WEBVTT - Studio71's Reza Izad Gets Real About Digital Video's Challenges

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<v Speaker 1>Welcome to another episode of the Strictly Business Podcast. My

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<v Speaker 1>guest today is Rezazad, CEO of Studio seventy one. A

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<v Speaker 1>company may not know by name, but chances are the

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<v Speaker 1>young people in your life know the digital native stars

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<v Speaker 1>and the Studio seventy one roster like Lily Sing, Roman

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<v Speaker 1>Atwood and Rent and Link. They helped the company drive

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<v Speaker 1>billions of video views online. We're building a business on

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<v Speaker 1>all those eyeballs. Has never been easy, but Azad is

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<v Speaker 1>a veteran of the digital video world who has steered

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<v Speaker 1>Studio seventy one and some innovative directions that we'll talk about.

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<v Speaker 1>Thanks for coming in, Reso, Thanks for having me. So

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<v Speaker 1>let's do some level settings Studio seventy one. It's not

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<v Speaker 1>as simple as just selling ads against video. No, there's

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<v Speaker 1>a lot more to it than that. But um, we're

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<v Speaker 1>essentially one of the world's largest distributors and producers of

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<v Speaker 1>short form content, and so you'll see our stuff on YouTube, Instagram, Snapchat, Facebook,

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<v Speaker 1>and we are essentially a B two B brand, so

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<v Speaker 1>you may be watching our content so like on YouTube

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<v Speaker 1>every month, about one and three Americans watch an hour

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<v Speaker 1>and a half of our content every month. Our brand

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<v Speaker 1>does not follow. It's a lot of our partners or

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<v Speaker 1>content or brands that are housed within sort of um

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<v Speaker 1>our group. So we're some of those brands are world

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<v Speaker 1>Star hip hop is a good example. You just listed

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<v Speaker 1>a bunch that are you know, really powerful. I think

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<v Speaker 1>you know, the Fine Brothers were producing a show called

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<v Speaker 1>This Might Get So there's there's a bunch of content.

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<v Speaker 1>It's coming from a lot of places. I mean, every

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<v Speaker 1>month we're publishing a little over twelve thousand pieces of

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<v Speaker 1>video content just on YouTube, and another when it's all

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<v Speaker 1>sliced and diced, another thirty or forty thousand pieces across

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<v Speaker 1>the rest of the web. Um So it's it's a

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<v Speaker 1>huge volume of content that we're putting out there. So

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<v Speaker 1>give me your sense of where we stand right now

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<v Speaker 1>here in mid to late in this digital video ego system,

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<v Speaker 1>which seems to me to be you know, pretty stormy weather.

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<v Speaker 1>Absolutely like if you look at it in the the macro,

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<v Speaker 1>it's all up and to the left, but when you

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<v Speaker 1>look at it in yearly Micro's it's it's a very

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<v Speaker 1>very tough business. Um I think a lot of our

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<v Speaker 1>competitors and ourselves you know as well, have had to

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<v Speaker 1>really level set what this business is. So I came

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<v Speaker 1>from the you know, the management side of the business,

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<v Speaker 1>as a lot of people who entered in from tech

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<v Speaker 1>and other sort of traditional players of it. Well, we'll

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<v Speaker 1>talk a bit about that because the history of TWODO

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<v Speaker 1>seventy one is interesting. You started as a management company.

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<v Speaker 1>We were the collective. There was a management firm. We

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<v Speaker 1>had about hundred and twenty employees, and we represented Lincoln

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<v Speaker 1>Park and Kanye West, a lot of music talent plus

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<v Speaker 1>you know, mainstream actors like Emil Hirsch and Martin Lawrence

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<v Speaker 1>and a bunch of folks like that. So yeah, it

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<v Speaker 1>started with that foundation. So it was talent first, was

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<v Speaker 1>the foundation, and the thesis of the business was that

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<v Speaker 1>all this disintermediation that was happening. So when Michael Green

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<v Speaker 1>started the company after the firm, it's like mid two

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<v Speaker 1>thousand's and you know, the there was I think my

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<v Speaker 1>Space was around. I think a lot of these earth

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<v Speaker 1>platforms that we're talking about today we're just emerging, and

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<v Speaker 1>it was clear that there was gonna be a way

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<v Speaker 1>that talented people could go direct to consumer. Um, we

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<v Speaker 1>thought it was going to happen in music. That's why

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<v Speaker 1>we had such a large emphasis in music because of

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<v Speaker 1>the disruption of Napster and iTunes and whatnot. Um. But

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<v Speaker 1>the reality is, for us, it happened actually in digital video.

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<v Speaker 1>That's where we saw the biggest opportunity to sort of

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<v Speaker 1>grow a business. And once we figured that out, UM,

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<v Speaker 1>Michael was very clear, um in terms of let's let's

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<v Speaker 1>make that our core sort of mission. So it was

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<v Speaker 1>kind of like a pivot at birth. It was a

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<v Speaker 1>pretty interesting pivot. Yeah, we've been the management firm for

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<v Speaker 1>about six or eight years. Um, we identified that we

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<v Speaker 1>were gonna there was this hyper growth opportunity. Took us

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<v Speaker 1>about two years to sort of really unwind the management business.

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<v Speaker 1>But that's essentially what happened. And fast forward to you know,

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<v Speaker 1>we talked about the stormy weathers. How are you running

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<v Speaker 1>a diversified business, talk about the different ways you're making money,

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<v Speaker 1>because diversification it seems like if you don't do that today,

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<v Speaker 1>you're dead. Um. So look, the irony is last year

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<v Speaker 1>it was brand safety. This year, what you're seeing is

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<v Speaker 1>the impact of all these O T T players that

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<v Speaker 1>went out of business at the end of last year

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<v Speaker 1>really sort of choking a lot of the economics of

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<v Speaker 1>the ecosystem. So when you look at the business, it's

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<v Speaker 1>you've got to have a very large, scalable advertising business play,

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<v Speaker 1>which means you have to be good at media and

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<v Speaker 1>packaging media as part of what you do. Branded content

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<v Speaker 1>is an adjacent sort of business that that is, you know,

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<v Speaker 1>rides alongside that, and those are big parts of what

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<v Speaker 1>we do and where we've spent a lot of time.

