Mobile Is The FIRST Screen - Wash. Rinse. Repeat.

Media executives -- shower yourself in the new reality.  Mobile is the second/companion screen no more.  Mobile is the FIRST screen plain and simple.  Read that again -- and soak it in -- because this new reality should influence EVERYthing you do.

I have written about this -- and have counseled anyone who would listen -- over and over again for the past year.  But, only now is it sinking in at a mass scale, because the statistics to this effect are undeniable.  Here are some of the latest "must read" stats from Deloitte:

(1) Millennials now watch more TV shows (not just YouTube videos!) on mobile devices than on the traditional TV box -- 57% of their viewing behavior is on the small screen -- their first screen;

(2) 25% of these Millennials outright cancelled their pay-TV services in the past 12 months or haven't had one for over one year (that's why Cablevision's CEO, in a remarkable watershed announcement just last week, expressly marketed new "cord cutter" and "cord never" packages and told the Street that it considers itself to be a "connectivity" company (rather than a content/programming company);

(3) 72% of these Millennials indicated that streaming video is the most important way for them to view video (including television programming).

Here's one media executive who fully "gets" this -- and recently prodded other media executives at MIP to embrace and act upon this new reality -- Eric Scherer, Director of Future Media at French broadcaster France Televisions.  Here are some choice quotes from his speech at MIP:

"The TV industry will have to work on a mobile-first strategy.  Not a digital-first strategy, but a mobile-first strategy, because mobile is now the first screen, and it's taking time away from the TV."

"They [the millennials] are always mobile, they are always social, they are always interactive ... and it is more and more live ...".

"The young people will not come back to the TV screen -- at least the major TV screen that we knew for the last 40 years."

In commenting about multi-channel networks (MCNs) -- most of whom increasingly consider themselves to be multi-platform networks (MPNs) -- Scherer said, "These are the kids now ruling the entertainment, and it's just the beginning of it.  Again, new grammar, new syntax, new vocabulary."

Amen to that Eric.  Amen.

Let's meet up in June at Live Earth (expect my separate Forbes article about Live Earth soon) in Paris and look back at how much more things have changed in just the couple months from this point.

Because they will ....


Big Cable Now Markets "Cord Cutter" & "Cord Never" Packages - A Watershed Moment

Remember those days when major cable companies rejected OTT video streaming services and the prospect of "un-bundling" pay TV packages?  Yes, those days were so long ago ... except they weren't.  "Those days" -- in fact -- were much less than one (1) year ago!  That bygone "traditional cable company full bundle" era began to really unravel last September (only about 7 months back) when several major media companies, including HBO, announced their stand-alone OTT and "unbundling" ambitions in rapid succession.  I called this the "Great Unbundling of 2014" -- and it only accelerated since then.  The floodgates opened ...

... and now this -- just last week Cablevision not only accepted this OTT/unbundling new world order, it openly embraced it.  In a remarkable turn of events, Cablevision CEO Kristin Dolan announced new stripped down, affordable OTT programming packages targeting both "cord cutters" and "cord nevers" (yes, she used those terms -- as did the official Cablevision press release).  With that one announcement, Cablevision acknowledged -- on behalf of the entire cable/satellite television world -- that the times have changed ... and will never be the same again.  Make no mistake, Cablevision's announcement is a watershed event -- absolutely, positively, full stop.  Just think about how much has changed in such an incredibly short period of time.  THAT's what this represents.

And, amidst Cablevision's "cord cutter"/"cord never" announcement, its press release left a subtle -- yet hugely important -- strategic clue about how the company (and other major cable companies) now think of themselves amidst this reality.  Specifically, Cablevision defined itself -- its words -- as being "a connectivity company."  Not a content/programming services company -- rather, a "connectivity company."

Why is this important?  Because it represents an open acknowledgment that Cablevision recognizes that its future (and present) business model is broadband-focused -- rather than content-focused.  And, that's not all bad -- in fact, it can be quite good/smart -- because broadband services generate significantly higher margins than content/programming pay TV package services.  In other words, providing the "pipes" in which that content flows can be -- and is -- extremely lucrative, especially when the thirst for ever-broader "pipes" is accelerating in this increasingly video streaming and hungry world.

The times, they are a changin' -- and already have changed -- indeed!

Scenes from Sharon's Walk for Epilepsy - San Diego Style



Today -- another glorious day in San Diego.  And, not just because of the weather.  Today marked the 16th annual "Sharon's Walk/Ride for Epilepsy" in San Diego -- down at Mission Bay.  Great cause -- one that is near and dear to our family -- for which this year's Walk in San Diego likely will raise well over $200K!  My daughter, Hunter (15) and son, Luca (12) joined me again this year (that's them to the left with great friend and host Scott Hilkene in the middle) -- while Luisa was there in spirit.  We joined Team Anaya -- led by Sarah Anaya (with me below) and husband/partner-in-crime Scott -- who are inspired by Sarah's son, Jake, and who raise more money than any other team every single year.  This year, $30+ K!  Sarah and Scott, together with Jake, not only are inspirational and generous -- they are great great friends.

