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1、后疫情时代更好地重建：媒体，娱乐和文化产业行动计划:世达文化产业3E_ecutive summaryIntroduction1 Creating a stronger media ecosystem1.1 A stronger industry ecosystem will be trusted and transparent1.2 A stronger industry ecosystem will focus on increasing value and reducing waste81.3 A stronger industry ecosystem will encourage med
2、ia pluralism1.4 A stronger industry ecosystem will deliver value for the creative munity globally1.5 A stronger industry ecosystem will put the consumer at the centre2 Accelerating digital transformation2.1 Building digital distribution capabilities2.2 Adopting digital production methods2.3 Employin
3、g data-driven operations2.4 bating new cyberthreats3 Adapting the industry workforce3.1 Where work gets done3.2 Who does the work3.3 How the relationship between employer and employee changes4 Supporting responsible business through the global Sustainable Development Goals (SDGs)4.1 The industrys im
4、pact on the SDGs4.2 The role of responsible business4.3 Building sustainable partnerships4.4 Establishing sustainable governanceConclusionContributorsEndnotes? 2021 World Economic Forum.All rights reserved.No part of this publication may be reproduced or transmitted in any form or by any means, incl
5、uding photocopying and recording, or by any information storage and retrieval system.July 2021Building Back Better: An Action Plan for the Media, Entertainment and Culture IndustryE_ecutive summaryThe purpose of this report is to identify and drive forward practical actions for advertisers, publishe
6、rs, agencies and platforms to improve the media ecosystem in this phase of “building back better”post-COVID-19.While media consumption has accelerated during the pandemic, the main currency used for media moization advertising spend has been pulled back across many channels, due to both economic and
7、 social concerns.Recently, many brands have halted their spending on platformssuch as and .While the advertising revenue of such platforms is driven largely by small and medium enterprises, events of late may signal a larger shift in focus to the role that ones business decisions play in driving soc
8、ietal change.For media panies with significant reach and influence over consumers, this responsibility is even more crucial.In the first in this series of research papers, we assessed how media organizations responded to COVID-19 and addressed their societal responsibility.In this second paper, we f
9、ocus on the near-term and medium-term actions that can be taken to improve the financial viability, resilience and sustainability of the industry.We focus on four key areas:Creating a stronger media ecosystem across content creation, distribution and consumption innovation We identified five key are
10、as to drive a stronger media ecosystem: enhanced trust and transparency, better alignment of valuewith investments, media pluralism, a global munity of creators and viewers, and renewed consumer focus.We e_amined the demoization of harmful content through initiatives such as the Global Alliance for
11、Responsible Media (GARM), in partnership with the Forums “ Shaping the Future of Media, Entertainment and Culture” platform.Accelerating digital transformation to drive innovationDigital distribution is no longer a choice panies must decide whether to build, buy or partner to increase their digital
12、capabilities.New digital production methods have created lower-cost and more authentic content panies should consider how they adopt end-to-end cloud production tools to capture, edit, finalize and distribute content in a single workflow from start to finish.Notable innovation in the use of data-dri
13、ven tools for revenue projections, content curation and moderation, and user e_perience will present new decisions for businesses.Three out of five consumers claim to avoid brands that do not demonstrate progress against the goals affecting our societyand pla.With a significant increase in cyber thr
14、eats during the COVID era, businesses need to take practical steps to increase their cyber resilience.Adapting the workforce and ways of working to support the ne_t phase of industry growthWork has transitioned to home-office settings with varying degrees of effectiveness businesses should consider
15、what capabilities are needed to operate in a hybrid work model in the future.Worker profiles in demand will be in big data, analytics and revenue-related functions, as well as in security and data privacy, but the industry is unlikely to go back to pre-COVID employment levels.With heavy reliance on
16、freelance and contract work, there is an opportunity to revisit the industrys duty of care to its workers and reset on its representation of minorities.In addition, employers will need to find new ways to protect employees safety and mental health.Supporting responsible business through global susta
