How to measure n monetise the eyeballs

How to measure n monetise the eyeballs
by Sando Sasako
Jakarta, 4 January 2017

You should not read and trust the righteousness of some bigotry analysis, particularly as they don’t have any idea what’s beneath for each and of every story upfront. Skin deep analysis won’t get you some comprehension and understandingness, but some confusion and clouded jugdment. You should learn the phylosophy and the basic knowledge, crapists.

Google is a behemoth, likewise Microsoft. Google is a winner in terms of user experience logging from its core competency, the search engine and android devices. Microsoft is a winner in terms of operating desktop and laptop. Linux is a winner in terms of server-side capabilities. Apple is a winner in terms of fat profit margin extraction from its devices. Amazon is a winner in cloud computing. Facebook is a winner in brand awareness. So, is every body a winner?

You win some, you loose some. Should you win in one particular game, you must have been losing in other playing grounds. There are safe bets vs high stakes in play. Get accustomed yourself to the adages of no risk, no gain, and foul plays. Once bitten, you should not have been shy at later times. Squirrel falls too. Experiences are the best teachers.

If you don’t know an AI, an artificial intelligence, don’t talk one and never try to talk one, crap.

Please consider these pep talks:
https://www.scribd.com/document/310256600/KMS-Artificial-Intelligence-the-Economist-20150509/


https://www.pdf-archive.com/2015/05/27/kms-artificial-intelligence-the-economist-20150509/


https://www.pdf-archive.com/2015/05/15/what-do-we-learn-from-kms-technology-an-ai/

pdf document: KMS, Artificial Intelligence, & The Economist 20150509.pdf
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File size: 1153 KB (41 pages).

In the era of Internet of Things, anyone that can monetise is the winner. Even Google has begun to fail in revenue generation from its ad businesses and features (AdWords and AdSense). The value of advertisements on mobile has not been as high as on desktop. The declining revenues can be seen at a double-digit discount for the cost-per-click. Google has initiated some fire sale. Failure to monetise, they got buried in Google Graveyard eventually. You might visit it someday. Wiki helps to naming it one by one.



https://upload.wikimedia.org/wikipedia/commons/2/2a/Google_timeline.svg


They say Google Analytics is wonderful.
I’d say Google Analytics is full of crap.
StatCounter is the very best thing ever on the internet to provide analytics of your web.
issuu.com is another best thing on the internet to provide which pages the eyeballs are staring and for how long.


Google hits the reset button
Google hits the reset button
Dec 22, 2016 by Frederic Lardinois (@fredericl)

For eight years, Google always held its biggest event of the year, its I/O developer conference, in San Francisco.

This year, however, it moved it out (and outdoors) to an amphitheater in Mountain View, right next to its campus. Looking back, that move now feels symbolic. In many ways, 2016 was a year of change for Google: It was the first full year after the surprise Google/Alphabet reorg and the year that saw Google get serious about its own hardware, the cloud and the enterprise. Across the industry, 2016 was also the year of AI and machine learning – and Google was very much at the forefront of this.

Let’s get Google’s misses right out of the way: the launch of its Allo and Duo messaging apps only led to mass confusion and very little adoption; smartwatches are struggling and the fact that Google delayed the launch of Android Wear 2.0 to early next year isn’t helping its wearables strategy; Project Ara, Google’s Lego-like smartphone project, also died a sudden death.

But given the amount of products Google offers, it’s no surprise the company occasionally misses the mark. So let’s get to the good part.

Google used the last year to sharpen its product portfolio and to go after potentially lucrative markets that it previously allowed to linger. Hardware is an obvious example here. After years of working with different hardware manufacturers to produce what were essentially Android reference phones under the Nexus brand, Google ditched that effort this year and launched its Pixel phones under its own name and brand.

That itself would have been a big deal, but Google also launched Google Home (its Amazon Echo challenger), Google Wifi, a new version of the Chromecast dongle and the Daydream VR headset. That’s an unprecedented amount of hardware from Google – and even more so because virtually all of these were developed from the ground up.


google-home-orange

If you needed any evidence that Google is serious about making its own hardware, just read over that list again (and you could maybe even add the Pixel C tablet to it, though that launched late in 2015 and has lingered ever since).

At the core of a lot of these products and Google’s overall AI ambitions is the Google Assistant, Google’s effort at building a conversational personal assistant that’ll work across its product line.

The company’s interest in machine learning and AI isn’t new, of course, and the Assistant built on years of developing the Google Knowledge Graph and other projects (which include Google building its own machine learning chips).

But in 2016, Google found a bunch of new surfaces to highlight its AI smarts that actually make sense to consumers. While the Assistant in Google Home wasn’t first to market, I find it to be smarter and more useful than Amazon’s current efforts. And with TensorFlow and other projects, Google has also found a way to seed the developer community with the tools to replicate and improve upon its own work (which will eventually flow back into its own products, too).