What does this post -- and what do these pics -- have to do with digital media?  Nothing.  They don't. Sometimes problems are real.  Very.  Epilepsy is one of them.  And, the human beings impacted by them are real, not digital.

Here are just a few scenes from the day.



5 Questions with New Form Digital SVP JC Cangilla - My Exclusive Q&A

New Form Digital, a digital-first studio, launched with great fanfare almost exactly one year ago by Hollywood legends Ron Howard and Bryan Grazer who joined forces with Discovery Communications.  I recently spent some time with SVP JC Cangilla who runs overall operations, among his many other hats.  Cangilla previously worked as a senior executive in video at Yahoo! and has been a digital dealmaker for years.  In a digital video world still dominated by low production values and large doses of serendipity (not necessarily bad traits, by the way), New Form Digital's approach is very different and, well, a bit more "traditional" -- focused on high production values and scripted story-telling -- but with digital, mobile and millennials top of mind. 

Despite New Form Digital's high profile roots, most of you likely still don't know much about the company.   JC changes that here -- giving extremely detailed responses that offer real insights about the company.  Definitely worthy of reading and consideration, since New Form Digital is a "must know" company in the digital media "space." 

Here are my 5 questions to JC -- and his answers unedited.  Enjoy ....  

(1) What is the reason your company exists (and what problem(s) are you looking to solve)?

New Form fills a white space that exists in the digital landscape: we are solely focused on developing, producing and releasing scripted series on digital platforms.

We’re an entertainment company with a technology mindset. Our scripted originals (typically episodic shows in sci-fi, drama, comedy, horror genres) feature digital-native talent (typically from Youtube, Vimeo, Instagram and Vine). We use data to make informed choices in the development, packaging and distribution of our scripted originals. And we tie it all together with really compelling story.

Our creative is led by Kathleen Grace, our Chief Creative Officer, who works with our Head of Development and Production, Melissa Schneider to find talent, develop the projects and build out a complete story.  We are producing great stuff, with 14 series sold since we launched just one year ago. Some of my favorites are here.

My job is to take these great stories and use my knowledge of the larger video ecosystem to find the right homes for the stories and the right models for the business. It’s a fun job. We’ve done great deals with major media companies, MCNs, marketers and agencies. This content market has exploded in the past few years and there is significant demand for high-quality scripted series.

It’s hard to believe how much we have grown in just one year -- with nearly 25 pilots in development and 14 series sold and going into production over the next year. We’ve already announced 4 showswith Vimeo and have a number of deals on the horizon that we will be announcing in the weeks ahead.

(2) How are you different from your competitors?

We are the only entertainment studio built specifically to focus solely on scripted originals for digital platforms.

We’re not a multi-channel network (but we work and partner with MCNs like Fullscreen, Maker and Machinima), we’re not simply a production company (because we’re focused on developing story and talent) and we’re not a media company. 

We are huge fans of creators and digital video in general. And we are in an explosive market with an incredible product. The digital video business is seeing record investment from traditional media holders, new platforms and, increasingly, marketers. We look to partner in each of those spaces.

(3) Why will you succeed (and what is your single most important ingredient for success)?

Scripted content and cinematic stories have historically shown massive value—both to the content creators (e.g. studios) and to the distributors (e.g. TV channels like AMC going big into scripted originals in the early 2000s or more recently with premium subscription platforms like Netflix and Amazon developing their own original programming).  Our continued success will be dependent on successful stories and listening to the audience and creators.

As one example of our model in action, we recently released 14 “shows” on YouTube, within the channels of the most prominent actor or director on that show. We looked at performance of  New Form Digital’s content vs. mostly non-scripted, conversational content that was consumed over the last 90 days on those channels. Our shows had a significantly longer watch time (+262%) and more shares and likes (+60%) than anything else in that time period.  So we are excited to replicate that success with individual series across multiple platforms.

We’re uniquely positioned in the digital space to leverage the vast amount of data  like this to help make the right creative choices. Digital efficiencies allow us to ideate, create and release quickly. We’re building the business to support scaled development and release.

(4) What makes you unique (and what do you enjoy most outside of building your business)?

The company is unique because of what we talk about above: focus on scripted, marrying tech into the entertainment process and focusing on digital talent, distribution and audience.

I’ve been fortunate enough to be involved in digital video for the last 10 years (first at Spot Runner, then at Yahoo and now at New Form) and have seen growth and challenges in the space. The business that I’ve been able to generate is always dependent on having a wide knowledge of the entire ecosystem while being opportunistic. Flexibility, deep relationships, perseverance, and willingness to try new things are all important qualities that lead to success in this space.

From a professional standpoint, it’s never been a better time to be in digital video and yet the opportunity is still growing and evolving. 

On a personal level, my son Jack is eighteen months old and nothing gives me greater joy than spending time with him and his mother. Jack’s favorite toy is a pink stroller and Sundays typically find him pushing through a crowded local farmer’s market so we can get to the strawberries he loves the most.

(5) What digital media trend is most interesting to you (and what is the least)?

