In 1999, everyone wanted a Web site but few people knew how to code in HTML. The solution? Everyone created and hosted their Web site on Geocities. A huge Internet company ended up buying Geocities
(Yahoo) and, over time, most good content creators left Geocities and built sites that they owned, operated and controlled.
Sound familiar? It should. Three years ago, it was hard to host
your videos online. Flash players were rudimentary, content management systems were built on popsicle sticks and video streaming costs were high. As a result, everyone uploaded and hosted their video
content on YouTube. YouTube's traffic grew and they too were bought by a big Internet company.
Today, no major media company makes significant money syndicating their content to YouTube and
no viable economic model has emerged that properly compensates long form, scripted content creators for their development costs. Consequently, nearly all media companies are creating video
destinations and/or building syndicated video offerings that they own, operate and control. Early data suggests that this strategy is proving effective, as broadcast audience networks, content sites
and syndication offerings are beginning to scale both in users and in revenue.
This shift in investment towards new and branded, owned and operated video sites is resulting in a shift in
video consumption and the flow of media dollars. Users are demonstrating a willingness to find premium content on content owners' sites and content owners are aggregating the bulk of video media
dollars in the market today. For the first time, YouTube is beginning to look a lot more like a hosting site than the preeminent television aggregator it once was.
So, is YouTube the next
Geocities? The analogy is probably not a perfect fit. YouTube is far more powerful than Geocities was in its prime, and the Google machine is far more efficient than Yahoo ever was. That said, this
new YouTube dynamic presents big opportunities.
Owned and operated online video properties will have the same challenges that other online media properties have had -- most notably
infrastructure, content management, ad serving and advertising. This increased portfolio of challenges, coupled with the increasing fragmentation of the market, means that companies solving real
customer problems can build big businesses.
And, as with other media segments online, fragmentation means there will likely be multiple winners.