Keynote Speaker for Media and Entertainment

MEDIA AND ENTERTAINMENT KEYNOTE SPEAKER

Media and Entertainment is being disrupted and changing faster than ever before. For a customized keynote that is energizing, impactful, and actionable – book Kaihan for your next media and entertainment event or conference.

TOP MEDIA AND ENTERTAINMENT KEYNOTE SPEAKER

The media and entertainment industries are experiencing dramatic change and disruption. Customization based on customer needs, the rise of entertainment powerhouses, new technology like 5G and Iot, and the rise of video gaming, social video and audio are all top of mind. When change happens there is opportunity to re-imagine business models, re-think how you engage employees, re-evaluate what impact your organization has on the world, and develop creative solutions to complex problems.

 

Throughout his career as a consultant, keynote speaker, and founder of the Outthinker Strategy Network (an exclusive network of Chief Strategy Officers and Executives from Fortune 500 and private companies with $1B+ revenue), Kaihan Krippendorff has worked with some of the biggest brands in media and entertainment including: Verizon Media, Viacom, ESPN, QVC, Fortune, Sony Entertainment, TEDx, USA Brand, and Yahoo.

 

Selecting the right keynote speaker for your media or entertainment industry events is one of the most important decisions you will make this year. Content, energy, ability to connect to an audience, and actionability are all important factors to consider. Former McKinsey Consultant, NYU Professor, bestselling author, and globally recognized authority on strategy, growth, and transformation, Kaihan Krippendorff will make your event an undeniable success with a customized media and entertainment keynote that leverages his unique perspective and deep experience in the industry.

 

The time to act is now. Don’t just be a Thinker. Be an Outthinker.

 

An active leader in media and entertainment, Kaihan brings deep industry experience, proprietary research, and exclusive insights to every keynote he delivers.

IF YOU DON'T LIKE CHANGE, YOU'RE GOING TO LIKE BEING IRRELEVANT EVEN LESS.

Eric Shinseki

KAIHAN'S MEDIA AND ENTERTAINMENT INSIGHTS AND PERSPECTIVE

  • In 2020, the entire global theatrical and home/mobile entertainment market totaled $80.8B, the lowest figure since 2016 and a decline of 18 percent from 2019.
  • Global lockdowns accelerated pre-existing digital entertainment trends. In 2020, revenue increased 31 percent to $61.8B. Digital media accounted for over three-quarters of total theatrical, home/mobile entertainment revenue.
  • As of this writing, there are 1.1 billion online video subscribers worldwide. Revenue from online video subscriptions totals $24.7B (Source).

Trends in Media and Entertainment

Customization Based on Customer Needs

Entertainment Powerhouses

Reimagining Entertainment

Continued Rise of Video Gaming, Social Video, and Audio

Customization Based on Customer Needs

  • Entertainment companies now have a direct relationship with their customers. Delivering a unique, personalized experience is critical. Content owners must collect and analyze data to understand customers’ preferences and behaviors, and use this data to inform investments and business offerings. Advertising also benefits from these additional customer insights (Source). 
  • As the world recovers from the global pandemic, media and entertainment companies must understand the economic needs of consumers. Customers who lost income during the pandemic were more than twice as likely to cancel a streaming service because of cost, compared with those whose income remained the same (Source). 
  • Customers want tailored options for pricing. Broad content libraries and tiered pricing, including free, ad-supported offerings, are essential to retaining existing customers. Many customers are comfortable watching ads to eliminate or reduce subscription costs (Source). 
  • Home/mobile entertainment users are shifting to advanced wireless networks. 5G wireless technology is gaining traction with consumers. Home/mobile entertainment companies should consider users’ connectivity (Source). 

Entertainment Powerhouses

  • The entertainment providers that survive will be those who invest in delighting the customer with unique experiences and drive consumption around bingeing.  
  • Entertainment providers struggle to keep up with Netflix and Disney—companies that can afford to spend billions of dollars on intellectual property.  
  • Consumers find it increasingly difficult to manage multiple subscriptions, find the content they want, and balance costs with their tolerance for advertising (Source). 
  • Original content remains the driving factor behind consumer adoption and cancellation of streaming services. Streaming companies should attract customers with original content and retain them by customizing offers to their likes and dislikes (Source). Encouraging communities around content is another factor in retention. 
  • Threats from the outside include social media, video gaming, and music services (Source). 

Reimagining Entertainment

  • Next-generation technologies, such as 5G and IoT, offer opportunities to engage customers in new ways. Media and entertainment executives must realize that distribution is critical to maintaining relationships with customers. Forty-seven percent of executives have invested in such technologies (Source). 
  • Media and entertainment companies need to reimagine what shows, movies, games, and concerts will look like in the future. The lines between delivery channels have blurred and will continue to do so (Source).  
  • The future offers an entertainment “metaverse” where all entertainment options converge. Virtual reality technology will allow players to enter the digital space by creating 3D physical scans. 
  • NFTS (non-fungible tokens) used to claim unique digital ownership will be employed to allow users to own a piece of the virtual world (Source). 
  • Due to global lockdowns, 2020 brought live entertainment into the home and made it more accessible to larger and more diverse audiences (Source). 
  • On-screen representation continues to improve, but still has much room to grow. At major and mid-major studios, 91 percent of C-level positions are held by white employees. Black actors reached proportional representation in 2017-2018, but Latinx and Asian Americans remain underrepresented (Source). 