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<v Speaker 1>And then you have to understand I P UM and

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<v Speaker 1>and content creation. UM. That's how we actually fell into

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<v Speaker 1>the business was we co produced the Fred movies with

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<v Speaker 1>Brian Robbins and then did the Annoying Orange and video

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<v Speaker 1>game High School, so we started you know, I P

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<v Speaker 1>was central to what we were doing. UM, what we've

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<v Speaker 1>seen in the last year is a shrinkage of that market.

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<v Speaker 1>So when Go ninety goes out of business and see

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<v Speaker 1>so and watch a bowl and there's a much longer

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<v Speaker 1>list than that, UM, you get contraction, which is sort

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<v Speaker 1>of what we're seeing here. Last year the struggle was

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<v Speaker 1>navigating through UM the brand safety issues that we're running

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<v Speaker 1>havoc that I think still continue to sort of Yeah,

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<v Speaker 1>talk about the ecosystem, talk about how studio seventy one

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<v Speaker 1>encountered all that, my guesses, is a lot of technology

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<v Speaker 1>at work now to make sure that marketers are protected

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<v Speaker 1>when they're placing their dollars with you. We we built

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<v Speaker 1>a tool called Studio seventy one context and so it's

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<v Speaker 1>not just technology, it's technology and people. So when when

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<v Speaker 1>you release, you know, we'll call it fifteen. And we're

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<v Speaker 1>very focused today on YouTube media. I think that will

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<v Speaker 1>change over time. Um, but when you're focused on on

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<v Speaker 1>a platform like that, you have that much of a

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<v Speaker 1>sort of a release schedule, you can't have a traditional

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<v Speaker 1>standards and practices department. People go insane. So what we

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<v Speaker 1>had to do is build technology that would actually avoid

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<v Speaker 1>out videos that we know are not brand safe. And

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<v Speaker 1>there's the parameters. I think the market in terms of

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<v Speaker 1>just brand safety. Maybe this is the big topic is

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<v Speaker 1>what is brand safety? Is the first thing that's that

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<v Speaker 1>I think is unclear in this market. And so I

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<v Speaker 1>think everyone's in agreement that hates speech and you know,

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<v Speaker 1>things along that line, maybe overtly sexual pedophilia, you know,

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<v Speaker 1>all the things that are just beyond the pale that

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<v Speaker 1>that stuff is easy, but when you get into the

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<v Speaker 1>rest of it is is you know the effort, Okay,

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<v Speaker 1>how sexual can the content be? All that sort of stuff,

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<v Speaker 1>And given the market swung so heavy in one direction,

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<v Speaker 1>we decided to take attacked with context that we were

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<v Speaker 1>going to make a sort of PG thirteen and G

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<v Speaker 1>rated products. So it's very very safe, not unlike primetime

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<v Speaker 1>network tv UM and in some cases maybe even less

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<v Speaker 1>so like less edgy UM. And so what that product

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<v Speaker 1>does through two means of technology and then people on

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<v Speaker 1>the technology side, we take all the text data that

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<v Speaker 1>comes off, including including closed caption, and then we use

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<v Speaker 1>some image recognition software that Amazon and Google. We prefer

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<v Speaker 1>the Google product where we scan all our videos for

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<v Speaker 1>drug paraphernalia, guns and all the usual stuff. And this

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<v Speaker 1>stuff works. The stuff work is is actually very accurate,

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<v Speaker 1>but what drives the accuracy is actually people. So then

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<v Speaker 1>we so we we discount a lot of stuff. So

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<v Speaker 1>you say a bad word, there's guns, or there's something

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<v Speaker 1>that we find objection able, you're already self selected out.

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<v Speaker 1>So in theory, what what the people that are working

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<v Speaker 1>for us, since a team of about twenty people are

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<v Speaker 1>looking at are things that we think our brand sake,

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<v Speaker 1>but we don't. Peter doesn't know yet. And so we

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<v Speaker 1>have about twenty twenty sort of data points that we

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<v Speaker 1>try to add and and can try to contextualize, so

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<v Speaker 1>like contextualizing a gun. So there's a radar gun, there's

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<v Speaker 1>a NERF gun, and then there's a handgun that's been

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<v Speaker 1>used in a violent act, all very differently different um

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<v Speaker 1>sort of outcomes in terms of brand safety. And so

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<v Speaker 1>the people are trying to train the computers what those are,

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<v Speaker 1>and hopefully they're selecting more and more stuff that's just safe.

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<v Speaker 1>So before we traffic in an add a person looks

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<v Speaker 1>at that's our final sort of step in the brand

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<v Speaker 1>safety process. And I would imagine this technology has got

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<v Speaker 1>to be table stakes at this point, for it is

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<v Speaker 1>table stick and and the interesting thing is there's not

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<v Speaker 1>that many companies that have the video scale we have

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<v Speaker 1>in the data we have that could actually execute or

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<v Speaker 1>create something like that. UM. So it's so we're not

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<v Speaker 1>the only ones with the product, but I think we're

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<v Speaker 1>one of one of two or one of three with

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<v Speaker 1>this type of tool in the market. But you're making

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<v Speaker 1>money in other ways besides advertising. I mean, even e

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<v Speaker 1>commerce I'm hearing is becoming part of the mixed for

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<v Speaker 1>you guys talk about that. So look, some let's just

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<v Speaker 1>talk about the core of the business. Right. It's these

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<v Speaker 1>talent that the talent that's creating this content. So wherever

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<v Speaker 1>there's an engaged audience and wherever there are people that

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<v Speaker 1>care about something, there's an opportunity, if done right, to

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<v Speaker 1>market and create merchandizing or ancillary product around around that.

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<v Speaker 1>And so we've been taking advantage of that opportunity for

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<v Speaker 1>some time. UM, we've kind of found an interesting you know, niche.

