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www.pwc.co.za/outlook
Perspective on the road to digital for the book publishing industry
Elenor Jensen PwC
18 March 2015
PwC
Internet access spending and advertising
TV subscriptions, license fees and advertising
Filmed entertainment
Radio
Music
Consumer magazine publishing
Newspaper publishing
Consumer and educational book publishing
Business-to-business publishing
Out-of-home advertising
Video games
Sport
www.pwc.co.za/outlook
Consumer/end-user & advertising spending
5 year historic & 5 year forecast data
3 countries
12 segments
2
PwC
The global view
3
CAGR 1.1%
Consumer books
Growth in digital > Growth in print
Revenues print > Revenues digital
PwC
The global digital view
4
Consumer books 14% 29%
Educational books 7% 14%
Professional books 18% 35%
PwC
The global growth view
Cumulative Average Growth Rate (%) 2014 – 2018
Consumer books total
Consumer books print
Consumer books digital
Educational books total
Educational books print
Educational books digital
Professional books total
Professional books print
Professional books digital
Series1 0.009 -0.031 0.176 0.007 -0.009 0.161 0.023 -0.026 0.172
-2.5%
2.5%
7.5%
12.5%
17.5%
TotalCAGR1.1%
1 2
5
PwC
The local view
6
Educational books
Growth in digital > Growth in print
Revenues print > Revenues digital
CAGR 0.5%
PwC
The local digital view
7
Consumer books 2% 9%
Educational books 0.09% 0.23%
Professional books 7% 14%
Overall 2% 9%
PwC
Consumer books
Positive growth Growth of 2.5% is expected for the segment. Print is expected to grow by 1% and digital by 34.5%.
Digital is taking a larger share of the pie Digital revenues will increase from 2% to 9% of total consumer book revenues.
Increase in market share in books segment The market share of consumer books will increase from 38% to 42%. 8
9PwC
Books are competing for the consumers rands…
• Connected consumers have access to various E&M products on 1 device.
• % of Total spending on books as a % of the total E&M market is expected to decline :
• 8.9% in 2009
• 5.4% in 2013
• 3.1% in 2018
PwC Inc
The connected consumer
2013
1.7 million active tablet
devices
19.9 million smartphone connections
2018
5.1 million active tablet
devices
48.4 million smartphone connections
10
PwC Inc
Educational books
Negative growth Growth of -1% is expected for the segment. Print is expected to grow by -1.1% and digital by 25.2%.
Digital is growing marginally Digital revenues will increase from 0.09% to 0.23% of total educational book revenues.
Decrease in market share in books segment The market share of consumer books will decrease from 58% to 53%.
11
PwC Inc
Professional books
Positive growth Growth of 2.8% is expected for the segment. Print is expected to grow by 1.2% and digital by 17.4%.
Digital is taking a larger share of the pie Digital revenues will increase from 7% to 14% of total consumer book revenues.
Marginal increase in market share in books segment The market share of professional books will increase from 4% to 5%. 12
PwC Inc
Growth drivers
Strategic joint ventures / alliances
Increase in tablet penetration
Rising literacy, income and urbanisation levels
Self-publishing phenomenon
Interactive text books
2014
9
2018
13
PwC Inc
Inhibitors of growth
Slow down in e-reader sales
Rising tablet penetration
Government legislationVAT
2018
9
2014
Piracy
Post literate society
14
PwC Inc
CEO perspective: Entertainment and Media
PwC 18th Annual
Global CEO Survey
75% of E&M CEOs are concerned about shifts in consumer spending and behaviour
68% of entertainment and media CEOs plan to enter into a new strategic
alliance or
joint venture over the next year , that is higher than last year, and also 17% higher than in most other industries.
E&M CEO’s are more likely than their counterparts in other industries to consider
partnering with a competitor (34% vs 23% overall).
15
Slide 16PwC Inc
Advancing from a digital strategy – to a business strategy fit for a digital age
PwC Inc
Advancing from a digital strategy – to a business strategy fit for a digital age
An embedded digital culture . . .
. . . that drives ever closer to the consumer
Not just digital strategy, but business strategy . . .
. . . focused on relationship innovation
Putting the consumer at the center of their own
world
Relevancy: now a target across all industries . . .
. . . demanding operational innovation
17
PwC Inc
Digital success is not just about technology. It’s about applying a digital mindset to build the right behaviours
Forging trust
Creating the confidence to move with speed and agility
Empowering innovation
18
PwC Inc
Sure, innovation is key: but what does it take to be truly innovative?
Product and service innovation is the core of the growth strategy for many entertainment and media companies, especially traditional players
But to be truly innovative you need a ‘learning capability’ that’s embedded throughout the enterprise, and enables wider innovation in areas from business models to metrics
Fostering and driving diversity and knowledge sharing across all levels are pivotal to an organisation’s ability to build this capability
15-second download
How much freedom do you give your people to innovate, experiment and fail?
How do you encourage, foster and drive collaboration and sharing of knowledge and information between the topmost levels of the business and the rest of the workforce?
19
PwC Inc
Friend, enemy or frenemy? Welcome to the era of agile collaboration
Does your business have a large number of collaborative relationships that could be consolidated into a larger and more productive one that’s easier and cheaper to manage?
What market changes could happen that might transform the benefits from the collaboration on the upside – or, on the downside, see them disappear overnight?
Collaborations—brought on by rapid change & globalisation—have moved beyond cost savings to driving revenue-generating innovation as a goal
A diverse array of collaborations exist, ranging from partnerships between complementary players to co-opetitive alliances between ‘frenemies’
The key to successful collaboration lies in creating a structure that will not only deliver the targeted value, but also has the agility to flex and permit new strategic options as conditions change
15-second download
20
PwC Inc
Time to look to adjacent industries for new talent – and new ways to keep it on board
Entertainment and media companies can no longer rely on their industry’s ‘cool’ employer brand to win over and keep the talent they need
The rising importance of data means they must now recruit and absorb new technical and analytics skill sets—people who are likely to have a different mindset and cultural expectations
To succeed, businesses need to look to adjacent industries not just for talent – but also for the right HR strategies and employee perks to keep that new talent happy, engaged and integrated
15-second download
How clear a view does your business have of the gap between its current and future talent needs?
What induction and retention strategies do you use to help new people integrate socially into the workforce?
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Slide 22PwC Inc
A business strategy fit for a digital age….
Digital success is not just about technology. It’s about applying a digital mindset to build the right behaviours.
The “audience of one” can become a reality across every experience.
Slide 23PwC Inc
Questions?