世界經濟論壇：2020年媒體娛樂文化產業在危機中對社會的反應和作用白皮書 （英文版）（25頁）.pdf

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1、The Media, Entertainment and Culture Industrys Response and Role in a Society in Crisis W H I T E P A P E R J U N E 2 0 2 0 In collaboration with Accenture Contents 1 Executive summary 2 Introduction 3 Fulfilling the mission to inform, entertain and connect 3.1 The industry has adapted to fulfil its

2、 mission to inform 3.2 The industry has embraced a mission to educate 3.3 For societies in lockdown, entertainment has been critical 4 Going above and beyond the core mission 4.1 Direct industry worker support 4.2 Health and wellness programmes 4.3 Support for ecosystem and community 4.4 In-kind con

3、tributions 4.5 Technology and tools 5 Building trust and building back better 5.1 Trust has grown, unevenly 5.2 Consumers and employees are judging companies responses 5.3 User data is needed to fight the virus 5.4 Harmful content has serious consequences in health crises 5.5 Positive perception and

4、 trust feed loyalty 5.6 Environmental, social and governance (ESG) and trust translate to financial performance 6 Lasting implications of the response 6.1 The imperative to understand what changes for good and what role to play 6.2 The importance of taking stock of the lasting implications for trust

5、 and relationships 7 Conclusion 8 Endnotes 3 4 5 7 8 8 10 11 11 11 11 11 14 15 16 16 17 18 18 20 21 21 22 23 World Economic Forum 91-93 route de la Capite CH-1223 Cologny/Geneva Switzerland Tel.: +41 (0)22 869 1212 Fax: +41 (0)22 786 2744 Email: contactweforum.org www.weforum.org 2020 World Economic

6、 Forum. All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying and recording, or by any information storage and retrieval system. The Media, Entertainment and Culture Industrys Response and Role in a Society in Crisis 2 E

7、xecutive summary The COVID-19 pandemic has been characterized by dichotomies in the media, entertainment and culture industry. Digital consumption flourished as advertising fell away. Demand for quality, differentiated content grew as production of some media stopped altogether. Societys reliance on

8、 information peaked as the consequences of getting it wrong became graver. The opportunity to do good arose as the ability to do the right thing became harder. In the first of a series of papers on what COVID-19 will mean for the media, entertainment and culture industry, and how the industry can bu

9、ild back better, we explore the role of the industry in a society in crisis and how the reaction to companies efforts can shape long-term fortunes. Demand for information and entertainment has translated to increased time spent on digital media channels, where the industry has responded to its missi

10、on to inform, entertain and connect. Media companies punched holes in paywalls and quality journalism found a large audience, while the industry worked to amplify official sources and quieten misinformation. Scarcity of key content such as sports, the lack of live events and interruption to producti

11、on were counterbalanced by distributed production, user-generated content, deep digital content libraries and finding new channels to engage with audiences. Media channels and platforms created a role in remote learning. We look first at the shifts in consumer behaviour and how the industry reacted.

12、 Expectations are high for the business community to take a lead for workers, consumers, government and society at large. Companies have played key roles in protecting their workforces, supporting the physical and mental health of those within their communities, and providing stakeholders with the r

13、esources, technology and information needed to effectively respond to COVID-19. We examine the new roles that companies have played and the opportunity to continue supporting society. The trustworthiness of information is top of mind for consumers, and the responses in policy and execution on harmfu

14、l content are key. Government surpassed media and NGOs in trust for the first time. Consumers expect businesses to put people before profits, and employers are expected to look after their staff amid media industry furloughs and lay-offs. By examining the relationship to customer loyalty and busines

15、s performance, and the importance of societal responsibility, we see that trust won now is a powerful asset. Finally, we explore how the response to the crisis will have lasting implications. Some changes in consumer behaviour will persist and the performance of digital channels, diversified models

16、and differentiated content is key. The crisis can accelerate digital transformation, while the data from increased digital consumption can drive personalization, inform production and remove waste from the value chain. The social contract with the workforce and the way the media industry operates in

17、 production, distribution and core functions will be changed. There are amplified roles and expectations for the industry, but historically, gains in trust during crisis are not maintained. We see increased opportunity to work across the media, entertainment, and culture industry to drive a more res