As Google competes with Microsoft and others in the productivity space, it has also started to bring some of those AI smarts to its own productivity tools. Those tools previously fell under the Google Apps for Work (or Education) moniker. This year, Google decided that name wasn’t good enough, so it went for “G Suite” instead. I’m not a fan of that name, but that, too, shows how Google is trying to reset expectations.

Indeed, maybe the one area that most clearly shows the changes Google went through last year is its Google Cloud (there’s another new name) division. As Google announced at a small and exclusive event in late September, both the G Suite and all of its products for developers and small businesses now fall under the Google Cloud umbrella. Internally, Google had been using “Google Enterprise” as the name for all of these efforts, but somehow decided that wasn’t the right name, either.


google_cloud_1

A lot of that change – and Google’s clearly renewed efforts to finally take the enterprise seriously after letting both its productivity tools and cloud platform linger for a bit as both Amazon and Microsoft made huge strides in the last few years – comes down to Google bringing Diane Greene onboard in 2015. Her arrival signaled that it wasn’t going to cede a lucrative market like that to its competitors.

Over the course of the last year, it finally started opening up more data centers for its Cloud Platform, launched a slew of new cloud products (including a series of machine learning-based services) to better compete with AWS and Azure, made Firebase its core developer platform, and bought a training company to help enterprises teach their employees how to use Google Apps the G Suite apps. It even launched low-code enterprise app development tools. It also made a number of updates to the G Suite apps to help make them more useful for large enterprises.

Most of these are small moves, but taken together, they show Google has hit the reset button on its enterprise efforts and started to go after this market.

The Alphabet/Google reorg probably helped to push some of these changes along, but it also complicates things. Waymo, formerly known as Google’s self-driving car project, is now an Alphabet company, for example. It does seem to have served its purpose in getting Google itself to look at its own projects, though, and search for revenue opportunities beyond the advertising machine that continues to print virtually all of its money.

As for next year? Google I/O will be at Moscone again (according to what I’ve heard), but I don’t think Google is done reinventing itself just yet.

Crunchbase

Google
Founded: 1998

Overview
Google is a multinational corporation that is specialized in internet-related services and products. The company’s product portfolio includes Google Search, which provides users with access to information online; Knowledge Graph that allows users to search for things, people, or places as well as builds systems recognizing speech and understanding natural language; Google Now, which provides information …

Location: Mountain View, CA

Lines of Business: Search Engine, Blogging Platforms, Ad Network, Collaboration, Email, Video Streaming, Software, Enterprise Software

Website: http://www.google.com/

Full profile for Google https://crunchbase.com/organization/google

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Alphabet tried to convince Wall Street it’s not just a search engine this year
Alphabet tried to convince Wall Street it’s not just a search engine this year
Dec 21, 2016 by Matthew Lynley (@mattlynley)

Google (or Alphabet, if you prefer) has long been plagued with a problem with its advertising business: while the number of ads people are clicking on has been growing, the value of those ads has been constantly dropping. Google has always excelled at showing the best ads against a search result, but that business may not last forever as the way people interact with technology starts to change rapidly.

That’s all fine as long as Google can keep those clicks growing and coming along, but as we’ve seen in the case of Apple’s smartphone market share topping out, there are only so many eyeballs to get ads in front of people. And for now, it might be able to keep its stock price in a good place. Google has to keep padding those impressions, or get creative around the way it advertises to its users. Wall Street, as usual, is looking for growth – especially in the largest companies in the world. Apple has more or less been punished (or at least, not rewarded) for its slowing smartphone sales and so far lack of dramatic new growth engines.

And that’s just what the company has been doing. This year, Google unveiled two major new hardware products: the Pixel smartphone and the voice-driven living room assistant Google Home (in addition to a few smaller launches like Google Wifi and an updated Chromecast dongle). These more or less fit into the vision of getting people to engage with Google’s search engine in some active way with the hope that if Google figures out how to get it right, it’ll be able to monetize it down the line.

Whether that will convince Wall Street that Google is able to get beyond the search engine by diversifying its touch points – whether that’s voice, phone, VR or any other new interactive medium – is still yet to be seen. Google’s core competency has always been advertising, and while it might be able to build a business on cloud services (as we’ve seen with Amazon is becoming very successful) or new hardware, Google still has so much data that if it can figure out next-generation advertising products on new mediums it might have a new fantastic growth story for Wall Street.

It needed to at least show that intent to Wall Street. A healthy stock price – and also a story about innovation and looking forward – is important to keep attracting the best talent. Google’s problems are some of the hardest in tech, and it needs to be able to tell a story to not only investors but prospective employees that they can work on those hard problems and also be well-compensated for doing so.

Google is trying to flex the power of its machine learning algorithms, which given the data it has may arguably be the most powerful in the world. That helps Google understand complex queries from products like the Google Assistant – and get people to stick to Google’s voice interface versus Apple’s. Amazon exposed latent demand for a voice-driven interface with the Amazon Echo, and Google is essentially hoping to perfect the experience.

