Wednesday, November 15, 2023

Where Will AI Drive the Most Value, Across Industries and Functions?

Artificial intelligence is expected to affect nearly every industry, though some industries should benefit more, in terms of affect on output or productivity. Generative AI alone could add the equivalent of $2.6 trillion to $4.4 trillion annually across the 63 use cases analyzed by McKinsey consultants. 


About 75 percent of that value would  be added by GenAI application to customer operations including marketing and sales, software engineering, and research and development, McKinsey says. 


source: McKinsey


But it is not clear that the industries which benefited most from prior waves of information and communications technology will reap the biggest rewards from AI. 


According to job site Indeed, generative AI, for example, is going to supplant more human activity in software development than in driving; more replacement in information technology help desks and less for beauty or wellness jobs. 

source: Indeed


“Unlike prior advances in robotics and computing that largely impacted manual labor, roles filled by knowledge workers are potentially the most exposed to change from generative AI,” an Indeed study says. 

 

The other methodological issue is that it is difficult to impossible to measure the productivity of office or knowledge work, as “output” is hard to measure. 


Whatever we may prefer to think, the introduction of several waves of information and communications technology, from personal computing to the internet to mobile service to cloud computing has had a disparate impact on various industries, if we can extrapolate from productivity changes, and assume that information technology has played a significant role. 


Though estimates obviously vary, a reasonable assessment of information and technology impact across industries might show a pattern that shows disparate impact, in terms of productivity outcomes. 


Generally, observers would tend to cite agriculture, manufacturing and finance as among those industries which saw the most change in productivity since 1980, with government and education routinely seen as benefiting the least, if at all. Obviously, various studies and estimates vary in the precise degrees of industry impact and in some cases other changes might be more important than computing or communications changes in explaining changes. 


In agriculture, for example. Most analyses would credit genetically modified crops, precision farming techniques, and advanced machinery for the productivity gains. Obviously, precision farming is the only innovation directly provided by computing, information and communications technology. 


Improved crop breeding, better land management practices, Expanded access to inputs, improved seeds, fertilizers, and pesticides, globalization and trade, government policies, 

increased demand for food as incomes have risen, global economic growth, Infrastructure development and even education and training have played important roles in boosting agricultural productivity, many would argue.


Industry

Productivity Change (%)

Agriculture

175%

Transportation

90%

Finance

50%

Retail

40%

Manufacturing

30%

Healthcare

20%

Education

10%

Government

0%


Industries expected to benefit most from AI include those with lots of routine, repetitive tasks, large amounts of data, and complex decision-making processes. For example, AI is expected to have a major impact on the transportation, manufacturing and healthcare industries, retailing and finance. 


The industries that are expected to be least affected by AI are those that are characterized by human creativity and interaction. 


Industry

Expected Productivity Impact

Transportation

High

Manufacturing

High

Healthcare

High

Retail

High

Finance

High

Education

Medium

Government

Medium

Agriculture

Medium

Mining

Medium

Construction

Medium

Hospitality

Medium

Entertainment

Medium

Personal Services

Low

Arts and Culture

Low


The point is that some industries might benefit from AI more than they have from prior waves of information technology innovation. Healthcare is among those industries that might benefit quite a bit more than in the past. 


AI should facilitate more accurate diagnoses, personalized treatment plans, and therefore improved patient outcomes, based not only on a single patient’s history and data, but on all accumulated patient data. 


AI also should allow better proactive and preventive care, again using the accumulated data from “all” patient histories. AI can facilitate the development of personalized treatment plans tailored to individual patients' genetic makeup, medical history, and lifestyle factors.


AI is expected to play a big role in accelerating the drug discovery process by analyzing vast datasets of molecular interactions and identifying potential drug candidates. Automated procedures can streamline workflows, reduce errors, and improve efficiency.


Perhaps the important observation is that generative AI alone should have value across most industries in reshaping sales, marketing, software engineering, research and development and customer operations.


Saturday, November 11, 2023

The Coming Age of Streaming "Super Bundles"

"Super bundles" are coming in the video streaming business.


If there is anything we can “know” about consumer preferences for buying video content, it is that convenience, price and simplicity are desirable. In either linear or “streaming” eras, consumption therefore always has involved some amount of bundling.


Content was aggregated into broadcast channels; then cable TV channels and now streaming service brands. 


What consumers never have had, in the video format, is a la carte access to individual shows. That has remained a staple for the theatrical exhibition business (movies shown at movie theaters), but the video business always has involved bundling. 


And that means the next era of streaming evolution will involve the creation of “bigger” or “broader” bundles that essentially replicate the value of the older linear format: pay one price, get lots of content, at one place. 


Whether the packing is “channels” or “streaming services,” some form of bundling always is required, as the cost of distribution of single shows or episodes is too difficult a business model, either for suppliers or consumers. Simply, the cost of selling or buying a single episode is too high, at the volumes most consumers will prefer. 


Cost element

Description

Content acquisition

The cost of acquiring the rights to distribute the content. This can be a significant cost, especially for popular content.

Content preparation

The cost of preparing the content for distribution. This includes tasks such as encoding, transcoding, and packaging.