It’s fascinating to see how quickly the video consumption experience is changing; feels like tectonic shifts are all happening at the same time. They include (but are not limited to): 1. major media embracing direct-to-consumer services and OTT experiences, 2. audiences, especially younger audiences, flocking to digital platforms and 3. marketers investing in content as means-in-itself and not just around the content.  All three of these make us excited about the potential of  our own projects.

Least interesting question that I get asked daily: Are you making short-form or long-form?  Our episode lengths fit the story they are telling. Some are long, some are shorter. There is a structural legacy from TV that leads to assumptions that episode lengths less than 22 minutes in length aren’t “high-quality.” With binge consumption, DVR, and millennial video consumption patterns, we don’t think 22s are necessarily the best ways to engage and retain audiences.  Thus you’ll see 10 minute episodes, 15 minute episodes and 5 minute episodes from New Form. And we’re confident that distributors and platforms will love the content, the audience engagement will be significant and then the monetization rates and the ad-serving technology will fall in line. 

Tesla - Almost BK & Acquired by Google When I Was Buying My Model S!

Imagine my surprise yesterday when I, a Model S owner, learned for the first time that Tesla was running on fumes and almost BK when I ordered mine in mid-April 2013!  That surprise was doubled when I learned that Google's Larry Page and Tesla CEO Elon Musk had reached a handshake deal for Google to bail out Tesla.  But, as fate would have it (happily!), Musk's and the company's fortunes turned dramatically upward precisely as the lawyers were papering the deal.  In a matter of weeks, Model S "word of mouth" -- and resulting sales -- radically changed, skyrocketing Tesla's stock upward.  The company immediately achieved profitability in the ensuing quarter and, as they say, the rest is history.  (That's me picking up my Tesla -- at essentially the precise moment when, unbeknownst to all of us -- Tesla's fortunes changed.)

I love my Tesla -- have had it for nearly 2 years now -- and have nearly 40,000 miles on it.  I have written several times about it (here is my original post about my buying experience two years ago) -- including my recent post about how the car essentially saved my life, or at least great bodily harm (I really believe it).

I also have frequently predicted that Apple ultimately will buy Tesla because the two companies -- and their respective founders -- share similar DNA (here is my overall analysis of this tantalizing possibility from nearly 2 years ago -- well before such rumors hit the mill).

But, Google?  Didn't see that one coming!

Then again, that was long ago ... and in far, far away land.

Tesla is a very different company now of course.  And, it will have a radically different outcome ....

The Rise of the Global Digital Content Market (The View from MIP) -- Guest Post by Eunice Shin

(This is the second guest post by Eunice Shin, who heads up the business consulting side of Manatt Digital Media and just returned from MIP.  Take particular notice of the quote at the very end of her post.)

Warm weather with a gentle breeze on the French Riviera is pretty fantastic.  Add to that a wave of excitement seeing the growth and potential of the global digital market – and there you have an incredible MIP Digital Front event.

Clearly to date, the US has been a leading force in the world of digital media.   Certain parts of the world have been slower to the take (hint: where millennials don’t make up the majority of the population), but there is no doubt that digital media buying is now a global opportunity.    

Here are some of the big trends we saw at MIP TV 2015:

·      MCNs have grown into MULTI-PLATFORM MEDIA AND ENTERTAINMENT companies, developing content in films, music and scripted TV.  Buzzfeed, Vice, CDS, and AwesomnessTV are in the film business as well.  Many of the leaders in this space are growing into their own skin and have a better sense of identity.  It’s exciting to see differentiation of focus starting to take place among these digital-first players – Stylehaul and Collective Digital Studios with brands; VICE with millennial-only media programming channels; and  New Form Digital with scripted, original content. 
·      Digital content, short and long form, are getting licensing deals with international streaming services and partners
o   Maker Studios will have a channel with over 2,000 videos on CanalPlus’ streaming service, CanalPlay
o   AwesomenessTV will provide over 200 hours of original content for Verizon mobile platform
o   Numerous deals initiated at MIP and still underway will soon be announced
·      Social media is a DISTRIBUTION PLATFORM.  Facebook and Snapchat were mentioned in every single presentation and meeting I attended.  Without a doubt, better effectively leveraging social platforms will be key for digital content companies in 2015.
·      Live streaming is on the rise – creating more opportunities around events, sports, music and gaming
o   Dailymotion served 150 million hours of live streaming in 2014
o   Vice and LiveNation announced at MIP a new partnership to deliver live music videos – applying the cinematic nature of music videos to a live performance and streaming it live from a variety of major music concerts
·      When it comes to digital, SCALE IS STILL CRAZY IMPRESSIVE.
o   YouTube has 300 hours of content uploaded every minute
o   At Machinima, their audience consumes 3.8 billion videos per month.  And in one month, Machinima produces more than 10 times the annual output of the largest fully-distributed cable network in the US.
o   The most social film of 2014 was AwesomenessTV’s Expelled, beyond Guardians of the Galaxy, The Maze Runner, and Fault In Our Stars.

I leave you with the best quote of the week:

“Traditional TV viewing among teens and tweens is dead.  Not dying, dead.” -Brian Robbins, Founder/CEO of AwesomenessTV

Yahoo! Kills Its YouTube "Killer" - So, What's Still Alive?