As such, while Google has shown that its advertising business isn’t so challenged, it’s showing that it’s already looking toward the future. And that’s been largely reflected in the company’s share price from Wall Street. Despite some bumps in the road, Google at the very least looks on track to hold steady or end the year up a bit from where it was around a year ago today:


FindTheCompany | Graphiq

All of Google’s efforts to figure out what the next-generation “search” interface will be will have to eventually play out. The way it works is this: Google’s paid clicks are going up, but the cost-per-click – which is the key metric Wall Street is looking at when it’s looking at the health of Google’s business – is still on the decline. That’s because mobile ads are generally less valuable than the company’s desktop search ads.

Here’s a look at the decline, from the company’s last earnings report:


google cpc

And meanwhile, the paid clicks, also from the last earnings report:


google paid clicks

So, if Google’s core business is eventually at risk of a slowdown, or decline, where does it go from here?

Google has shown clear signs that it’s trying to diversify its revenue. Perhaps the largest indicator was the hiring of Diane Green and the ramping up of its cloud services tools in an attempt to challenge Amazon, whose AWS business is rapidly becoming a huge growth engine for Amazon without the excessive costly fiscal baggage of its retail business. Amazon unveiled a huge number of updates to its AWS service earlier this year – including literally driving a truck to your office to put your info into the cloud – and Google is going to be playing catch-up for a while. But, clearly, it’s trying to show Wall Street that it’s more than a search engine.

There’s also its increasing number of updates to its online productivity – which also puts it in competition with Microsoft. It’s also competing with Microsoft through both its cloud services and productivity tools, which Microsoft will never let you forget. And Apple is rapidly trying to ramp up its own services, regularly pointing to the success of things like Apple Music, in order to show Wall Street that it isn’t just a hardware company and can level the playing ground against companies looking to be a combo of hardware and software like Microsoft or google.

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And that’s also why there’s a whole section devoted to Google’s “other bets” in its earnings reports, though they haven’t shown themselves to be dramatically successful yet. Google’s core growth engine has been its search ads, but it’s also been known for its “Google X” labs, where it experiments on anything from network fiber to balloons and self-driving cars.

Alphabet – through its CFO Ruth Porat – has been clear that it wants to be more judicious about the way it invests in these other bets. It’s all fine to invest in experimental projects like Fiber and self-driving cars, but if there isn’t a clear path to revenue, the company is going to have to figure out whether or not to move on to the next project and where to devote its resources. Alphabet may be one of the most valuable companies in the world, but even then it still only has so much runway and faces the constant threat from other companies emerging with experimental projects that could be runaway successes (the most obvious threat being the Amazon Echo).

If you wanted any evidence as to how absolutely tiny Google’s bets are for now, here’s a chart for you:

Alphabet Inc. (GOOGL) Revenue Breakdown: Google vs. Other Bets
Other Bets includes Access/Google Fiber, Calico, Nest, Verily, GV, Google Capital, X and other initiatives.


FindTheCompany | Graphiq

Google saw the demand that Alexa tapped, and it is now looking to essentially smash Alexa – and Siri – with its own assistant powered by machine learning. And there’s a good bet it’ll work. Google has collected data for years and years on how people use the Internet, what kinds of questions they ask a search engine, and where they travel around after those questions have been asked. Google at a very fundamental level has a pretty good understanding of how we tick, and every time you use its services, it gets smarter and smarter. That’s why Google is constantly trying to bury its own interfaces within everything it does.

Sure, Google has a large portfolio of services that it can still throw ads up against. And that, at least for now, is something that can add a lot of value for its investors and keep the ship steady for a while. It has Gmail, with more than a billion users. It has one of the largest browsers in Chrome. In fact, it has a wide portfolio of services with a billion users or more. But those are not Google’s key revenue drivers, and Google has to show that it can keep growing revenue if it’s going to keep Wall Street off its back.

There’s a barrier that Google still has to overcome: while it is constantly learning, refining, improving and helping its users figure out what they are looking for, it also has to do so in a manner that doesn’t seem creepy. Google wants you to be constantly wired to the Internet – whether that’s through your phone, your voice or the way you move throughout the physical world. Google wants to tap your experience through everything from a screen to a virtual reality experience in the case of Daydream. And the company is aggressively spending in order to expand into all of those areas.

Apple still has an ace in the hole. It’s trying to roll out its own wireless earbuds that will give you Siri in your ear and, in theory, because of its proprietary technology it’ll be able to control the entire experience and make it uniquely Apple-y. Like Google, Apple is trying to figure out what kind of user experience looks like beyond the phone. Alexa and Google Home are in the living room, Google Assistant is talking to your phone, but the Airpods and Siri are a sort of wild card that we don’t know how it will play out yet.

