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媒体和娱乐行业

媒体和娱乐行业

媒体和娱乐行业正经历飞速变革。这种变革为广播公司、出版商、内容广告机构以及内容及数字化平台运营商带来了巨大的机遇,因为他们了解这些变革所带来的影响。

如今,观众的分散信息正逐渐整合成统一数据,这迫使媒体行业更注重以数据为导向。媒体和数字化企业需要掌握消费模式的变化,包括哪些节目和内容是通过数字和传统渠道观看的,以及其他内容资源。

我们的媒体和娱乐研究专家将揭示哪些内容通过哪种渠道和设备观看,并分析原因提供见解。我们运用独特分析、数据技术和专业知识,将大型跨媒体数据转化成智能、实效的研究洞察,从而整合并解读多重数据集。

GfK 自有的数据集包括专有观众、消费者和零售数据(例如视频点播 (VOD)、DVD、音乐、书籍、视频游戏和控制台)。这些资源有助于我们衡量媒体消费、广告效率和内容吸引程度。通过在多个渠道、平台和设备上进行收集、分析和解读媒体消费,我们能够帮助企业制定并实施制胜的商业策略。

案例分享
  • Providing comprehensive product information for a hi-fi publication

    Providing comprehensive product information for a hi-fi publication

    16.08.2016

    Our catalog enables our client to offer comprehensive and authoritative product listings through its online publications.

    Situation

    Our client publishes a magazine for buyers and lovers of home audiovisual systems. In its move toward digital publishing, it wanted to keep its website readers engaged by providing technical specifications for most products in its listings. The company also wanted to minimize the costs and resources required to gather and manage the content, preferring that its staff focus on core publishing activities.

    Approach

    We provided the magazine with a subscription to our authoritative product catalog data. This gives the organization detailed, accurate and standardized technical specifications, product images and marketing text covering most audiovisual products in the market. Our product data is updated daily and is built on data drawn directly from manufacturers and distributors.

    Outcome

    The publication now offers its readers up-to-date, accurate and detailed product information alongside its editorial reviews. This adds value for readers and entrenches the publication’s place as the most comprehensive source of information about home entertainment systems.

    Our catalog:

    • allows the client to easily offer product listings without the costs of capturing the data manually
    • enables the publisher to focus on its core business even as it builds out new online services for its readers
    • offers data even for niche brands and manufacturers

    Click here to download our success story

  • Cross-device usage study optimizes campaign planning

    Cross-device usage study optimizes campaign planning

    02.06.2016

    Facebook asked us to explore how consumers use computing devices and how they switch between them for different tasks during the day.

    Facebook’s mission is to give people the power to share and make the world more open and connected.

    Situation

    Facebook wanted to explore how people use different devices for different tasks during the day and how they switch between them. This information could help its advertisers target customers with greater precision.

    Approach

    We combined a quantitative online survey with qualitative in-depth analysis to understand consumers’ behavior, attitudes and opinions about the devices they use to access online content and services. We used geographical location tracking to analyze which activities they were most likely to do while away from their homes.

    Outcome

    We discovered that almost half of the adults in the UK and the US sometimes begin an activity on one device and finish it on another. This suggests that marketers must reach their audiences across all platforms with a consistent brand experience. With single log-in sites like Facebook, they can avoid sending the same messages to prospective customers on their different devices.

    The research highlighted the most important reasons for people switching from one device to another: comfort and convenience; urgency; the time it takes to complete a task; security and privacy; and the complexity of the information the user needs to input to complete the task. Actions associated with a purchase journey frequently trigger a consumer’s decision to switch devices.

    Click here to download our success story (short version)

    Click here to download our success story (long version)

  • Connecting the dots between digital and traditional media

    Connecting the dots between digital and traditional media

    15.03.2016

    We investigated the role of social media chatter in generating awareness and readership of Vanity Fair’s Caitlyn Jenner issue.

    Vanity Fair is an influential and iconic magazine published by Condé Nast.

    Situation

    Most media planners crave insight and data about how digital and traditional media can work together. The much talked about issue with Caitlyn Jenner on the cover offered us a perfect opportunity to explore this topic. We wanted to investigate what impact, if any, the social media buzz can have on the readership of the July issue in its traditional printed format.

    Approach

    Over a nine-week period, we surveyed 1,798 adults online who said they had read the July issue of Vanity Fair.