Last week VideoInk broke a story that floored me -- "Yahoo Shutters Video Platform for Creators One Year After Anticipated Launch."  Yet, seems like I was the only one who was floored.  I searched all over for others reporting the news, but couldn't find it anywhere.  I reached out to two key reporters at top media/digital media publications and, shockingly, one hadn't even heard the news (nor seemed to think it was a big deal) while the other had heard, but was still sniffing around.  Out of an abundance of caution, I asked VideoInk to verify the story again -- which they did -- pointing to the leaked Yahoo! email that started the whole thing in the first place and verifying its authenticity.

So, people -- hear me out here -- and make no mistake.  This IS big news in the OTT video world.  Very big news.  If true -- if, in fact, Yahoo! is closing its self-publishing platform for video creators -- this development deeply demonstrates Yahoo!'s continued indecision and overall flailing (failing?) in the OTT video content space.  And, this certainly is not an opportune time for flailing -- for an unfocused/scattered/disrupted (you choose the word) video strategy (or complete lack thereof?) when the video focus/strategy/execution of others (behemoths like Facebook and Snapchat and others like Vessel) are ever more sharp, precise, resourced, abundantly clear ... and, with some, massively successful (by all accounts, Facebook is killing it).

Here's the relevant timeline leading to this apparent "leak."

Almost exactly one year ago, reports everywhere indicated that Yahoo! was only months away from launching its own video creator platform -- its own YouTube "Killer."  This was very big news at the time -- everyone covered it.  So, we all waited in anticipation.  After all, Yahoo! managed unique and uniquely compelling resources and ingredients (that I discussed long ago in a blog post from 2013) that gave Yahoo! the potential to drive real success as an alternative to YouTube.  But months ticked on and, alas, it never came.  Instead, silence.

That report, of course, followed Yahoo!'s attempt -- almost exactly 2 years ago -- to buy a 75% controlling interest in Dailymotion, the European YouTube (certainly not of the scale of YouTube, but still a force in its own right).  Alas, that never came either -- but this time, not for lack of trying.  Rather, French regulators killed it.  Movie over.  Fin.

Meanwhile, throughout this entire time-line -- these past two years covered by these major non-developments at Yahoo! -- the OTT video world changed radically.  What once was, in essence, a YouTube-only video world for creators ... is now a world of multiple competing video platforms.  And a rapidly growing "multiple" it is -- in which YouTube is no longer the only game in town for creators (case in point, Facebook once again).

And, what was happening at Yahoo!?  Senior video executives came and went and apparently took their individual video strategies with them out that revolving door.  Those that remained found themselves in an environment apparently emitting, shall we say, not the highest level of morale.  I have spoken with several of these video execs who have come and gone (I will keep their names confidential) and have heard one theme that is focused -- i.e., Yahoo!'s video "strategy" has been overtaken by confusing multiple layers of decision-making, internal conflict, and what some even called "chaos."  Not trying to be a muckraker here -- it gives me no joy reporting this (because I believe Yahoo! could succeed in some very meaningful) -- but am just reporting the current state of affairs as I have come to understand them from multiple sources.  And, Yahoo! is running out of time amidst the current great OTT video land grab of 2015.

So, what do we have now at Yahoo!?  We have a media regime headed by Kathy Savitt, an accomplished marketing executive, but whose official title itself is split -- "CMO and Head of Media" -- which alone connotes a certain lack of corporate focus and commitment.  We have had some major exclusive and very expensive video content announcements -- including Yahoo!'s exclusive rights to cult television favorite Community -- but Yahoo! does not actively promote that programming (it is mentioned nowhere on Yahoo!'s home page).  We have "Yahoo TV" and "Yahoo Screen" -- Yahoo!'s two primary video initiatives.  But have you even heard of them?  I hadn't ... at least not really.  Those two also are essentially invisible on Yahoo!'s home page, which is a major head-scratcher (to say the least) in this "new golden age of video" (and, again, with all the reach and resources Yahoo! continues to have).  Once I did find them, I can't really tell how "Yahoo TV" and "Yahoo Screen" are the same ... different ... complementary?

One thing we apparently do know now, however, is this.  Yahoo! is giving up on the mega YouTube-esque "killer" opportunity.  Throwing up the white flag ...

... at least, and unless, Yahoo! has a major Dailymotion-like acquisition trick up its sleep that will soon come to light and finally catapult it into the OTT video big leagues (where it absolutely could belong if it had the will and focus).

But, sadly, I don't see that coming.

Hope I'm wrong -- and will be the first to fall on my sword if Yahoo! works some mystical sleight of hand.



Coachella Day 1 - From 102 Degree Fever to 102 Degree Desert -- Cured!

Thursday night, down for the count with a 102 degree fever.

Friday morning, off to day 1 of Coachella weekend 2 -- where the desert heat was somewhere near that (well, actually, it was more like 95 degrees - downright cool for a day 1 of weekend 2), but you get my point ...