In short, Google hasn’t cleared the way and gotten away from its existential crises. As long as those paid clicks keep going up, it’ll be able to keep the runway and hopefully figure out how to apply its strong machine learning capabilities to wherever users are drifting to next. And then once it gets people comfortable talking to, or clicking around, on their controlled user experience it can figure out how to monetize them the way it knows best – through advertisements.

Alphabet’s opportunity is very big. For a moment earlier this year, Alphabet was the most valuable company in the world. In the face of slumping hardware sales, Apple clearly showed the risk that comes with focusing on a business beyond simply hardware, and that for growth it’s important to have a revenue base that exists as a collection of software and hardware. That’s what Google is looking for, with the unifying component being whatever search looks like after people are no longer using a search bar. And it’s a new story for Wall Street that just might work.


Alphabet reports a strong third quarter despite free-falling advertising values
Alphabet reports a strong third quarter despite free-falling advertising values
Oct 27, 2016 by Matthew Lynley (@mattlynley)

Alphabet’s strategy of trying to stuff the difference between declining mobile advertising value with additional clicks appears to still be paying off as the company once again showed Wall Street that it can make a ton of money and continue to grow.

Alphabet (we’re just gonna call it what it is because we’re talking about the core business: Google) reported earnings of $9.06 per share on revenue of $22.4 billion. That’s another 20 percent gain compared to the same quarter a year ago. Wall Street was looking for earnings of $8.64 per share on revenue of $22.05 billion.

Google’s business was for some time called into question because the value of advertisements on mobile was not as high as on desktop – specifically desktop search – which was Google’s sweet spot. Indeed, Google’s cost-per-click, a key metric determining the value of an ad, fell another 11 percent year-over-year this quarter. But aggregate paid clicks increased 33 percent in the third quarter year-over-year, showing it’s still able to compensate for that decrease. In the last quarter, Google’s cost-per-click fell 7 percent compared to the second quarter in 2015, and cost-per-click was down 5 percent quarter-over-quarter.

Still, it’s going to remain a question mark for some time as its cost-per-click continues at a double-digit decline. Google has to get its ads on as many devices and in as many mediums as it possibly can – whether that’s through a voice-driven speaker, its own phone where it can control the experience or pushing its services across as many devices as it possibly can. Wall Street may tolerate that decline for the time being, but it’s going to have to taper off at some point if Google is going to show it’s going to be a strong core business.

For now, because the company’s strategy is working, and that last quarter the company showed it could continue to work, it looks like Wall Street is happy. The stock isn’t going ballistic – it’s up about 2 percent – but it’s not on a wild swing down right now, either. In addition, Google is also authorizing a roughly $7 billion share repurchase program, in another move that is going to return additional value to its overlords on Wall Street.

As the years have passed, Google has gone from one of the only online advertising juggernauts to going head-to-head with Facebook, whose advertising business is rapidly expanding and offering a good alternative to Google. Both perform really well at different parts of the marketing funnel – Facebook is great for brand awareness while Google is good for capturing purchase intent with search – but they’re increasingly competing with each other for advertising dollars.

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And that’s also not to mention emerging platforms like Snapchat which, while it isn’t necessarily a threat to Google yet, represents a potential additional advertising platform that could suck away the dollars Google is hoping to acquire as it tries to further expand its advertising business. Snapchat’s valuation may reach as high as $35 billion in an upcoming IPO, and it previously projected it would hit $1 billion in revenue in 2017.

So while Alphabet has been trying to rapidly roll out new devices and markets, like Google Home and the Pixel, all eyes are still going to be on its advertising business for now – which is staggering. In fact, questions about the company’s advertising growth were at the time largely stamped out when it delivered a tremendous second quarter that showed that it could continue to grow that business.


FindTheCompany | Graphiq

Okay! Back to Alphabet.

Earlier this month, Alphabet held an event where it unveiled its first phone, the Pixel, and an Amazon Echo-like device in Google Home. It’s also pushing its voice assistant, Google Assistant, hard across all its devices as it looks to get people closer and closer to using Google for mundane tasks. While not necessarily monetized, there’s plenty of opportunity to do so, and keeping users glued to their devices gives them more eyeballs that they could potentially monetize with ads.

But not everything is well within the Alphabet empire. The company’s “other bets” revenue increased only marginally from $141 million to $197 million while still losing nearly $1 billion. The loss declined year-over-year – from $980 million in the third quarter last year to $865 in the third quarter this year – but Alphabet, and in particular CFO Ruth Porat, have indicated that the company is going to be more judicious about its spending going forward.

In the past year, Alphabet shares have gone up by around 11 percent. That’s not quite the crazy performance of Facebook – which is seen to be a huge growth opportunity – which has grown around 24 percent. But Google is also worth around $550 billion, and even small-point swings represent an enormous shift in value for the company. At one point, even, Google surpassed Apple as the most valuable company in the world.


