Hollywood legendary director

As Johnson says, the 11-year-old streaming market is not exactly fertile ground for cultivation.

Even though some smart people have seen the gradual replacement of traditional TV by online viewing, they're getting in on the act, such as Youtube, which has launched a dedicated movie and series service in addition to fragmented video and signed a content delivery contract with Columbia, and Amazon, an e-commerce platform that has opened up a new revenue stream, PrimeVideostreaming.

And then there are the media entertainment giants that are deploying with content advantage, such as Disney, Twentieth Century Fox's 10-year joint online viewing platform Hulu, Sony's Crackle, and other market speculators.

However, without exception, all of them are losing money, even if they have the largest market share, the largest user penetration, the largest average monthly user hours, and the largest total membership growth from 5 million in 2009 to 20 million in '11.

No way, the content library is too expensive, not to mention the server costs, labor, maintenance costs, let's say Nafly every year to spend 30 million to buy new broadcast rights, as well as hundreds of millions of old film royalties and the continuous purchase of film and television rights, the family background is not big enough who can afford to spend so much?

The new movie is selling well, should I bring it in? The new TV series is not bad, should we introduce it? Should you pay for some old classics as well as cold movies and TV shows or bad outings?

Both, because the user needs are there. And there are too many people, the direction of demand is not consistent, in order to fill the market, you can only continue to improve the breadth of content.

A simple cycle of bad is that, in order to improve the existing user base - to make more content - to lose money, the share of profits for the time being, none of them can support the cost of investment in streaming media, and many TV viewers have not developed a sense of dependence on shifting positions.

In other words, although the younger generation of viewers are receptive to the new wave of Internet thinking, traditional TV channels are still not out of the market, even though viewership is declining.

Of course, 11 years of Nafei has been infinitely close to the threshold of profitability and investment, only some accumulation, can complete the reversal, about when the paying subscribers exceeded 27, 28 million.

It was also after reading Nafly's Q1 earnings report that Lyman made up his mind to enter, not to miss the wave of streaming media.

Compared to Hulu and Amazon, Lyman's business operation is far more daring.

Although he understood this mentality of testing the waters, but given the cultivation of the market and the competition for users will only get more intense from now on, by '13, Naflatac was even quicker to complete the second transformation - the business transformation across discontinuities is the most important reason for innovation.

A discontinuity is a change that jumps from one growth curve to another. Generally speaking, the first growth curve will have changes in the course of business development, but the changes have the characteristics of continuity, which can be expressed linearly and can be predicted.

However, when jumping from one growth curve to another, the abrupt change in the middle is called discontinuity, which is hard to predict and will cause great loss to the enterprise if it cannot jump over.

Furthermore, any growth curve has a limit point, and the limit point is the stall point. Any company that becomes an industry giant needs to start the second growth curve before the first growth curve reaches the stall point.

But after that, Nafly's paying subscribers continued to grow, and tasted the content dividend for the first time in 12 years, and completed the accumulation of subscribers to the cost of the profit, but made Starz jealous, so Starz renewed the content price to $300 million a year, of course, Nafly refused to be the wrongdoer, the result is that Starz's 2,500 movies overnight in Nafly platform offline, but also forced Nafly to enter the original content. In the field, and more aggressively use the platform advantage and market share of the first share to find allies, in the world to form a content supply and marketing network, a new king outside the five old stars of the IT industry - five old stars that is: Apple, Microsoft, Google, Facebook, Amazon.

So Lyman is very clear in his heart, do not enter the field now, 13 years mixed even better is a second-tier level, may not even be able to beat Disney +, after all, Disney in the subdivision of the animation field, but with the smashing money to smash the Japanese comic market into the Nerf backyard, all can compete with each other.

The core of streaming media is always only content, only content, only content, only content, have seen the domestic video competition or perennial in the three major video sites Ai YouTeng play around can also understand.

In this regard, the UI, artwork, testing and maintenance, terminal sales, maintenance services and other basic good, the only competition for users is to see whose content is more pleasing to the audience.

For Lyman, will he give away the dividends of his original content? Of course not.

Does a company that is essentially an Internet company being forced to become a content provider have an advantage over Firefly, which is already based in Hollywood? Fartler.

But the general project and Mann Media itself has accumulated, traded film inventory is really not as much as the operation of so many years of Nafei, can only rely on the core competencies to find a way to hit the ground running.

What did Nefly choose for 13 years? The political thriller "House of Cards".

Where's Lyman? He didn't know the leaders of the donkey and elephant parties well, and didn't want to get involved in political issues, so he pulled out his bomb, Game of Thrones.

His solution was simple.

After the video site is set up, he will launch "Game of Thrones" for marketing, and complete the first large-scale screening and accumulation of user groups.

As for other operating models, they directly copy Hulu and Nefly, the two champions and runner-ups, such as the level membership system, such as a 3-day free trial period for new registrants, such as big data to push the value of cold works, so as to achieve the continuous accuracy of user image.

In the end, all streaming media platforms, including competitors at home and abroad, are surprisingly consistent, except for the differences in their respective content rights holdings.

In this way, will the word-of-mouth effect generated by "Quan You" be rejected by users?

This method of Lyman's is, to put it bluntly, to bring out the best and avoid the worst, since I do not have enough reserves, the number of film libraries can not compare, simply head diversion, slowly accumulate copyright, expanding the amount of content, just like when 360 anti-virus a free, direct boast numerous anti-virus software companies.

This is the king bomb, Nefly can not play out the operation.

Once Mann Media's online video service has a user base, the rest is just a long-term operation.