Continued Rise of Video Gaming, Social Video, and Audio

  • Gen Z prefers to play games, stream music, and use social media rather than watch TV or movies. A Deloitte survey found that 87 percent of Gen Z, 83 percent of millennials, and 79 percent of Gen X said they play video games at least weekly (Source). 
  • TikTok has over 700 million monthly users worldwide (Source). Global lockdowns contributed to doubling TikTok’s number of users in the US, which is expected to surpass 50 million in 2021 (Source). Facebook has launched its own social video platform, along with IGTV and Reels on Instagram. 
  • 5G adoption has contributed to faster video streaming and download speeds. 
  • There are now 1.5 million active podcasts. By 2023, the number of people who listen at least monthly is expected to grow to 164 million (Source). Spotify has invested in acquiring podcasting capabilities and in the exclusive rights to certain popular podcasts (Source). Advertising will be key to monetizing podcasts and other audio platforms. 
  • Clubhouse launched as an audio-only social media platform. Less than a year after its launch, the service now has 2 million active users worldwide and is reported to be worth $1B (Source). 

The Outthinker 8P framework – opportunities for disruption and innovation in media and entertainment

Outthinkers

  • Transitioned in 2020 to release its movies on a streaming distribution platform. Universal movies will be released 17 days after they appear in theatres.
  • During the COVID-19 pandemic, NBCUniversal quickly pivoted to move major releases onto premium video-on-demand platforms and developed new ways to compensate actors.
  • The company also launched Peacock, an ad-supported streaming service that had 26 million sign-ups just five months after its launch (Fast Company).
  • In 2021, NBCUniversal’s project Innovation is expected to award nearly $3.5M to non-profit organizations that are tackling everyday problems through innovative solutions (Source).
  • This new marketing and entertainment company, launched by basketball star, LeBron James, and businessman, Maverick Carter, aims to link entertainment to social justice through Hollywood content.
  • The content gives a voice to a diverse audience of creators and consumers that have been underserved by traditional entertainment options.
  • The company raised $100M in 2020 and has deals to develop and distribute content with Amazon, Disney, Universal, CNN, Sirius, and others. SpringHill has also advised incumbent entertainment companies on how to address diversity and inclusion (Source).
  • Substack is a newsletter and podcasting platform that applies the strategic concept Coordinate the Uncoordinated to allow journalists to develop their own business and empowers them to maintain creative control.
  • Writers and creatives build their own audiences, and readers pay directly to receive content (Source).
  • Substack has 250,000 paid subscribers and its top 10 publishers collectively bring in $7M in annual revenue (Source).
Leverage
Point
“8Ps” of StrategyOpportunity
for Disruption
Recommended Leverage Points
Position- The farmers, individual and corporate, that you are targeting.

- The need of the agricultural industry that you seek to fill.
3- What technologies do you control that can help you tap into market
segments that you previously thought unreachable?

- What are the potential business alliances you could think about with key players in the segment to serve your customers with integrated solutions? (Serving customers with more integrated solutions example: serving farmers with fertilizers, crop protection and other).
Product- The products you offer, and the characteristics that affect their value to customers.

- The technology you develop for producing those products.
8- What moves are your organization taking to implement Big Data and analytics to your operations? What IoT and blockchain applications can you use?

- What tools and technology could you utilize or develop to improve food quality, traceability, and
production?

- How can you develop a more sustainable production model to accommodate constraints on arable
land?

- What is the future business model needed to serve new differentiated products to your customers?
Promotion- How you connect with farmers and consumers across a variety of locations and industries.
- How to make consumers, producers, and other stakeholders aware of your products and services.
8- How are you connecting your product with individual and corporate farms who could utilize it?
- How could you anticipate market and customer needs to make customers interested in accessing your differentiated products?
PriceHow consumers and other members of the agricultural supply chain pay for access to agricultural products.7- What elements of value comprise your pricing? How do each of those elements satisfy the varying needs of your customers?
Placement- How food products reach consumers. How the technologies, data, and services reach stakeholders in the supply chain.9- What new paths might exist for helping consumers access the food they desire?
- How are you adapting your operations and supply chain to accommodate consumers’ desire for proximity to the food they eat?
- How could you anticipate customer expectation to make products more
accessible to customers/agile supply chain?
- Have you considered urbanization as a part of your growth strategy?
Physical
Experience
- How your food satisfies the needs and desires of your customer.
- How the services you provide to agribusiness fulfill their needs.
9- Where does your food rate on a taste, appearance, and freshness
scale?
- Could the services you provide to companies and farms in the agriculture industry be expanded to meet more needs?
- What senses does your food affect besides hunger? How does your
customer extract value from your food in addition to consumption?
Processes- Guiding your food production operations in a manner cognizant of social pressure.8- How can you manage the supply chain differently to improve traceability and reduce waste?
- How can you innovate systems in production, processing, storing, shipping, retailing, etc.?
- What are new capabilities to increase sustainability (impact on the environment, or ESG) components?
People- The choices you make regarding hiring, organizing, and incentivizing your people and your culture.- How are you leveraging the agricultural experience of your staff bottom-up to achieve your vision?
- How do you anticipate new organizational capabilities needed to perform your future strategy (innovation, exponential technologies needed, agile customer relationship, innovative supply chain)?
- How do you manage your talents to assure suitable development with exposure in the agrifood main challenges/allowing a more sustainable view of the opportunities/cross-sectors?
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