achieving revenue targets - wikileaks · 4/7/15sony confidential6 *revenue sources – business...

DRAFT05/21/2012

*Achieving Revenue Targetsi.believe

4/7/15Sony Confidential2

*Goals for the Session

Review targets as stated in the business plan to Tokyo

Discuss current situation

Brainstorm on potential paths to achieving goals

Identify actions to: Further define our marketplace Begin attacking strategic areas

Build a tactical timeline to hit Year2 targets


*Tactical Timeline

June

201

2

Ye

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Tar

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04/1

4)

Pi

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aunc

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9/12

)

R1

Laun

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4/13

)

What do we need to do now to hit the ground running?

What do we need to do to make our Target?

The MCS Ecosystem

MCS Toolbox

Rich API / Developer Tools

MCS Workforce

Rich API / Developer Tools

MCS Marketplace (Tools and Services)

DBB

- Project and workflow configuration / product lifecycle planning and management

- Bidding tools / RFP management / Deal management- Workforce services / search / recommendations / ratings / qualifications

MBC

CFP


*Revenue Sources – The Vision

Long Term Revenue Projections are Based on 4 Sources

Core ServicesStorage, Workflow, Security, Versioning,

Transport, Content ProcessingAPI(s), Ingest / Outgest, Real time Capture

Sony Tools Per Seat License and Per Production License

3rd Party Tools Revenue Share, White Labeled Core Services

Marketplace Per Seat Usage, Revenue Share, Referral Fees


*Revenue Sources – Business Case

Our Business Case is Built Exclusively on Core Services and Sony Tools

Core ServicesStorage, Workflow, Security, Versioning,

Transport, Content ProcessingAPI(s), Ingest / Outgest, Real time Capture

Sony Tools Per Seat License and Per Production License

3rd Party Tools Revenue Share, White Labeled Core Services

Marketplace Per Seat Usage, Revenue Share, Referral Fees

Category Year1 Year2 Year3 Year4 Year5 Total

Enterprise Licenses $0.0M $4.9M $22.4M $35.7M $37.9M $101.0M

Per Production Licenses $0.0M $5.6M $18.5M $41.9M $45.6M $111.8M

Core Services $0.0M $5.2M $16.2M $36.0M $40.9M $98.3M

Total $0.0M $15.7M $57.1M $113.6M $124.4M $311.1M

*Revenue Targets Summary


*Current Situation

Beachheads established at NBCU, ABC and Disney for CFP per seat licenses

High level conversations started with potential “Production” Customers (Core Services and Per Seat)

National Geographic ITV Zoo

Very initial conversations started with potential Customers for Core Services

Disney Studio MGM

Good (potential) customer base at Sony Pictures across all three sources of revenue


*Potential Paths to Achieving Goals

Broaden our current footprint Establish more beach heads Branch out across the organization

Penetrate the Production Market Film TV (Scripted) TV (Unscripted)

Establish our International Presence

Attack other Verticals Mid-Market Non-Entertainment

Disney 200ABC 150Lionsgate 5NBCU 200CBS 50MGM 5Fox Studios 10WB 10Bin Volt 50Transatlantic 50Sony 200

930

AETV 20HBO 20Showtime 20National Geographic 20Discovery 20Fox Sports 50E! 20MTV 50Univision 50ESPN 150Fox Television 50CNN 150Turner 200DirecTV 200PBS 20CW 20Travel Channel 20

1080

*Target Customer Assumptions

*SPE LandscapeDepartment Current EAGL / CFP User Other 3rd Parties

Functionality (Projected)

Legal EAGL RATS

Clearance

Theatrical Marketing EAGL

HE Marketing (Dom and Intl) EAGL

TV Marketing (Dom and Intl) EAGL

Consumer Products EAGL PIX

Development PIX, DAX

Finance ?

Corporate Development ?

HE Sales EAGL

TV Sales EAGL

Theatrical Releasing

WPF EAGL, CFP

Post Media Center CFP AVID, Protools

Colorworks EAGLBaselight, AVID,

Homegrown

Resident Production Companies ?

Imageworks Homegrown

TV Channels ?

Crackle EAGL Homegrown

Music ?

Third Party Affiliates PIX

*SPE LandscapeDepartment Current EAGL / CFP User Other 3rd Parties

Internal Production TheatricalAspera with Storage,

PIXInternal Production TV Cineshare + Sample Digital


*Broaden Current Footprint -- Challenges

Are the number of potential seat estimates accurate?

Is our average price per year accurate?

Do we have the right offerings across multiple organizations – if not, when will we?

How do we leverage “Sony as a Customer”

Do we have the right list of target Customers?


