How Joost lost its way

1 07 2009

Joost yesterday confirmed it was pulling out of consumer-facing services. Where did it fail where Hulu succeeds?

Lesson number one: when breaking a new product category, be modest, even if you were the founders of Skype and Kazaa.

Lesson number two: if you’re dealing with a media and entertainment industry sh*t scared about its future, be humble and straightforward. Suggesting that you’re about to replace television would be the wrong approach.

Lesson number three: speak a language that TV networks understand. Get them in the comfort zone and build.

Three simple reasons why Joost only had black and white episodes of Lassie and vids of girls in bikinis.

The arrogance of its founders was its principal failing.





Joost – what went wrong?

6 04 2008

It was heralded as re-inventing the TV paradigm or the end of TV as we know it, yet barely a year after its public launch, online video service Joost appears to be lurching from one crisis into another. The service is planning a major retrenchment, reports the UK’s Sunday Times newspaper, “after failing to attract enough users and top-flight broadcasting rights.”

Joost was the one service guaranteed to get the digerati foaming at the mouth, with the kind of gushing enthusiasm normally reserved for the latest Apple gizmo. The company struck gold early in its history by opportunistically inking a content deal with Viacom – some speculated it was less about Viacom making a serious push into the brave new world of web video and more one-in-the-eye at YouTube, which it is currently suing for alleged copyright infringement.

The online video market has evolved considerably during the last year – most if not all of the big broadcast networks have launched or beefed up their offers: NBC Universal and NewsCorp. have bowed their “YouTube-killer” portal Hulu; the BBC iPlayer eventually made its debut and ‘Project Kangaroo’, the JV between the BBC, ITV and Channel 4 looks set to create a new online video powerhouse later this year.

Meanwhile Joost, requiring users to download and install a desktop application, populated with pedestrian content, is in danger of looking as cutting edge as a parent at a school disco. Moreover, at a time when play now Flash streaming has become the de facto user experience, Joost feels clunky by comparison. True, Apple’s iTunes also requires users to install a desktop app, but it does boast some heavyweights as content partners.

It’s a cruel twist of irony that the ‘revolutionary’ service which looked set to shake up the TV paradigm is in danger of looking so web 1.0 at a time when video is so seamlessly being woven into the fabric of the rest of the web. Joost is retrenching from global markets to focus on the U.S., says The Sunday Times – something it probably should’ve done in the first place.

Moral of the tale #1 is that striking gold very seldom happens more than once in succession – something the entertainent industry understands well. Joost’s founders Niklas Zennström and Janus Friis may have turned the telecoms industry upside down with Skype, but thus far Joost has failed to establish itself as anything more than an over-hyped vanity business.

Moral of the tale #2 is under-estimate the deeply-entrenched business models of media and entertainment incumbents at your peril.

The future for Joost? Renewed focus on the U.S. will likely help the service to leverage its strengths and build a significant niche market. Eventually its founders will tire of it and likely offload it to a media heavyweight. beyondnessofthings predicts Viacom will buy it at fire auction rates.

Update: Joost has rebutted yesterday’s story in The Times, telling paidContents Rafat Ali that it’s not planning any major layoffs, though it is doing a “re-alignment” (not to be interepreted as a sole focus on the U.S. market). beyondnessofthings accepts that Joost may not be refocusing its activity to the extent outlined in the Sunday Times report, but stands by the comments stated above.





Indies embracing the web and new platforms

3 02 2008

The growth of new distribution opportunities via the internet has prompted some independent production companies to find additional options for exploiting their content, while others are producing content specifically for the web.