18、ilient, trusted, purposeful ecosystem. The media industry is going above and beyond its main role to inform, entertain and connect society, but will need to be ready to face the lasting implications of the crisis. The Media, Entertainment and Culture Industrys Response and Role in a Society in Crisi

19、s June 2020 1 Trustworthiness of information is top of mind for consumers, and the responses in policy and execution on harmful content are key. The Media, Entertainment and Culture Industrys Response and Role in a Society in Crisis 3 Introduction 2 Medias relationship with society can take a step f

20、orwards or backwards depending on how companies act. The pandemic has challenged the media, entertainment and culture industry to apply its reach and influence to play prominent roles. The industry has endeavoured to step up and contribute to the COVID-19 response. The industrys relationship with so

21、ciety can take a step forward or backwards, depending on how companies act. How can companies emerge with more resilient businesses, while becoming stronger, more trusted partners for society? How can learnings be applied beyond the crisis? And where should media businesses focus their efforts to po

22、sitively impact the world? The Media, Entertainment and Culture Industrys Response and Role in a Society in Crisis 4 Watching the news Household socializing Video streaming services Broadcast TV Messaging Social media Hobbies / pastimes Cooking Apps Computer / video games Books / audiobooks Audio st

23、reaming services Telephone calls Radio Newspapers Magazines User-created videos Podcastsmedia / entertainment 67% 53% 51% 45% 45% 44% 43% 41% 38% 36% 35% 35% 25% 18% 16% 14% 14% 12% Fulfilling the mission to inform, entertain and connect 3 Demand for content has sky-rocketed since the start of the o

24、utbreak. Two thirds of consumers worldwide are watching more news coverage and half are watching more video content on streaming services.1 COVID-19 has presented ample opportunity for the media, entertainment and culture industry to leverage its resources to help society weather the crisis. % who s

25、ay theyve spent more time doing the following because of the COVID-19 outbreak2FIGURE 1 Source: Global Web Index, Release 3, April 2020 The Media, Entertainment and Culture Industrys Response and Role in a Society in Crisis 5 China88% South Korea70% Germany73% Italy79% UK62% USA81% China68% South Ko

26、rea63% Germany45% Italy53% UK41% USA59% China78% South Korea63% Germany48% Italy77% UK76% USA77% China76% South Korea56% Germany40% Italy54% UK51% USA66% China92% South Korea72% Germany73% Italy81% UK66% USA86% As some existing habits have been amplified, novel behaviours have emerged. “Social dista

27、ncing” has really been physical distancing. We have found new ways to come together socially and the media industry particularly social, entertainment and communications platforms has spawned new behaviours that will likely persist even when restrictions are eased. Zoom has dominated the video-confe

28、rencing market with its staggering growth (daily active users grew 30 x in three months),5 and communities have found new ways of using this and other platforms to broadcast and connect. The US late-night talk shows are broadcasting from home and new shows with ensemble casts have emerged. Concerts

29、have been replaced with remote “live at home” shows, listening parties, or series like #HappyAtHome: LIVE! run by ByteDances TikTok, which allows a community of users to interact while watching livestreamed performances, tutorials or motivational talks from celebrities and creators. The new shared e

30、xperiences bring together communities in real- time in an echo of scheduled broadcasting. New media content is being generated through low-budget productions while creators are able to take their work directly to millions of consumers.6 This has been made possible by agile, robust and scalable platf

31、orm infrastructure built around active ecosystems of creators and consumers. The new patterns that emerge in communications and entertainment may have profound effects for how society engages with content and who gets to tell stories in future. Furthermore, many consumers expect to sustain new habit

32、s, according to Accentures Consumer Pulse Research.3 If behaviour follows intent, then media, entertainment and education will play an increased role in consumers lives post-pandemic. Likelihood that new personal habits will be maintained once the crisis is over4 Keeping more informed of the news Le

33、arning new skills or completing education online Spending more time with my family Spending more time on entertainment Spending more time online FIGURE 2 Source: Accenture Consumer Pulse, Wave 2 The Media, Entertainment and Culture Industrys Response and Role in a Society in Crisis 6 Consumers have