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<v Speaker 1>We've gotten very good at the collectible space, which is

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<v Speaker 1>not how I anticipated our business evolving. We have um,

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<v Speaker 1>we have a we have a channel called Guava Juice

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<v Speaker 1>where we sell toy boxes every quarter. Um. You know,

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<v Speaker 1>we've sold almost three or four hundred thousand of these

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<v Speaker 1>boxes over the last few years, and you know, we've

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<v Speaker 1>done very well with that. We just put out a

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<v Speaker 1>mobile app with them that we're about to you know,

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<v Speaker 1>announce a fairly large license probably you know, a deal

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<v Speaker 1>around so so that that business has gone very well,

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<v Speaker 1>but it's very much um. He speaks to a very

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<v Speaker 1>young audience, and these are toys every quarter than they

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<v Speaker 1>get in a box. UM. We have a we have

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<v Speaker 1>a talent called Sanite and Happiness, where a year and

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<v Speaker 1>a half ago we did a kickstarter with them we

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<v Speaker 1>did over three million in sales um and that has

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<v Speaker 1>that the success of that it was it was a

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<v Speaker 1>card game, has led us into a number of sort

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<v Speaker 1>of gaming opportunities. So just this past month, uh, there's

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<v Speaker 1>a very famous sort of indie video game called The

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<v Speaker 1>Binding of Isaac and we just we just completed a

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<v Speaker 1>massive kickstarter there. We did raised two point six million

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<v Speaker 1>in thirty days and we expect that to have a

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<v Speaker 1>fairly long distribution life in retail in a bunch of

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<v Speaker 1>other places. So we've actually gotten more collectible. I thought

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<v Speaker 1>we would have been package goods or T shirts. Our

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<v Speaker 1>business has grown in a in a in a different

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<v Speaker 1>niche and it's but it's an unpredictable business. It's hit

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<v Speaker 1>driven and therefore our hits have been in this space

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<v Speaker 1>and so that's why you know it's defined that way today. Also,

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<v Speaker 1>I mean you're working with influencers, which from you know,

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<v Speaker 1>obviously we've seen them amass some great audiences, but not

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<v Speaker 1>without a real struggle. There's lots of sort of industry

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<v Speaker 1>anecdotes about how difficult it can be to work with

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<v Speaker 1>town like this, how do you insulate yourself? Well, first

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<v Speaker 1>of all, let's just talk about this talent versus others. Right, So,

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<v Speaker 1>the original thesis of the collective is that disintermediation is

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<v Speaker 1>going to allow creative people to go direct to consumer.

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<v Speaker 1>That thesis when it plays out in video or in

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<v Speaker 1>music or in any other sort of form, essentially you

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<v Speaker 1>end up with a creative class that has not had

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<v Speaker 1>to go through all the steps and all the collaborations

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<v Speaker 1>that they that would normally they would normally go through

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<v Speaker 1>to be successful. Meaning Roseanne Are does not exist without

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<v Speaker 1>ABC putting her on TV and so on, right, Um,

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<v Speaker 1>And so therefore there's a standard there hell too that

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<v Speaker 1>when ABC canceled the show, it's gone and all of

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<v Speaker 1>that sort of stuff. On the endverse, Beauty Pie can

0:12:13.800 --> 0:12:18.480
<v Speaker 1>go around saying whatever he says, Disney can't cancel him, right, right,

0:12:18.520 --> 0:12:24.120
<v Speaker 1>so Doesny was their impact? Absolutely? But but but you

0:12:24.120 --> 0:12:26.200
<v Speaker 1>know he's able to continue on. And so in a

0:12:26.240 --> 0:12:31.240
<v Speaker 1>world without those business consequences for behavior, you definitely have

0:12:31.800 --> 0:12:35.800
<v Speaker 1>um challenges in sort of managing and working through that.

0:12:35.800 --> 0:12:39.200
<v Speaker 1>That being said, when you when you really want to

0:12:39.720 --> 0:12:42.319
<v Speaker 1>the sort of the cream sort of rises to the top.

0:12:42.559 --> 0:12:45.080
<v Speaker 1>The reality is those that are super successful, and I

0:12:45.080 --> 0:12:47.760
<v Speaker 1>know we use beauty pies an example. The reality for

0:12:47.800 --> 0:12:51.200
<v Speaker 1>the most part is that the top layers is a

0:12:51.440 --> 0:12:55.360
<v Speaker 1>fairly professional class because they have been over the last

0:12:55.400 --> 0:13:00.880
<v Speaker 1>five years working with brands, delivering on time, creating content

0:13:00.960 --> 0:13:03.880
<v Speaker 1>for third party platforms, taking notes and all of that

0:13:03.920 --> 0:13:06.600
<v Speaker 1>sort of stuff. I think where the where the tension

0:13:06.720 --> 0:13:12.959
<v Speaker 1>is is where the biggest tension is when the expectation

0:13:13.040 --> 0:13:16.640
<v Speaker 1>of the partner is not in line with the reality

0:13:16.679 --> 0:13:20.439
<v Speaker 1>of the talent. The partner being any at any third

0:13:20.440 --> 0:13:25.360
<v Speaker 1>party right. And so a TV example would be, well,

0:13:25.520 --> 0:13:29.040
<v Speaker 1>we're broadcast, we should have these rights in deal making,

0:13:29.160 --> 0:13:31.400
<v Speaker 1>or we should be able to control this because we

0:13:31.440 --> 0:13:34.000
<v Speaker 1>do with all our other on air talent, or however

0:13:34.080 --> 0:13:36.320
<v Speaker 1>that may be. The reality is you don't get that

0:13:36.400 --> 0:13:40.760
<v Speaker 1>control because as somebody who's built a massive opportunity outside

0:13:40.760 --> 0:13:43.600
<v Speaker 1>of you, or a brand that thinks they're making a

0:13:43.640 --> 0:13:46.640
<v Speaker 1>commercial when what the talent thinks is a brand of

0:13:46.679 --> 0:13:49.160
<v Speaker 1>content deal meaning you're coming into my show, you're coming

0:13:49.160 --> 0:13:51.680
<v Speaker 1>into my environment. I'm the one who's sort of going

0:13:51.760 --> 0:13:54.760
<v Speaker 1>to be lending you my credibility in the segment. That's

0:13:54.760 --> 0:13:58.319
<v Speaker 1>where a lot of the friction is um in in

0:13:58.320 --> 0:14:01.240
<v Speaker 1>in managing this sort of market place. In the branded

0:14:01.320 --> 0:14:03.960
<v Speaker 1>content side of things. It seems like a lot of

0:14:04.000 --> 0:14:06.480
<v Speaker 1>people in the industry are complaining about how chaotic that

0:14:06.640 --> 0:14:10.319
<v Speaker 1>is with regard to representation of this talent. So many

0:14:10.400 --> 0:14:14.640
<v Speaker 1>different people claiming to speak for you know, influencer X.