Here’s a round-up of some of the key players so far:

  • Miles Beckett and Luke Hyams, the co-creators of LonelyGirl15, are rightly dubbed the kings of social networking drama. The duo have gone on to form LG15 Studios, with backing from Hollywood talent brokers Creative Artists Agency, deepening their relationship with Bebo by producing Kate Modern.
  • Veteran U.S. independent Mark Burnett Productions, best known for a slew of reality TV formats, has been actively syndicating derivative programming to web portals for a number of years. Its series Rock Star: INXS was offered via MSN, albeit as an enhancement / spin-off to the linear show. However, the company is getting more active with pure new media plays: last September it launched Gold Rush, an online reality game via AOL.
  • Ex-Disney chief Mike Eisner’s Vuguru was founded in March 2007 and rapidly cut through with Prom Queen, a scripted drama comprising 80 x 90-second minisodes, distributed via its own site , YouTube and Veoh (which Eisner is also backing).
  • U.K. indie RDF is currently developing Rough Cuts. a comedy portal featuring full-length download-to-own programmes from its own catalogues (RDF is a distributor, as well as a production company), other independents and, it hopes, under license from broadcasters. Last July, the company’s U.S. offshoot inked a licensing deal with Daily Motion.
  • Endemol – the company which brought the world Big Brother – was one of the first major indies to license its back catalogue content to U.K. IPTV service BT Vision, as well as to pure web plays, such as Joost and newcomer Next.TV. The company is also producing Gap Year, a web exclusive travelogue for Bebo. At the C21 Future Media conference in London late last year, Endemol’s Peter Cowley, managing director of interactive media, disclosed that its digital division was contributing between 10 to 20% of overall revenues.
  • FremantleMedia’s strategy focuses on marrying up excellent creativity, low budgets and profitability. The company – behind linear hits such as American Idol – owned by media conglomerate Bertelsmann subsidiary RTL Group, has a new platforms division overseen by programme syndication veteran Gary Carter. Aside from licensing deals, the company’s key new media property is web and mobile comedy channel Atomic Wedgie, an aggregation of younger-skewing short-form programmes which achieved nearly 3 million views via MySpace during Q4 2007. The company is working on an interactive drama format for syndication to web aggregators during 2008.
  • IMG and its television division TWI has established a fearsome reputation for global syndication (the business was built out of sports talent management) and boasts a programme catalogue of 250,000 hours of premier sports events (Wimbledon, the PGA Tournament and U.K. Premier League are among those it represents). The company has been developing content propositions for new platforms – albeit based on wobblier technology than today – as far back as 2003. The company’s Gamer.tv format (which enjoys the dubious distinction of being banned in China) was one of the first made-for-TV shows to be syndicated to web portals, such as MSN.




TV nets face up to growing online competition

25 09 2007

Variety reports on the latest online video forecasts produced by market analysts Screen Digest: the U.K. market for online TV will be worth £181 million (US $362 million) by 2011, but growth of the online movies segment is predicted to be slower.

There’s no doubting that across the Pond, the competitive environment is really gaining traction, as observed by the Financial Times: in the two years since that watershed moment when iTunes first started offering download-to-own TV shows from Disney, all of the major networks have scrambled to not only beef up their own sites, but also to broker those all-important third party syndication deals.

In the last week alone, Walt Disney-owned ABC has agreed a deal to syndicate its shows, for free, via AOL. The net joins CBS, which has been aggressively pursuing its own syndication strategy for the past few months, while Hulu.com, the online video aggregator site JV between NBC Universal and NewsCorp. is due to bow next month.

Hopping back over the Pond to the U.K., the BBC, ITV, Channel Four and five all have online catch-up TV services: the BBC offers the broadest range and volume of hours, while ITV and Channel Four are increasingly bolstering their catch-up offers with back catalogue shows. Satellite broadcaster BSkyB is broadening its Anytime service, with different flavours of the catch-up service available both via broadband and Sky+ DVRs; the company’s recent pact with Sony will also see an extension of the service for Playstation PSPs.

The Screen Digest research referenced at the top of this post acknowledges that established players such as TV networks also face competition from non-traditional market entrants, such as Joost and iTunes. Significantly, it may be players such as Apple and Microsoft, which stand to gain the most if they can finesse their strategies to leverage consumer relationships through ownership of devices, such as iPods, or the world’s most uniquitous operating system.