    Outcome

    • Four in ten adults who read the magazine first heard about the Jenner cover on social media
    • 40% of adults (ages 18+) who read the July issue had not read Vanity Fair in the previous 12 months
    • Nearly half (47%) of those readers were aged 18 and 34, indicating that the coveted millennials do read print magazines, contrary to the conventional wisdom
    • The big challenge for publishers is generating awareness among these younger readers – and it looks like social media can help with this

    Click here to download the success story

  • Optimizing TV content for a demanding audience

    Optimizing TV content for a demanding audience

    31.01.2016

    Our research helped this TV network shape its new television show featuring a Brazilian icon.

    Situation

    A broadcaster needed information about how viewers would respond to a popular entertainer’s return to the airwaves after a short absence. After the launch of the program, the company wanted to track the audience’s response to its format and content.

    Approach

    We explored social media conversations to determine which elements viewers might value in the show, and how these aligned with the host and the network. A subsequent quantitative study gauged the target audience’s intention of watching the program.

    After the launch, we tracked viewers’ behavior and opinions by integrating social media insights with audience data from the broadcaster and data from our online panel.

    Outcome

    We found that Brazilians were receptive to a new show because television program options during the evening time slot were limited.

    After the launch, we tracked user-generated content on social networks to see what elements of the show were resonating with the audience. This information helped producers strengthen the show’s content.

    Our advice also helped the commercial team to target sponsors with brands that would be a good match for the profile of the program and its audience.

    Click here to download our success story (short version)

    Click here to download our success story (long version)

     

     

电子通讯

Get the latest GfK Media and Entertainment news

Discover latest industry insights, market data and how Media and Entertainment trends will affect your business.

研究洞察

Here you can find the latest insights for media and entertainment industry. View all insights

    • 01/24/14
    • Media and Entertainment
    • China
    • Chinese

    GfK与Twitter宣布达成战略合作

    2014年1月23日,GfK 与 Twitter 宣布双方已达成独家战略合作,将在德国、奥地利以及荷兰三个国家共同推出 GfK•Twitter 收视率调查,该合作旨在提供 Twitter 用户对电视节目和广告活动所发评论的实时到达率和频次洞察。
    • 09/14/17
    • Media and Entertainment
    • Global
    • English

    A rising SVOD tide may not raise subscription prices

    With the number of subscription video on demand (SVOD) services growing, and existing ones getting frequent enhancements, media stakeholders have to wonder when “enough” will become “too much”. How many of these services will consumers subscribe to, and how much will they pay? Is there a road to profitability for market leaders who are investing millions in original content and exclusive licensing?

    Movement in the marketplace

    In the past year, signs of the SVOD market’s vitality have been easy to spot. There are new offerings – some smaller (Britbox) and some larger (Sling TV). A recent entrant, CBS All Access, is finally readying for its likely reason for being – the launch this fall of the streaming-only Star Trek: Discovery series. Among the Big 3 SVOD services, we’ve seen enhancements by Hulu, which added ad-free and live-TV subscription options. Amazon expanded its originals and will offer streaming of NFL games in the coming season. Market-leader Netflix seems to have scaled back its ambitions, opting for more curation and showing a willingness to cut ties with expensive but less-successful originals (The Get Down and Sense8). And the big recent news hanging over this entire market is Disney’s announcement that it will launch its own SVOD service and pull back its licensed content from other SVOD players – a double whammy for established players in the space.

    How much are subscribers willing to pay?

    We can gain some insight into the SVOD marketplace – at least for the Big 3 SVOD services – by looking at the eighth annual Over-the-Top TV report from GfK’s The Home Technology Monitor™. First, we see that the proportion of Netflix subscribers who also subscribe to either Amazon Prime Video or to Hulu – those that are multiple subscribers – has doubled in the past three years, from 10 percent in 2014 to 21 percent in 2017. The good news: We have proof that consumers are open to having more than one paid streaming service. But, on the downside, this may squeeze the amount they are willing to pay for each. The most interesting insight comes from our tracking since 2014 of perceived value for each of the Big 3 services. Measured in 2014, 2016, and 2017, we asked regular users of each service what was the maximum they would pay per month for that service. As we noted in 2016, and now see again in this year’s data, there is very strong indication for a “natural limit” of about $11 per month for any SVOD service. With standard service currently costing $9.99 a month for Netflix, $7.99 ($11.99 ad-free) for Hulu, and $8.25 for Amazon, we can again see there is good news (all are valued higher than their actual costs) mixed with bad (there is little room for additional subscription price increases). In particular, Netflix appears most vulnerable. Their standard service is already priced at 92 percent of the maximum price (compared with Amazon at 86% and Hulu at 79%). Also, Netflix’s perceived value showed no change in the past 16 months, while Amazon and Hulu scored positive (albeit small) momentum. Add in the consumer budget squeeze from the increase in multiple SVOD subscriptions, and the days of being able to easily run up revenues through subscription increases may be over.

