A Quote by Harry E. Sloan
The issue for the major companies is how, is how when and where to make their content online. So you look at these major cable companies, whether it's Disney or Time Warner, News Corp., ESPN, USA, they're being very very careful, about making their content available over the internet, and they're trying to figure it out.
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The Canary Islands offer special incentives to companies looking at potential filming locations, so it was only logical for me to help the local government make connections with major U.S. film studios like Universal, Fox, Sony, Disney, Paramount, Time Warner, 21st Century Fox, CBS, Viacom, Comcast, HBO, Netflix, Warner Brothers etc.
Piracy is a huge, huge issue for all of these major content companies, and everybody has a different way of addressing it.
I'm even stunned at some of the majors you can get in college these days. Like you can major in the mating habits of the Australian rabbit bat, major in leisure studies... Okay, get a journalism major. Okay, education major, journalism major. Right. Philosophy major, right. Archeology major. I don't know, whatever it is. Major in ballroom dance, of course. It doesn't replace work. How about a major in film studies? How about a major in black studies? How about a major in women studies? How about a major in home ec? Oops, sorry! No such thing.
Every major car company is trying to figure out, 'How do I deploy the Internet into the car? How do I get cars to talk to each other? How do I get more safety? How do I get the ownership experience to change dramatically as a result?'
We've been dealing with censorship around multimedia, about multinational companies and the content they create, for a very long time.
There is this cat and mouse game that plays out over time where our team comes up with new and interesting ideas to identify content that we shouldn't recommend, and over time people are constantly probing that, trying to figure out how can they get around that and get a better reputation on Yelp.
The world needs sustainable, profitable, vibrant content companies staffed by dedicated professionals; especially content for people that grew up on the web, whose entertainment and news interests are largely neglected by television and newspapers.
When there were not very many Internet companies, the supply of Internet companies to the market was small and the appetite for them was large. Therefore, if you were in the business of creating Internet companies in 1996-98, you had a market that provided massive demand for that.
If you look at our original business model with the verticalized law firm, a lot of these companies that have this kind of full stack model are not going to survive. A lot of these companies, Atrium included, did not figure out how to make a dent in operational efficiency.
'On demand' is more than just a series of clicks on your still-too-complicated remote control. In fact, it is now the best way to describe what the cable industry - from programmers to content makers to distributors - imagine their world is. Services and content available to very demanding consumers, wherever, whenever, however.
I think a lot of people are doing content well today. A lot of companies are coming into the space. It is growing faster than anything other than mobile. You can see why. You look at young people and you can see how many are consuming content on their phones.
You will never ever, in any circumstance, win any struggle at any time. That being said, we have a long way to go. At the moment, the battle over network neutrality is not to completely eliminate the telephone and cable companies. We are not at that point yet. But the ultimate goal is to get rid of the media capitalists in the phone and cable companies and to divest them from control.
Whether it's Facebook or Google or the other companies, that basic principle that users should be able to see and control information about them that they themselves have revealed to the companies is not baked into how the companies work. But it's bigger than privacy. Privacy is about what you're willing to reveal about yourself.
I think companies over the last 10 years have done a very bad job of explaining to their employees what the intrinsic risks are. All I know is, if you wait until you let the employee go to deal with the issue of how do you communicate to the employee about being let go, it's too late to do anything.
How Hungama became the top children's channel in India is interesting because we were up against, not just Disney, but also Time Warner's Cartoon Network. It was an illustration of the fact that for any company that wants to grow in emerging markets, localizing content is the key.
We tend to think of Steam as tools for content developers and tools for producers. We're just always thinking: how do we want to make content developers' lives better and users' lives a lot better? With Big Picture Mode, we're trying to answer the question: 'How can we maximize a content developers' investment?'
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