12:03 Mike Gordon onstage, to “sum it all up.”

12:04 - Fragmentation happening. Millions of devices that consumers will interact with. So context matters, to find users, who aren’t sitting passively but are being called to action. That requires pulling order out of chaos - to get coherence by identifying metrics, measurements, and standards that will make it all straightforward to monetize.

12:05 - This leads us to a new world of user experience, a world where the web looks like us, and help to make the way we live, work, and play a little bit better.

12:08 - Jeff Lunsford on stage to close the conference.

12:09 - “I am incredibly fired up after this.”

12:10 - We need to innovation and be more efficient, but I’ve heard a lot about new creation. We are in a market rich with opportunity, and there is a lot of forward thinking going on.

11:46 - Panelists onstage.

11:47 - Hatfield: We heard that the audience is fragmented…three screens, different types of segments. What are you going to do first when you get home?

11:48 - Person: Main issue is still how are we going to monetize things? What are we going to do with the data? If we were all monetizing these wouldn’t be issues, but we’ve got to figure out how to link all of the data together and makes sense of it.

11:49 - Sahadi: C0nsumers are moving to multiple devices. There are organizational challenges in these companies about aligning internally - platforms, etc - so they can integrate across plaforms and test it.

11:51 - Hatfield: We talked about sight, sound, motion - and all of the complexities of that. What can we do to help companies manage the complexity?

11:51 - Lorincz: We have to deliver a message with that content, and Accenture can help. Especially in enterprises, where they don’t care what the technology is, just the output. Its platform as a service that’s important.

11:53 - Hatfield: What explicity does a publisher like CBS need to see the industry have as priorities?

11:55 - Person: We are focused on monetization and building revenue, and a little belt tightening, too. There’s a lot of opportunity for vendors turn themselves into partners - showing us what their experience is and not just their service, which is replaceable. I want someone who understand our needs  and business, and then presents a way to help me analyse or monetize. At the end of the day, I can’t be everywhere. So I rely on my vendors to tell me where things are going to go - Limelight showing me where CDN is going. Then I can make better business decisions.

11:57 - Sahadi: Because there is so much technology and so much change, its sometimes hard to find the real story. But realize that no one can do it all - it works best where there’s a clear mandate and everyone works together.

11:58 - Hatfield: You mentioned that the numbver of projects aren’t going to go away completely, but from maybe 12 to 5. What are the characteristics of the surviving projects.

11:59 - Sahadi: The projects that can show immediate revenue will remain. Specific use cases - take a picture and show it up on your TV screen sounds easy, but there are a lot of lilly pads in that route. Flight to quality will be important.

12:00 - Lorincz: Its tough to sell technology, you need to sell solutions.

12:01 - Hatfield: What advice would you give small tech companies that are looking to go solve problems?

12:01 - Lorincz: Innovate. There’s room for everyone to play, as long as you know your tech is in the solution at the end. Don’t sit back - partner with your customers, and be smart about your ecosystem.

12:02 - Thank you!

10:58 - Mike Gordon onstage, introducing panelists.

10:59 - Culver - We call it “web scale” computing and are making available the best practices that are running Amazon.

11:00 - Brown: Cloud gives you massive scale and capacity in a dynamic fashion. Its about any small startup - giving them the tools they need to get them up and running. Cloud means having any product in development today, and have it in market tomorrow.

11:01 - Engates: We are trying to move our infrastructure offerings and turn them into a much more rapidly dynamic service for our customers. Same things we have always done, but better faster cheaper.

11:02 - Gordon: Most important question - what is cloud computing? We’ve heard software-as-a-service, IBM saying we can help you build your own. How should web presence really think about cloud?

11:02 - Engates: Its all of the IT resources you need - software, hardware, apps - offered as a service, typically over the ‘net, consumed as a service. Its a multitenant environment.

11:03 - Brown: Its about the dynamism and fluidity. The ability to consume as much as you need, and instantly turn the dial up or down as your business needs more or less. You have a much faster response time when you need to scale, which fits these massive, rapid growth curves.

11:04 - Culver: At a technical level, its XML web services, it is remote and you don’t need to know exactly where it is. You are giving up some element of control but getting a lot of productivity back because someone else is taking care of all of the infrastructure Its infinite scale - you self-provision your services, and and your needs/demands vary, you provision more servers, etc. When that need passes, you can scale back.

11:05 - Culver: The industry is shifting from purchasing fixed resources, to a fluid model where you pay for what you use and there are no monthy fees or utilities. Its fluid, like a utility model.

11:07 - Gordon: What am I giving up if I adopt a cloud component to my infrastructure?