FindTheCompany | Graphiq


http://www.businessinsider.co.id/most-popular-tv-shows-2016-12/
Data reveals the 20 most popular TV shows of 2016
Gus Lubin, Entertainment, Dec. 31, 2016, 5:58 AM

https://static-ssl.businessinsider.com/image/57e2a4b5077dccca798b516d-1411
HBO, Daenerys is the queen of TV.

“Game of Thrones” was by far the most popular show around the world in 2016, according to a new analysis from Parrot Analytics. “The Walking Dead” came in second, followed by “Pretty Little Liars” and “Westworld.”

Parrot analyzed not only ratings data (where available) but also peer-to-peer sharing, social media chatter, and other factors to estimate viewer demand for various shows. These combined measurements determine each show’s “demand expressions” per month. Though the formula is opaque, the ranking appears to be one of the best ways to compare shows across platforms and measure how popular they really are.

What other shows ruled the past year? Check out the top 20 below.

1) HBO’s “Game of Thrones” with 7.2 million demand expressions per month. People around the world were desperate to learn the fate of Jon Snow and watch the rise of Daenerys Targaryen, as the epic adaptation moved past the novels into uncharted territory.

2) AMC’s “The Walking Dead” with 4.7 million demand expressions per month. The shocking beginning of season 7 led to an explosion in social media interest.

3) ABC’s “Pretty Little Liars” with 3.8 million demand expressions. This teen drama had a devoted following through seven seasons and its series finale in October.

4) HBO’s “Westworld” with 3.5 million demand expressions per month. Just what the network needs as “Game of Thrones” approaches its end. Note that this average might be inflated since the show has been around for only a few months.

5) The CW’s “The Flash” with 3.1 million demand expressions per month. He’s the top super hero on TV, leading a list of popular DC Comics shows.

6) CBS’s “The Big Bang Theory” with 2.9 million demand expressions per month. An unstoppable force on US TV, this nine-season-old sitcom is also hot around the world.

7) Netflix’s “The OA” with 2.8 million demand expressions per month. WARNING: This rating is definitely inflated, since the show launched in December, and people tend to binge watch Netflix shows. Still, it’s a monumental launch that could signify the next big show.

8) Netflix’s “Stranger Things” with 2.5 million demand expressions per month. This rating may be inflated too, as the show has only been around for a few months. Still, it’s another explosive launch for Netflix.

9) Korea’s “Running Man” with 2.4 million demand expressions per month. The variety game show is the top non-American show in the world.

10) USA’s “Suits” with 2.4 million demand expressions per month. The playful legal drama has surprised a lot of people with its depth over six seasons.

11) The CW’s “Arrow” with 2.1 million demand expressions per month. The program that kicked off the new era of DC Comics shows is going strong in its fifth season.

12) ABC’s “Quantico” with 2.1 million demand expressions per month. Priyanka Chopra, a Miss World winner and Bollywood star, has emerged as a global star with this FBI thriller.

13) MTV’s “Teen Wolf” with 2.0 million demand expressions per month. This supernatural drama, now in its sixth season, clearly has a devoted following.

14) Japan’s “One Piece” with 1.9 million demand expressions per month. Now in its 18th season, this is the top anime series in the world.

15) Fox’s “Gotham” with 1.9 million demand expressions per month. It’s yet another DC Comics show, this one a prequel to Batman.

16) The CW’s “The Vampire Diaries” with 1.8 million demand expressions per month. The supernatural drama is finishing strong in its eighth and final season.

17) Netflix’s “Marvel’s Luke Cage” with 1.8 million demand expressions per month.

18) Japan’s “Naruto: Shippuden” with 1.8 million demand expressions per month.

19) History’s “Vikings” with 1.7 million demand expressions per month.

20) USA’s “Mr. Robot” with 1.7 million demand expressions.

Bonus: The rest of the top 30

21) ABC’s “Grey’s Anatomy” with 1.6 million demand expressions per month.

22) NBC’s “Friends” with 1.6 million.

23) FX’s “American Horror Story” with 1.6 million.

24) ABC’s “Marvel’s Agents of S.H.I.E.L.D.” with 1.6 million.

25) The CW’s “Supernatural” with 1.5 million.

26) The CW’s “DC’s Legends of Tomorrow” with 1.5 million.

27) Netflix’s “House of Cards” with 1.4 million.

28) ABC’s “Once Upon A Time” with 1.4 million.

29) AMC’s “Breaking Bad” with 1.4 million.

30) HBO’s “The Night Of” with 1.4 million.

http://www.parrotanalytics.com/our-technology/
http://www.recode.net/2015/12/16/11621516/bbc-uses-artificial-intelligence-to-track-down-new-audiences-for


http://www.recode.net/2015/12/16/11621516/bbc-uses-artificial-intelligence-to-track-down-new-audiences-for
BBC Uses Artificial Intelligence to Track Down New Audiences for ‘Sherlock’
by Dawn Chmielewski Dec 16, 2015, 2:33pm EST

Parrot Analytics provides a new way to measure TV audiences, even when they’re not watching TV.