0:14:14.720 --> 0:14:16.960
<v Speaker 1>How do you deal with that? Oh, it's that. So

0:14:17.160 --> 0:14:20.240
<v Speaker 1>that part of the market is very high growth and

0:14:20.480 --> 0:14:23.600
<v Speaker 1>barrier to entry is almost zero, right or very limited,

0:14:23.640 --> 0:14:26.360
<v Speaker 1>So we we have whereas on the media side, on

0:14:26.400 --> 0:14:29.040
<v Speaker 1>the content side of the there's there's just much higher

0:14:29.600 --> 0:14:33.320
<v Speaker 1>barriers to entry. So it's very confusing. On two sides.

0:14:33.560 --> 0:14:37.480
<v Speaker 1>You've got I think a buyer market that has not

0:14:37.680 --> 0:14:41.720
<v Speaker 1>figured out who owns the football and in media or

0:14:41.760 --> 0:14:45.760
<v Speaker 1>in creative, in strategy and PR, there's firms that actually

0:14:45.840 --> 0:14:50.520
<v Speaker 1>own the capability and the expertise and the market knowledge.

0:14:51.040 --> 0:14:53.840
<v Speaker 1>In branded content, it could be the brand, could be

0:14:53.920 --> 0:14:56.120
<v Speaker 1>the creative agency, it could be the PR firm, it

0:14:56.120 --> 0:14:59.880
<v Speaker 1>could be some specialist. So so the fact that the

0:15:00.040 --> 0:15:04.520
<v Speaker 1>by side is so fractured is one problem. Because r

0:15:04.560 --> 0:15:07.320
<v Speaker 1>o I, which is what every CMO talks about when

0:15:07.320 --> 0:15:10.200
<v Speaker 1>they have to ask for budget and all that when

0:15:10.280 --> 0:15:13.440
<v Speaker 1>you when you disperse sort of the expertise across a

0:15:13.480 --> 0:15:17.000
<v Speaker 1>bunch of agencies, you end up with with people who

0:15:17.120 --> 0:15:20.680
<v Speaker 1>don't have the same measurement, the same expectation, the same

0:15:20.760 --> 0:15:24.840
<v Speaker 1>quality control, the same standards. So the BY side needs

0:15:24.880 --> 0:15:29.400
<v Speaker 1>to fix itself, I think first before the cell side

0:15:29.640 --> 0:15:34.480
<v Speaker 1>organizes itself and the cell side is everything goes right,

0:15:34.520 --> 0:15:38.040
<v Speaker 1>it's whoever gets the client first, and what the challenges

0:15:38.080 --> 0:15:41.160
<v Speaker 1>on the for the talent is. You know, some version

0:15:41.240 --> 0:15:45.000
<v Speaker 1>of pricing is all over the place, multiple people representing you,

0:15:45.120 --> 0:15:47.160
<v Speaker 1>and when you go back to the sort of the

0:15:47.240 --> 0:15:50.480
<v Speaker 1>perception problem that this talent may be difficult to work with.

0:15:51.160 --> 0:15:55.640
<v Speaker 1>Um nothing like a mismanaged representative in the market to

0:15:56.120 --> 0:15:59.640
<v Speaker 1>sort of further that to cement that reputation. And so

0:15:59.760 --> 0:16:02.200
<v Speaker 1>I in talent needs to take a little bit of

0:16:02.240 --> 0:16:05.160
<v Speaker 1>control in this at the moment, and I think the

0:16:05.200 --> 0:16:08.680
<v Speaker 1>BY side needs to to sort of clean itself up,

0:16:08.680 --> 0:16:12.600
<v Speaker 1>which I think over time, as things grow, um, it

0:16:12.720 --> 0:16:15.160
<v Speaker 1>will have to. So you're hopeful then for change. Well,

0:16:15.200 --> 0:16:18.000
<v Speaker 1>look two years ago it was a billion dollar business.

0:16:18.160 --> 0:16:19.880
<v Speaker 1>You know now that they're saying it's two and a

0:16:19.960 --> 0:16:22.320
<v Speaker 1>half billion, and it's growing at you know, pretty fast,

0:16:22.960 --> 0:16:26.440
<v Speaker 1>um kigers and these are you know, McKenzie and analysis

0:16:26.480 --> 0:16:29.840
<v Speaker 1>of the market. I think at some point cmos are

0:16:29.840 --> 0:16:32.120
<v Speaker 1>gonna go. You know, I can't put fifty million to

0:16:32.200 --> 0:16:37.280
<v Speaker 1>work and get like a PR response, a creative agency response,

0:16:37.280 --> 0:16:39.480
<v Speaker 1>and a media response for the same problem. This is

0:16:39.520 --> 0:16:42.120
<v Speaker 1>not and so I think everyone needs to figure out

0:16:42.240 --> 0:16:44.520
<v Speaker 1>what is it and how are they going to measure it?

0:16:44.760 --> 0:16:47.480
<v Speaker 1>And once that happens, I think I think the cell

0:16:47.640 --> 0:16:52.400
<v Speaker 1>side will also clean up. Because today anyone can get

0:16:52.440 --> 0:16:55.520
<v Speaker 1>to anyone through any door. I think that there's not

0:16:55.600 --> 0:16:59.160
<v Speaker 1>a lot of vetting going on. What's also interesting about

0:16:59.200 --> 0:17:03.080
<v Speaker 1>Studio seventy one is your ownership structure. A number of

0:17:03.120 --> 0:17:06.720
<v Speaker 1>international companies have stakes, and you talk about how that

0:17:06.800 --> 0:17:10.200
<v Speaker 1>came to be and how that positions you in the market. Right,

0:17:10.280 --> 0:17:14.119
<v Speaker 1>So this business is whether you like it or not,

0:17:14.200 --> 0:17:17.000
<v Speaker 1>or want it to be or not as global. Um.