11:08 - Culver: You are giving up a bit of control because its abstracted. But what you are getting in return is that you don’t have to run that infrastructure. For a little loss of control you are getting a big bang in return.

11:08 - Brown: For those of us propeller heads, we are always into the physical. But in this model, its like the Model T: You can have anything as long as its black. You are allowing someone else to control the availability of the service, and the servicing of parts on the back end. You lose a window into what’s actually happening.

11:09 - Engates: The “server-huggers” of the world like to know what patch software things are running on, we hear there is a security concern. You have to trust your cloud vendor to handle all of that and protect your information.

11:10 - Brown: Security is going to be a big differentiator in the future.

11:11 - Engates: Its like people are afraid of flying, but they are more statistically in danger in a car. But they like the control they get in a car. So there’s a tradeoff.

11:11 - Gordon: Is this yet another area where IT is asking us to “trust them”?  How do we enfore things?

11:12 - Engates; We make sure everyone inside our customers that have a stake in the project is involved. Doing this already, extending that capability into the cloud. Also make recommendations of what ought to be in the cloud, too.

11:13 - Brown: You are going to hear transparency a lot. Its about what you can do to make sure your customers can trust you…third party auditors, goos information, etc.

11:14 - Culver: I think that over time we will see the rise of various certification standards for the data center.

11:14 - Gordon: How should potential consumers think about what cloud means for your company’s agenda?

11:15 - Engates: I urge people to think about who they trust doing business with. Rackspace has a history of customer service - we are there 24×7 to help customers whenever something goes wrong, which it always will. We are building services that could potentially replace our current infrastructure, or they could compliment them. The benefits of the cloud plus our current market solutions go hand-in-hand.

11:17 - Brown: Its interesting that Microsoft, Amazon, Rackspace, we are all converging on this space. We are building the largest data centers in the world, and getting really good at it. At Microsoft, we have a history of chasing tail lights, but once we catch up, we usually pass and move forward. Our agenda is that since Windows is the big platform, why don’t we do the same thing in the server place.

11:19 - Culver: We have ability and expertice in operating very high-scale web applications. And now we’ve rolled some of those things out and made them available to our customers. One of the key learnings of Amazon.com is that the entire data center is replicated, so we can’t go “off the air.”

11:21 - Gordon: How real is this?

11:21 - Engates: Its early. We still see outages and hiccups in the cloud space. But there are people willing to try it out. Companies that have the developers that are willing to get their hands dirty. We have a platform today - Moso - a place to put a web application and a database that you can scale up or down without worrying about the hardware. So when traffic goes through the roof — we had a blogger who wrote on the debate who’s traffic went up during the debate, then right back down — we can scale. This blogger isn’t a tech person, and if he had to figure it our he would have missed his window. We help.

11:24 - Brown: Changing very rapidly. For Myanmar disaster, we were able to spin up capacity in-region to help out in less than an hour. Ability to help customers locally is important. Where you want it, as quickly as you need it, and scale up, scale down.

11:25 - Culver: Its a little bit about where the company is on the curve. Startups think about how to operate on no cash — this is a way to help them do that. Worked with a company that built a Facebook app that went viral, and they autoscaled to 3500 servers in a day-and-a-half. And when the wave passed they scaled down again.

11:28 - Culver: Also seeing a wide variety of enterprises adopt this, and the curve is faster.

11:28 - Gordon: Interesting, because the enterprise is a fixed set (or predictable set) of users.

11:29 - Culver: Yes - they are questioning why they need to operate a data center.

11:30 - Engates: Agree. Its in stealth mode now, in the way Linux made its way into the enterprise. You have a developer that can use cloud to get access to resources today, buy them on their own credit card, and deploy and show it off next week — without waiting for corporate IT to purchase things.

11:30 - Culver: Interesting that things go in circles. That’s how Windows got onto desktops, because users didn’t want to wait for IT to set them up.

11:31 - Gordon: Where is it going? 18-24 months? 10 years?

11:31 - Brown: Security - transparancy and compliancy. But also interoperability between these services - almost as a business-to-business connector. How can enterprises exchange data - easy if they have systems that share common formats. Also business continuity/disaster recovery. Makes the business federated, replicated and accessible from anywhere.

11:32 - Engates There’s a shift in computing from IT closets to data centers. This is the first time I felt that utility computing is actually happening and enabling that thing they all promised 5 years ago. Its really a way to use computing resources differently, and the direction things are going. People don’t want to be in the weeds with their hardware.

11:33 - Culver: I see one megatrend that will shape user experiences-  utility computing, or pay by the hour. Rent software or their operating system by the hour. Users don’t want to buy a monolithic licence that’s not portable - they want to buy only what they need, when they need it.

