From one audience to the audiences of oneWhat the communications and media industry needs to know about content consumers today

Business white paper

Khalid NaseemWorld Wide Principal Consultant

Table of contents

3 History

3 A paradigm shift

4 Content delivery evolution

7 Complications and challenges

9 CSP solution

10 Why HP?

11 About HP SCS

11 For more information

3

HistoryIn the beginning and for a long time

Television has an inspiring past, ripe with innovation and popular cultural influence. Since its coming of age in the mid 20th century, generations of TV viewers have happily embraced their broadcast experience. For the industry, making a connection with consumers was a pretty straightforward, one-to-many experience until recently!

Today, audiences are becoming increasingly fragmented, splicing their time among a myriad of media choices; consumers have migrated to more specialized niche content through cable and multichannel offerings. Now, with the growing availability of on-demand, self-programming, and search features, audiences are moving beyond niche to individualized viewing.

A paradigm shiftWith increasing competition from convergence players in TV, telecommunications, and the Internet, the industry is confronting unparalleled complexity, dynamic change, and pressure to innovate.

Audiences

Many people still listen to radio and watch television programs as they are broadcast, in real time, over established terrestrial, cable, and satellite networks; in other words, conventional linear broadcasting for a lean back audience. Additionally, non-linear lean forward1 listening or viewing, for example, using a personal video recorder such as Sky+ or Tivo to watch programs after they have been transmitted or downloading a program onto an iPad, is an area of viewer experience that is growing rapidly.

Media convergence is the flow of content across multiple media platforms, the cooperation between multiple media industries, and the migratory behavior of media audiences.

Henry Jenkins on Collective Intelligence and Convergence Culture

However, as peoples habits are changing, they are interested in greater control and choicenot only over what they listen to or watch, but also when, where, how, and with whom they listen or

watch it. This growing enthusiasm for on-demand listening and viewing is accompanied by a rapid growth in the use of the Internet as a broadcasting medium in its own right from podcasting to Internet protocol television (IPTV) to replay TV. BBC is a prime example of a leader in this field with their BBC iPlayer technology, which is being skinned for other UK broadcasters.

Analysis suggests that over the next five years linear TV viewing will fall by 2030 percent, replaced largely by increased use of on-demand services.2 A similar pattern is expected for audio services. In both cases, there is likely to be a significant increase in the overall level of listening and viewing, as audiences make greater use of PCs, portable audio and video, tablets, linear, and non-linear devices outside home. These trends promise to bring considerable benefits to the audience as a whole and a headache for the industry.

Content consumption is rapidly going to become the norm; audiences are already becoming accustomed to having access to the content that they desire rather than what is being supplied. This shift can be best accommodated in the Long Tail effect.3

Convergence

Media convergence occurs when old and new media intersect; when grassroots and corporate media intertwines in such a way that the balance of power between media producers and consumers shifts in unpredictable ways. Henry Jenkins, a highly respected media analyst and one of the foremost leading experts on the convergence culture paradigm, states that, media convergence is ...the flow of content across multiple media platforms, the cooperation between multiple media industries, and the migratory behavior of media audiences.

Another view of this is much simpler; media convergence can be seen as not the reduction of devices, but the expansion of channels to multiple content combinations.

1 The concept of lean-forward is functionality that allows audience to engage with, that is, picking up the remote and leaning forward.

2 OFCOM BBC on-demand report.

3 Long Tail can be described as the myriad of niche programs or media content whose collective market share can rival the main stream.

4

Sales of connected TVs are expected to grow at a CAGR of 38 percent over the next five years, with total connected TV device global revenues projected at more than $95 billion USD by 2015.*

Content delivery evolutionDigital living

Increasingly, Internet-enabled consumer devices are vying to become the center of the digital living room. Aggregation devices are available that allow serving content throughout, and not limited to the household. This content can be anythingranging from music, online videos, time-shifted movies, or television, to traditional linear TV broadcast. Increasingly, television is not just relegated to being that box in the corner of the room, but as an eye to the world through the Internet.

