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The purpose of this paper is to study consumer engagement as a dynamic, iterative process in the context of TV shows. A theoretical framework involving the central constructs of brand actions, customer engagement behaviors (CEBs), and consumption is proposed. Brand actions of TV shows include advertising and firm-generated content (FGC) on social media. CEBs include volume, sentiment, and richness of user-generated content (UGC) on social media. Consumption comprises live and time-shifted TV viewing.

The authors study 31 new TV shows introduced in 2015. Consistent with the ecosystem framework, a simultaneous system of equations approach is adopted to analyze data from a US Cable TV provider, Kantar Media, and Twitter.

The findings show that advertising efforts initiated by the TV show have a positive effect on time-shifted viewing, but a negative effect on live viewing; tweets posted by the TV show (FGC) have a negative effect on time-shifted viewing, but no effect on live viewing; and negative sentiment from tweets posted by viewers (UGC) reduces time-shifted viewing, but increases live viewing.

Content creators and TV networks are faced with the daunting challenge of retaining their audiences in a media-fragmented world. Whereas most studies on engagement have focused on static firm-customer relationships, this study examines engagement from a dynamic, multi-agent perspective by studying interrelationships among brand actions, CEBs, and consumption over time. Accordingly, this study can help brands to quantify the effectiveness of their engagement efforts in terms of encouraging CEBs and eliciting specific TV consumption behaviors.

The purpose of this paper is to understand the use of the personal video recorder (PVR) in the home and the impact on TV advertising exposure.

A video ethnographic study of 22 participants in eight homes with PVRs.

Use of the PVR differed widely between and within homes but of the 22 individuals, 21 used the PVR – if at all, as a backup when there was nothing on that they wanted to watch live. Consequently, of 3,480 individual opportunities to see commercials during the study, Only 30 per cent were time‐shifted and 70 per cent viewed live. Even for the 30 per cent of commercials that were time‐shifted, there was variable but significant ad exposure. This paper suggests that in combination with other, complementary studies, the impact of PVRs on advertising exposure will be limited.

Many respondents perceived themselves as using the PVR much more than they actually did and claimed to have zero exposure to commercials when they watched time‐shifted programmes. In line with previous research, this shows that claimed behaviour is not reliable and it is important to observe actual behaviour in the natural context in order to understand future use of technology. As with all qualitative research the main limitation of this study is the small sample size. In practice, however, the results were very consistent with comparable results from the two main quantitative sources BARB and the Sky + panel. What our methodology provides, which quantitative methods cannot, is breadth and richness of insight into actual consumer behaviour in a natural context. The two methods are consistent and complementary. Further research could be improved if it was longitudinal and focused on the motivations to use and value of use of PVR and other emerging technologies, e.g. video on demand, internet protocol television and mobile TV.

The paper highlights the necessity of observing actual behaviour in order to gain an accurate understanding of the impact of new technologies on behaviour.

The purpose of this paper is to illustrate how an international company, Nielsen Holdings, reacted to changes in their highly competitive industry brought about by advances in technology. This case presents the strategic management decisions that enabled Nielsen to regain its competitive advantage. This case further describes the functioning of the resource-based view (RBV) of strategy, dynamic capabilities framework, and digital data genesis (DDG), in a turbulent business environment.

The case study is based primarily upon secondary data to include annual reports, press releases, company web site, as well as articles.

The case study provides an example of the functioning of a once durable competitive advantage that was eroded due to advances in technology, and the steps the company took to regain that advantage. The paper illustrates the functioning of a capability and a dynamic capability in DDG.

This case can be used for the teaching of decision making, business strategy, the RBV of strategy, dynamics capabilities, and DDG.

This paper provides an example of the functioning of the capability and dynamic capability of DDG.

This paper aims to focus on how innovative strategies take users into account. On the one hand, it will look at how the different stakeholders in the TV value network implement user behaviour. On the other hand, it will focus on how users perceive traditional advertising and new advertising formats (e.g. personalised advertising, interactive advertising).

The applied research method is a combination of expert interviews with different actors in the TV sector and qualitative user research on viewers’ expectations towards advertising and new advertising formats in a digital era.

This paper looks at customer ownership, (inter-media) audience fragmentation and audience autonomy as important concepts in understanding innovation and strategies within the Flemish commercial TV sector and how user behaviour is implemented.

More specifically, ad skipping (zipping) and second-screen applications are studied. To conclude, the findings of the research are linked to relevant policy questions and challenges for audience members and actors within the television industry.

This paper aims to investigate factors associated with higher or lower television audience retention from one programme aired sequentially after another, referred to as lead-in audience retention. Lead-in is a primary determinant of television programme audience size.

The study models a series of factors linked to lead-in audience retention, such as rating of the second programme, genre match and competitor options. The hypothesised relationships are tested across over 1,000 pairs of programmes aired in the UK and Australia, using multivariate linear regression models.

The study finds the factors consistently related to significantly higher lead-in audience retention are the rating of the second programme in the pair and news genre match in programming. Factors consistently linked to lower audience retention include the rating of the initial programme and the number of competitor options starting at the same time as the second programme.