BBC Worldwide

Viewers in Britain and the United States have been clamoring for the return of the critically acclaimed BBC series “Sherlock,” which debuts Jan. 1 with a special episode set in Victorian times.

But where else in the world might the British broadcaster find viewers for the contemporary interpretation of Sir Arthur Conan Doyle’s fictional detective? To sniff out clues, BBC Worldwide has retained Parrot Analytics, a New Zealand firm that uses artificial intelligence and data science to evaluate global demand for TV shows.

“Parrot suggests very very strong global demand, including in Germany, China, India and Singapore,” BBC Worldwide Executive Vice President David Boyle. “What’s most interesting are the countries with the highest demand but where we haven’t seen it come through in previous deals.”

Since the advent of television, programmers have struggled with measuring the audiences they already have, let alone predicting where they might be in the future. The industry’s traditional approach to estimating audience size – TV ratings – doesn’t count viewing across multiple screens, distributors and markets around the world. Measurement firms have been scrambling to fill in the gaps.
The dominant player, Nielsen, plans to introduce a new total audience measurement for the U.S. early next year that includes online and mobile viewing. It also has partnered with Twitter to develop a separate rating that reflects social media conversations about TV shows. Specialized research firms such as Fizziology plug into Twitter, Facebook, Tumblr, Instagram and blogs to give Hollywood studios insights into online conversations about movies.

Parrot takes a different – and, it argues, more comprehensive – approach to evaluating interest in TV shows in markets around the globe. It creates a measurement called a “demand rating” that reflects interest in a TV show as expressed across photo-sharing sites like Instagram, online video sites like YouTube, social media platforms like Facebook, file-sharing sites and fan and critic blogs.

“If I want to express my demand for a piece of content, say, ‘House of Cards,’ I can stream it on Netflix or I can watch clips on YouTube or [post comments] to microblogging sites like Reddit, where 200 million people discuss TV content,” said Parrot Chief Executive Wared Seger. “You look at all of this and essentially you now have a truly ubiquitous measure that tells you how much demand there is for a piece of content.”

Parrot’s technology, developed by a team of data scientists and entertainment executives pulled from Sony Pictures, MGM Studios, the MIT Media Lab and Pukeko Pictures, uses pattern identification and contextual techniques to synthesize petabytes of data from 249 countries into meaningful information. The technology weighs viewer sentiment, evaluating just how obsessed people are with a show (“Liking” “Orange Is the New Black” on Facebook is less of a sign of true fandom than blogging about it).

Parrot Analytics compares demand for the BBC’s “Sherlock” with Netflix’s “House of Cards.” Parrot Analytics compares demand for the BBC’s “Sherlock” with Netflix’s “House of Cards.” Parrot Analytics

“Not all fans are equal,” Seger said. “Some will talk about it, advocate for it. Others will be passive consumers who drop off after the third episode. Our demand metric takes that into account.”

Parrot’s demand rating is intended to help buyers and sellers of TV programs, such as BBC Worldwide and the New Zealand-based streaming service Lightbox, focus their global distribution efforts and inform programming decisions, like shifting the time or day a show airs when its TV ratings don’t line up with projected demand. Parrot is in active discussions with other studios, networks and streaming services, according to a source familiar with the matter.

The British broadcaster conducted extensive testing, with a number of BBC Worldwide shows in a number of countries, before agreeing to work with the nascent company.

“It took me six months of working through that detail and testing it and trying it out to feel confident enough to showcase it and promote it and advocate for it throughout BBC Worldwide,” Boyle said. “Most people don’t make time to properly investigate things like this and so they walk away too soon when they can’t get quick wins.”

Boyle is a believer in the power of data. He said the BBC’s consumer research in South Korea suggested strong demand for “Doctor Who,” the long-running series featuring an alien time-traveler who moves through space and time in the Tardis, a spaceship that resembles the blue police boxes that were ubiquitous when the series launched in 1963. Regional teams were skeptical.

As a test of viewer interest, BBC Worldwide included Seoul in a 2014 “Doctor Who” promotional world tour that invited fans to snap selfies in the Tardis and buy tickets to meet the actor portraying the Doctor, Peter Capaldi, and the actress who plays his companion, Jenna Coleman. Some 50,000 people signed up in minutes for a chance to purchase the 4,000 available tickets, Boyle said.

This proof of concept for data-driven insights set the stage for BBC Worldwide’s more recent work with Parrot, helping it evaluate the 200-plus markets where it functions as a studio, distributor or broadcaster.

Boyle said Parrot’s data helped bring one unidentified broadcaster back to the bargaining table, after conversations had gone cold. The data indicated strong demand in the country – and the program has been successful for the network. Another Parrot insight is causing BBC Worldwide to rethink its distribution strategy for another show, whose traditional TV ratings are down but still enjoys strong demand among online viewers.