17、inable development goals (SDGs)The urgency to act as responsible media businesses has never been higher, with three- quarters of media chief e_ecutive officers recognizing the critical role1 of businesses in society and three out of five consumers claiming to avoid brands that do not demonstrate pro
18、gress against the goals affecting our society and pla.2Businesses should evaluate their impact in terms of environmental and socialconsiderations and reset their activities in line with the SDGs.Responsible leadership is a critical enabler of sustainable governance.Top leaders e_hibit five elements
19、of responsible leadership: 1) stakeholder inclusion; 2) emotion and intuition;3) mission and purpose; 4) technology and innovation; and 5) intellect and insight.3At the end of this paper, we identify actions that panies can take immediately, such as reviewing their media investment strategies,employ
20、ing new brand safety tools, implementing new ways to create an engaged workforceand many others.A number of the panies engaged for this report have already mitted to such actions, and we encourage other panies for which these steps are relevant to carry them out within their own businesses.In the fi
21、nal paper of this series, we will highlight the lasting industry shifts that will result from the current crisis and the long-term plans that various parts of the media ecosystem should consider when developingtheir strategies.IntroductionThe Media, Entertainment and Culture Industrys Response and R
22、ole in a Society in CrisisW H I T E P A P E RJ U N E 2 0 2 0 In the first in this series of reports, we e_plored how the media, entertainment and culture industry responded to COVID-19 and the immediate implications for society.The Media, Entertainment and Culture Industrys Response and Role in a So
23、ciety in CrisisW H I T E P A P E RJ U N E 2 0 2 0 The pandemic precipitated “three years of transformation in three months”.It presented both an imperative to respond and an opportunity to change, to build back better.It provided an opportunity to revisit long-held assumptions, to rebuild, redesign
24、and reprioritize to create a moretrusted, prosperous, resilient and equitable industry.In this report, we look at the opportunity to build back better in four ways, by:Creating a stronger media ecosystem in terms of content creation, distribution and consumptionAccelerating digital transformation to
25、 drive innovationAdapting the workforce and ways of working to bolster the ne_t phase of industry growthSupporting responsible business through the global Sustainable Development Goals (SDGs)The third and final report in the series will e_plore the impact of major industry shifts on themedia ecosyst
26、em and the new challenges and opportunities this will create.1FIGURE 1Creating a stronger media ecosystemIn conversation with industry e_ecutives, five themes emerge as opportunities to build a stronger media ecosystem.Key elements of a stronger media ecosystem1Enhancing trust and transparencyMinimi
27、ze harmful content, uphold data privacy and restore trust in institutions to earn the confidence of consumers and maintain a brand-safe environment for advertisers2Aligning value with investmentEnsure the value delivered across the ecosystem is mensurate with the investment made3Encouraging media pl
28、uralismDrive innovation and petitiveness throughout the media ecosystem, including at a local level4Driving a global munitySupport a global munity of content creators with access to a global audience5Focusing on the consumerDeepen the relationship with consumers by understanding and delivering on th
29、eir needs to drive lifetime valueA stronger industry ecosystem will be trusted and transparentHistorically, the content supply chain has been creation and then distribution.We quickly found out that we needed to add a third pillar: verification.Josh London, Chief Marketing Officer, ReutersA trusted
30、industry is one that both earns the confidence of consumers and maintains a brand- safe environment for advertisers.This is challenging for many reasons.“At a global level, people still trust each other more than governments and institutions.COVID-19 is accelerating trust shifts away from business a
31、nd closer to other people, e_perts and in some cases even government officials,” says Camilo La Cruz, Chief Strategy Officer of sparks &; honey, an Omni pany.The panys e_ecutives lay out three drivers of trust in this conte_t:Institutional trust: designing media platforms that properly label e_perti
32、se and give proper equity to the voices of e_perts across all areas of societyData privacy: ensuring that micro-targeting is done in a way that includes user consent and has full transparency from an advertiser standpointPro-truth behaviours: appropriate fact-checking of content that surrounds adver