0:17:17.119 --> 0:17:19.120
<v Speaker 1>When we talk about I think we're now at nine

0:17:19.160 --> 0:17:22.679
<v Speaker 1>and a half billion views, that six of them do

0:17:22.760 --> 0:17:27.200
<v Speaker 1>not happen in the United States, UM and so, and

0:17:27.359 --> 0:17:32.239
<v Speaker 1>when people complain about monetization of digital, one of the

0:17:32.359 --> 0:17:35.560
<v Speaker 1>realities is the US market actually even just Google on

0:17:35.600 --> 0:17:40.000
<v Speaker 1>their own does a decent job doing it. It's when

0:17:40.040 --> 0:17:44.960
<v Speaker 1>you add the UK, Germany, Saudi Arabia, the Philippines, all

0:17:45.080 --> 0:17:48.720
<v Speaker 1>the Brazil, other parts of Latin America where where there's

0:17:48.800 --> 0:17:52.320
<v Speaker 1>where those numbers just are smaller because the economies and

0:17:52.640 --> 0:17:55.800
<v Speaker 1>a number of other factors. And so our thesis was

0:17:55.800 --> 0:18:00.280
<v Speaker 1>if we partnered in local markets with UM law large

0:18:00.280 --> 0:18:02.480
<v Speaker 1>sales houses who also had a lot of content that

0:18:02.560 --> 0:18:05.679
<v Speaker 1>was applicable in short form UM, we could build a

0:18:05.720 --> 0:18:09.400
<v Speaker 1>really interesting global footprint that would lift all boats UM

0:18:09.480 --> 0:18:12.280
<v Speaker 1>and so we partner would proceed in UM. There there

0:18:12.280 --> 0:18:15.280
<v Speaker 1>are the controlling shareholder in the business Germany. In Germany

0:18:15.280 --> 0:18:17.760
<v Speaker 1>they're the leading one of the leading broadcasters of not

0:18:17.800 --> 0:18:22.320
<v Speaker 1>the leading broadcaster in Germany and UM they were going

0:18:22.480 --> 0:18:26.040
<v Speaker 1>along that sort of similar path UM. And I think

0:18:26.200 --> 0:18:29.000
<v Speaker 1>what's interesting about the model is it's in Germany. In

0:18:29.040 --> 0:18:33.280
<v Speaker 1>the US, I'm very I'm very digitally native UM with

0:18:33.280 --> 0:18:38.760
<v Speaker 1>with few exceptions in Germany. Half my content is actually

0:18:39.080 --> 0:18:43.240
<v Speaker 1>mainstream prime time television and and day parts and news

0:18:43.320 --> 0:18:45.000
<v Speaker 1>and a whole bunch of other stuff. But cut down

0:18:45.000 --> 0:18:47.160
<v Speaker 1>to short form, cut cut down to short form, that's

0:18:47.200 --> 0:18:50.800
<v Speaker 1>exactly right. So it's it's the voice in short form,

0:18:50.880 --> 0:18:53.680
<v Speaker 1>the voice of Germany in short form or Germany's next

0:18:53.680 --> 0:18:56.520
<v Speaker 1>top model, or you know shows you haven't heard of

0:18:56.520 --> 0:18:59.200
<v Speaker 1>like Galileo, which is their science show, or their news

0:18:59.200 --> 0:19:02.480
<v Speaker 1>shows and stuff like that, and we bundle that with

0:19:02.600 --> 0:19:05.760
<v Speaker 1>the best of the sort of digital creative community and

0:19:05.800 --> 0:19:09.120
<v Speaker 1>sell that as an ad package. Um and so over

0:19:09.280 --> 0:19:11.600
<v Speaker 1>that that business model we sort of you know, are

0:19:12.320 --> 0:19:16.359
<v Speaker 1>exporting from Germany into France with t F one and

0:19:16.560 --> 0:19:21.040
<v Speaker 1>to Italy with media set And is there further growth

0:19:21.080 --> 0:19:24.160
<v Speaker 1>expected there? Can we see yet more partners that get

0:19:24.800 --> 0:19:29.040
<v Speaker 1>expected in fairness a lot more speed. The turnover in

0:19:29.320 --> 0:19:33.800
<v Speaker 1>broadcasters globally has been pretty pretty astounding, I mean in

0:19:33.840 --> 0:19:36.880
<v Speaker 1>the executives executive turnover at the top where we were

0:19:37.320 --> 0:19:40.359
<v Speaker 1>having our discussions, so I I would expect in the

0:19:40.400 --> 0:19:43.520
<v Speaker 1>next year or so we will have further announcements along

0:19:43.560 --> 0:19:45.600
<v Speaker 1>that way. But what we've done in the interim is,

0:19:45.720 --> 0:19:48.560
<v Speaker 1>I mean in Germany in particular, we've really doubled down

0:19:48.600 --> 0:19:52.359
<v Speaker 1>on that concept. We're we're delivering you know, half the

0:19:52.400 --> 0:19:55.080
<v Speaker 1>reach on most of the shows in terms of monetize

0:19:55.080 --> 0:19:58.000
<v Speaker 1>herble impressions on most of the shows. And I think

0:19:58.000 --> 0:20:01.440
<v Speaker 1>we're really trying to figure out this notion and it's

0:20:01.480 --> 0:20:04.560
<v Speaker 1>not it's not Studio sevenyone, it's it's Studio sevenyone really

0:20:04.680 --> 0:20:08.520
<v Speaker 1>is part of the proceedings sort of entertainment vertical, trying

0:20:08.520 --> 0:20:12.240
<v Speaker 1>to figure out the concept of you know, one reach number, right,

0:20:12.280 --> 0:20:16.600
<v Speaker 1>so a single currency for total reach on a on

0:20:16.600 --> 0:20:19.800
<v Speaker 1>a on a on a program, and and and so

0:20:20.200 --> 0:20:23.520
<v Speaker 1>if if, if we're successful in really achieving that as

0:20:23.560 --> 0:20:27.600
<v Speaker 1>a market standard, we believe a ton of AD dollars

0:20:27.640 --> 0:20:30.280
<v Speaker 1>are going to flow into the to the proceeding ecosystem

0:20:30.359 --> 0:20:35.840
<v Speaker 1>beyond just broadcast and oinos. I thought of your company

0:20:35.920 --> 0:20:39.040
<v Speaker 1>when I saw the news recently on what happened with

0:20:39.040 --> 0:20:43.560
<v Speaker 1>Awesomeness TV, because you guys essentially emerged from that same

0:20:43.720 --> 0:20:47.679
<v Speaker 1>corner of the ecosystem what was known as multi channel networks.

