When hackers did gain access to customers’ personal data a company lost more than $600 million on average. In equity value in the days immediately following. The biggest firms as well as those in retail also saw a drop in sales growth in. The three years after an attack showing that the effects linger. Financially, firms typically pull back after a cyber-attack. They try to overcome losses by reducing investments and, in turn, raising long-term debt, the authors found. CEOs also feel the heat. After a cyber-attack, companies are so wary of risk that they tend to reduce their CEO’s incentives to act boldly, slashing bonuses and swapping Japan Email Database stock options for more restrictive compensation. These changes can indeed be beneficial, the authors write, “if a cyberattack leads to a reassessment of firm risk and of the costs of adverse outcomes.”
Developing new sources of income is a vital strategic imperative.
Content has become more immersive and available on demand. Digital platforms have proliferated, creating more direct and personalized distribution. The competition for user engagement and spending has never been more brutal. All these developments have significantly disrupted the flow of E&M revenues. Gone are the days when TV networks, film studios, or companies of any kind could thrive on one, two, or even three reliable revenue sources. Today, profitable growth increasingly depends on having five, six, or even more revenue streams an often fluid portfolio of bets on businesses and products that extend beyond traditional sources of monetization. Just look around. Companies in every E&M sector are launching live
gulf email list events and podcasts, creating subscription offerings, producing video for consumers and brands, and expanding e-commerce and product licensing efforts.
Develop premium media experiences and other benefits
TV networks and film studios are developing streaming video services. Sports leagues and video game companies are converging on e-sports. Many are prioritizing new advertising products. Some of the most ambitious players are expanding globally, building new revenue streams in new geographies. Many successful E&M companies have always benefited from multiple revenue streams: carriage fees and advertising for pay-tv networks; tickets and popcorn for cinema owners; single-copy sales, subscriptions, and advertising for magazine and newspaper publishers. What is different now is a sense of urgency driven by a more arid monetization environment. Traditional sources of advertising and subscription revenues are drying up, and the largest digital platforms are absorbing much of the digital advertising growth.