11:35 - Engates: You are not buying a thing, or a license. You are buying access.

11:35 - Time for Q+A

11:36 - Do you see overlap between could computing and traditional CDNs?

11:36 - Engates: Funny. I was going to mention that Limelight is a cloud of sorts. CDNs have a relationship that co-exist. Most clouds today are not as tuned - its a lot of work to make a CDN hum. Some people are starting to use CDN as the origin for their cloud.

11:37 - Brown: I agree. There’s so many ways to bind up utility and dynamic computing with rich media delivery.

11:37 - Culver: There are many use cases that if you don’t have delivery, you won’t have the user experience they have come to expect.

11:38 - Gordon: I think it depends on how CDN services continue to evolve. Cloud raises the bar for us, and it makes us continue to raise our game.

11:39 - It makes sense for corporations to do this. But from a consumer perspective - AT&T turns over phone records w/o asking customers, MS wants my health info, Amazon had outages. Why should I trust you with my privacy?

11:40 - Culver: Amazon has a strong track record of protecting customer information. They way we have architected things, you get root access to your virtual servers, and we don’t. We need to all be super passionate that your data is safe, and that in being safe, you come to trust us. Trust, but verify.

11:41 - Brown: Transparency is important. You can point at any big company, and at some point, you have seen them make decisions that go aginst common opinion. Interoperability can help - if we make it easy for you to move from one to another, then we are all have incentive to do the right thing.

11:42 - Engates: Do detective work on your own before you dive in. Use low-risk information before you put critical information.

11:43 - Thank you.

From the show floor: Jeff Lunsford, Limelight Networks chairman and CEO, talking about 2009 (32 seconds).

Listen here (MP3 download)

9:35 - Peterson on stage. “Lets talk about measuring the immeasurable — visitor engagement.”

9:36 - What is engagement? Many things…”I’ll know it when I see it.”

9:38 - “Engagement is repeated, satisfied interactions that strenghten the emotional connection a customer has with a brand”  -great words, but impossible to measure.

9:39 - “Engagement is the level of involvement, interaction, intimacy, and influence an individual has over time.” - Forrester Research. Again, can’t measure.

9:40 - “Engagement is an estimate of the degree and depth of visitor interaction against a set of clearly defined roles.” - Peterson’s role.

9:41 - “Engagement is the demonstration of attention via psychomotor activity that serves to focus an individual’s attention.” — If you can measure attention, you can meare engagment.

9:41 - (showing mathematical equation on slide) Engagement is a function of the clicks, depth of content, the recency, awareness of brand, feedback, interactions like downloading or watching movies, and loyalty). It is not about conversion or satisfaction, it is about the attention people are paying to you.

9:49 - We are at a turning point - we can rely on the things we’ve always done, or we can use data differently to push our business forward.

9:50 - Bringing out Loptecki for next portion of presentation.

9:51 - Talking about in-player engagement today, and what the value of engagement is to publishers.Engagement should be about growing viewing time and increasing CPM to advertisers.

9:55 - What are the metrics you can gather in a player that show users engagement? Cumulative viewing time, viewer drop-off, forward-to-friend, all signs. Did they go to the brand website afterwards?

9:59 - Bringing out Kadam for next portion of presentation

10:00 - Divinity Metrics measures info from over 200 sites around the world. WE help advertisers understand how the audience moves, and how engaged they are with brands.

10:01 - Hypertargeting — don’t just target a site, target a single video and protect your brand. Be strategic with your targeting. Divinity Metrics gives you a unified view of your online audience as its move.

10:04 - The reality is that the audience lives off of our video sites, so we need to create content that excites. YouTube isn’t just YouTube, there are people that like cars, TV, music, movies, politics. So we need to identify who is engaged.

10:05 - Need to position. Over 200,000 videos uploaded daily to YouTube. Need to seed content perfectly so it gets discovered. “spray-n-pray” is a thing of the past.

10:06 - If you understand engagement data, you can optimize your entire workflow, make your creative better, and drive better engagement.

10:07 - Time for Q+A.

10:08 - How do you collect data? Do you have partnerships, own IP, crawling log files?

10:09 - Yes to all.

10:09 - Storing on an individual level or aggregate?

10:10 - We provide a unified view - whatever data they give us we can organize.

10:10 - Where do you see engagement in terms of standards, and in helping marketers be confident to know exactly what they are buying?

10:11 - When it gets to cutting edge terms like engagement, this is a much harder question to answer. Everyone has their own bias — time spent, # of comments. We need a Nielsen or comScore to take a leadership role in defining this.

8:47 - Mike Gordon on stage, welcoming everyone back for Day 2. Walking through agenda.