The findings help television networks understand drivers of lead-in audience retention. Knowledge that can be used to inform the design of tailored marketing plans for programmes based on schedule, timing and adjacent programming. Further, the findings help advertisers and media buyers with scheduling television advertising to achieve reach or frequency objectives.

No previous studies have comprehensively combined all four factors driving lead-in audience retention into a single model. The testing across multiple markets adds to the robustness of the findings. In particular, the discoveries about the impact of competitor network activities and genre build considerably on past research.

This paper aims to investigate the relative influence of advertising and word of mouth (WOM) for new season TV programmes, both new and returning.

The study’s longitudinal research design tracks individuals before and after possible exposure to advertising and/or positive WOM (PWOM) to model the effects of both paid versus earned media on behaviour.

This study provides contrary evidence to previous research that suggests that WOM has more influence on consumers than advertising. By controlling for viewers’ benchmark probabilities of viewing the TV programme, the effect of receiving PWOM becomes insignificant, whereas the effect of TV advertising remains unchanged. Because WOM is commonly exchanged between people with shared interests, it reaches an audience that is already highly disposed to view the TV programme.

The findings implicate that we need to reinvestigate the power of WOM to avoid misattribution of effects. This study is only study in one category, which means replication and extension to more categories are needed. The limitations of the study include the inability to control for creative differences in the execution of programme promotions or examine possible cross-media synergies for multimedia campaigns.

Findings have implications for how much to invest in WOM-generating activities. Findings also have wider implications for cross-media research and media-mix models, as different media may reach audiences with differing predispositions to act.

This is one of the rare individual-level, longitudinal studies that investigate the influence of WOM in comparison to advertising.

In 1999 TiVo was preparing to launch its digital video recorder (DVR) in the United States. The company's goal was ambitious: it hoped to revolutionize how Americans watched television and to become a central player in the emerging interactive TV industry.

Although it had a technological advantage, TiVo faced one competitor (ReplayTV) and potential entrants such as Microsoft, so its success was far from guaranteed. Evidence suggested a bright future for the company, however; the concept had attracted $240 million in venture capital, and market research indicated a uniquely high level of consumer interest.

TiVo needed to capture the first-mover advantage and build its sales and brand as quickly as possible to support the company's IPO, which was planned to take place within eighteen to twenty-four months. TiVo's positioning at launch would play a key role in determining its success.

After analyzing and discussing the case, students should be able to:

• Use analogies appropriately to forecast demand

• Use various marketing research techniques to make appropriate inferences about the challenges to consumer adoption of an innovative product

• Develop multiple frames of reference and discuss the merits of each

• Develop multiple points of difference and discuss the merits of each

• Develop multiple positioning statements and discuss the merits of each

Use analogies appropriately to forecast demand

Use various marketing research techniques to make appropriate inferences about the challenges to consumer adoption of an innovative product

Develop multiple frames of reference and discuss the merits of each

Develop multiple points of difference and discuss the merits of each

Develop multiple positioning statements and discuss the merits of each

This paper seeks to investigate the prospects for internet protocol TV (IPTV) from the social, economic and regulatory perspective to gain a better understanding of how IPTV will evolve and stabilize in next generation network environments.

Qualitative and quantitative data were collected from multiple data collection methods. The analysis is based on theoretical frameworks derived from socio‐technical theories and web of stakeholder analyses.

From the socio‐technical analysis, the development of IPTV implies that IPTV has been through internally‐driven change (more or less technology‐driven and regulatory‐constrained), but from now on it will likely be driven by external factors (market and user). The web of stakeholder analysis implies that the further development of IPTV in Korea is likely to comprise multiple stages, predicated by several significant events: the deployment of Broadband Convergence Network and FTTH, the resolving of content issues, establishing standards, and the introduction of new regulatory frameworks.

The case of Korea offers implications for other countries that are pursuing IPTV development strategies.

By looking at IPTV as a sociotechnical ensemble, this paper seeks a firm understanding of the interaction among IPTV technology, its market, industry, and regulation regarding IPTV. A stakeholder analysis helps this study to address such interactions.

The authors expect that media and entertainment (M&E) providers will increasingly be challenged to offer consumers entertainment experiences that are more relevant, and therefore perceived as more valuable. This paper aims to investigate this issue.

The paper looks at the authors' 2011 survey, which revealed four prominent types of “digital personalities” that are not age‐based, but instead are based on the combination of degree of access to content and intensity of content interaction.”

The paper finds that to move beyond merely distributing digital content, M&E providers should: think and act like business‐to‐consumer (B2C) companies, no matter where they sit in the industry value chain; target consumers' specific digital personalities; deliver holistic, relevant content experiences – not just content alone; and create new flexibly integrated, cross‐channel digital revenue models that can deliver value comparable to traditional models.

The fourth annual IBM Institute for Business Value digital consumer survey questioned over 3,800 consumers in six countries – China, France, Germany, Japan, the UK and the USA – to evaluate current and future digital content consumption behaviors.

Making digital content more social includes finding smarter ways to connect to customers, connect the ecosystem and refine content.

The paper provides useful information on making digital content more social and smarter ways to connect to customers, the ecosystem and to refine content.