Pay transactions*

2011 563 billion2016 5.9 billion

OTT2011 5.2 billion2016 12.9 billionVOD

We now have product manufacturers such as Sony, LG, and Samsung that have released connected SMART devices that bypass the broadcaster middle-man and provide content directly to the consumer. This poses a number of problems for the traditional content providers, the obvious one being a drastic loss of advertising revenue. Conversely, these smart devices at the moment dont supply any lean-back experiences unless one switches back to the traditional aerial or dish system. Applications such as Netflix, Hulu, and Spotify are becoming commonplace giving the consumer access to a lean-forward TV experience. These applications are replacing the TV middle manthe traditional content aggregators, who have not been able to embrace the new world or are unable to due to their lack of corporate and technology agility. It is reported that there will be a consumer spend of approximately $95 billion USD on SMART TVs by 2015.*

Industry revenue forecasts (in USD)*

2006 $1 billion2010 $6 billion2016 $17 billion

IPTV2016 $173 billion

Pay TV2016 $7 billion

Cable TV

A study by IMS Research4 states that over the top (OTT) video services could generate $16.4 billion USD in revenue by 2016which does not include Video on Demand (VOD) services from pay-TV providers, which can generate an additional $14.7 billion USD. This combined on-demand revenue represents a significant shift in the world that is consuming the personal entertainment content.

IMS Research forecasts that the number of pay-OTT transactions will increase tenfold, reaching 5.9 billion from the current 563 million it estimated for 2011. They predict that 12.9 billion will pay-VOD transactions through Set Top Boxes (STB) by 2016, up from 5.2 billion this year (2011).

Additionally, Gartner has forecast mobile data revenue increase of 23 percent in 2011 to $314.7 billion USD.5 By 2015, this figure has been forecast to be $552 billion USD. A compound annual growth rate (CAGR) of 15.9 percent for mobile data revenue is also reported for the same period. However, is the rate of growth of data revenue fast enough and will it tail off when the market is saturated with smart phones? Clearly, there is a requirement to improve on this predictable eventuality. There needs to be a way to increase the average revenue per user by looking at new business models, revenue sources, and efficiencies/optimizations.

4 Source: Over-the-top videoservice delivery & business models2011 edition, IMS Research Study, 2011

5 Source: Forecast analysis, Mobile services update, Gartner Research, Q2 2011

* Source: Strategy analytics, August 9, 2011

Source: Global entertainment and media outlook: 20112015, PricewaterhouseCoopers Segment Focus, 2011 www.pwc.com/gx/en/global-entertainment-media-outlook/data-insights.jhtml

Figure 1. Multitudinous content devices Figure 2. TV subscriptions growth

TV subscriptions market componentsgrow th till 2015

% CA GR 20112015

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5

Evolution of the media value chain

The concept of a value chain, defined as the coordinated series of activities leading to the creation and delivery of any product or service, is deeply embedded in the collective wisdom of todays business leaders. This concept has shaped a generation of business models and enormous efficiencies have been gained by organizing and managing value chains. However, the next round of efficiencies will come from new processes companies choose to institute. In other words, a greater emphasis will be put on how firms organize and manage the production, delivery, and use of the information on which value chains are built. Business processes no longer belong to a single business.

The old school broadcast value chain is a simple one: One that is very linear and is based on publishers ability to generate and develop content in the hope of attracting an audience. Content has always been the raw material thats ultimately processed to create value for media planners and buyers.

Processing content typically involves segmenting the audience and providing the ability to target that audience through different channels. Historically, this segmentation was primarily limited to demographics such as gender, age, and income. This is now evolving.

The traditional value chain is being challenged by social interaction of content that has been consumed and then re-versioned at the consumer level. This reinforces the need of an information architecture that is robust and supports these socially driven initiatives. Inherently, this structure would necessarily be circular. The impact on the traditional value chain is substantial as shown in figure 5.

So how would this affect the traditional value chain? One result would be a new circular re-entrant value chain where the referred and re-versioned content is fed back as a new source into the system, then further processed and distributed with all the social elements incorporated. One only has to see YouTube to realize how this is being managed by the consumer.

However, at present the system has no ability to complete the circle. Monetization of this content is not fully and clearly defined. Analysis of content that is being popularly viewed allows the site owners to increase advertising on those pages. In many cases, the sites that help promote re-versioned content by the consumer are benefitting from the added advertising revenue and not necessarily the original content creator or distributer. One can imagine that a whole revenue stream that is on the increase is being missed.