8:50 - Mitgang on stage: We are at the precipice of being able to create value.

8:55 - The Internet is the 4th act and the consumer is leading the resolution. Average viewer watches 56 minutes a week. The “:Kleenex” of video has been defined as YouTube, butits not just snacking.

8:53 - Four acts:  (1) Search — “The Web”; (2) Desktop search — “My Web”; (3) Communities — “Our Web”; (4) Site, Sound, Motion — “Media Web”

8:55 - Online video serves up a market of engaged viewers who pay more attention and are more receiptive to ads. Mitgang is going to walk through a survey Veoh did with Forrester Research. So lots of stats to follow…

8:57 - Engaged consumers - make up only 36% of all online viewer consumers, but watch 74% of videos. They spend 2.5 hours a week watching 6.1 different types of videos.

9:01 - “Passive engagement” - the stuff they are watching isn’t going to make or break them. So its not about search, its about browsing and finding something interesting. Since there’s engagement, they pay more attention. 37% say they pay more attention to online video.

9:04 - The Pyramid of Online Viewing

9:08 - Watchers - beyond showing up to view, this segment is less connected to the experience than the rest

9:08 - Controllers - >go on to exercise much more control over their online video experiences

9:09 - Connectors - They don’t just watch online video, they rejoice in it. Account for 20% of all online views.

9:10 - Since connectors are more engaged in the video, they also seem to be more cognizant that someone is funding the video. They act as ads more often. 48% of connectors notice a product or brand advertising, and 12% of them click on an ad, as opposed to only 34% of watchers and controllers.

9:13 - This is a highly empassioned group of people. If we abuse the opportunity we will lose it. So we have to be really smart as advertisers to use it.

9:14 - How does long form engage viewers? It attracts the most sophisticated engaged viewers, and it generated unique levels of enagement.

9:16 - Veoh has 35% more  connectors and controllers than any other video site. That’s because we have more long-form video than anyone else, which is why they come here. We see a spike right before a new episode airs on broadcast channels, we think that’s about catchup. We see one right after, to find out what they missed. This really is becoming your DVR.

9:20 - We have to prepare for these viewers. We advise networks and studios to get more content online. Advertisers should not repurpose as it doesn’t take advantage of the medium. Give it depth and dimension. An active mindset = greater action so deliver the message to a participant, not a recipient.

9:24 - Thank you. Time for Q+A.

9:25 - Are you seeing bilingualism carrying out in the web?

9:25 - The trends we are seeign are everywhere, but its all about size of the audience. By  localizing service and marketing message we believe we can get growth - maybe another 10% or 15%.

9:27 - How do you negotiate license agreements and have the pricing be condusive for the Internet, when the networks are used to working with the finances of cable MSOs?

9:28 - All of them are different, but they all want partners to help them figure this out. No term wasn’t something that we couldn’t deal with.

9:29 - How much of the content is web-only? What about the gaming sector?

9:29 - Eisner, or our board, believes there will be web-only hits. I just don’t believe that we can program or predict them. In terms of gaming, there are people that have uploaded their attack scenes or sequences which are watched a lot. I have to believe that since these users are passionate, that there’s an opportunity there.

9:30 - How do you classify genres of videos (beyond long- or short-form)?

9:32 - We see nothing dominating. Skew towards animation, but after that, music videos, gaming, comedy, news, sports. None of it is “mainstream” stuff because, well, that stuff is available mainstream.

4:27: Mike Gordon is moderator. Panelists introducing themselves.

4:30 - Gordon: What behavioral or contextual technologies are working today?

4:32 - Scherer: I don’t think there are enough technologies or data to make a truly rich experience. The targeting that will prove to be successful is basic geographical targeting. If you have scale in your platform, you will generate revenue.

4:33 - Carpenter: Our first attempt at addressing contextual advertising problem was in giving a customer the ability to skin a player with their brand. Now, what contextual ads give you the ability to address the brand, as opposed to just click-throughs. We’ll see CPMs go up as this shift happens. Contextual ads are relatively nacent today across our customers, but those that have used it are generating more revenue from it.

4:36 - Gordon: Are the ad sales teams ready to sell this?

4:36 - Carpenter: Very real, but the thing about contextual is it gives you the ability to target.

4:37 - Karnes: We are evangelists for this medium, and we have an ad sales team. It is a catch-22 - if you want the social web to take hold of your content, you have to let go. We have customers that want to only target negative keywords. The technology isn’t there yet to soft through keywords enough.

4:39 - Gordon: What are advertisers looking for in n contextual technologies?