“It provides new ways to understand this kind of stuff,” Boyle said. “What these guys do is bigger, better, more scalable than research we could possibly do – by orders of magnitude.”

http://www.pbs.org/wgbh/masterpiece/programs/features/news/sherlock-special-premiere-january-2016/
http://www.doctorwho.tv/whats-new/article/updated-new-venue-announced-for-korean-leg-of-doctor-who-the-world-tour/


http://www.parrotanalytics.com/demand-rating/
Parrot Analytics: Demand Rating
Published time: 2015-08-11T01:44:19+00:00
Modified time: 2015-08-11T11:33:06+00:00

Industry trends

Increasing audience fragmentation
Less effective measurement across the globe
Increasing platform proliferation

The measurement problem

With the rapid proliferation of content distribution platforms and the unprecedented levels of consumer fragmentation, existing television measurement services are rapidly becoming obsolete.

Survey and panel-based measurement is no longer sufficient to provide the global view of consumer demand for content across platforms.

The solution: Global Content Demand

Demand for content is what drives consumption on all platforms – linear and OTT alike. Demand accounts for both viewing and engagement. Consumers express their demand for content through multiple ‘demand expression platforms’ including:

Traditional viewing (both live and catch-up)
Streaming on OTT/SVOD services
Discussions on dedicated fan sites and blogs
Discussions on social media platforms
Viewer-generated ratings (e.g Rotten Tomatoes)
Wikis & other research sites
Downloads & streaming via peer-to-peer networks

By harnessing the power of advanced artificial intelligence and this ocean of global data, Parrot Analytics has developed the world’s first and only cross-platform global demand metric.

http://parrotanalytics.com/wp-content/uploads/2015/08/haut_sauce.svg

Accessing Demand Rating™:

DEMAND PORTAL

Cloud-based & real-time
Dashboard & detailed reporting

API

Client dashboard integration
Customer data integration

PROFESSIONAL SERVICES

Custom analysis
Access to world-class data scientists

INTELLIGENCE REPORTS

Industry reports
Customized reports

Understand and control the industry’s future

Learn about our Intelligence Reports and Demand Portal to start leveraging global content demand to get a competitive advantage.

Intelligence Reports
Demand Portal


http://www.parrotanalytics.com/our-technology/
Parrot Analytics: Our Technology
Published time: 2015-08-11T01:54:17+00:00
Modified Time: 2015-08-11T11:32:58+00:00

Measuring global content demand

Harnessing the power of advanced artificial intelligence and an ocean of global data, Parrot Analytics has developed the world’s first and only cross-platform global demand metric. http://parrotanalytics.com/demand-rating/

We have measured the value consumers place on content and called it the Global Demand Rating.

http://parrotanalytics.com/wp-content/uploads/2015/08/sources.svg

Our data platform

Turning the global ‘ocean’ of demand data into a single demand rating system begins with a state-of-the-art Data Platform.

Parrot Analytics’ cutting-edge Data Platform is finely-tuned for TV content, from discovering individual titles to extracting micro-genre trends. We have analyzed petabytes of content demand data from consumers in 249 countries since 2012 to build the industry’s leading global demand data platform.

If you are interesting in getting API access to our Demand Rating™ please get in touch and we will assess your needs. http://parrotanalytics.com/about-us/get-in-touch/

http://parrotanalytics.com/wp-content/uploads/2015/08/platform.svg

Our artificial intelligence platform

Artificial intelligence (A.I.) research & development at Parrot Analytics takes mainstream deep learning research to a new level.

From unsupervised learning and neocortex-based inductive biases to network structures and generative models, our bleeding-edge A.I. platform operates at the intersection of data science, consumer behavior and television content.

While still early in our journey, our Data Science team has achieved phenomenal results that will shape the television industry’s next data-driven paradigm, including our very own:
Content Genome™
Demographic Classification Engine™
Demand Weighting System™
Demand Monetization Index™
Demand Prediction System™
Pilot Demand Indicator™
Pre-Production Demand Predictor™

http://parrotanalytics.com/wp-content/uploads/2015/08/neural03_pathed.svg

For the first time in the industry, a real-time measure of the overall demand for any title in any market, regardless of the platform it airs on.


2016’s top programming trends
2016’s top programming trends
Dec 26, 2016 by Martin Puryear

Last January I wrote a TechCrunch post predicting the major programming trends of 2016.

But in the software development world, things can change very quickly. It can be difficult to see the high-level trends clearly through all the chatter about shiny new development languages, frameworks and tools.

So, as we near the end of 2016, how accurate were my predictions?

Growth of the latest version of JavaScript

JavaScript/ECMAScript version 6 (commonly known as ECMAScript 2015 or ES6) launched in June of 2015, and I predicted that 2016 would see widespread adoption of its new features as web developers adjusted to the new version of this web standard. I was mostly correct. All the major browsers and Node.js (an open-source JavaScript runtime) are more than 90 percent ES6-compliant.
Nowadays, we see significantly more ES6 syntax in production and not just internal utilities and smaller low-stakes systems, but the primary customer-facing systems, as well. Companies not dependent on legacy clients, like Airbnb and Google, are enforcing ES6 syntax in their internal style guides.