Figure 3. Traditional digital media value chain

Figure 5. New circular value chain

Figure 4. Information architecture

Figure 6. New model traditional broadcast value chain

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Figure 7 shows where the traditional broadcaster would inhabit the new re-entrant value chain. Most of the value chain is not under the

control of the broadcaster, which would leave them in a vulnerable position. They have no control over the distribution, the delivery provider, let alone the device, and the consumer. Having said this, a number of broadcasters have some inroads in connecting with consumers, but the full benefits have not been realized yet.

The new Communication Service Provider (CSP) Value Chain (figure 8) shows where a future CSP could inhabit the new-world value chain. Encompassing the majority of the chain, a new CSP has control over every aspect with the exception of the content creator; although the latter is an area that CSPs could quite conceivably be involved in also.

Which technologies can enable this?

At first glance, the answer appears to be straight forward: Long Term Evolution (LTE) is a big enabler with its architecture that is superior to 3G; it can handle more throughput that is required in the world of video content in its various forms than traditional 3G and 2G architectures can provide.

Video services are attempted on these technologies, focused on video telephony and multimedia messaging. Although technically feasible to deliver video and multimedia content, the three most significant reasons for their commercial failure are the high cost of data, low-bit rate performance, and limited mobile device functionality.

Figure 8. Industry model (IABM)6

Figure 7. New model CSP value chain

Postproduction

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Supplier channel management: Direct, distributor, reseller/dealer, system integrator, outsourcing

Supplier channel management: Direct, distributor, reseller/dealer, system integrator, outsourcing

Supplier resource management: Supply, support, configuration, integration, training, consultancy, professional services

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Electronic News Gathering (ENG) and Electronic Field Production (EFP)

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Industry model: Entertainment, broadcast sector (IABM)

Media enterprise: Broadcasters, content creators, aggregators, and network operators

Process management: Automation, workflow, asset and rights management, subscriber management, scheduling, costing, marketing

Resource management: Financial, creative, technical, logistical, and operational

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6 IABMInternational Association of Broadcasting Manufacturers

7

LTE technology allows for significantly higher capacity at a lower cost per bit, leading to improved commercial viability of video and multimedia services. In addition, it is also well suited to support user requirements in the new circular value chain that would demand a more symmetrical down/uplink bit capacity.

What isnt as obvious, but is just as important, to a CSP is the Content Delivery Network (CDN) and the associated management systems. In tandem, network optimization systems are required to ensure that the quality of service is at a level that is more than acceptablethe historical expectation of legacy viewers who have come from a linear TV broadcast world.

To share a concrete example, with a world-class CDN such as the one developed between Telefonica and HP,7 which has algorithmic and distributable caching superiority over the traditional CDNs, it is fully integrated within LTE architecture.

Let us not forget the importance of telematics8 and its potential in the new-media world. At present, telematics is the province of M2M and B2B, however, the leap to the province of consumer/social television world is not that great. Imagine the type of programming that content creators in alliance with their new CSP partners would have? Health or self-development reality programs that involve the consumer in providing their HealthSTATS9 data content would provide new avenues for content creators and advertisers.

The rapid evolution of telecommunication standards and technology faces key challenges, one of which is in response to subscriber demand for new services, faster throughput, and greater capacity. This new world includes new repositories storing more subscriber data, collected from more network elements, devices, and applications putting service providers in a unique position. They have a significant amount of information about their subscribers. They know who their subscribers are, where they live, how they use their devices, when they last used them, whether they travel, how much they spend each month, whats on, and more. All this data is in their networks, but the databases that store it are typically managed by different parts of the organizationmaking interaction difficult both technically and politically.

A recommendation would be an approach to achieve unified subscriber profiles in multi-generation, multivendor networks that combine three strategies: consolidation, federation, and replication.

Consolidation: Elimination of diverse repositories in favor of a central repository

Federation: Dynamic use of data where it already resides

Replication: Creation of copies of data in diverse repositories andmoving them to a central database

Each of these have advantages and disadvantages, they can be used separately or in conjunction with one or both, depending on specific

needs. By leveraging all three methodologies, the approach would make it possible to extend the unified view of subscriber profiles beyond the mobility management space to include the analytics of LTE and service data, revenue management, and software as a service.10

Taking a holistic view, the above does not only involve an infrastructural architecture, but also a systems architecture that would include billing, network optimization, content management, monitoring, telematics, and device management among some of the systems. Clearly, CSPs will need to partner with companies whose expertise and capabilities are well within these areas with proven holistic architectures and systems in place internationally.