... which is ... it was COACHELLA!  My 7th straight.  I woke up not going.  But then I went!  Had to hit it, even if only for one day -- which is what I did.  Was my wife, Luisa's, first (she is wearing the hat in the picture) -- had to be there for that -- to inaugurate her into the tribe of peace-loving, garland-wearing, music lovers dancing about in the most beautiful setting that you could ever imagine.  That setting never gets old.  Those mountains, especially as sunset hits over the mountains and the ethereal festival lights -- and the crowd -- turn on.

Hits?  The War on Drugs -- great set!  And, of course, the Sahara tent is always a "can't miss" -- even with my throbbing head that matched the tent's throbbing EDM.  I simply didn't care.  Actually, I enjoyed it -- there was a certain mystical healing power that my buddy, Sean, promised me) (he's the one wearing my fedora).  You can stay at Sahara all day and all night and be fully satisfied (which is what many of the kids do).

Misses?  No astronaut this year!  VIP entrance?  Gone!  I gave my VIP pass away to a friend -- so I had a GA tix for the day -- but those who had VIP tix were misdirected and joined me in the GA entrance.  I know, I know.  No sympathy from many of you.  But, think about it.  VIP is $799/tix -- about $500 more than GA.  So, special access is one obvious and mandatory benefit.  One more "miss" -- which is an understandable one under the mandatory water restrictions in which we live -- there was no water zone in the middle of the polo grounds.  Gone were the classic water shenanigans that were a defining feature in past years.  But, the times have changed.  Reality sometimes sets in -- even at Coachella ...

... but not too much!  That's the whole point.

And, magically, fever gone!  Explain that one ladies and gentlemen.  If that doesn't demonstrate the healing power of music ...

Netflix - The Champ's Achilles Heel


Netflix is killing it. And its investors are on a high – literally. Its stock is at an all-time high on the heels of reporting its highest quarterly subscriber growth numbers ever. What could go wrong? You have Netflix. I have Netflix. We all have Netflix. And, that “We” is increasingly global (since more than half this past quarter’s growth came from outside U.S. borders).
But, make no mistake. Netflix’s long-term challenges are real, they are daunting, and they come directly from Netflix’s Achilles Heel – its own one-dimensional business model (for an excellent separate detailed analysis of Netflix's relevant metrics and financials, read "The State and Future of Netflx v. HBO in 2015" by Liam Boluk, recently published in Redef).  
You see, Netflix is a pure-play video service.  The company monetizes that subscription service only.  That means that Netflix must be profitable based on content revenues alone (unless and until it finds a way to expand beyond that – (more on that later).
Compare that to Apple. Remember them? Oh yeah, digital media’s worst-kept secret is very much alive again -- i.e., Apple hopes to launch its long-anticipated (overdue?) OTT “Netflix Killer” subscription service by fall. Apple's business model is fundamentally different than Netflix's.  For Apple, its "coming soon" OTT video service can be (and likely will be) a loss leader -- a losing proposition that ultimately wins for the Cupertino crew.  Here’s why.
Apple's core DNA is unlike Netflix's.  Apple benefits from multiple revenue streams. And, although the company frequently positions itself more broadly as being a media company, its primary stream is very un-Netflix-ian – it is hardware-driven pure and simple. Apple makes money (boatloads of it) by selling “cool” metal -- iPhones, iPads, Apple Watches, Apple TVs (and ultimately the iTV?).  That means that Apple's new subscription video service essentially will be a "marketing" expense that drives incremental hardware sales.  That also means that Apple can (and will) subsidize its content licensing costs in order to keep its subscription pricing down. Netflix can’t do that.
So, how scared should Netflix (and its investors) be of Cupertino and the host of other behemoths soon invading Netflix’s OTT turf? And, what can Netflix do?
First, let’s be clear. Netflix has a formidable head start and I’m not saying that the “mother of all OTTs” will go away anytime soon. But, that alone is not enough. After all, unlike Netflix, Apple is expected to offer both VOD AND live/linear TV (likely including both ESPN and HBO).  And, switching costs are low (essentially non-existent). All you need to do is go online and cancel.
So, Netflix can try to contain the inevitable Apple threat (and the threat of all other Apple-like behemoths) in at least five ways – the first two of which also lead to diversification: 
  • Take its formidable lead and find a way to effectively mine and monetize the data it has already collected on all of us;
  • Continue to develop and feature kick-ass exclusive original content like House of Cards and Orange Is the New Black that can monetize not only via individual subscriptions, but also via global content licensing deals. That original content can also deflect at least some of the Apple threat in a very HBO-like way. After all, will those passionate audiences abandon their favorite characters? Likely not;
  • Continue to offer and deepen its pool of content (including via exclusive licensing) that Apple can’t match … at least for a long time;
  • Emulate Apple, Sling TV and now also Sony VUE by adding live/linear TV programming to the mix (including the critical ESPN ingredient); and
  • Offer lower pricing with an $8.99 monthly new sub charge that Apple and others likely won’t match (after all, under its recently announced deal, Apple will charge Apple TV customers $14.99 for stand-alone OTT HBO Now by itself). 
Of course, many of these counter-attacks will be increasingly harder to do based on the significant costs involved – and the pressure they place on Netflix’s Achilles Heel. 
But, there’s also always M&A. After all, the much-anticipated Apple threat is not just a threat to Netflix. It is an ear-splitting shot across the bow of myriad global players in the video game. So look around. Which of those players have multi-faceted business models (like Apple), a heavy dose of media in their strategies (like Apple), and plenty of cash to make a run at Netflix? Hmmm … let me think …. Google, Samsung and Amazon come to mind ...
… I’m just sayin’….