0:20:48.359 --> 0:20:50.600
<v Speaker 1>So many of those companies like your own have certainly

0:20:50.960 --> 0:20:55.840
<v Speaker 1>you know, evolved or pivoted since then. What did you

0:20:55.840 --> 0:21:00.000
<v Speaker 1>guys do right that they apparently, given what you see

0:21:00.000 --> 0:21:03.719
<v Speaker 1>a drop from valuation to sale price, that is not

0:21:03.920 --> 0:21:06.720
<v Speaker 1>a company that I think took a good turn. How

0:21:06.760 --> 0:21:11.320
<v Speaker 1>did what went on here? When you lose Jeffrey Katzenberg

0:21:11.359 --> 0:21:15.600
<v Speaker 1>and Brian Robbins, That would be one big check. It's

0:21:15.640 --> 0:21:18.880
<v Speaker 1>just given how much value those two generated for that business,

0:21:19.040 --> 0:21:23.240
<v Speaker 1>and they were shed when Comcast. I don't know the timing,

0:21:23.320 --> 0:21:27.320
<v Speaker 1>but but but the that departure was clearly not good

0:21:27.400 --> 0:21:31.400
<v Speaker 1>for the business. And you know, I don't know Jordan

0:21:31.480 --> 0:21:33.160
<v Speaker 1>all that well, but I just think he had big

0:21:33.200 --> 0:21:35.639
<v Speaker 1>shoes to fill in that in that role. And I

0:21:35.680 --> 0:21:39.040
<v Speaker 1>think secondarily, they were a little different than us from

0:21:39.080 --> 0:21:42.760
<v Speaker 1>the perspective of that was a digital media brand and

0:21:42.840 --> 0:21:46.200
<v Speaker 1>a production business. So they really sold production as their

0:21:46.240 --> 0:21:51.040
<v Speaker 1>core capability. Um. They didn't have the scale that we

0:21:51.040 --> 0:21:53.520
<v Speaker 1>we have at all um, and so they didn't have

0:21:53.760 --> 0:21:58.000
<v Speaker 1>the diversity so as as go ninety and others leave

0:21:58.080 --> 0:22:00.920
<v Speaker 1>the market, I think it left a big hole in

0:22:00.920 --> 0:22:04.000
<v Speaker 1>in there in their business plan, and I think that

0:22:04.119 --> 0:22:07.439
<v Speaker 1>was that was really I think that was very, very

0:22:07.520 --> 0:22:09.840
<v Speaker 1>challenging for them to navigate out of. But you guys

0:22:09.880 --> 0:22:12.880
<v Speaker 1>have a production arm as well, you do some long forms,

0:22:12.880 --> 0:22:16.880
<v Speaker 1>some scripted, how is that going? We're seeing the same

0:22:16.920 --> 0:22:19.440
<v Speaker 1>trends that that is a tough market for companies like

0:22:19.560 --> 0:22:22.480
<v Speaker 1>ours today. I mean, I thought that for a while,

0:22:22.520 --> 0:22:25.640
<v Speaker 1>the conventional wisdom was, Oh, there's Netflix, there's Amazon, there's

0:22:25.640 --> 0:22:30.719
<v Speaker 1>gonna be Apple. So many buyers wanted his long form scripted,

0:22:30.840 --> 0:22:36.560
<v Speaker 1>maybe not scripted. Is it not that simple? It is,

0:22:36.680 --> 0:22:38.960
<v Speaker 1>but but our cork. So if you think about what

0:22:39.040 --> 0:22:42.240
<v Speaker 1>was the core competency of what we sold and what

0:22:42.400 --> 0:22:46.119
<v Speaker 1>the opportunity was for us on the production side was Look,

0:22:46.440 --> 0:22:49.200
<v Speaker 1>when we did the Fred movies, those were massive hits

0:22:49.200 --> 0:22:52.879
<v Speaker 1>on Nickelodeon. That was a pretty big franchise that was successful.

0:22:52.920 --> 0:22:55.840
<v Speaker 1>That was that was the early days of what became

0:22:55.880 --> 0:22:58.600
<v Speaker 1>Studio seventy one. I think a lot of people thought

0:22:58.640 --> 0:23:00.240
<v Speaker 1>that was gonna there was gonna be a lot more

0:23:00.320 --> 0:23:05.240
<v Speaker 1>of that translation where this creator class adds a lot

0:23:05.280 --> 0:23:08.200
<v Speaker 1>of value for O T T is they can drive

0:23:08.400 --> 0:23:13.160
<v Speaker 1>tons of subscribers and engagement in those ecosystems, and so

0:23:14.040 --> 0:23:17.080
<v Speaker 1>that was that was a core capability of ours. What

0:23:17.240 --> 0:23:20.400
<v Speaker 1>has happened when a lot of the market entrants just

0:23:20.560 --> 0:23:24.080
<v Speaker 1>decided that you know, folded their their tents over the

0:23:24.160 --> 0:23:27.800
<v Speaker 1>last year, the other buyers aren't looking for that in

0:23:27.840 --> 0:23:31.920
<v Speaker 1>the same volumes. So it's just our capability is still there.

0:23:32.080 --> 0:23:36.160
<v Speaker 1>It's very applicable where we've actually transferring into businesses like podcasting,

0:23:36.200 --> 0:23:39.560
<v Speaker 1>where we know we can generate audiences and have people

0:23:39.600 --> 0:23:42.800
<v Speaker 1>engage with our content in a pretty pretty interesting way.

