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Introduction
The explosion of content-centred business models generated from the Television gold rush has subsided. Many of the early television content businesses (primarily advertising-driven) have failed. Today, with the rise of digital television, a new generation of content services is starting to emerge, from video on demand to digital television e-learning to streaming sports and news clips by the red button interactivity.
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Not surprisingly, the new digital television content players are proceeding with due caution. Not happy to throw money at building unproven content services, these new players are taking a long, hard look at business models, cost bases and break-even points. Todays Content Service Providers (digital television Channels) are looking for ways to start with simpler services that have the flexibility to grow and change rather than committing to expensive, inflexible silo services that require repeated bespoke development. This paper explores a new approach to content service provision that allows Islamic television Channel to rapidly develop lower cost services without sacrificing the ability to respond to future demands at equal speed. Instead of a series of expensive, high-risk silo services, the Islamic television Channel starts with a platform that builds cost-effective, rich content experiences based on re-usable content and service components. The result is a low-risk, high-return strategy that lets the market (viewers) choose the best services and lets the Islamic television Channel respond quickly to these choices.
No content service can be delivered without all three of the content service functions being played by someone: Content creation originating and structuring the original content Network operation owning and managing the pipe to the consumer Content service provision packaging the content into a purchaseable content service and delivering the user experience It is important to realise that any single company can fill one, two or all three roles in this value chain. Of these three functions, content service provision has been the least understood and most inefficiently performed. Despite the existence of high-quality content and the increasing availability of bandwidth necessary to deliver attractive services, the market has not yet figured
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Business factors
Content sources one or multiple? (In-house Vs Outsourced productions) Rights protected or unprotected? Partnerships revenue sharing, licensing?
Islamic television Channel may not need to add these features to their services today, but as digital television develops, complexity will increase. Islamic television
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Starting simply
There is no value judgement inherent in the dimension of complexity. The simplest service may be the best for some purposes. In fact, the cost and difficulty of creating and delivering a service rises with its complexity, so most digital television Channel are motivated to choose the simplest service that can still meet the needs of the user. Complexity factors may or may not add value to the user experience. But they will always add cost and difficulty to the Islamic television Channel. The key is to be able to start simply, then add functionality to meet changing user demands. As digital television develops, services will get more complex (see the Eleven complexity factors sidebar). Islamic television Channel needs to prepare for this complexity without hampering their ability to always create sustainable services. The challenge for Islamic television Channel is to identify and support those features which add value to the user experience. Critical to this is the ability to test new services quickly and cost-effectively rather than creating expensive, multi-channel, interactive, personalised services when demand for the generic, single-channel form is still profitable.
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By re-using content and service rules, the platform approach dramatically reduces the cost of each new content service and the number of services that can be delivered in a given time.
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