Top 5 Reasons Coachella Weekend 2 Beats Weekend 1 (Your "Cheat Sheet" Rationalization ...)

This will be my 7th straight Coachella -- and first with my wife, Luisa.  We are setting sail for Indio in 2 days.

Virtually every year I go the first weekend.  But, not this year.  This year we're trying out Weekend #2 -- shaking it up ... (not because we couldn't get tix for Weekend #1 ... no, that couldn't be it ...).

... which begs the question ... which Coachella weekend is better?  Weekend #1 or Weekend #2 (especially when Weekend #1 is the more obvious answer to most of you)?

Here are my Top 5 reasons Weekend #2 beats Weekend #1 -- and is the way to go, especially this year:

(1) I'll concede that it's tough to argue with the "new-ness" of Weekend #1 for both fans and artists/bands -- ALL of it is new to everyone (which alone generates great anticipation).  BUT, Weekend #2's sets likely will be "tighter" than Weekend #1's sets -- many artists/bands will modify their sets based on what worked (and what didn't).  That's a good thing for hard-core music fans.

(2) Speaking of ... Yes, it's true, one main reason for "real" hard-core, non-poser festival-goers like me (yes, I happily make that claim and can back it up) to attend festivals is to discover great music by under-the-radar artists and bands.  Music discovery in its purest form.  But, this year's headliners and overall line-up are much weaker than last year's killer year.  So, those of us going this weekend benefit from knowing about Weekend #1's buzz-worthy artists and performances.  So, while serendipity will still be a huge part of the experience for me, Weekend #1's social media "curation" will help make the most of the weekend (at least that's what I'm telling myself ...).

(3) Last year, many of the most buzz-worthy surprise guests took the stage during Weekend #2 -- and those live collaborations are always cool to watch.  Let's hope this happens again this year during Weekend #2.

(4) This year (not surprisingly) Weekend #2 will be hotter (literally!) than Weekend #1 by about 10 degrees -- approaching a very desert-like 100 degrees.  "This is a good thing?", you ask?  Well, just hear me out.  For those of you who, like me, have attended for years, there is something downright magical about the oven-roasting heat that paradoxically brings out even more energy and sunshine vibes in the crowds -- and certainly more free unbridled individual personal expression (how's that for putting it?).  Expect thousands more to spend significant time and dance with garlands in their hair in the ubiquitous water zones for which Coachella is famous.  Water guns here, there, everywhere.  Who can resist that?  Not even I!  Water brings out a certain "not a care in the world" emancipation that is fundamental to the Coachella experience.  Fun.  Hilarious.  Invigorating.  You see, heat can be a good thing!

(5) Drum roll please for Reason # 5 ... did I mention the heat?

See you at Coachella!

(okay -- keeping it very real -- I can easily make the case for Weekend #1 -- but why try? -- why not rationalize this year's choice?  Use this as your cheat sheet!)

Tavern In Brentwood - Digital Media's New Power Spot

The "Power Lunch," a Hollywood tradition (here's a great New York Times article that lays out that history -- and the various "power" spots along the way).

Well, welcome now to the "new" digital Hollywood tradition -- the "Power Breakfast" at the Tavern in Brentwood.  Yes, times have changed.  Digital media -- mobile/tech -- is transforming media and entertainment before our eyes.  So, not surprising that new transformative times demand a new spot -- and earlier, healthier meals -- to meet, discuss those times, and reach deals to accelerate them.

Case in point -- last week.  As I strolled in a few minutes after the Tavern's 8 am opening, Keyvan Peymani (Head of Digital for ICM) sat at a table in the atrium straight across from me, Lee Essner (President & COO of Jukin' Media) sat at a table to his left, and JC Cangilla (SVP, Business Development at New Form Digital -- Ron Howard's and Brian Grazer's new digital-first media company) sat across the room -- and this was just in the first 15 minutes or so.  Putting an exclamation on this point, Jeffrey Katzenberg sat at a corner table, likely also discussing the changing times in which we all find ourselves -- and the tremendous opportunities to innovate in this new Golden Age of content.

Great setting.  Great food.  Great meetings ....

(And, no, I have no ownership interest ... just like the place!)

SLUSH "Must Attend" Digital Media/Tech Conference in Helsinki -- It's Coming!

SLUSH - which has emerged as one of Europe's leading tech conferences - is coming (sooner than you think - so plan accordingly now).  SLUSH is held in Helsinki, Finland and falls on November 11th and 12th this year.  I attended my first last year (here is my review and some highlights), and it is now one of my few "must attend" events this year.  And, this year I plan to give a keynote about the state of the MCN (er ... I mean, MPD) world from a much-needed global perspective -- and will augment that with a fireside chat with leaders in that space representing both Euro and U.S. perspectives.