Four predictions of my own:

  1. The last year or so has merely been about positioning and trying to establish which online video offers work, and which don’t. Note CBS is moving beyond merely offering full-length TV shows online and gradually ramping up 2.0 functionality: conversational content. 2008 will see the space grow up considerably. 
  2. Whether it’s aggregators or TV networks’ own sites, online video offers are principally restricted to ‘walled gardens’ of content, usually from the operating network or a select few content partners. This is wholly alien to the TV viewing experience: consumers don’t watch shows from a single network or producer. The walled garden approach smacks of protectionism and, over the fuller term, it won’t last for all but the smallest handful of players. The creation of Hulu.com is the first acknowledgement by two major players that hybrid partnerships such as thes, which broaden out the available content offer, are the way to go. YouTube is further evidence of a successful broad-brush aggregation model – albeit with some copyright complications.
  3. The market is already overcrowded: come further shocks to the world’s stock markets (an inevitability), watch the venture capital evaporate. Incumbent players looking to second or third round financing, against a backdrop of unproven business models (let alone profit) will shutter or consolidate. Viacom had better be hoping that it can pick up the assets of Joost for a song.
  4. Apple TV and Microsoft Media Center are the first two examples of mainstream PC/TV convergence: but neither has yet created a compelling enough content offer nor low enough price points to give the products a reasonable run at setting the market alight, beyond early adopters. Next gen games consoles from Sony and Microsoft will up the ante by gradually bolstering their IP-delivered VOD offers, but even these may struggle to break through beyond gaming loyalists. Either some boffin will come up with the cheapest and most elegant plug-and-play convergence-enabler – witness what Freeview set-tops did for the U.K. market – or new product categories, such as networked DVD player / recorders or DVRs will hit that magic tipping point of attractive pricing and mainline retail distribution.




Enter the Joost-alikes

11 09 2007

When online video aggregator overhauled its user interface, it was with more than a nod towards the approach taken by incumbent service Joost.

Next came a mash-up of Joost and YouTube, brought to us by enthusiast Paul Yanez (who has done the same with iTunes and Babelgum; though running more than one of these at a time will likely crash your machine).

Now the sincerest form of flattery of all, DNAStream is offering a service which slavishly looks like Joost, but purports to be from another service provider. However, unlike Joost the service requires no client to be downloaded and runs in a standard browser window, nor does DNAStream provide any information about itself on the site (presumably, for fear that Joost lawyers will come-a-knocking).





Joost acquisition; opens API to developers

4 09 2007

Joost has hired developer Hal Schechner and snapped up the assets of his fledgling site OnTheToob, which allows users to customise channels, reports JoostTeam.com. 

In related news, alongside various bug fixes in the new release of Joost, the company has announced that it is to open up the API to developers, allowing developers to create their own plug-ins.





NFL seizes back control of its online video destiny

3 09 2007

The U.S. National Football League (NFL) has regained direct control over some of the most valuable online video out there by hosting material on its own site, ending a seven-year partnership with CBS Sportsline.

The NFL’s new approach gives it more say over the context in which its material is presented, as well as leverage when it comes to setting advertising rate cards. The move also rekindles the debate over whether walled gardens limited to the content of a single provider, or syndication via broader aggregators will win the day.

For certain genres of content — sport and new release movies as examples — restricted availability via a single destination will likely continue to work. But for everything else, TV shows included, it’s an approach which flies in the face of one of the most established consumer beahviours: the way in which they watch TV and that this is never limited to a single channel or network.

It’s the latter approach which informs emerging plays from the likes of Joost and Babelgum, with one current downside, neither has yet to sign up a breadth of content providers which make either service a destination in their own right.

Hulu.com, the soon-to-launch online TV portal JV between NewsCorp. and NBC Universal (NBCU), promises to redress the balance, and even now it’s clear that at least one of the partners is re-thinking its distribution relationships with third parties, such as last week’s revelation that NBCU is to end its deal with iTunes. 





Why size matters :)

31 08 2007

Perhaps a general excuse for a syndicated feature on the brave new world of online TV and video, but this piece from AP makes an interesting, yet also baldly obvious, observation that online video viewers expect a full-screen, televisual experience, rather than watching something which judders in a console the size of a postage stamp.

Particularly telling are the straplines employed by incumbent services:

Babelgum’s slogan is: “TV experience, Internet substance.” Veoh touts: “VeohTV makes watching Internet as simple as watching television.” Joost simply states: “The new way of watching TV.”