4:40 - Scherer: Difficult to answer. At the end of the day, advertisers want to reach users on differing platforms. They have the budgets, but are losing share because their audiences are migrating. There’s a lot to lose. When there is enough standardization from site to site, the servers are ready to go. Publishers that enable their media players to accept IAB tags are going to benefit.

4:43 -  Karnes: Last year, web portals started losing dollars to smaller sites.  Advertisers want us to get them to their audience.

4:44 - Scherer: Publishers want us to integrate the systems in the backoffice so we can beenfit from the interaction, for example with upsell.

4:44 - Gordon: How is this broader than just advertising?

4:45 - Carpenter: Users are there for some sort of experience.  Five years ago, video was in its own section of a site. The contextual methodology is more about put video where they might be, not where they might look for it. From a publishing standpoint, its about getting the video embedded in some aspect of the experience, and in a spot where contextually it makes sense that it is there. If its done properly, you can increase inventory, traffic, views, search optimization, for your site. In doing that, you enable more opportunities to serve up more relevant ads.

4:48 - Gordon: Are we going to feel like someone is in our houses experiencing this with me?

4:48 - Karnes: Targeting needs to be a consumer choice. They need to be able to turn off the data transmission if they want. Also - advertising is becoming a story, not just a break from the content. As the ad experience improves through creative storytelling, the market will improve and mature.

4:49 - Scherer: The horse is out of the barn. Advertisers are already tracking us, but from the user perpective its about having choice. But a targeted environment is an opportunity for brands to connect at the right time and place. Its early, but users are apt to seek out content from brands they have affinity to. Its multidimensional, but there are discussions on Capital HIll, awareness of the issues, but nothing to worry about. We will find the happy medium.

4:50 - Q+A Time

4:50 - Is opting out still meaning opting out of the entire site?

4:52 - Scherer: We see each publisher set their own policies, and they need to be sensitive that they could destroy their user experience.

4:53 - Carpenter: Its a delicate balance a publisher has to manage, but the IAB has standards that help guide. If you ahve 2 minute clips with 30 sec ads in between, you hurt the user experience. But if you sell the right ad length, and the experience right - not sending the same ad all the time, getting the ad to view time ration - it will work.

4:55 - Do you see a StumbleUpon model - fill out a profile of what you are interested in, and we’ll serve ads only based on that?

4:56 - Karnes: Still a question of accuracy with that information, especially with younger viewers. Takes a lot of tech smarts to get through that. But for the user, if they provide that, its much better information that decyphering all the automated info out there.

4:57 - Scherer: We also see a focus on branded content that’s dicoverable and promotable to their targets.

4:58 - Carpenter: General guiding principle is for the publisher to sell their audience, and not the text on the site.

5:00 - Thank you!

5:00 - Gordon: Summing up today. We have hit a few key themes: The world is fragmented, and it is requieing us to be a lot smarter about how to address that world with our businesses. And, there are human beings on the other end of that experience, and we have to address that before any of this other stuff matters.

3:33 - Eric: Start off by thanking Limelight! “It was a pleasure to stand on your shoulders for the Olympics.”

3:34 - Bhavesh: “They rocked!”

3:34 - Eric: The challenge from NBC: Deliver every minute of every Olympic sport to the web. Where possible, deliver HD quality, break the mold on user experience, and leverage existing assets as much as possible.

3:35 - Eric: At the Microsoft MIX conference, first demo of Olympics. Perkins Miller said “This project terrifies me.” Made MS realize the gravity of the project, how they were changing the face of online sports coverage.

3:37 - Eric: The workflow - 2,200 hours covering 25 sports with up to 35 simultaneous live feeds. 19 days of live production. 5000 videos to be produced. And make it redundant.

3:38 - Eric: We introduced a concept of content packages, both LIVE, REWIND, HIGHLIGHTS, and ENCORES.

3:39 - Bhavesh: We were able to take clips that didn’t make the live TV broadcast, because of time or cutting room floor.

3:40 - Eric: (showing demo of a highlight clip - opening ceremonies). Depending on PC we could serve up to 1.5Mbps stream. Smooth scrolling through the video. Multibitrate, Picture in picture, swap a windowed picture for the main viewing area. Demoing on a Mac.

3:41 - Eric: So what happened? How did we achieve these goals?

3:42 - Eric: First, partnership between MSN and NBC to drive eyeballs. MSN ran an Olympics module on top third on site for entire length of Olympics.

3:43 - Eric: What happened? 1.3 billion page views, 50 million uinique visitors, 70 million videos watched, 27 minutes of viewing per video (!!!)

3:43 - Eric: 7 of 10 European countried delivered Olympics content through MS Silverlight. China delivered Olympics on Windows Media Infrastructure.