    Altering the business model?

    While Hulu has advertising as a second revenue stream, Amazon has both very deep pockets and a raft of additional benefits from being a Prime member (shipping, music, e-books, etc.) – perks that Netflix lacks. Netflix’s ability to offset an increasing mountain of debt[1] may be limited by its current business model; it may, at some point, need to consider advertising, program sponsorships, or other streams of revenue in order to make Wall Street happy. Pricing aside, many other aspects of SVOD services need to be explored in the future as these services proliferate. What is the total budget for streaming and/or pay TV? How does the wide choice of services fit together? How can services avoid monthly, seasonal, or program-related churn? And, perhaps most importantly, how can consumers easily find their way to the content they want to watch across these multiple platforms? We look forward to partnering with our clients to further explore this space and help drive successful business outcomes. Get similar insights – and many more – as soon as they get published by subscribing to The Home Technology Monitor™ in 2017. Aside from the Over-the-Top TV 2017 report, our reports this year include our annual Ownership and Trend Report, Commanding Media (voice commands), TV Everywhere, and SVOD Digital Journey. [1] “Netflix is on the hook for $20 billion. Can it keep spending its way to success?”, Los Angeles Times, July 29 2017. http://www.latimes.com/business/hollywood/la-fi-ct-netflix-debt-spending-20170729-story.html hbspt.cta.load(2405078, '9e81766d-3de3-4a41-b18f-755b81cf461d', {});
    • 09/06/17
    • Fashion and Lifestyle
    • Home Appliances
    • Financial Services
    • Media and Entertainment
    • Retail
    • Technology
    • Travel and Hospitality
    • Automotive
    • Consumer Goods
    • FMCG
    • Home and Living
    • Market Opportunities and Innovation
    • Global
    • English

    The mood of the world today – what are people thinking?

    In this free on-demand webinar, our experts dive into current consumer confidence and other key indicators of the consumer mindset and what it means for individual markets and brands.
    • 09/01/17
    • Media and Entertainment
    • Technology
    • Media Measurement
    • Global
    • English

    Researching the mind of a ‘distracted viewer’: The greater than ever role of engagement and the gains of AI

    The rules of engagement have modernized. There is no question that – for a while now- we’ve been living in the era of the ‘distracted viewer’. If anything, the re-invention of TV over the last decade should have spawned a more appreciative and engaged consumer. Firstly, content on the small screen has re-emerged as innovative, surprising, ‘wonder what comes next’ claiming, it feels, some of the old cinema aura. Secondly, more money than ever before is now spent on commissioning and acquiring content for the general TV; Netflix, Amazon and HBO announced they are spending, as a total, more than $12 billion dollars on content this year Instead, the abundance of shows to choose from combined with the plethora of devices demanding our attention have turned us consumers into the toughest of judges on a talent show at any given time. And I will explain why; whether we are streaming or still enjoying the traditional TV, viewing is rarely a single action. Online browsing, social networking, instant messaging or just good old phone ringing come in the way of a viewing experience. Unless we make a conscious decision to remain uncontactable during a viewing session, pop up alerts will be fighting for our attention throughout repeatedly asking us to make a choice as to whether the content we watch is worth interrupting; our engagement will be undoubtedly tested.

    Engagement through emotion

    So, what is it in a programme that keeps us engaged? For many decades, creatives globally (with the help of their insight teams) have been attempting to solve the engagement question, which more often than not is synonymous with international appeal and longevity of a show in the viewers’ hearts. Figuring out that emotions are some of the main drivers of engagement is almost straightforward. Deciding which are the lead emotions and how to track them is trickier. In market research, emotions are captured in numerous and cross methodology ways: from using words/emojis/open questions in quantitative surveys to having ‘emotional’ qualitative group discussions and in depth one-to-one interviews to using dial testing, heart rate tracking and machine learning algorithms like facial expression capturing and voice recognition, all used to define the emotional connection between the viewers and a new programme. But, in all honestly, creatives have been taking the lead on this one, not necessarily with the fine-tooth comb of emotions, rather with gut feeling and their years of experience taking centre stage in this decision making. Sometimes the audience choices will contradict these decisions. The most striking example of a success that was failed to spot is ‘Mad Men’; it was rejected by both HBO and Showtime before AMC decided to take a punt with it. Same with C.S.I. which was consciously overlooked by ABC, NBC and Fox and it was only the CBS executives who decided to take a chance with it. 17 years after it first launched, it continues to be the bread and butter of many schedules around the world.

