德勤：2020年美國傳媒娛樂產業展望報告-COVID-19危機（英文版）（17頁）.pdf

1、draft COVID-19 outlook for the US media and entertainment industry May 2020 Technology, Media improve communications and customer service; and utilize advanced data, analytics, and artificial intelligence to deliver more fine-grained insights and segmenting. Building strong and sustained engagement

2、now can help even more once the economy recovers. This can not only deliver greater value to consumers, but also enhance advertising (more data around who is watching what) and improve financial returns (what content could potentially be more popularor cheaper to produce). Since content is a critica

3、l driver for retention on direct-to-consumer services, companies should seek ways to make more relevant content easier to discover and access. How to recover stronger than ever Questions to ask: How can customer service operating models better optimize for engagement? How can data about consumer pre

4、ferences enable 360-degree digital relationships with them? Which new digital channels are attracting consumers? How do they enable faster or cheaper engagement? M18 reduced venue capacity could be the new normal for some time. But a redesign to meet such requirements could be an opportunity to remo

5、del and optimize venuesfor example, more premium- style seating and services. This could differentiate the theater experience while potentially opening additional revenue streams. At the same time, venues could explore how they can affordably and dynamicallydeliver both live and broadcast experience

6、s to remote audiences. Questions to ask: Do ticket sales and event management systems have the capacity to manage new physical requirements? Can the systems handle consumer profiles and incentive programs? If venues must operate on reduced capacity for some time, what additional ways can they create

7、 revenue? Are there other experiences or remote services that can tie into live events? What else could be done to venues during a possible remodel for spacing? How could they be transformed into something new and different? COVID-19 outlook for the US media and entertainment industry | Media and en

8、tertainment go off script | How to recover stronger than ever | How to thrive in the next era | Rebooting and rewriting media and entertainment9 Actions to take: Live event and ticketing companies should give greater priority to resilience against unexpected crises. Rethinking disaster planning can

9、ensure that companies have greater operational flexibility when they need it most. Leaders can also look to build out remote and streaming capabilities, not only as a fallback when disaster strikes, but also as a way to expand audiences beyond the venue. Perhaps more venues could become modern multi

10、channel broadcast studios. Use the crisis to build resiliency The crisis has highlighted how risk can get baked into contract and insurance decisions. Some live event organizers have canceled events and refunded consumers; others have postponed events. The pandemic caught some music festivals with n

11、o disaster insurance, forcing promoters into financial hardship, making refunds even more difficult.19 These serve as reminders for live entertainment event companies to consider potential shocks and disasters when planning payments and contracts. Wimbledons All England Club, which canceled its prem

12、ier tennis championship for the first time in its history, was able to mitigate its exposure to the COVID-19 crisis, having paid for pandemic insurance for more than a decade.20 Questions to ask: Are there ways to redesign event contracts to build in greater resiliency for when disaster strikes? How

13、 much should be committed to insurance coverage? Are adequate risk management policies in place for managing the health and safety of employees and consumers? How could telepresence and live streaming expand access to audiences and revenuesfor live events while building in options to respond more ef

14、fectively to disruptions? Are there contractual provisions that allow for multiple distribution scenarios? COVID-19 outlook for the US media and entertainment industry | Media and entertainment go off script | How to recover stronger than ever | How to thrive in the next era | Rebooting and rewritin

15、g media and entertainment10 Reimagine the creative workforce Many M some companies that initially avoided drastic job cuts have had to implement pay cuts and reduce hours for employees in order to retain their talent and stay liquid.21 Additionally, many senior executives have pledged to forgo a sal

16、ary until the crisis is over. However grave the situation, the disruption could be an opportunity for creative industries to institute overdue changes to traditional structures and practices. Companies are gaining new experience by being forced to implement flexible work arrangements and minimize on

17、-site work. Aggressive transformation could help M White House, “Remarks by President Trump in address to the nation,” March 11, 2020; Nicole Sperling, “Tom Hanks says he has coronavirus,” New York Times, March 11, 2020. 3. Will Thorne and Kate Arthur, “All the shows and movies shut down or delayed

18、because of coronavirus,” Variety, March 12, 2020. 4. Rebecca Rubin and Gene Maddaus, “Movie Theaters in These States Are Closed Due to Coronavirus,” Variety, March 16, 2020. 5. Daniel Bachman, United States Economic Forecast 1st Quarter 2020, Deloitte Insights, March 27, 2020; also see Daniel Bachma

19、n, US Economic Forecast: Update, April 2020, Deloitte Insights, April 27, 2020. 6. David Gura, “U.S. jobless claims reach 26 million since coronavirus hit, wiping out all gains since 2008 recession,” NBC News, April 23, 2020. 7. Anthony Salvanto et al., “Americans prioritize staying home and worry r

20、estrictions will lift too fastCBS News poll,” CBS News, April 23, 2020. 8. Tiffany Hsu, “A seismic shock: Jittery companies pull back on ads during pandemic,” New York Times, April 3, 2020. 9. Avi Dan, “Every COVID-19 commercial is exactly the same,” Forbes, April 19, 2020. 10. Hsu, “A seismic shock

21、.” 11. Chuck Barney, “Coronavirus: Streaming platforms see big surge during pandemic,” Mercury News, April 7, 2020; Jessica Bursztynsky, “Netflix surges 7%, hits 52-week high as investors flock to stay-at-home stocks,” CNBC, April 13, 2020. 12. Billboard, “Here are all the livestreams Christopher Ro

22、sen, “All the new 2020 movies streaming early because of coronavirus,” Vanity Fair, April 1, 2020. 13. Adrienne Jones, “SNL is taking a longer break than expected due to coronavirus, but will the guest hosts change?”, CinemaBlend, March 17, 2020; Laura Hurley, “Updated list of major TV show delays o

23、r ending early due to coronavirus,” CinemaBlend, April 1, 2020. 14. Sarah Whitten, “Your favorite TV shows may still be on the air now, but new episodes could be delayed as coronavirus shuts down production,” CNBC, March 13, 2020. 15. Chris Lee, “Hollywood is all but writing off 2020. What does that

24、 mean for the future of movies?”, Vulture, April 15, 2020. 16. Nellie Andreeva, “ABCs Women of the Movement anthology series from Jay-Z, Will Smith Glenn Gainor, “Volumetric storytelling: A blockbuster in the making,” Wall Street Journal CMO Today, March 24, 2019; Adam Epstein, “The filmmaking techn

25、ology behind The Mandalorian is straight out of the Star Wars universe,” Quartz, November 23, 2019. 24. Gordon Cox, “How fans are binge-watching Broadway,” Variety, April 14, 2020; Gil Kaufman, “Anitta, J Balvin, Matoma, Nas and more set for LiveXLive 48-hour streaming festival Music Lives, Billboar

26、d, April 13, 2020. 25. Ryan Parker, “Cinemark CEO says shuttered theaters may reopen by July 1,” Hollywood Reporter, April 17, 2020. This publication contains general information only and Deloitte is not, by means of this publication, rendering accounting, business, financial, investment, legal, tax

27、, or other professional advice or services. This publication is not a substitute for such professional advice or services, nor should it be used as a basis for any decision or action that may affect your business. Before making any decision or taking any action that may affect your business, you sho

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