Which suggest that out of the three quoted, two get it and are playing the long game on anticipated mainstream usage, while Babelgum is clearly speaking more directly to the early adopter audiences which forms the user bases of all three offers.

The report also cites A poll conducted by AP and Time Warner Inc.’s AOL from last September, which found that only one in five online video viewers have watched or downloaded a full-length movie or TV show. Arguably both dated and self-serving given the commissioners of the study.

What’s without a doubt, as the piece highlights, is that  TV and PC environments are merging. It will take 10-20 years, according to the report for them to fully converge, the report adds, perhaps a subjective judgment, given the speed of change both within the service, technology and device landscapes and broad underestimates of consumer adoption.

TV viewing is one of the most deeply-entrenched habits witnessed by humankind, after the other thing, change is beginning to happen quite profoundly among both younger and yonug-at-heart consumers, but the mainstream majority will likely take longer than the VC-backers and hyping-journos would like to believe. This isn’t an uncertain world, merely one which is shifting distribution mechansim.





WiTV: the new Joost-alike kid on the block

20 08 2007

When Joost emerged from its Venice Project chrysalis late last year, commentators said it would re-invent the TV landscape.  Then came Babelgum and Veoh, products which have adopted broadly similar approaches: full-screen, televisual user interfaces paired with community features, such as the ability to customise channels and rate content.

Now it seems these three are to be joined by yet another newcomer, WiTV, conceived by the people behind the Streamcast Player.

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Details of the new service remain sketchy, beyond a currently small amount of blog chatter, but you can bet you’ll be hearing a whole lot more about this over the coming months. WebTVWire was first to splash news of WiTV back in June, following up yesterday with these screen shots. Hopefully the company will work out how to spell trailer before it rolls out to the public 🙂

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Differentiating it from the rest of the pack, WiTV is browser-integrated, so will work across all operating systems from word go — it’s only in recent months that Joost has released a Mac-compatible version, while the BBC’s iPlayer continues to vex Mac owners and open sourcers by only offering a Windows XP version in its initial release.

It’s stated that the service is compatible with Apple TV and Windows Media Center, bridging the all-important ‘last 20 ft’ PC / TV divide. If the developer’s claims stack up, the service also works with mobile devices and games consoles.

In these just-released screen shots, its backers have clearly been giving careful thought not only to community-type features (Skype compatability is mentioned in reports) but also to attracting content owners, through branded environments, as well as advertising overlays.

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Another key differentiator, it’s claimed, is that all content will be streamed directly from a central server. It’s already widely-known that despite being bases on a p2p architecture, Joost continues to server augment content distribution to its one million registered users.

As impressive the screen shots are, it remains to be seen whether WiTV’s backers will have the wherewithall to cut meaningful content deals: Joost’s formidable hype machine, the deep pockets of its Skype-founding backers and a liberal sprinkling of opportunism have allowed it to engage majors such as Viacom. Meanwhile, despite wheeling out Spike Lee at its launch to media movers and shakers in Cannes earlier this year, Babelgum has announced just 25 small, indie content deals.

One to watch…





Joost: two fingers up to UK broadcasters

29 07 2007

Noteworthy quote from a recent interview with Joost co-founder Janus Friis in last Monday’s Guardian newspaper: “If the UK broadcasters want to focus on Project Kangaroo [the mooted online video aggregation site tying up all UK terrestrial broadcasters], then fine. We’ll focus on countries like France and China and I’ve no doubt the UK will develop over time.”





Forecast: internet TV advertising to be worth $10 billion by 2011

29 07 2007

Online video advertising is set to take 18% of all internet ad revenues by 2011, according to a forecast published last week by research firm Understanding & Solutions (U&S).

“There is an Internet TV ‘goldrush’ in progress,” says the company, “as mainstream broadcasters, cable networks and TV content producers move their content online alongside a new raft of legitimate ‘Webcasters’ (Internet Video and TV aggregators) like Joost, Vudu and Babelgum.”

“Globally, we estimate there are more than 20 billion videos being streamed across the web each and every month. In the US alone, active Internet video users are streaming an average of 55 videos per month – and this is just the beginning,” said U&S principal consultant John Bird.