Complications and challengesDisparate technologies

Different technologies are causing headaches for the traditional content provider and a challenge for the newcomers, the CSPs. The traditional broadcaster does not know enough about the telecommunications business to delve into this area. Conversely, the CSPs know little about content aggregation, content management, commercial advertising, and more, thus making the roadmap to a solution a perplexing conundrum.

ContentIdentificationandre-versioning

A content provider can hold multiple versions of the same content. These may be for delivery to different devices at differing times. Consequently, this content needs to be re-versioned for each delivery mechanism. For this to happen, the content needs to be identifiable and easily locatable. Also, content rights management needs to be addressed. It is the description, identification, trading, protection, monitoring, and tracking (content delivery and post production) of all forms of rights usages over both tangible and intangible assets, including management of rights holders relationships. This area is one of the greatest challenges of the new-media age.

7 Source: The Edge of bandwidth growth and why every Telco should have a CDN strategy (HP white paper, 4AA3-3678ENW), June 2011 http://h20195.www2.hp.com/V2/GetPDF.aspx/4AA3-3678ENW.pdf

8 Telematics is the blending of computers and wireless telecommunications technologies, ostensibly with the goal of efficiently conveying information over networks/Internet, for example, medical and health informatics

9 Clinical trial of a mobile health monitoring solution by HP with Singtel

10 Source: Take control by personalizing your customers unlimited choice with SDM for LTE (HP white paper, 4AA0-2580ENW), May 2011 http://h20195.www2.hp.com/V2/GetPDF.aspx/4AA0-2580ENW.pdf

http://h20195.www2.hp.com/V2/GetPDF.aspx/4AA3-3678ENW.pdfhttp://h20195.www2.hp.com/V2/GetPDF.aspx/4AA3-3678ENW.pdfhttp://h20195.www2.hp.com/V2/GetPDF.aspx/4AA0-2580ENW.pdfhttp://h20195.www2.hp.com/V2/GetPDF.aspx/4AA0-2580ENW.pdf

8

Marketsegmentidentification

The purpose of market segmentation is to leverage scarce resources; in other words, to ensure that the elements of the marketing mix, price, distribution, and products and promotion, are designed to meet particular needs of different client groups. This process allows organizations to focus on specific clients needs, in the most efficient and effective way. As T.P. Beane and D.M. Ennis authors of Market Segmentation: A Review, European Journal of Marketing eloquently commented, a company with limited resources needs to pick only the best opportunities to pursue.

Traditional demographics of the content consumer are evolving. Demographics may not work on its own anymore, it will require other information to accurately identify and segment the audience.

Psychographic segmentation

Psychographic11 approaches rely on the analysis of consumers activities, interests, and opinions, in order to understand consumers individual lifestyles and patterns of behavior. Psychographic segmentation includes an understanding of the values that are important to different types of clients. In the new-media landscape psychographics may rule the business rather than the old methodology for demographics. So there is a need for new ways of segmenting media audiences in a way that is immediate.

Advertising

In future, it may become increasingly difficult to monetize using current methods of advertising. However, addressable and

personalized advertising are already in place with online players, such as Google. This new form of advertising is what is expected of the new-media world. But to achieve this, mechanisms which are purpose built, need to be in place to ensure that advertisers meet the personal dynamics of the viewer in an efficient manner.

Globally, total broadcast television advertising will rise to $221.9 billion USD in 2015 at a CAGR of 5.9 percent. Online television advertising will increase at 22.6 percent CAGR and mobile television advertising will rise at 33 percent CAGR, both from much smaller bases.

Latin America will be the fastest growing TV Advertising market over the next five years, with a CAGR of 9.6 percent through 2015. North America, still the largest market in revenue terms by 2015, will by contrast be the slowest growing region with a CAGR of 4.9 percent. Asia Pacific, the second largest region, is also the second fastest growing at 8.3 percent CAGR, rising to 11.8 percent CAGR when the slow-growing Japanese market is excluded from this figure. EMEA will expand at 6.3 percent CAGR to 2015.