34、turned to a number of sources to get their COVID-19 information, most notably national TV networks and free news services. At a time when consumers have drastically increased their consumption of news information8, media organizations have responded by expanding access and striving to provide qualit

35、y content. Paywalls have been lowered and news programming made free for COVID-19 content. News publishers including the Financial Times, the New York Times, the Atlantic and many more have put COVID-19 content outside the paywall or provided it as part of free trials. Cond Nast responded quickly by

36、 offering free access to all digital titles temporarily in Italy and elsewhere, in addition to removing paywalls for all COVID-19 articles for all users. NBCUniversal worked with distribution partners to make MSNBC and CNBC available to all video customers, regardless of subscriber package. Addition

37、ally, NBC News Now, a 24/7 online streaming service, features programming from across NBC News, MSNBC and CNBC, free to viewers. News networks and publishers have seen high watermarks in engagement from consumers in response. Programmes, expert panels and policy updates were introduced and amplified

38、 to counter harmful content across news sites, publishers, broadcasters and social media. Facebook took an approach to “remove, reduce, inform”. Fact checkers flag content and users who interact with misinformation are alerted. The media ecosystem has promoted content from the World Health Organizat

39、ion (WHO) and other credible sources. YouTube set up panels, promoted high-quality videos and links, and updated policies to remove videos that contradict WHO guidance. The relationship with official sources has been tested. Many US broadcasters stopped routinely carrying live daily White House brie

40、fings in April. Companies have also acted in other ways to limit proliferation of misinformation; WhatsApp tightened forwarding limits after a jump in messages with bogus medical advice. Information hubs were created to disseminate important updates. The Thomson Reuters Foundation launched a Reporti

41、ng Hub for journalists to find relevant information.9 Consumer hubs provided a central source of content. Verizon Medias Yahoo Coronavirus hub has reached more than 800 million monthly active users across health, markets and other topics. Facebooks Coronavirus Information Center, featured at the top

42、 of its News Feed, provides a central place for people to get the latest news and information as well as resources and tips to stay healthy and support their family and community. It includes real-time updates from national health authorities and global organizations such as the WHO and UNICEF, as w

43、ell as content about social distancing and preventing the spread of COVID-19. The industry has adapted to fulfil its mission to inform 3.1 How much have you used the below sources to inform yourself during the crisis?7FIGURE 3 National TV Networks / Channels5%7%23%37%29% Free online news services8%9

44、%27%35%21% Local TV Broadcaster8%10%27%35%20% Friends and family5%12%38%32%14% 14%26%27%17%Social media17% Newspapers20%15%25%26%14% Radio18%19%28%23%12% Paid online news services47%14%18%14%8% Podcasts44%19%19%12%6% not at allrarelysometimesoftenvery often often or very often 29% 21% 20% 14% 17% 14

45、% 12% 8% 6% Source: Accenture Comms and Media Covid-19 Consumer Study The Media, Entertainment and Culture Industrys Response and Role in a Society in Crisis 7 Coronavirus closed schools and accelerated a shift to a remote learning model. Demand has increased for virtual schooling across age groups,

46、 with 44% of people worldwide claiming to be learning new skills or completing education online.10 Businesses have responded to the demand. As education moved from schools to homes, videoconferencing and collaboration services helped lessons to continue. In China, Alibaba provided its DingTalk commu

47、nications app to educators free of charge; 50 million students and 600,000 teachers across 300 cities use the platform to livestream classes.11 Tencent Education serves education authorities in more than 30 provinces and cities where its online teaching services, including Tencent Smart Campus and T

48、encent Classroom, have served more than 100 million students. In India, BYJUs offered free classes on its Think and Learn app, driving a 200% lift in new students. BBC Bitesize broadcast a curriculum for all school ages using celebrity teachers, while in Italy the Ministry of Education and broadcast

49、er Rai Scuola launched “School on TV” where teachers air lessons on linear TV channels to prepare students for final exams.12 Companies have also provided hardware and infrastructure to support students; Google, for instance, provided Wi-Fi and laptops for 100,000 students in California.13 Consumers have turned to cable, video-streaming, gaming, social media and music-streaming service providers to entertain them while spending more time at home. Consumers are more positive about streaming services than broadcast TV. 76% of consumers agreed that their streaming v