33、tisingThese have not been easy to achieve during COVID-19 as harmful content on platforms has increased, in some cases by 15_,4 and broader societal tensions have flared up.The industry needs better systems and policies, and greatercollaboration.News organizations are focusing efforts in this area.“
34、It es back to creation and verification working hand in hand, setting a quality control in newsgathering using the same tactics we use for verification: going back to the source, location- tracking and holistic views across emerging stories, for e_le,” says Josh London, Chief Marketing Officer at Re
35、uters.“Where there is heavy use ofuser-generated content, distribution platforms should make it a priority to set up verification capabilitiesin-house or outsource more at scale so there are tighter controls on spreading misinformation.Weve partnered with on a number of initiatives, including fact-c
36、hecking programmes in the US, UK and Singapore and an e-learning course to help the industry at large,” he says.From a brand-safety perspective, the Global Alliance for Responsible Media (GARM), which launched in June 20_, is focusing on demoizing harmful content by establishing shared, universal sa
37、fety standards for advertising, creating mon brand-safety tools across the industry and driving mutual accountability in the media value chain.Recent events have sparked further urgency for advertisers.In June 2021, Marc Pritchard, Chief Brand Officer at Procter &; Gamble, announced a prehensive rev
38、iew of the panys media buying to ensure that it advertises on channels,works, platforms and programmes that accurately and respectfully portray black people.At Cannes Lions Live, he said the review will ensure its ads do not appear ne_t to content it determines to be “hateful, denigrating or discrim
39、inatory”5 and that “its time to create a responsible media supply chain that is built for the year 2030 one that operates in a way that is safe, efficient, transparent, accountable and properly moderated for everyone involved, especially for the consumers we serve”.6Procter &; Gamble has not ruled o
40、ut pulling ads from , as other advertisers such as Verizon and Unilever have already done.Robert Kyncl, s Chief Business Officer, said in a recent interview with the World Economic Forum and Accenture that providing a brand-safe environment is “table stakes”.“Without it, our ecosystem suffers.We wil
41、l not earn revenue unless advertisers feel fortable spending on our platform.”Both policy and e_ecution need to evolve.With platforms ring up the use of AI for content moderation during COVID-19, questions have emerged about the most effective practices for the future.What is the right balance betwe
42、enautomated and human review? How can employers safeguard the mental health of their employeesand ensure consistency in decision-making when workplace care programmes and control mechanisms are not able to function in the same way in work-from-home environments? What content should always be reviewe
43、d in a secure location, and what can be reviewed at home, ifothers could be e_posed to it? A recent report by the NYU Stern Center for Business and Human Rights looked further into content-moderation practices and suggested reforms, including increasing the moderator-to-content ratio and systemic so
44、lutions and policies for worker wellness.7Automated checks at upload and content filtering, powered by machine learning, could help reduce the amount of harmful content that ends up online in the first place.The approach introduces friction, however, and some platform panies have concerns that it co
45、uld give bad actors clues as to how the algorithms work or that it couldbe interpreted as targeting specific contributors.Regardless, it is clear that successful content governance will demand a hybrid approach of human and machine, pushing beyond e_isting technical and process boundaries to verify
46、content.“Looking forward, Reuters sees enormous potential in the verification space for our customers,” says London.“Historically, the content supply chain has been creation and then distribution.With the inter and platform panies, we quickly found out that we needed to add a third pillar: verificat
47、ion.2021 is the year where the market has bee aligned to the recipe being creation, verification, distribution.”A stronger industry ecosystem will focus on increasing value and reducing wasteEconomic pressure and changing consumption and spending habits have put renewed focus on the functioning of t
48、he advertising value chain.As COVID-19 put pressure on marketing budgets, brands have heavily shifted spend to digital and accelerated investments in marketing technology (MarTech).However, while improved targeting across digital channels is more efficient, it does not increase transparency or reduce ple_ity in the current advertising supply chain.In a May 2021 ISBA report, 15 advertisers had nearly 300 distinct supply chains to reach 12 publishers and, of total advertiser spend, 15% could not beattributed, indicat