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In 2007, Netflix changed the landscape by introducing streaming on PC, allowing customers to instantly watch shows. By 2010, Netflix video streaming became available on additional platforms, including iOS devices. Today, video streaming services Netflix and Hulu have a strong hold among combined iOS and Android Top US Apps.

These convenient apps have set the stage for a preferred entertainment delivery. A whole generation of consumers have grown up with video streaming, rather than (or in addition to) paying for cable television: cord cutters and cord nevers. Major premium cable networks, HBO and Showtime, are now after a piece of the pie Netflix and Hulu have carved out

Both HBO NOW and Showtime are taking different approaches to standalone streaming partnerships. HBO NOW has gotten more traction in part to a heavy promotion from Apple, resulting in positive metrics. Showtime’s success is less clear, being married into Hulu’s already strong performance

distributors are usually loathe to discuss VOD specifics publicly. When consumers are used to seeing $60 to $100 million opening weekends for major blockbusters in wide release, VOD numbers, no matter how “good,” look miniscule in comparison. Add on the fact that Snowpiercer is the widest multi-platform release ever, and the tricky exercise of figuring out how to combine theatrical earnings with weekend estimates from digital and cable providers, and the territory gets even more unfamiliar.

Snowpiercer earning an estimated $1.1 million from VOD this past weekend, nearly twice as much as the $635,000 it earned in theaters. “From a layman’s perspective these numbers are possibly not that interesting,” admits RADiUS-TWC co-president Tom Quinn. “But from an industry perspective, it’s a game changer.”

VOD is both cheaper and more profitable. “That $1.1 million gross is actually worth almost double to me in terms of how it nets out in our bottom line,”

ВГТРК владеет 13 неэфирными каналами, которые входят в пакет ЦВТ, хотя бы раз в месяц их смотрит почти 39 млн человек, или более половины российских зрителей. У «Ростелекома» таких каналов пять, их смотрит 21,4 млн человек. Совокупная выручка этих каналов в прошлом году — около 1,4 млрд руб.

По оценке TNS, хотя бы раз в день тематические каналы смотрит 24 млн человек (данные за июль по зрителям старше четырех лет городов с населением более 100 000 человек).

Данных о совокупных доходах неэфирных каналов нет, известен только размер платежей абонентов платного ТВ. По оценке iKS-Consulting, в прошлом году они заплатили операторам 52 млрд руб. На рекламе в прошлом году неэфирные каналы заработали 4 млрд руб., а эфирные — 156,2 млрд руб. (данные Ассоциации коммуникационных агентств России).

Called the CableRobot simulator, it comprises of a platform that is safely tucked inside a fiber roll cage, which is made of very lightweight carbon. The platform can seat a single person with or without a VR headset.

ts initial target use is mainly for industries, but VR enthusiasts are hopeful that the CableRobot simulator will be developed to adopt video games such as racing games which demands physical movements in order to provide a realistic gaming experience in VR.

By Obsessing Over the Present, Big Media has Forgotten its Past and Endangered its Future (But it’s Not Too Late)

When it comes to digital-era investments, Disney has certainly been the most active of the major media companies (though IP represents more than 80% of total outlays). Over the past decade, the House of Mouse has bought the largest YouTube Multi-Channel Network (Maker Studios), a mobile gaming company (Playdom), several multi-media storytelling platforms (Marvel, LucasArts, Pixar), become Vice’s largest outside shareholder, doubled down on technology-driven theme park experiences (MagicBand, VR), established an annual fan expo (D23), formed an accelerator program with TechStars (Disney Accelerator) and launched an ever-expanding sandbox video game at the cost of more than $125M (Disney Infinity)

For the past 20 years, television networks have reaped more than $1T inflation adjusted revenues and $300B in net cash flow thanks to what was sown throughout the 1980s and early 1990s (most cable networks took years to hit cumulative net profits, with several market leaders accumulating hundreds of millions in losses doing so). But the harvest is coming to an end. Crop rotation is not a waste; it’s an essential investment in forward productivity.