“Online video is growing at around 200% each year and, going forward, television will be a primary driver. Major US broadcast networks are already reporting tens of millions of streams monthly from their websites, but to build sustainable revenues the industry needs to effectively engage with consumers to understand what works, it needs to establish re-transmission rights and develop audience measurement techniques.”

Unlike music and film industries, which operate with paid-for content, television is predominantly a free-to-air market and lends itself to the Internet. The challenge for the industry will be in harnessing the power of the medium and developing the revenues through sponsorship, advertising, subscription and paid-for business models. Piracy and ‘free’ TV content on file-sharing networks will be an endemic problem faced by the emerging business, as has been the case for the music industry over the last 10 years.”





What’s holding online video advertising back?

26 07 2007

Wave, after wave, after wave of research suggesting that consumers (especially younger ones) are spending more time watching video online; tet the ad $ have been slow to move in. Why?

Take Procter & Gamble – the biggest advertiser in the world – which over recent years has accelerated the amount of spend away from traditional media and towards online. What aren’t the rest getting?

Well there’s the small problem of measurement, for starters: Nielsen/NetRatings may have made a bold announcement about standardisation, yet implementation is still some way off.

Meanwhile, eMarketer claims 2007 is the year where ad spend on online video will rise by 89% . What are we waiting for?

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In a word (or several): the big trucks rolling into town.

It’s unlikely the effects of new launches from the NBC Universal / NewsCorp. ‘newsite’ launch, Comast’s major web drive, Joost out of beta and the BBC’s non-public service iPlayer launches will be fully felt at least until next year. Which is why next year the figures for ad spend suddenly start to leap. Advertisers need proof-of-concept, not stuff for shareholders.

Then there’s honing understanding of the type and duration of advertising which will work with online users.

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The same eMarketer study, suggests existing approaches remain fragmented and confusing. The one thing that’s overwhelmingly clear, the ad-funded model is here with us for good, as only a tiny minority of users are prepared to pay for online video:

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More granularity still when it comes to exploring consumer attitudes towards the context of accompanying ads:

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And then re-posing questions concerning ad durations:

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Joost passes 1m users milestone

26 07 2007

Rumours had been knocking around previously on these numbers, but yesterday Joost founders Niklas Zennstrom and Janus Friis publicly confirmed that more than 1 million users have registered for the online video service since its launch.





IPTV business models which work?

25 07 2007

Some good observations on differentiation in the IPTV market in this post over on Daily IPTV.

The key points:

– Telcos’ biggest priority is to reduce churn, so the emphasis should be on packaging of an appropriate triple / quad play offer; content from familiar broadcasters serving the area is a must, but a richer content offer may be secondary.

– For new start-ups or brands with less consumer resonance, getting the content offer right is primary.

– In either case, distribution QoS is something any operator should understand well before considering launching any product. Emerging ‘over-the-top’ offers from content aggregators like Joost could be undermined by roadblocks in network capacity (see yesterday’s post on the Joost / Level 3 announcement).





Joost moves to shore up QoS issues

24 07 2007

Much has been made of how Joost was going to be able to utilise enough capacity for its bandwidth-hungry service, and now we know: Level 3 is to provide the IP backbone in North America and Europe.

“Level 3’s unparalleled global infrastructure and extensive local connectivity make them a logical network partner for Joost,” said Fredrik de Wahl, chief strategy officer of Joost. “We have developed the next generation of television for viewers, content owners and advertisers on a global scale and we are confident that the Level 3 network, with its ability to scale and the quality it delivers, can support our growth well into the future.”





Joost: friend or foe to traditional interests?

17 07 2007

It falls to Canada’s Globe and Mail to produce one of the more insightful pieces I’ve read about Joost in recent months. The main thrust is that Joost’s success is in offering traditional broadcasters and content owners (ie the ones with most stuff people want to [sometimes pay to] see) is that they are prepared to offer the kind of licensing terms and content security which is palatable to the aforementioned.

Although the piece is very enthusiastic about features such as geo-IP restriction (you can’t watch it unless you’re in a territory where the provider has license to make the content available), this is a basic must-have for any of these services.

