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Courtesy of HRTS Corporate Partner PricewaterhouseCoopers.
By Deborah Bothun, (deborah.k.bothun@us.pwc.com)
Last year, die-hard fans of cancelled CBS drama Jericho organized a last-stand, sending network executives more than 20 tons of peanuts. The high-protein delivery was inspired by a line in the season finale where Jericho residents quoted a famous U.S. general’s one-word response to a surrender request—“Nuts!” The show got another shot as a mid-season replacement. Critically acclaimed, ratings-challenged Friday Night Lights recently got a third season after devoted viewers sent thousands of footballs to NBC executives, who cut an innovative deal with DirecTV to “keep the lights on.”
What do these real-life scenarios have in common? Deeply engaged fans of unique television programming. The rapid emergence of vocal, action-oriented online communities. And, network executives who not only listened to their audiences, but went out on a limb to respond to their shows’ intense followings.
Not every story has a happy ending. Jericho was recently canceled after online enthusiasm failed to translate into healthy broadcast ratings (although at press time, rumors have surfaced yet again of a potential revival). While there’s nothing new to campaigns to “save this show,” there’s something meaningful behind how they’re being conducted today.
With the rise of the Net Generation—a demographic bulge that outnumbers even the Baby Boom and the first to “grow up digital”—young consumers say they would live without television before they’d give up their Internet. Many attribute, for example, the rise of online gaming to audience desire to insert themselves as heroes in their own stories and play a more active role in the outcome of the plot.
Even with television, audiences are finding ways to talk back and savvy networks are listening. TV phenomenon “Lost” offers a powerful example of scripted television’s intersection with the more interactive, social experience of the Internet. Obsessed fans gingerly navigate minefields of online “spoilers” and collectively dissect cherished ‘Easter eggs’ that offer subtle clues embedded in the show to reward close viewers. In some ways, the show is a starting point for communal discovery and debate—some guided by “official” sites, much by fans themselves.
Avid fan bases are hardly new. What’s changed is technology and the scale it brings to these communities. Armed with computers, cell phones and social networks, Net Gen’ers are driving a boom in consumer conversation. In Hollywood, some creators actively participate in these communities. Many more tune in for unfiltered, real-time perspective on what’s on their fan’s minds.
Not all conversations are positive. Here, digital media can act as an early warning system. ‘Lost’ producers cite fan feedback as one reason the show announced a 2010 end-date. Hearing fans speculate on whether the island’s secrets would ever be revealed, producers decided to answer them proactively. Across the board, top entertainment and media companies are taking steps to distill actionable intelligence from the torrent of consumer-generated buzz online. PricewaterhouseCoopers’ whitepaper, How Consumer Conversation Will Transform Business, explores how different entertainment and media companies not only listen to consumers, but increasingly work to embed their perspectives into their operations, capitalizing on these timely insights and feedback.
It’s easier said than done, particularly given the fact that there are 75 to 100 million blogs and 10 to 20 million Internet discussion forums in the English language alone. Somewhere in this massive conversation are shouts (obvious red flags) and whispers (more subtle hints that could represent passing fads or early indicators of emerging trends). To help companies better capture and leverage this often overwhelming volume of customer feedback, PricewaterhouseCoopers has also produced Be Counted, a fact book of media measurement companies that currently work with top entertainment media and advertising brands to perform this increasingly sophisticated analysis.
In a world where one voice in the digital wilderness can turn into an entire community in the blink of an eye, this is mission-critical work. Both eBay and Amazon offer great early examples of how companies can harness the viewpoints of their communities. User feedback, collaborative filtering and other tools are hallmarks of the commerce experience at both of these celebrated companies.
Current TV offers a provocative television example. The peer-to-peer news and information network spans traditional distribution as a linear channel on cable and satellite, as well as an Internet site. Current TV teaches users to create short-form content. Through collaborative filtering, the best are broadcast on the company’s TV network. Over 30% of Current TV content comes from its ‘pro-sumer’ community of consumer/producers.
Knowledge of the consumer from these digital conversations will also dramatically refine advertisers’ ability to target consumers with relevant messages, across the web, next-generation digital television and mobile devices.
Can digital conversations enhance your company’s strategy around connectivity with the consumer? Start by asking the big questions: what major challenges does your company face with regard to growth, competition and industry trends? Does your company have the ability to quickly collect and analyze unfiltered consumer attitudes, behaviors and intentions? Would a closer relationship between consumers and key business units, such as crisis management, product development or marketing significantly improve your competitive advantage? Do you have the ability and commitment to swiftly react to what you hear?
The Internet has given voice to a new generation of active, engaged television viewers. It doesn’t mean every show with a vocal fan base can or should remain on the air. But it does show that the Internet can not only disrupt television’s future, but also enrich and advance it. In the past, the mantra was “the audience is listening.” Today’s connected fans are talking back, and they have a question for all of us: are we tuning in to them? How we answer is critical both to the future of our businesses and to this powerful medium of television.
Deborah Bothun is Advisory Leader of the U.S. Entertainment, Media & Communications practice of PricewaterhouseCoopers and resides in the Los Angeles office (deborah.k.bothun@us.pwc.com).
© 2008 PricewaterhouseCoopers LLP. All rights reserved. "PricewaterhouseCoopers" refers to PricewaterhouseCoopers LLP or, as the context requires, the PricewaterhouseCoopers global network or other member firms of the network, each of which is a separate and independent legal entity.
The information contained in this document is for general guidance on matters of interest only. This document is provided with the understanding that PricewaterhouseCoopers is not herein engaged in rendering legal, accounting, tax, or other professional advice and services. It should not be used as a substitute for consultation with professional accounting, tax, legal or other competent advisers who have been provided with all pertinent facts relevant to your particular situation. Before making any decision or taking any action, you should consult a competent professional adviser.
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