0:23:42.840 --> 0:23:46.040
<v Speaker 1>But I think Netflix isn't dying to do a bunch

0:23:46.080 --> 0:23:48.720
<v Speaker 1>of influencer content would be the answer to that. I

0:23:48.760 --> 0:23:51.320
<v Speaker 1>don't know that Apple is um and so they're gonna

0:23:51.359 --> 0:23:54.000
<v Speaker 1>do it in smaller amounts. So I think it just

0:23:54.080 --> 0:23:57.000
<v Speaker 1>makes it more challenging. So what instead of being a

0:23:57.160 --> 0:23:59.560
<v Speaker 1>unique player or one of a small group of people

0:23:59.560 --> 0:24:02.720
<v Speaker 1>who can execute in this realm, we're now in a

0:24:02.880 --> 0:24:06.840
<v Speaker 1>long list of producers selling projects, which makes I think

0:24:06.840 --> 0:24:10.159
<v Speaker 1>the world infinitely more difficult. So we're talking about giants

0:24:10.160 --> 0:24:12.520
<v Speaker 1>like Netflix and Amazon, but we should really spend more

0:24:12.600 --> 0:24:15.120
<v Speaker 1>time on the giants you deal with on the ad

0:24:15.160 --> 0:24:20.040
<v Speaker 1>support inside. You mentioned you're still very YouTube center centerance company,

0:24:20.119 --> 0:24:22.560
<v Speaker 1>so you know, give us the status check on them.

0:24:22.600 --> 0:24:28.040
<v Speaker 1>But Facebook, Snapchat, how are these partners evolving? So so

0:24:28.119 --> 0:24:32.040
<v Speaker 1>let's let's let's just take YouTube. YouTube is obviously continues

0:24:32.119 --> 0:24:34.920
<v Speaker 1>to grow and user engagement because I think at some point,

0:24:35.560 --> 0:24:37.640
<v Speaker 1>you know, I think it's two billion monthly people. It's

0:24:37.720 --> 0:24:39.280
<v Speaker 1>quite a few people. At some point. I don't know

0:24:39.320 --> 0:24:41.480
<v Speaker 1>if there's gonna be more users on the platform at

0:24:41.520 --> 0:24:45.399
<v Speaker 1>an exponential growth. But the watch time people, the amount

0:24:45.440 --> 0:24:48.560
<v Speaker 1>of time people are spending on that platform continues to

0:24:48.600 --> 0:24:51.280
<v Speaker 1>grow in a very very healthy way. And so if

0:24:51.320 --> 0:24:54.399
<v Speaker 1>you want to reach as an advertiser eighteen to thirty

0:24:54.440 --> 0:24:56.800
<v Speaker 1>four year old demos and below right we'll call it

0:24:56.840 --> 0:24:59.720
<v Speaker 1>twelve to thirty four, I think you're gonna be hard

0:24:59.760 --> 0:25:06.479
<v Speaker 1>pres us finding video inventory of that scale UM on

0:25:06.520 --> 0:25:08.520
<v Speaker 1>other platforms. I think it's just going to be very,

0:25:08.640 --> 0:25:12.560
<v Speaker 1>very very challenging UM. So they're for all for for

0:25:12.600 --> 0:25:14.560
<v Speaker 1>the long term, they're looking great. And for us, there

0:25:14.600 --> 0:25:18.160
<v Speaker 1>are great there are best partners. That relates to that.

0:25:18.320 --> 0:25:23.000
<v Speaker 1>They're ad technology is really good, their content claiming technologies

0:25:23.359 --> 0:25:26.679
<v Speaker 1>incredibly you know solid. So it works for business like

0:25:26.840 --> 0:25:28.960
<v Speaker 1>us to be on a on a platform like that

0:25:29.440 --> 0:25:32.080
<v Speaker 1>where we're seeing other growth in video that we're like

0:25:32.160 --> 0:25:36.200
<v Speaker 1>super excited about, areas like O T t um we are.

0:25:36.320 --> 0:25:38.800
<v Speaker 1>We've been publishing a ton of apps, not not a

0:25:38.920 --> 0:25:42.359
<v Speaker 1>single We're not focused on a single brand because that

0:25:42.359 --> 0:25:44.840
<v Speaker 1>that just wouldn't fit into our business model. But we

0:25:44.920 --> 0:25:47.760
<v Speaker 1>have like sixty or seventy apps, for instance in Roku,

0:25:48.000 --> 0:25:52.280
<v Speaker 1>ranging from family entertainment to gaming entertainment, animation and things

0:25:52.320 --> 0:25:56.240
<v Speaker 1>like that, and we've seen a pretty pretty heavy pickup

0:25:56.320 --> 0:25:59.840
<v Speaker 1>and not only ad revenue but viewership on that platform,

0:26:00.280 --> 0:26:03.920
<v Speaker 1>same with M with Amazon Fire UM and and other

0:26:04.080 --> 0:26:07.359
<v Speaker 1>sort of connected devices UM and, so we expect to

0:26:07.400 --> 0:26:11.560
<v Speaker 1>be selling more media UM through that platform, you know,

0:26:11.640 --> 0:26:13.320
<v Speaker 1>towards the end of this year and next year. So

0:26:13.359 --> 0:26:16.520
<v Speaker 1>we see high growth for us in monetizing O T

0:26:16.720 --> 0:26:20.359
<v Speaker 1>T traffic UM and probably like we did on the

0:26:20.400 --> 0:26:22.840
<v Speaker 1>YouTube side, will be part of it will be our

0:26:22.880 --> 0:26:25.240
<v Speaker 1>own distributed content, and part of it will be third

0:26:25.240 --> 0:26:27.840
<v Speaker 1>parties so long as it sort of hits that youth

0:26:28.040 --> 0:26:34.120
<v Speaker 1>culture topic. UM. Facebook doesn't allow us to monetize advertising

0:26:34.160 --> 0:26:37.760
<v Speaker 1>where we're the seller. We do have brands on the platform.

0:26:38.320 --> 0:26:40.600
<v Speaker 1>I think, you know, some are doing well, some are

0:26:40.640 --> 0:26:43.480
<v Speaker 1>not doing well. I think it's very much hit or miss,

0:26:43.600 --> 0:26:46.600
<v Speaker 1>by the way, not similar to YouTube. I just think

0:26:46.640 --> 0:26:49.199
<v Speaker 1>they're not as advanced as it relates to video and

0:26:49.320 --> 0:26:52.800
<v Speaker 1>video monetization. But we we have high hopes for them

0:26:52.840 --> 0:26:55.000
<v Speaker 1>to sort of really get that right over the next

0:26:55.040 --> 0:26:58.200
<v Speaker 1>year or two, which I would assume they will. UM.