*Core Service Size Estimation Input Data

Segment Productions

GB per show

Months of Storage

Total GB- Months per show

Feature Films (Budget > $10M)

300 50,000 6 50,000 x 6 = 300,000

Television Episodes 4800* 6,000 3 6,000 x 3 = 18,000

*Assumption: TV productions by major studios in US = 20% of total (~200 out of 1000) Other addressable TV productions in US = 200 (same size as those by Major Studios)Total TV Episodes = (200 + 200) x 12 = 4800


*Core Service Adoption Estimation

Segment Productions

Year 1

Year 2 Year 3 Year 4 Year 5


300 0% 15% 25% 40% 40%

Television Episodes

4800 0% 10% 15% 20% 30%


*Core Service Adoption Estimation

Segment Productions

Year 1

Year 2 Year 3 Year 4 Year 5


300 0 45 75 120 120

Television Episodes

4800 0 48 720 960 1440


*Penetrate the Production Market -- Challenges

Do we have services Productions want / need? What are we missing?

What’s the right list of Customers to target?

Is our pricing in line with Customer expectations?

How do we get the adoption we need?


*Total Weighted Revenue ProjectionsYear 1 Year 2 Year 3 Year 4 Year 5

US $- $21.3M $38.8M $52.3M $59M

ROW $- $10.7M $38.8M $65.4M $73.6M

Sub-Total $- $32M $77.6M $117.7M $143.6M

Partial Year Adjustment

N/A 50% 75% 100% 100%

Price Erosion N/A 0% 7% 7% 7%

Weighted Total $- $16M $57.1M $113.7M $124.4M


*Establish our International Presence -- Challenges

Do we have the right offerings at the right price?

How do we determine which markets to attack when?

What does the business and technical operations team look like, and when do we need them?


*Other VerticalsSegment Targets Comments

Seat Licenses

Qualified Film and TV 11 Disney, ABC, Lionsgate, NBCU, CBS, MGM, Fox, WB, Bin Volt, Transatlantic, Sony

Target Film and TV 24 HBO, Showtime, National Geographic, Discovery, Paramount, E!, MTVN, Univision, ESPN, Fox TV, CNN, Turner, DirecTV, PBS, CW, Travel Channel, Éclair, Studio Canal, TV1 (France), Gaumand, Pathe, Europa Corp, Pinewood

Post Production Houses (Major/Small) 80 Online Listings

Sports and Content Producers/Owners 9 Equal to Majors

Advertising 80 Equal to Post Production

Others 17 Unaccounted segments / equal to Independent

Core Services and Per Production Seats

Film productions 300 Total Addressable Films

TV productions 400 Total Addressable TV Episodes


*License Adoption Estimation

Segment Estimated Available Seats(Licenses)

Year 1 Year 2 Year 3 Year4 Year 5

Qualified Film and TV 930 0% 50% 75% 75% 75%

Target Film and TV 1080 0% 5% 50% 50% 50%

Post Production Houses (Major/Small)

400 0% 5% 10% 15% 20%

Sports and Content Producers/Owners

930 0% 5% 10% 15% 20%

Advertising 400 0% 5% 10% 15% 20%

Others 1080 0% 5% 10% 15% 20%

Film productions 300 0% 15% 25% 40% 40%

TV productions 400 0% 10% 15% 20% 30%

Total Adoption % 5520 0% 13% 30% 34% 37%

*License Projections SummaryYear Year1 Year2 Year3 Year4 Year5

Seats

Qualified 0 465 700 700 700

Target 0 54 540 540 540

Sports 0 47 90 140 190

Post Houses 0 20 40 60 80

Ad Agencies 0 20 40 60 80

Other 0 54 110 165 215

Sub-Total 0 660 1520 1665 1805

Per Title

Film Seats 0 45 75 120 120

TV Seats 0 40 60 80 120

Total 0 745 1655 1865 2045


*Attack other Verticals

Confirm we have the right list of Verticals

What are the services by vertical, and how should they be priced?

Do we have the right skills on the team to be successful?


*Tactical Timeline

June

201

2

Ye

ar 1

Tar

get (

04/1

4)

Pi

lot L

aunc

h (0

9/12

)

R1

Laun

ch (0

4/13

)

What do we need to do now to hit the ground running?

What do we need to do to make our Target?


*ROW Build Up (un-weighted)

Year 1 Year 2 Year 3 Year 4 Year 5

Multiplier $- 50% 100% 125% 125%

Seat Revenue $- $3.3M $15.2M $20.7M $22.5M

Per Production Revenue

$- $3.9M $12.6M $24M $27M

Core Services $- $3.5M $11M $20.7M $24.1M

Total $- $10.7M $38.8M $65.4M $73.6M

achieving revenue targets - wikileaks · 4/7/15sony confidential6 *revenue sources – business...

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