3:44 - Eric. More stats - 5,000 unique clips viewed per day during final week, 600 million minutes of video, 130,000 peak streams. 3.4 petabytes of video delivered. “It worked flawlessly.”

3:45 - Bhavesh: While the peak streams might not bea big number, remember that there was continuous streams for every day of the the entire event.

3:46 - Eric: Showing a timeline that begins in June 2007 to get to ‘go live’ in August 2008.

3:47 - Eric: Slide showing 10 key partners. Our common goal was to make the Olympics as amazing as possible. We had a “natural attraction” to make it something extraordinary.

3:49 - Bhavesh: Showing the “scary diagram” — the video workflow. Huge eye chart with lots of lines and dependencies, shows how complex it was. We were generating close to 18 gigs of content per hour at the highest point of creation. Now showing a planning chart, showing the amount of content being created for every hour of every day of the Olympics.

3:52 - Bhavesh: We only had a 17×14 room in the broadcast center, which helped us figure how many servers (used processors - Penryn) which limited amount of on-site processing to create the content. Build servers in US, shipped them to Beijing, took two months to arrive.

3:54 - Bhavesh: Back to the scary diagram. Used to plan out which systems were going to be communicating to what - and how much bandwidth they need to talk to each other. Problem we had to overcome was to get all the disparate systems to talk to each other, so that as things change the systems can adapt in real time. We had to come up with a messaging system.

3:56 - Bhavesh: Used MS SharePoint to track clips. MS predefined the types of clips that would be created (”On Day 4 we will have a top 5 goals, a best of boxing, etc.”). Outputted XML which was sent to each partner’s system so it knew what clip it was getting and what to do with it. Even extended to cable ops, mobile operators. Metadata was the key - provided a common messgaing schema for video identification, scheduling, command/control, delivery.

3:58 - Eric: The metadata schema, and doing the planning upfront, let everyone “snap to” that metadata to understand the workflow.

3:59 - Bhavesh:One of the things it allowed us to do was create a “highlights factory.” We took over the SNL Studio in 30 Rock. We had a separate team that would create metadata for every scene, and then students create highlight clips, by going through that metadata. And you’ve got to bve able to create clips very quickly for the web. Not the luxury of time.

4:01 - Eric: Metadata also let you contextualize the content, and not just by time. Its one thing to do voice recognition, but we were able to humanize the video. Were able to get soccer highlights up on the web in 12 minutes to be viewed.

4:02 - Bhavesh: On to the player….both WIndows Media and Silverlight. Sme look and feel in both players, but Silverlight gave you large-screen mode w/16:9 view. Multibitrate experience showed you the best quality video that you could support. Main bitrate at 650 Kbps, but we went up to 1500 Kbps if the user could support it. Could have gone higher, but we erred on the side of caution.

4:04 - Bhavesh: Lessons learned: Reduce complexity via common schema. Even when traffic volume decreased, unique videos viewed grew. The long-tail lesson was there - people really wanted to see all that was out there.

4:05 - Eric: Received emails from viewers. “I’ve never been able to watch equestrian before.”

4:06 - Eric: Also learned the long-tail hides issues. We initially discovered we didn’t have a real-time monitoring solution to look holistically at the entire network condition, consumer connectivity, bad encodes, etc.

4:07 - Eric: Next, unified telemetry and monitoring solutions are imperative. Unified news ultimately led us to make better decisions on workflow, ad inventory. Industry needs to mature from a reporting perspective.

4:08 - Eric: SInce we concentrated on the workflow, we left some on the table. Could have pushed to 1.2, 1.5, 1.7 megabits. Next time, two years, who knows…

4:09 - Eric: These types of projects require a level of intimacy with all developers and partners. Rock solid solution development happens when you meet face-to-face. It made the world of difference. Build in some adidtional time in your SOWs for scrumming - 7 to 10 days should be the longest you go without having some type of build or check-in. It made a world of difference.

4:12 - Eric: In the end, its complicated. Its not just content, its software (to build the workflow and create the consumer experience.). Silverlight was the galanizer - for platform, user experience, delivery, and consumer network.

4:13 - Eric: Why work with Microsoft? We have a rock solid plaform for building rich media experiences. We are “dead set” on innovating to meet the needs of content publishers. But the platform isn’t all. Its about the partner ecosystem (slide with logos). Also 3.5 million .NET developers.

4:15 - Eric: This type of work is in our DNA. Microsoft is in the business to build platforms for people to build great apps on.

4:17 - Time for Q+A.

4:18 - How close did you come to meeting or exceeding your goals for network or storage capacity?

4:18 - Bhavesh: We created more content than we anticpated, some events ran longer, etc. For the most part, we were right on the dot for the video content being created. We were under requirements for power.