Content delivery

The cost of delivering the content to consumers. This includes the cost of bandwidth, content delivery networks (CDNs), and other infrastructure.

Payment processing

The cost of processing payments from consumers. This includes the cost of credit card fees, fraud prevention, and other services.

Marketing and promotion

The cost of marketing and promoting the content. This can be a significant cost, especially for new or niche content.

Customer support

The cost of providing customer support to consumers. This includes the cost of staffing call centers, providing online support, and handling customer inquiries.


In addition, there are indirect costs:


  • The cost of maintaining and updating the underlying technology infrastructure.

  • The cost of managing and protecting intellectual property rights.

  • The cost of complying with regulations.

  • The cost of managing and resolving disputes with content creators and distributors.


Of course, on-demand distribution costs can be quite different depending on the delivery platform: retail stores renting DVDs or CDs; retail delivery by mail or internet delivery. 


Delivery Method

Direct Costs

Sample Cost (Per Episode or Movie)

Rental in Retail Stores

Manufacturing and duplication of discs, physical distribution to stores, store overhead, inventory management, disc replacement

$2.00 - $5.00

Postal Delivery

Disc manufacturing and duplication, postage costs, packaging materials, return postage or prepaid return envelopes

$3.00 - $6.00

On-demand Delivery (Per Episode)

Content acquisition, content preparation, content delivery infrastructure, payment processing, customer support

$0.50 - $1.50

Streaming Service

Content acquisition, content preparation, content delivery infrastructure, payment processing, customer support, marketing and promotion

$0.20 - $0.50


As a rule, bundled delivery using internet mechanisms offers the lowest overall delivery costs, compared to physical media. 


The point is that full a la carte access to individual titles is  impractical for many reasons. No single firm can afford to amass the full available catalog of created video content. Given the typical amount of video content people watch, 


By age group, people watch somewhere between three hours and 4.5 hours of content daily. 


18-24: 4 hours, 37 minutes

25-34: 3 hours, 54 minutes

35-44: 3 hours, 47 minutes

45-54: 3 hours, 31 minutes

55-64: 3 hours, 10 minutes

65+: 2 hours, 50 minutes


Assume the “typical” item is a 20-minute episode. That implies delivery of between nine and 14 episodes daily. Using a full on-demand model, that implies a cost of at least $3 to $9 daily, or about $90 to $270 per month. 


If you think about the pricing of streaming and on-demand services, it seems clear that consumers will not willingly pay such amounts for full a la carte access, even if it were possible. 


At the moment, declining take rates for linear video suggest that format is not preferred, even at typical costs of between $80 and $100 a month. The ultimate amount of spending for streaming alternatives is still developing, but many households already buy multiple subscriptions. 


The average U.S. household subscribes to 4.2 streaming services, up from 3.4 subscriptions in 2022, according to a 2023 survey by Leichtman Research Group. The survey also found that the average household spends $67 per month on streaming services, up from $55 in 2022.


Obviously, in an a la carte environment (were it possible), consumers would pay more than they presently do to watch video content delivered using the internet, the most-affordable platform. 


All of which explains why full a la carte buying (anything you want, when you want it) never happens. 


Instead, the business terrain centers on amalgamating enough content, at a low-enough monthly price, to satisfy enough customers so the business can survive. So far, most streaming services offering on-demand viewing have prices ranging from $5 to to $15 a month.


Streaming Service

Monthly Price (USD)

Netflix

9.99-19.99

Prime Video

8.99

Apple TV+

4.99

Hulu

7.99-14.99

HBO Max

14.99

Disney+

7.99

Paramount+

4.99-9.99

Peacock

4.99-9.99


Such prices do not seem sustainable, at such levels, financial reports suggest, as only Netflix actually seems to earn profits. 


The full issue is that the older linear TV model also is shrinking at a time when streaming investments are being made, so it actually is a combination of lower revenue and higher costs that are the problem for streaming providers. 


In other words, content producers are losing scale in a business where scale matters. Note especially the loss of advertising revenue for streaming models, compared to linear models. 


Element

Video streaming (%)

Linear video (%)

Revenue



Subscription fees

50-60

10-20

Advertising

20-30

70-80

TVOD (episode sales)

5-10

0

PPV (live event sales)

0-5

0

Merchandising

0-5

0

Cost



Content licensing

30-40

40-50

Production

10-20

0-10

Marketing

10-20

10-20

Technology

10-20

10-20


The point is that cost, convenience and simplicity have always driven the video business towards bundling, and that is unlikely to change in the streaming era of video delivery. 


To prosper, streaming services will have to gain greater scale, and that also means fewer but larger suppliers. It likely also means a reconstitution of the older cable TV bundled model of one flat price for lots of content. 


At first rather informally, then likely later formally, bundles of popular streaming services--”super bundles”--will be offered to consumers, where paying one price gives access to a few or several top services. 


In the early days, this will take the form of a “super bundler” aggregating two or more services into a package, often with other services such as mobile or internet access (home broadband) service. 


It’s coming. Consumer demand and supplier necessity will drive it. 


DIY and Licensed GenAI Patterns Will Continue

As always with software, firms are going to opt for a mix of "do it yourself" owned technology and licensed third party offerings....