If you looked five years ago and someone told you, that in 2017 you would buy Ryan Goslin’s glasses in La La Land, making two clicks on digital video content, you would have thought it was a joke or you were being teased.
The times we live are probably not the times of the skeptics, but of those who transcend beyond the technical possibilities, imagining and rewriting new business models yet to be discovered.
We have spent more than a decade building and generating together the information and content society.
We started with a digitization of text, audio, and video, we were increasing qualities as machines, developments and networks evolved, but during more than ten years we have not been able to delve into the digital signals we had in our hands.
They have always seemed digital (but flat), there was not much else to do other than visualize, listen or read.
The hardware development in the video game industry, as well as the advances of parallel computing in the cloud, provide us with process possibilities that until a few years ago seemed to us impossible or science fiction challenges.
With Deep Learning we move to a new state in which the digital plane becomes exponential, and the business model mutates to three-dimensional, if we can map and label all the content we have in image and video, we move to a new phase of the Internet, where the link building can multiply by 3.
It is no longer about creating links in pages about a text, but entering into content and multiplying its possibilities.
The next step will be the combination and remix between all the new tags (tags and metadata) that will flourish within the image and the video, along with the rest of the content already integrated on the Internet.
We will combine videos and images with each other, as well as audio tracks of different signals, imagine a kind of hyper-related Wikipedia that moves within the already generated media content, we will see it and sooner than expected, we are in the second step of digitizing this type of content that will open a generation new digital content, based on its interrelations and combinatorial modes.
A new door opens for eCommerce, digital retail channels are re-invented, value chains change and intermediaries (those that were new and digital) pass the relay.
Advertising acquires a new level, not because of the recognition of the brand or product in question, but because of the possibility of identifying the locations, who would not like to have a coffee in the Jazz Club that appears in La La Land.
Amazon, maybe the best positioned in this new casting of actors, but what happens with film and television production studios, those who went through a process of disruption so accentuated, have realized the new door of opportunity that gives them this technology.
What value does the sponsorship of traditional brand advertising in life cinema acquire?
What is going to happen in the Video on Demand platforms of payment by monthly subscription? Will it make sense to continue with this mode of monetization? Would it make sense to offer the platform and the free contents for the user in order to exploit the brokerage law, advertising and eCommerce ?, has finally achieved a natural advertising method, not annoying, or intrusive, embedded and attractive?
As users, what information and data about tastes or preferences can we offer in order to receive extraordinarily personalized services? What would they have to give us in return?
What happens with real-time video recognition platforms for the blind like AIpoly ?, where using the mobile camera recognizes any product or brand, how long will it take to place an order in Amazon Fresh capturing a photo with our mobile?
We thought that everything was written about content, but certainly, we have not done more than start thinking about what we already have digitized, now that we can process it, as soon as we understand it and combine it correctly, we will reach ecosystems of content and digital business new and pending to explore.
Step by step the whole explanation according to the nine modules:
1st/ Customer Segments.
For whom is TheTakeAI creating value?
Who are their most important customers?
- Universal Pictures, Comcast, Bravo, E!, Fandango, Sony Pictures and the Hallmark channel, and Massive e-commerce consumers.
2nd/ Value Propositions.
What value does TheTakeAI deliver to the customer?
Wich one of their customer’sproblems are they helping to solve?
What bundles of products and services are they offering to each Customer Segments?
Wich customer needs are they satisfying?
- White label VIDEO COMMERCE SOLUTION.
- To make the process more effective for companies investing in getting their products into films.
- To maximize publisher ROI for the duration of the video´s published life.
- Half-a-million monthly users.
Through wich channels do their Customer Segments want to be reached?
How are they reaching them now?
How are their channels integrated?
Wich ones work best?
Wich ones are most cost-efficiency?
- TheTake.AI and TheTake.com.
- Mobile apps.
- Smart TVs.
- Set-top-boxes and more.
- Social media.
- Social networks.
- Image Gallery.
4th/ Customer relationship.
What type of relationship does each of their Customer?
Wich ones have they established?
How are they integrated with the rest of their business model?
How costly are they?
- B2B relation.
- B2C, Platform.
- Users community.
- Partnership aggregation.
- Any device or media type.
5th/ Revenue Streams.
For what value are their customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
- Integration is free for large scale video publishers.
- 1: white label Video Commerce (They optimize merchant partnerships and share back in the revenue to publisher and content partners)
- 2: Media Insights Analysis (Project specific pricing available upon request)
6th/ Key Activites.
What key activities do their Value Propositions require?
- Software Development.
- Platform management.
- Platform promotion.
- IT operations.
- Service provisioning/customer service.
- Content aggregation.
- BIG DATA (over 10.000 000 products)
- Intelligent Video Processing.
- Neuronal Network product Identification.
7th/ Key Resources.
What Key Resources do their Value Propositions require?
- Intellectual Property.
- Software Development.
- Private databases.
- Partnership agreements.
- Modern technology.
- AI and Machine Learning.
- Shopping interface
8th/ Key Partners.
Who are their Key Partners?
Who are their key Suppliers?
Wich key resources are they adquiring from partners?
Wich Key Activities do partners perfom?
- TheTake is broken out into two core products.
- TheTake.AI and TheTake.com.
- Venture Capital Investors ( Demarest Films, NBC Entertainment Co-Chairman and Electus Chairman, Ben Silverman, Halic)
- Merchant partnerships.
- Kanye West.
9th/ Cost Structure.
What are the most important cost inherent in their business model?
Wich Key Resources are most expensive?
Wich Key Activites are most expensive?
Team, Software development, Platform maintenance, Legal, R&D, Traffic, Content, Licensing, and Employees.
For thousands of business models explained like this one, including Start-ups, Fortune500, MIT Technology Review and so on, you can visit:
FACEBOOK BUSINESS MODEL | HOW DOES FACEBOOK MAKE MONEY | STRATEGY AND INSIGHTSDecember 9, 2017
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