4:19 - Eric: On delivery, we made sure that we were ready to serve every customer that wanted to see it.

4:19 - Bhavesh: On one day, we have 113,000 requests per second at our edge. Now looking back, it was fine. But we didn’t know if there was going to be a protest.

4:20 -What was the cost, and did NBC recover their costs through advertising sales?

4:20 - Eric: Cost for development was orders of magnitude over what you would expect for the web. On revenue, we had a mutually beneficial relationship in terms of traffic and monetization. But because this is a partnership I have to respect all parties involved.

4:22 - You had people entering qualitative metadata  - what was the editorial policy to determine what was good?

4:23 - Bhavesh: We had editorial staff that filtered everything. Created a process right from the beginning to do this.

4:24 - Thank you!

2:06 - Charles Golvin, moderator, introducing panelists.

2:07 - Golvin: Let me take a moment to give you some background on the mobile industry.

2:07 - Original question when the wireless networks were built - What’s the killer app? At first, it was voice. But that is quickly changing.

2:08 - Forrester data, mobile subs do way more than just talk. Txting, email, weather, scores, news, watching video is growing. Across the board, consumers are adapting media and applications onto mobile devices.

2:09 - As we think about what’s coming in the future in the mobile environment, coverage is darn good. Showing voice coverage maps for cellular providers. Consumers expect to get a signal almost anywhere and be able to make a call.

2:10 - But what you need for media and entertainment is a broadband network and there the coverage has a ways to go (showing more maps with les coverage). If you look at mobile TV, its even worse (showing sparse MediaFLO coverage map)

2:11 - In the next two years…new spectrum, as carriers committed $32 billion for mew spectrum; new technologies like WiMAX or LTE that have greater capacity and more bandwidth with IP at their core; consumer behavior continues to shift to the ‘net; pressure on new ways to finance the delivery of content to the consumer (like Amazon Kindle where cost of delivery embedded into its cost).

2:14 - Connectivity extends experiences. Slide showing Nokia 810, Garmin GPS, Nintendo DS, iPod touch. All of these experiences that are transiently connected are migrating to devices that are connected all of the time.

2:15 - Golvin: How does the data match with your experience?

2:15 - Smeltzer: You can get a pretty decent mobile TV experience over the data connection, so you don’t need mediaFLO to be built out to deliver that. We try to exploit the curve. We started with txt messages, keep on pushing forward as connectivity and device capabilities get better.

2:17 - McLeod: Limelight has a global platform that is a great foundation for building mobile apps on. Make it easier for publishers to deliver content to mobile consumers. We try to take advantage of the form factor for the device, we can detect the device and optimise the delivery for the capability for that device. Resize images on the fly. We can take advantage of the network or the network condition - and deliver the best possible experience for that network condition.

2:20 - Kenney: Verve has a platform for local media. We believe the social web is ultimately local - work with newspapers like the Associated Press, others. We see users of the mobile web is 25-35 year olds - and people with smart phones learn how to use them very quickly. They are accessing local content. Its not just YouTube videos anymore.

2:22 - Karnes: Volo delivers and tracks metrics all the way down to the device. The technology convergence on the device has led to fragmentation of media consumption. More media consumed in more places. Now we need to get to the right monetization mix.

2:24 - Golvin: I talked before about faster networks. To what extend do you see network improvements, or the absence of those features, an impediment to moving content into the medium?

2:25 - Smeltzer: We view the handset as an incremental touch point to the Internet, and it needs to be in our core competency. We have been trying to publish at the rate in which the consumer can consume it, starting with txt messages and now moving to video. We are getting many millions of uniques per month of people visiting our mobile sites, and are generating billions of page views.

2:27 - Golvin: There are significant challenges that these new networks bring, like a base station that previously has a T1 connection now needs a fiber connection to handle gigabits of traffic.

2:28 - McLeod: Yes, but its an incremental shift, evolutionary. The technology is already there to deliver rich mobile experiences on the current infrastructure, With 4G networks coming, it just means more capacity to deliver a rich experience. But you will still have the volatility of how that connection is affected to the mobile user. There are 1000s of different ways a connection is affected in a mobile enviroment that aren’t there in wireless. And that still needs to be addressed, a challenge for the ecosystem.

2:30 - Golvin: If your most realistic point of view, when customers ask you about addressible market, what is it?

2:33 - Kenney: Great question. The advice we give to local media is that they need to get in the market today, but we try to set practical, realistic roadmaps. Look for small, incremental growth - a stage process. Miami Herald, largest customer, growing 10-15%. The end goal for us would be to effectively sell local advertising themselves.

