This volume considers the different implications of the rise of streaming services and their particular acceleration during the COVID-19 pandemic. Exploring the significant disruption caused to the entertainment industries by the rise of these streaming services, a team of international scholars examine changes to labor issues and compensation, which were central to the conflict between the Writers Guild of America members and their agents, the broadening divide between networks and affiliates, the significant consolidation of the media industry resulting from Disney’s acquisition of Fox ahead of the launch of Disney+, and the variety of business models behind these services that defy the traditional advertising models and standard revenue streams. This thorough and multifaceted look at this rapidly growing section of the entertainment industry will be of interest to academics and students working in film and TV studies, media industry studies, digital media studies, business, and communication studies.

This volume addresses contemporary debates and trends regarding the production and distribution, content, and audience engagement with the television streaming industry. The book interrogates the economics and structure of the industry, questions the types and diversity of content perpetuated on streaming services, and addresses how audiences engage with content from US and global perspectives and within various research paradigms. Chapters address television streaming wars, including the debates and trends in terms of its production and competition, diversity and growth of programming, and audience consumption, focusing on multiple platforms, content, and users. This timely and creative volume will interest students and scholars working in television studies, media industry studies, popular culture studies, audience studies, media psychology, critical cultural studies and media economics.

The first comprehensive account of the biggest wake-up call in the history of the entertainment business: the pivot to streaming. Go inside a disparate group of media and tech companies -- Disney, Apple, AT&T/WarnerMedia, Comcast/NBCUniversal and well-funded startup Quibi – as they scramble to mount multi-billion-dollar challenges to Netflix. After spotting Netflix and the deep-pocketed Amazon Prime Video a decade’s head start, rivals from the tech and start-up realm (Apple, Quibi) and traditional media (Disney, WarnerMedia, NBCUniversal) all decided to move mountains to enter the streaming game. At a cost of billions, each went after their own piece of the market, launching five new services in a seven-month span. And just as the derby was heating up, the coronavirus pandemic arrived, a black-swan event bringing short-term benefits but also stiff challenges. The battle for streaming supremacy may end up having more than one winner, but the cost and disruption to decades-old business models have also produced a lot of losers. Binge Times reveals the true costs of the vision quest as companies are turned inside-out and repeatedly redraw their org charts and strategic plans. Stretching from Silicon Valley to Hollywood to Wall Street, it is a mesmerizing, character-rich tale of hubris and ambition, as the fate of a century-old industry hangs in the balance.

The Creative Industries and International Business Development in Africa takes an unorthodox approach to showcasing the trends and challenges of the contemporary creative economy with a view to positioning the sector for a global audience.

Online television streaming has radically changed the ways in which programs are produced, disseminated and watched. While the market is largely globalized with some platforms streaming in multiple countries, audiences are fragmented, due to a large number of choices and often solitary viewing. However, streaming gives new life to old series and innovates conventions in genre, narrative and characterization. This edited collection is dedicated to the study of the streaming platforms and the future of television. It includes a plethora of carefully organized and similarly structured chapters in order to provide in-depth yet easily accessible readings of major changes in television. Enriching a growing body of literature on the future of television, essays thoroughly assess the effects new television media have on institutions, audiences and content.

This book offers a direct, actionable plan CMOs can use to map out initiatives that are properly sequenced and designed for success—regardless of where their marketing organization is in the process. The authors pose the following critical questions to marketers: (1) How should modern marketers be thinking about artificial intelligence and machine learning? and (2) How should marketers be developing a strategy and plan to implement AI into their marketing toolkit? The opening chapters provide marketing leaders with an overview of what exactly AI is and how is it different than traditional computer science approaches. Venkatesan and Lecinski, then, propose a best-practice, five-stage framework for implementing what they term the "AI Marketing Canvas." Their approach is based on research and interviews they conducted with leading marketers, and offers many tangible examples of what brands are doing at each stage of the AI Marketing Canvas. By way of guidance, Venkatesan and Lecinski provide examples of brands—including Google, Lyft, Ancestry.com, and Coca-Cola—that have successfully woven AI into their marketing strategies. The book concludes with a discussion of important implications for marketing leaders—for your team and culture.

In the tradition of Phil Knight's Shoe Dog comes the incredible untold story of how Netflix went from concept to company-all revealed by co-founder and first CEO Marc Randolph. Once upon a time, brick-and-mortar video stores were king. Late fees were ubiquitous, video-streaming unheard was of, and widespread DVD adoption seemed about as imminent as flying cars. Indeed, these were the widely accepted laws of the land in 1997, when Marc Randolph had an idea. It was a simple thought—leveraging the internet to rent movies—and was just one of many more and far worse proposals, like personalized baseball bats and a shampoo delivery service, that Randolph would pitch to his business partner, Reed Hastings, on their commute to work each morning. But Hastings was intrigued, and the pair—with Hastings as the primary investor and Randolph as the CEO—founded a company. Now with over 150 million subscribers, Netflix's triumph feels inevitable, but the twenty first century's most disruptive start up began with few believers and calamity at every turn. From having to pitch his own mother on being an early investor, to the motel conference room that served as a first office, to server crashes on launch day, to the now-infamous meeting when Netflix brass pitched Blockbuster to acquire them, Marc Randolph's transformational journey exemplifies how anyone with grit, gut instincts, and determination can change the world—even with an idea that many think will never work. What emerges, though, isn't just the inside story of one of the world's most iconic companies. Full of counter-intuitive concepts and written in binge-worthy prose, it answers some of our most fundamental questions about taking that leap of faith in business or in life: How do you begin? How do you weather disappointment and failure? How do you deal with success? What even is success? From idea generation to team building to knowing when it's time to let go, That Will Never Work is not only the ultimate follow-your-dreams parable, but also one of the most dramatic and insightful entrepreneurial stories of our time.