So what drew my eye? A couple of quotes. First Stacey Seltzer of Joost’s acknowledgement that: “television is the greatest medium for mass communication that there’s ever been, [so] let’s start with that experience and then bring all the cool aspects of the Web to it.” Obvious, perhaps, but a basic fact many incumbents overlook: TV is the pre-eminent medium, certain audiences (the younger) are shunning it. But one step at a time for TV people (and the rest of the people they serve who don’t happen to be young); these businesses continue to enjoy a very healthy linear bottom-line with another eye on ‘the future’.

Liz Gannes, who writes about online media for the blog NewTeeVee.com, also has it spot on by saying Joost is in “a really nice position right now, because they are seen as someone that is respectful [of content owners’ rights] and so they have a leg up on competitors.” Know your market and which stage of the evolutionary cycle it’s at. A basic rule forgotten by Silicon Valley start-ups with hard-ons induced by latest VC injections (the V could as much stand for Viagra as venture).

Joost is awfully good at cosying up with the stalwarts of the traditional content industry by: A) appearing to know their business – or at least acknowledge its role; B) speak a language execs in the industry will recognise; C) be prepared to play the longer game for bigger stakes. The Viacom deal was merely opportunism (rightly capitalised on) in the immediate fallout of the latter’s decision to instruct YouTube to take the former’s content down, but these guys are serious about creating a service which is driven by major brands (and have intellectualised a little beyond the mere concept).

Joost also understands about content owners wanting integrity over the experience, albeit within a landscape which disintermediates them.

So far (from an industry perspective)… Joost 9/10 for its approach. Others 1-3/10 for theirs.





Checkpoint Charlie for old and new media

12 07 2007

Reuters offers coverage of Allen & Co’s media conference in Idaho, where Skype and Joost founders Janus Friis and Niklas Zennstrom were this year’s star turn. “The time in the market is good for traditional media and digital to come together,” Mike Volpi, Joost’s newly appointed chief executive, told Reuters. “Technology has matured to a point where rights can be protected properly.”

Sling Media’s CEO Blake Krikorian was there too, impressing Wall Street types not just with his placeshifting gizmo, but also news of his first major content deals with CBS and the National Hockey League.





Evolution of the Joost/Viacom deal

10 07 2007

More clues emerge on Viacom’s stake in Joost and whether the latest development is merely an expansion of that arrangement, or a sign that Viacom’s interest is in acquiring Joost outright .

Viacom’s VH-1 is to premiere the entire series of its new scripted comedy I Hate My 30s from next Monday, 10 days ahead of its first network airing. “We see this as Phase 2 in creating value with content owners,” gushed Alberdingk Thijm, executive vp content strategy and acquisition for Joost. What was phase 1? Putting more stuff up there than a few vids of girls in bikinis, boys on skateboards and black and white episodes of Lassie. 

Each episode will feature with pre-roll spots, together with cross-promotional for other Viacom interests on mobile and VOD.

The Viacom tie-up was opportunistic: Joost was desparate for big brand content partners and Viacom was looking at a way to put one in the eye of Google/YouTube following the great content take-down.

The key to the announcement is exclusivity in content before it can be watched anywhere else. Something which a handful of the major networks and MySpace are already wise to.

Prediction: irrespective of Viacom’s ulterior motives in the Joost deal, the relationship remains key for the latter. There are the beginnings of a “look what we did for Viacom” proposition in the making; handy to have up your sleeve at a time when the smart Madison Avenue / Charlotte Street money may be moving away from traditional media, yet many clients remain nervous about committing their buck to (in their view) such a nascent space.





Joost continues its industry schmooze

30 06 2007

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Gotta hand it to these guys, they’re more serious about the product than many in this market; it’s pretty cool to use (if you like TV that way) and in addition to the opportunistic addition of Viacom (post-Google snub) as a content partner puts them in a pretty good place. The arrival of new CEO Mike Volpi draws on the experience of a Cisco veteran (or heir apparent to John Chambers), tasked with making Joost jump from the PC to TV.