2:34 - Karnes: Volo talks about the audience being on the move, whether its a social site, set-top, gaming site. Its very important and get it to all of those different screens to reach those users. Get the metrics back so you can learn where to invest, and how to monetize. Discussing Volo technology that can measure usage across various social properties.

2:38 - Golvin: Could you talk about FOX and 24, and what you learned for Prison Break?

2:39 - Smelzer: The mobisodes were cool and clever, but people didn’t want to see a 1-minute episode with other actors. They wanted Kiefer Sutherland. Consumers want live - Congressional hearings on steroids, white bronco chase. People don’t want original content that’s custom for mobile. They want what they see online to be what they get on TV. Whether its news, sports, entertainment, that is a valuable lesson.

2:41 - Golvin: You are working with AP. What are they learning after the basics of breaking news? What’s the next step?

2:42 - Kenney: On-boarded about 500 newspapers across the country to our mobile news network. What we’ve found is that consumers want to be in the know, no matter where they are. Once we acquire a customer into the application, we found they become heavy customers right away. The imemdiacy of the news is compelling and addicting. Usage goes from 20 pages/month to 60 pages/month — from 2 visits to 10 visits a month. Local is driving 20% of our traffic because people want to know what is going on around them. Movies drives 10% of all traffic - times, reviews, trailers.

2:46 - Golvin: What’s the rate of change in mindset for the carriers? Have they been enlightened?

2:47 - Smelzer: Yes. They are getting it. Especially T-Mobile and the G1 launch.

2:48 - McLeod: The mobile operator has valuable data and they don’t just want to be a pipe. So there’s a real opportunity to build a whole product - if you know a user is playing golf, and they are viewing weather on their phone, and its going to rain, you can target them based not just on demographics but on context.

2:49 - Kenney: The carrier model is changing drastically. They are realizing they are a data company at the end of the day. They have huge assets and if they learn how to mine their data well, with their analytical data , they can be a great partner.

2:51 - Golvin: Cool mobile media experience?

2:51 - Karnes: IPhone

2:51 - Kenney: Sprint with Microsoft voice search

2:51 - McLeod: HTC Touch Diamond

2:51 - Smelzer: GPS trail tracker.

2:51 - Golvin: iPhone remote

2:53 - Audience Q+A

2:55 - Could you address formats for mobile?

2:56 - McLeod: Predominantly its 3GPP, but you have to also match codecs with device. High end, you can do H.264; mass market do a lower quality codec.

2:57 - Thank you.

1:30 - Richard on stage.

1:33 - “From Mass Media to Me Media” -  control is moving from the broadcaster to the audience. Consider “The A-Team” vs. LOST. Took A-Team 11 years to be put out on DVD. Lost has not only full episodes, but extras.

1:34 - The challenge is to fill the pipes. Who would have thought that telcos would have been selling music?

1:37 - Digital revenues will make up 30% of music industry revenues.

1:37 - What do you need to fill the pipes - (1) the right device, (2) always connected, (3) the right content.

1:38 - 85% of all video content consumed today is pre-recorded, But only 23% of media consumed is TV. We are seeing a 15% increase in the time consuming media, but less of it will be TV.

1:39 - Chart - Less than 25 yr. olds are happier watching content on a PC (as opposed to a TV).

1:39 - Consumers are more interested in the content than the channel brand. 2 of 3 consumers watch four or more programs on four or more channels. So most media companies are developing a multiscreen strategy (66%) and most believe that mobile video will be mass market within 3 years.

1:44 - Problem is that there are challenges across the value chain that are hindering these multiscreen palforms.

1:45 - Suggests there’s a chain - MANAGE (technology and creation)-> ENABLE (new biz models) - > UNDERSTAND (end user behavior)-> CONTROL (complex economics which lead to higher costs)

1:46 - Why has ABC’s LOST been successful? Made content available scross multiple channels, webisodes to fill in gaps of info, engaged consumer at different points, put brand first, and made content social. Result - 15 million viewers “locked in and viewing” on a regular basis.

1:47 - How can Accenture help? Digital Transformation practice provides strategy and systems integration. Launched Accenture Digital Media Services - providing managed services for the management and exploitation of digital media. Bought digiplug (works with Universal Music International), and Origin Digital (does live streaming for NFL Sunday night games, working with Limelight Networks). Serves over 5 million subscribers.

1:50 - Signifigant change taking place - brave new world of multiple screens, lots of interaction, social media and traditional media will continue to intertwine.

1:51 - We think the enterprise is a larger opportunity than core media. We are seeing Pharmaceuticals looking to replace sales teams with direct rich media interaction with doctors and nurses and social interaction.

1:52 - Thank you.