left.

So how did my dumb mistake lead to the bank being dumb?  First, how can a customer service supervisor not have the authority to do what she believes is best for the customer?  Either she hadn’t been empowered or she was lying to me – neither is acceptable.  Second – one thing for which my town doesn’t lack is banks.  If the $111 in fees is worth more to them than my business over 35 years, so be it.  Maybe the 3 banks literally across the street feel differently.  Ignoring the fact that banking has become commoditized to a large extent and not providing a service edge is dumb.

Great customer service means great customer retention.  Over-delivering on customer expectations and rewarding loyalty are tow of the most basic tenets of that.  I was dumb – they’re being dumber, so far.  We’ll see how I fare at the branch.

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Filed under Huh?, Reality checks

The Broken Business Model

I’ve written before about ad blocking and all of the business questions it raises.  Those questions are most directly asked about the business model in media, but they might also involve your business as well.  After all, when the basis of your revenue model involves getting consumers to do something which they really don’t want to do, maybe it’s time for some more thinking.

The media business has been built on a business model that involves a trade: the consumer gets content in return for giving up their attention.  In the digital world, they provide data along with that attention.  The flaw right out of the box with this is that publishers tell users that their content is free, or at least they do nothing to discourage that belief.  When a consumer adds ad blocking software to their browser, they do so to create a better browsing experience.  They probably don’t realize that they’re breaking the business model; they just want pages to load faster or not to be interrupted by pop-ups, screen takeovers, or any of the other ad formats that scream at them instead of talking with them.  Some publishers have tried either a subscription or “freemium” model which eliminates the ads, but consumers haven’t responded.  Instead, many sites are seeing up to 60% of the ads they serve being blocked.  This, clearly, is broken.

What to do?  I’d be lying if I said I knew.  I’d start by using something on my site that sniffs for ad blocking and maybe redirect anyone who uses it to a page where we explain why the ads are necessary.  At least it makes the value exchange explicit.  Will consumers care?  Will they make a small donation?  Will they buy a subscription?  Some will, and that’s a step in the right direction.  I don’t think the nuclear option of refusing to serve content to anyone using an ad blocker is smart.

Maybe hard code the ads (build them into the page instead of serving them via an external call).  They can’t block something that’s part of the page and appears to be content to a blocker.  Way more work on the administrative end, but effective.  I don’t know what to do about page load times, another key annoyance caused by ads.  When an ad-free page loads in under a second and the external ad and tracking calls add up to 10 seconds to the load time, there is a problem.

Any business model has to provide something of value to the customer.  In this case, the site’s customers are advertisers and the products are consumers.  Unfortunately, the consumers are not cooperating and the product is in trouble.  Any thoughts on how we fix this?

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Filed under digital media, Reality checks