11 Demographics allow marketers to describe who buys, but psychographics enables them to understand why people buy.

Source: Global entertainment and media outlook: 20112015, PricewaterhouseCoopers Segment Focus, 2011 www.pwc.com/gx/en/ global-entertainment-media-outlook/data-insights.jhtml

www.pwc.com/gx/en/global-entertainment-media-outlook/data-insights.jhtmlwww.pwc.com/gx/en/global-entertainment-media-outlook/data-insights.jhtml

9

Over the next five years, double-digit CAGRs will be witnessed in Russia, Turkey, China, India, Indonesia, Malaysia, Pakistan, The Philippines, Thailand, Argentina, Brazil, and Venezuela.

We project that global mobile TV advertising will grow to $264 million by 2015, a 57.8 percent compound annual increase from only $27 million in 2010, driven by mobile TV rollouts, mobile TV app launches, and growing penetration of smart devices.

CSP solutionConvergence again!

The challenges facing the industry in the targeting their clients, who consume content on disparate technologies at a time and place of their choosing, is not an easy one. However, the industry can at least alleviate most of the issues it is facing now and in the coming years.

Asset management, once limited to managing archives, has evolved significantly to the point where it now plays an integral role in the broadcast-delivery chain, a process that involves acquisition, production, and distribution of content. The factors behind this evolution are two-fold plus one.

Firstly, advances in technology are reducing the costs and improving the capabilities and performance associated with how assets can be stored, accessed, and processed. Taking the latter point regarding processing, this is indeed a vexed area of encoding, decoding, and transcoding. The requirements of disparate devices, linear and non-linear are quite different and require careful handling if the content is to be playable on the device they are intended for.

Secondly, business needs are forcing the administrations to find new ways to unlock the hidden value of the companys assets through new and alternative distribution. To do so, an organization should consider implementing a more systemic approach of managing assets throughout the broadcast-delivery chain. A simple consideration is to design an interoperability layer, which will become the driver of this migration.

Whats the plus one? This is the vexed area of convergence. From the industry model (Infrastructure Thread figure 7) one can see that there have been traditionally two sets of infrastructure and two sets of associated management processes (service, project, program, and implementation management). Traditionally, the first broadcast technology infrastructure, and latterly with the advent of IT and IP technologies, the IT infrastructure. For years the area of delineation between the two has been fiercely fought over. Not too different to what has happened in the traditional telecommunications industry. Clearly, what is needed here is transformation. Some companies such as Television New Zealand (state broadcaster for Aotearoa) have successfully implemented this transformation with the help of HP.

The standard broadcast financial model based on linear advertising is under threat, in fact one could say that it has been under threat and it is now getting serious! New models need to be invented if companies are to survive.

Although this is beyond the remit of this paper, the new ways of working and converged infrastructures that are extensible and flexible can identify and target the audience of one. This new individual audience needs to be categorized as never before. New players in the marketplace need to identify market segments to allow direct and addressable advertising.

With the traditional demographics changing, for example, millennial, addressability of this market is essential. The fickle nature of the new audience means that identification of the types of content is required on an individual basis due to their lean forward nature of content consumption. This is where psychographics comes into its own and used in conjunction with demographic segmentation, which gives a more accurate picture of that audience. This identification requires bi-directional access to the consumer, one that can only be provided by a CSP that has a billing relationship with the consumer.

Source: Global entertainment and media outlook: 20112015, PricewaterhouseCoopers Segment Focus, 2011 www.pwc.com/gx/en/ global-entertainment-media-outlook/data-insights.jhtml

www.pwc.com/gx/en/global-entertainment-media-outlook/data-insights.jhtmlwww.pwc.com/gx/en/global-entertainment-media-outlook/data-insights.jhtml

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What are the possible holistic solutions to the described scenario described previously? A CSP could deliver content aggregation, content packaging, content distribution, delivery provider, and, the back channel in the new world, circular value chain. The latter being so important for the targeting of individualized advertising, it requires an analysis of the viewer data feedback to the CSP to enable effective personalized advertising.

However, there are skill sets that are not traditionally within the CSP space. So consider a combination of the following: An agile and flexible independent organization with all the qualities of a CSP and broadcaster combined, but without the overheadperhaps a joint venture? This venture certainly would allow it to transcend the inherent issues with either player.

The new company would be able to address the market requiring an investment in back-end management systems not too divergent from operations support system (OSS) and business support systems (BSS), but incorporating essential media systems such as content management, asset management, play out automation systems, content scheduling, content delivery system, content Storage, and archive systems. The advantage to the client from the above is a maximization of ROI on media assets. The joint-venture would not have divergent infrastructures, but one singly managed system, which would enable high efficiencies in not only the hardware but also operational and infrastructure resources enabling flexibility in operation and future scalability. In a competitive environment, these are obviously fundamental requirements.