However, ES6 has not been universally adopted. Some developers need to support the old version of JavaScript for legacy reasons. Developers who want to use ES6 notation but still need to reach customers using legacy browsers can use tools such as transpilers or polyfills to convert modern ES6 code to the older syntax. Also, some ES6 features have not been fully implemented in every JavaScript environment, such as proper tail-recursion (Safari 10 and iOS 10 are happy exceptions).
This table is a great resource to see if your target platform is ES6-compliant. The old version of JavaScript isn’t going to disappear overnight, but we saw significant growth in ES6 usage over 2016, and I expect most redeveloped sites in the new year will use it as well. I’d say this prediction was pretty good!

Backend as a service

Backend as a service, or BaaS, increased in 2016, as predicted. BaaS is the practice of using third-party services to perform certain repetitive tasks for a project – tasks like cloud storage or push notification. By using these services, developers can focus on their specialty while these services do what they do best. Backend API services are thriving because frontend frameworks are changing to more easily interact with these services. Developers are also increasingly using a technique called composition, where an overall system is composed of several smaller applications. In such a system, these small applications are easily provided by third-party services.

I’m intrigued to see how software norms will progress in the coming year.

Note: In my last post I mentioned a popular BaaS named Parse. Shortly after the article ran, Facebook (its owner) announced that Parse would soon be shut down. Those using it will need to create their own Parse servers and migrate before January 28, 2017.

Easy image management and deployment

Services like Docker and Packer became a mainstay of many development teams in 2016, as predicted. These services allow engineers to quickly generate and replicate machine images called containers that bundle a piece of software with runtime, system tools and libraries, etc., guaranteeing that it has everything it needs to run in any environment. Developers can rapidly prototype a project on a lightweight virtual environment with pre-built version control, then easily deploy the new version on multiple servers. Server provisioning by hand is inherently tricky and time-consuming, so it’s no surprise that automating this process has caught on quickly.

Related tools that grew in popularity last year include Vagrant (for easily setting up development environments), and Puppet, Chef and Ansible (for configuration management). Working with container-based systems has become an integral part of the standard developer’s toolkit. I see no reason for this to slow down.

Increased reliance on functional programming languages

Functional programming languages like Haskell, Clojure and Scala grew steadily in popularity during 2016. Usage of these server-side languages is driven by explosive growth in the number of smartphones and connected devices in use, and by our increased expectations of a great experience on those devices. As our computers, tablets, smartphones and IoT gadgets become more powerful, servers become the bottlenecks to performance. Increasing a server’s ability to perform concurrent tasks makes it more responsive when interacting with a large number of connected devices. The functional programming model is (mostly) stateless, meaning that sections of software can more easily and efficiently be run in parallel across different CPU cores or machines, without needing complex synchronization. This gives the functional paradigm an inherent edge over the object-oriented approach when doing concurrent processing such as web requests.

Shift toward material design and commonality of patterns

Things were interesting in 2016 on the visual design front. Not surprisingly, Google incorporated an increasing number of material design elements across its entire portfolio – systems (ChromeOS, Android), applications (Chrome, Drive, Google Play Music), websites (YouTube, AdSense) and even web search. We see material design aspects in Android apps from Slack, Twitter, Spotify, Airbnb and Wikipedia, and in websites from Asana, Geekbench and others. That said, we didn’t see adoption in other platforms (iOS, Tizen, Windows, MacOS – only a little with Ubuntu). Developers in these other places pushed forward with styles specific to those platforms, to varying extent.

I give myself only a few points of partial credit on that particular prediction from earlier this year. If I’m allowed to recast my design prediction for 2017, then I’ll move away from traditional design paradigms altogether – toward non-visual interfaces (Amazon Alexa, Siri, Cortana, Google Home) or extra-visual interfaces (augmented reality, virtual reality).

Summary

2016 brought many exciting developments in software and 2017 promises to be even better as containers and functional programming languages grow in adoption and JavaScript moves to become even more central parts of standard development practice. I’m intrigued to see how software norms will progress in the coming year and eager to share my thoughts with my fellow developers!

https://github.com/lukehoban/es6features
https://github.com/airbnb/javascript
http://google.github.io/styleguide/jsguide.html
http://thenewstack.io/javascript-transpilers-need-know/
http://searchsoa.techtarget.com/definition/polyfill
http://www.2ality.com/2015/06/tail-call-optimization.html
https://kangax.github.io/compat-table/es6/
http://www.androidnames.com/development/list-of-the-best-mobile-backend-as-a-service-mbaas-providers/
https://parse.com/migration#server
https://www.docker.com/what-docker
https://www.packer.io/intro/index.html
https://www.vagrantup.com/about.html
https://puppet.com/
https://www.chef.io/chef/
http://www.ansible.com/


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