    Measuring audience emotions

    So, what’s so important about emotions that can predict a show’s appeal? The answer sits somewhere between neuroscience and psychology. Think about a movie scene that increased your heart beat, made you start biting your nails again, stand up or even scream. At that particular moment, you were biometrically experiencing what was happening in the movie world, fully empathising with the feelings of the character. If then or immediately after you were asked a pure and undiluted research question like: ‘what did you think?’, any emotions would be decoded in your answer. GfK Voice allows us to do exactly that, ie. capture audiences’ emotions and their sense of engagement by translating people’s voice response to quantifiable data.

    Analyzing the ‘distracted viewer’

    Once emotions subside, people start rationalizing what they’ve experienced. Referring to that movie scene again here, if it’s memorable and worth pondering, thoughts will start coming in. Emotions will give place to reasoning and our ‘distracted viewer’ will engage in chats, tweets, will write reviews, share comments on social media and even reply to surveys offering well-thought, moulded answers. The key to unlocking the essence from all this unstructured text is artificial intelligence (A.I.). The text mining process that analyses transcripts, unlocks themes, detects how formal, informal or emotive writing is, is what we call Advanced Text Analytics. This automated process of examining text delves deep into the context behind engagement recreating the consumer’s mind. The combination of emotional decoding and artificial intelligence can shine the brightest light on the consumer’s mind and produce powerful diagnostic as well as predictive results. Engagement might be constantly tested with distractions all around us and machine learning technologies define exactly how much that is. However, in this world of distractions, the abundance of platforms consumers use to express themselves unveils the deepest insights that are often the hardest to get. And this is where A.I. benefits the most. hbspt.cta.load(2405078, '1666e93b-ae0f-44ea-ab46-054ef5cc96ff', {});
解决方案
  • 品牌及客户体验

    品牌及客户体验

    品牌正面临重重压力,需建立起有效的情感联系以及消费者与业务决策者之间的关系。

    我们的成功基于为目标受众提供能够产生共鸣的体验,这贯穿于消费者对品牌、产品或服务的每个体验点之中。 

  • 消费者样本研究

    消费者样本研究

    您的业务围绕着消费者展开,因此理解您的消费者对于确保产品和服务能够满足他们的需求,明确潜在机遇的发展机会,显得至关重要。

    我们的国际消费者样本研究专业知识,为您提供明智的消费者洞察,向您揭示出哪些是您的消费者,以及他们对于所有渠道的态度和行为。

  • 数字市场情报

    数字市场情报

    当消费者进行购物、搜索、沟通、收集信息,接触网上的公司或品牌时,他们不同的行为表现取决于所用的设备或屏幕。无论使用什么渠道或设备,他们都期待获得一致的体验。

  • 受众评估与洞察

    受众评估与洞察

    现在的顾客比以前享有更多的媒体内容、渠道和更多的设备选择。

    广告人、媒体所有者和媒体广告投放者需要确定哪些数字和传统渠道最能成功吸引目标受众。

  • 销售数据监测

    销售数据监测

    零售商和制造企业在开发产品和服务过程中面对着各种压力,力求最大程度地提高销售和利润并留住顾客。

    销售的成功有赖于拥有最新的零售数据,再结合对哪些产品或服务在市场中销售好坏的全面了解,这样企业可以制定明确的战略来获得商业增长和提高投资回报。

  • 购物者

    购物者

    数字化时代不断开辟出新的购买路径,并且改变着人们的购物方式及购物地点。购物者可通过多渠道进行品牌体验,因此他们也将获得越来越多的支持数据。

    为了能在大数据、多渠道的环境中保持竞争力,企业需要确定并利用整个购买路径最相关的数据。利用该数据,公司可以对于购物旅程中的每一步进行优化。

GfK研究人员
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