“We have the opportunity, through the Joost platform, to combine that media fare with interactivity and all aspects of the Internet,” Volpi said. “Our number one task right now is to create this market,” gushed Volpi to the assembled audience of Hollywood execs, at an event for content owners and advertisers. “Long term, getting digital content onto viewers’ TV set is the Holy Grail of Web video, analysts say,” the report adds.

A recent report in Investors Business Daily [sorry subscription only] reveals that the Joost software has been downloaded 700K times. An even earlier recent report [sorry can’t recall source right now] suggests 600K registered users and 60K active users — over 10% of the installed base. Not bad for a brand new product with no mainstream consumer awareness.

IBD‘s take on Joost’s main competitors: Metacafe, Break, Sony’s Grouper, Blinkx, Jalipo and Babelgum.





The cost of online video-on-demand

30 06 2007

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4oD: not explicitly reported, but new media division – spanning other activity too – spent £34.6 million, up £11.5m on 2005. (Source: C4’s 2006 annual report).

60frames: the JV between Hollywood power brokers United Talent Agency and online ad agency Spot Runner. Start-up capital of US $3.5 million. (Source: Globe & Mail, 31 Jul 07)

Babelgum: €220 million [US$288m] (source: C21 Media [by subscription], 19 April 2007). Other sources suggest seed capital of €10 million [£6.78 million] from founder Silvio Scaglia, with a further €70 million pledged during the next three years.

BBC iPlayer: £4.5 million (source: The Sunday Herald [UK], 2 December 2007). Funded by licence fee.

BitTorrent: backed by US $20 million from  Accel Parners and DCM.

Break.com: Lionsgate has invested US $21million for a 42% stake.

Brightcove: US $81 million so far… Launched 2005 with $5.5 million funding from General Catalyst Partners and Accel Partners (source: company press release, 1 March 2005). Raised a further $16 million the same year, attracting investment from AOL, IAC/InterActiveCorp, The Hearst Corporation, and Allen & Company LLC (source: company press release, 22 November 2005). A further $59.5 million was sunk by a syndicate led by AllianceBernstein L.P., Brookside Capital LLC, Maverick Capital, Ltd.; the funding round also included investments from The New York Times Company, Transcosmos Investments & Business Development, Inc., as well as all of the company’s existing strategic and financial investors: Accel Partners, Allen & Company LLC, AOL, General Catalyst Partners, The Hearst Corporation, and IAC/InterActiveCorp. (Source: company press release, 17 January 2007).

Bud.tv: backed by parent company Anheuser-Busch to the tune of US $30 to 40 million.

Dave.tv: Provider of video distribution and social networking platforms to content providers, founded in 2003. The company is currently backed by angel investors, including Applied Semantics co-founder Rex Wong, who is believed to have sunk at least half of the company’s initial $7 million funding (source: MarketWatch, 1 Aug 2006). Potential investors take note: the company’s site says “We are in the midst of seeking strategic or venture capital to facilitate our growth.”

ITV Broadband: £20 million (source: Digital Spy, 8 June 2007).

Hulu.com: NBC Universal / NewsCorp.’s JV, originally dubbed ‘Newco’: US $131 million (source: LA Times, 29 June 2007).

Joost: seed capital of US $45 million (source: Wikipedia, 29 June 2007). Backers include Sequioa Capital, Index Ventures – an early investor in Skype – CBS, the US media group, and Li Ka-Shing, the Hong Kong tycoon. Viacom, the US media giant, also has a minority stake.

Vmix: seed capital of US $5 million in 2005 (source: Marketwatch, 1 Aug 2006), plus further funding of $16.5 million in October 2007 (source: Vmix press release, 31 Oct 2007). Founded by former execs from Universal Music Group, Fox Studios, Apple and mp3.com. JK&B Capital and ATA Ventures joined existing investors Mission Ventures and Enterprise Partners in the latest funding round.

Vudu: founded 2004, launching summer 2007. Backed by US $21 million from Benchmark Capital and Greylock Partners.

Vuze: backed by US $13.5 million raised from Redpoint Ventures, BV Capital, Greycroft Partners.

Update 17 Dec 07

Recommended reading: Media and entertainment freelance writer Daisy Whitney has produced this excellent summary of going rates for online video advertising rates on some of the best-known sites.