0:26:58.400 --> 0:27:01.760
<v Speaker 1>Instagram TV is super interesting. We're seeing a ton of

0:27:01.800 --> 0:27:05.359
<v Speaker 1>engagement there. Again, not monetized today, but we really like

0:27:05.880 --> 0:27:09.920
<v Speaker 1>the platform. And on Snap you know, Snap is is

0:27:10.000 --> 0:27:13.520
<v Speaker 1>by invitation only, right, so we've been like the guys

0:27:13.520 --> 0:27:16.040
<v Speaker 1>in the and I had to describe us like, you know,

0:27:16.080 --> 0:27:19.240
<v Speaker 1>the guys outside the nightclub, like please get me in, um,

0:27:19.240 --> 0:27:22.080
<v Speaker 1>But we're finally getting it. So we were just you know,

0:27:22.680 --> 0:27:25.720
<v Speaker 1>starting to produce a channel with world Star Hip Hop

0:27:26.080 --> 0:27:30.000
<v Speaker 1>um for for Snap So that'll be our first foray

0:27:30.119 --> 0:27:33.359
<v Speaker 1>um in there. And you know, again another very highly

0:27:33.440 --> 0:27:38.439
<v Speaker 1>engaged environment. Um. Despite all the monthly active user issues

0:27:38.480 --> 0:27:40.840
<v Speaker 1>and all the growth issues that are in the public market,

0:27:41.280 --> 0:27:43.879
<v Speaker 1>when you really get down to it, there's just the

0:27:43.960 --> 0:27:46.760
<v Speaker 1>people that are on that platform are consuming a ton

0:27:46.800 --> 0:27:49.160
<v Speaker 1>of content. So it's a good place for us to be.

0:27:49.720 --> 0:27:52.960
<v Speaker 1>So I mean one last question. These issues that you

0:27:53.080 --> 0:27:56.160
<v Speaker 1>just cited, uh, any that we haven't talked about yet

0:27:56.200 --> 0:27:59.119
<v Speaker 1>that are notable that you're saying anyone who's in the

0:27:59.160 --> 0:28:05.640
<v Speaker 1>digital content game right now is focused on Well, look, Um,

0:28:05.680 --> 0:28:08.000
<v Speaker 1>if you think about what I think is going to happen,

0:28:08.040 --> 0:28:10.080
<v Speaker 1>then the question is who When you're starting to see

0:28:10.080 --> 0:28:12.480
<v Speaker 1>what Viacom is doing, you know they bought who say

0:28:12.520 --> 0:28:16.800
<v Speaker 1>they bought vid Kan They've got awesomeness. Now, Um, I

0:28:16.840 --> 0:28:21.399
<v Speaker 1>think you're gonna see consolidation in this space, um, just

0:28:21.880 --> 0:28:25.720
<v Speaker 1>because of of all the issues and the variable sort

0:28:25.760 --> 0:28:29.520
<v Speaker 1>of we've discussed UM and I think that's you know,

0:28:29.640 --> 0:28:34.040
<v Speaker 1>definitely the drum that is beating the loudest in the

0:28:34.080 --> 0:28:37.160
<v Speaker 1>market is that this business you know, you know, look,

0:28:37.440 --> 0:28:40.160
<v Speaker 1>we talked about nine and a half billion viewers views

0:28:40.200 --> 0:28:42.000
<v Speaker 1>a month and all the stuff. The reality is we're

0:28:42.440 --> 0:28:47.040
<v Speaker 1>we're very small when compared to any media company. Right,

0:28:47.120 --> 0:28:50.240
<v Speaker 1>We're in the hundreds of millions of revenue, not not billions,

0:28:50.880 --> 0:28:53.320
<v Speaker 1>and so you know, in order to have scale in

0:28:53.320 --> 0:28:55.920
<v Speaker 1>the market where you're dealing with giants, we gotta get

0:28:55.960 --> 0:28:58.520
<v Speaker 1>a lot bigger, and still it will be relatively small

0:28:58.720 --> 0:29:01.640
<v Speaker 1>to add the services are brand partners need the services

0:29:01.640 --> 0:29:04.600
<v Speaker 1>our talent, you know, partners need and to to service

0:29:04.600 --> 0:29:08.680
<v Speaker 1>the market. The markets, there's gonna be fewer but larger businesses.

0:29:08.760 --> 0:29:12.000
<v Speaker 1>And they may be inside companies like a Vicom, or

0:29:12.040 --> 0:29:15.520
<v Speaker 1>they may be um, they may be independent that that

0:29:15.520 --> 0:29:19.040
<v Speaker 1>that I don't know. But you're sizeable enough where you

0:29:19.040 --> 0:29:22.080
<v Speaker 1>yourself at Studio seventy one could be an acquisition target

0:29:22.120 --> 0:29:24.760
<v Speaker 1>or do guys, I well, we already have we already

0:29:24.760 --> 0:29:27.080
<v Speaker 1>been acquired, we already have partners. The question is how

0:29:27.120 --> 0:29:30.160
<v Speaker 1>do we get bigger faster? Is really the question I

0:29:30.160 --> 0:29:32.680
<v Speaker 1>think we have as as we get into this space,

0:29:33.080 --> 0:29:35.160
<v Speaker 1>and we'll see how that plays out in the coming year.

0:29:35.240 --> 0:29:40.800
<v Speaker 1>Thanks Reside for coming than for having me again. That's

0:29:40.800 --> 0:29:43.600
<v Speaker 1>been another episode of Correctly Business. Tune in next week

0:29:43.600 --> 0:29:46.720
<v Speaker 1>from more interesting conversations with some of the brightest minds

0:29:46.720 --> 0:29:48.960
<v Speaker 1>and media. Let us know what you think of the podcast.

0:29:49.040 --> 0:29:51.560
<v Speaker 1>Either drop a comment to the iTunes store or send

0:29:51.600 --> 0:29:54.640
<v Speaker 1>us an email at podcasts at variety dot com. There