I recently sat down with both Petri Vilen, SLUSH's Chief Curator (top left), and Pauli Kopu, SLUSH's creative czar (lower left) at SXSW and we spoke at length about the event's origins, ambitions and future.  They are nothing if not ambitious -- and it is that ambition, together with talent, innovation and dedication -- that have catapulted SLUSH to the forefront of the tech event world in just a short few years.  SLUSH's vision is to be the Davos for tech startups and investors.  But, SLUSH's definition of tech has expanded (as it should) into digital media as well in a big way.  Last year 14,000 attended (including 750 investors representing 140 venture capital funds and 100 senior M&A execs) -- the majority of whom hail from Northern Europe for sure, but are increasingly global -- with the next most significant attending delegations being from Russia, the U.K., Germany, China, Japan, and the U.S.


Why such an international flair?  Just think about Helsinki, Finland's geography.  The city sits at the perfect juncture where the East meets the West (or, vice-versa) -- and with inclusive, worldly sensibilities as a result.

Hey Hollywood, Silicon Valley and Madison Avenue!  SLUSH should be on your list.  Yes, you know about Rovio and Supercell.  But, Finland is not just about gaming anymore.  Massive tech innovation is abounding all around in the that great white north -- where innovative minds buzz with their coffee 24/7 amidst the increasing darkness (and, well, slush) of the later months.

And it is a worthy goal in and of itself to get outside your comfort zones and travel beyond your borders (both mentally and physically) to hear and truly internalize non-U.S. perspectives.

My 1,500th Post -- Tying It All Together -- This One Is Personal (Very)

This is it -- my 1,500th post -- since I first started back on October 11, 2006 (and not counting my countless guest posts for the likes of TechCrunch, Variety, Billboard, Wired, Business Insider, The Huffington Post, VenturebeatVideoInk and more over the years and soon-to-be Forbes).  My first post -- very appropriately to where we are today in the digital media and fast-transforming video world in particular -- focused on Google's then-recent acquisition of YouTube.  That means nearly 3.5 posts per week -- or, every other day -- and that means a lot of very early mornings when I could (should?) be sleeping.

Back then -- when I launched my first thoughts into the ether (at the prodding of digital media influencer and communications specialist Andy Abramson) -- I was CEO of video chat and community tech company SightSpeed (later acquired by Logitech in 2008).  Next, CEO of video tech grand-daddy Sorenson Media.  And now -- for almost nearly 2 years -- CEO of Manatt Digital Media.  All of this follows a media/tech-focused career starting in a very non-entertainment kind of way for its first year -- i.e., as a law clerk for a federal judge (in Hawaii, no less!).  Then, as an entertainment/media lawyer at a major firm (Paul, Hastings -- where my biggest client was notorious rap group N.W.A.).  Which then morphed into increasingly senior business exec positions for 7 years in major media companies (Universal Studios, New Line Cinema, Savoy Pictures).  A series of digital media start-ups followed -- first a 3 month blip at IPO-failing Egreetings at the "turn of the century" (more on that later).  Next, eNow (later acquired by AOL under the name Relegence), which was my first real entrepreneurial operations role (COO) -- and, then, digital music pioneer Musicmatch, where I served as President & COO (and was later acquired -- and killed -- by Yahoo! for $160 million in 2004).

Why lay this all out?

Well, just indulge me if you have the patience, because this one is personal.  Very.

Over my 25+ year professional career (my god, are you kidding me?), I have seen, lived amongst and internalized massive shifts in the worlds of media and tech (can you even imagine a world without the Internet and mobile?).  I also have seen -- and lived and worked in the midst of -- both mega, "traditional" media companies (Universal Studios) and true startups scratching and scraping for their first investment dollars and revenues (eNow).  And -- interestingly -- now just about everything in between.  Quite rare, methinks (which is kinda' cool, also methinks).

From my earliest days, I digested and internalized the value of content and IP (which is now simply part of my DNA and which still drives virtually all of my writing ... and my business).  I learned the art and value  of "the deal" (and especially just getting the deal done! -- a lesson which I learned the hard way at times).  I negotiated agreements and partnerships ranging from $1 to multi-billion dollar international joint ventures (Universal Studios Japan).  I raised financing from VCs (and also certainly had a front-row seat to the rejection game).  I built teams and ran companies (and saw a lot of what worked, and a lot of what didn't, in terms of leadership, dedication and tenacity).  I sat on both sides (buy and sell) of the M&A table (most of which achieved their ultimate goal, including 3 of 4 ultimate exits for companies I helped lead).  I worked with great talent (and also with execs who drove morale into the ground).  I mentored great talent.  I spoke (nay, frequently pontificated passionately).  I wrote (more pontification).  And, I had great fun (mostly, but certainly not always ... and certainly with much stress at times ... as do all entrepreneurs).

In as sense, I believe I have kind of seen it all in the world of media-meets-tech-meets-media.

Most of all, I'll repeat the concept of "fun" -- a general theme I hope to achieve each day and in everything I do.  And, I'll underscore the one point that I am perhaps most proud of in my professional career -- that is, ultimately choosing a road less traveled.  A road of more risk.  Less certainty.  And certainly not the direct one.