The evolution of technology is forging a revolution in a diversification of multimedia services that can be offered over LTE networks, which are personalized, predictive, and mobility aware. Media devices and the consumer are now defining and effectively

driving requirements that industry need to address. The world has changed; we are not addressing one audience anymore, but the audiences of one.

Why HP?There are not many companies in the world that have the inherent knowledge and ability to bring together the disparate issues to resolve this puzzle. HP CME solutions are enabled to cover all facets of the converged world of content acquisition, storage, management and distribution, and web-based operating systems and application development. HP Solutions Consulting Services (HP SCS) is one such solution that can provide the necessary strategy, design to help you achieve quantifiable business benefits.

The HP SCS comprises a rich portfolio of capabilities, comprehensive intellectual capital, and a pool of talented and trusted business consultants. HP SCS delivers successfully planned and executed transformations underpinned by fact based and financial strategies, operational excellence, and proper governance.

To support media and communications business strategy, optimum sourcing is used as it determines how to best use market conditions, supplier capability, and technology advances to source the right components. Our unique understanding of the media, communications, ICT landscape, architecture, and processes allows the implementation of major initiatives and business transformations. We enable you to make informed decisions with confidence. In addition, HP can help with developing strategic alliances and associated new business models for CSPs with media players and content producers. HP is a one-stop solution provider.

11

About HP SCSHP SCS is a business consulting practice delivering a comprehensive suite of product-agnostic consulting services designed to transform CSPs businesses to a client-centric business through:

Worldwide, CME industry thought leader business consultantsleveraging global reach with local capabilitieswith a proven track record of delivering strategic and financial advisory, and business transformation to large CSPs, backed by a unique combination of network and IT experience coupled with the comprehensive solution portfolio of HP.

A portfolio of consulting services that can be combined and customized to meet key business objectives.

A proven methodology to guide and orchestrate a completely customized transformation strategy on any scale.

A model-based approach that attacks problems in a systematicway, enhancing interdependencies between operations, organization, and technology.

The HP SCS portfolio focuses on three primary service areas where it offers proven, standards-based solutions: strategic and financial advisory, business transformation, and operational excellence. HP SCS accompanies CSPs at each step of the transformation. We:

Assess the transformation cases under all relevant business angles (technology, process, and financial) and benchmark against industry best practices to define a complete business transformation strategy.

Provide an operations blueprint designwhich includes all the relations between people, process, and technology and how these elements must evolve to enable client-centric business outcomes.

Give a transformation blueprint and governance to help CSPs reach their target, helping minimize risk, and enablingbusiness continuity.

HP benchmarking capability is a key component of HP Strategic and Financial Advisory. It is a set of capabilities that assist CME clients understand where they are today, and where they need to go in the future in order to meet their corporate objectives and execute the business level strategies. In addition to benchmarking, strategic and financial advisory capabilities include cost and revenue analysis, business case evaluation, and functional strategy.

HP Industry Advisory Program

The HP Industry Advisory Program is a unique program of HP Solution Consulting Services (SCS) to deliver innovative thought leadership addressing key industry business issues for our clients. It leverages on the global knowledge, expertise, and experience of HP SCS Business Consultants and is coupled with proven methodologies, industry frameworks, and intellectual capital as modeled in, which is an HP SCS model-based tool.

The HP Industry Advisory Program provides clients with access to industry thought leadership through a collaborative, social media-based environment. Clients in the communication, media, and entertainment industries can benefit from leveraging the global experience that HP offers on market-leading and innovative topics with the speed provided by innovative, collaborative, and social media-based development environments.

For more informationGain more insight into client experience, transformation best practices, and HP capabilities, visit hp.com/go/scs.

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Copyright 2012 Hewlett-Packard Development Company, L.P. The information contained herein is subject to change without notice. The only warranties for HP products and services are set forth in the express warranty statements accompanying such products and services. Nothing herein should be construed as constituting an additional warranty. HP shall not be liable for technical or editorial errors or omissions contained herein.

4AA0-7880ENW, Created April 2012; Updated October 2012, Rev. 1

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HistoryA paradigm shiftContent delivery evolutionComplications and challengesCSP solutionWhy HP?About HP SCSFor more information