I made many gut Gladwell-ian "blink" decisions that took me from here to there along this non-linear path.  Some of these were absolutely stupid and career head-scratchers at the time (including that 3 month "blip" at fast-tanking digital greeting company Egreetings - a decision my astute wife, Luisa, never understood from the very first).  But, even that bone-head decision can't be "blamed" in retrospect, because that decision -- which seemed fatal to my career at the time -- led to each subsequent decision that, in turn, led me to the professional life I lead today.  And, that professional life, which is based on a professional decision two years ago (that, in turn, ultimately flowed from that bonehead decision 15 years ago), is just plain great.  It ties together all of these myriad strings along the way.  Right here, right now, I can honestly write that I have never been more fulfilled professionally.   I feel like I am doing exactly what I should be doing, right here, right now.  And, that's a great feeling to have.

I have deep independence and am trusted (thanks for that Hale Boggs and Bill Quicksilver).  And of  special thanks, of course, to my best friend and brother since 2nd grade Chad Hummel, my fellow partner at Manatt who introduced me to this amazing opportunity in the first place.  How cool is it that we now work together?  And, how rare is that?  Remarkable, really.  I work closely with great, talented, innovative, dedicated people (absolutely essential ingredients).  I am deeply immersed in the belly of the innovation and transformational media-meets-tech-meets-media beast.  I have the privilege of continuous interaction and meetings with all players in the overall media/tech eco-system -- execs from major media companies and brands, agents/managers, financiers, entrepreneurs, press.  Advising.  Deal-making.  Mentoring.  Speaking.  Writing.  Continuously learning ...

I love it.  Deeply love what I do.  That's why I write.  That's why I consider myself to be a journalist -- that label matters to me.  And, it means a lot to me when I hear that some of my thoughts strike home and are meaningful to you (and when USA Today's long-time tech writer, Jefferson Graham, just called my Digital Media Update blog a "must read").

But, as cliche as this sounds, it is absolutely true -- my true passion is my amazing family led by my wife of nearly 20 years, Luisa (we first met in 1993), and our two extremely creative kids Hunter (our girl, 15) and Luca (our son, 12).  Luisa is many many things -- but I'll focus on two critical qualities -- she is adventurous ... and fearless.  And, she has instilled and deepened those qualities in me, enabling us both to take our circuitous (and frequently risky "without a net" path) that I absolutely recommend to everyone -- including Hunter and Luca.  YOLO after all!

If nothing else, we have lived a life of passion.  Not compromising.  Doing what matters to us.  Not doing what is expected of us.

It's been an exciting, frequently scary, ride.  But, I truly wouldn't have done it any other way.

Thanks for being part of it.  Reading these posts.  Hopefully finding some nuggets of insights at times.

And sometimes just being amused by my musings ... because, amusement is a worthy goal in life in and of itself, right?

Everfest Online Launches to Celebrate Live "Offline" Events

Just in time for Coachella and the summer festival season, Everfest, a new digital startup founded last October with very big tangible analog ambitions, today announced the close of its $1.5 million angel round and official launch of what it calls "the world's most comprehensive online festival community" (as in live music, arts, food festivals -- essentially anything around which you can organize an offline/physical "real" experiential festival event).  Investors include Bob Kagle of BenchMark Capital and several execs from Google.

I have come to know this company and its high-octane co-founder, co-CEO and "Chief Explorer" Paul Cross well (Paul's co-founders are Jay Manickam (co-founder of uShip) and Brad Dixon (EVP of uShip).  And, I like the company's vision so much that I joined as an Advisor, together with Kagle, Sunil Bhatt (CEO of Reservations.com and former GM of Expedia), digital media maven Ken Hertz, author Peter Hirschberg and Joe Alcorta of Wilson (with whom I have done business in the past when CEO of SightSpeed (later acquired by Logitech)). 

While Everfest is a directory of sorts for the festival community -- a one-stop shop of "where to go and what to do" in a community near you -- it aims much higher.  Its ultimate vision is "to create a full festival community of revelers, festival organizers and brands" and to build "applications that connect and thrill each of these groups."  And, other big names are watching.  TechCrunch -- in today's article titled "Do Something Epic With Everfest's Festival Finder" -- just featured Everfest and concluded that Paul and his team have the potential to "become an essential tool for the adventurous."

I actually think the opportunity is MUCH bigger than that.  It is to be the home for festival goers -- and the overall festival and "experience" lifestyle -- period.   That lifestyle is something near and dear to my family -- both major family vacations this year are major music festivals ("Live Earth" in Paris in June, and "Outside Lands" in San Francisco in August).  That's why I signed up to be an Advisor to Paul and the company.

As several of my long-time readers know, one of my favorite recurring themes is the online/virtual world fueling the proliferation of (and need for) real, authentic and tangible offline/physical experiences.  In fact, I wrote about this specifically in the live event/festival context for Wired in an article titled "Media's Online-Offline Nexus: Connecting Virtual, Physical Worlds."  I further expanded this in my later piece for Billboard titled, "Digital Tech, Helping Monetize and Expand the Live Music Experience."

Well, Everfest hopes to be that connective tissue.  

And, it's absolutely the right time for this festival experience to launch.