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Fo Consue Poduct Stateg Poessonas
ExECUTiVE SUmmAry
Over the past year, our video strategy series has presented the business case goals and best practices or
adding video to your Web site. In this report, we demonstrate how our online video product scorecard
enables companies to benchmark their eorts, comparing their Web sites’ use o video with competitors
rom the same vertical as well as with market leaders across all categories. Based on our study o more
than 100 leading consumer Web sites, we can identiy strengths and weaknesses or both individual
sites and industry verticals; we also provide ocused, actionable advice to ensure their sites best meetconsumer needs.
TABlE O F CONTEN TSConsumers Expect Video Content Online
We Focus On Fou Ke Categoes O TheConsue’s Onne Vdeo Epeence
Score And Benchmark Your Video Product To
Satisfy Video Users
Benchakng reveas Tends Acoss Vetcas
And The Wde industThe Consumption Cateory Scores The
Hihest; Discovery The Lowest
Dscove Stcks Out lke A Ve Soe Thub
Consupton Scoes The Hghest
most Stes Povde Unque O CopengContent, Though Not Awas Both
lack O Soca Functonat Weakens TheContet Fo man Stes
rECOmmENDATiONS
Use Our New Methodoloy To Evaluate YourVideo Product Stratey
NOTES & rESOUrCES To ceate Foeste’s onne vdeo poduct
scoecad, we dented ndust best pactces
o an etensve stud o oe than 100
consue-acng Web stes that use vdeo.
Related Research Documents
“intoducng Foeste’s Onne Vdeo Poduct
Scoecad”Ap 30, 2010
“ The Euopean Thee-Sceen Audence is
Gowng, But TV St regns”
Ap 22, 2010
“ The Futue O Onne Vdeo”
Janua 20, 2010
“ The Foeste Wave™: US Onne Vdeo Patos,
Q4 2009”
Novebe 6, 2009
August 5, 2010 | Updated: August 23, 2010
Onne Vdeo Best PactceBenchakng Web Stes Usng Foeste’s Onne Vdeo Poduct Scoecad
by Nick Thomaswth Jaes l. mcQuve, Ph.D., mak mugan, and Anne E. Cobett
2
4
6
14
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2
CONSUMERS EXPECT VIDEO CONTENT ONLINE
Online video is no longer just about specialist video aggregators. Sure, Youube continues to drive
consumer adoption o video viewing online, and long-orm sites backed by traditional broadcasters,
such as ABC/NBC/FOX’s Hulu and the BBC’s iPlayer, have now built on that momentum to oster
urther demand or video online. Tat demand is signicant: 61% o European Internet users have
watched some orm o online video in the past month, while that gure rises to 67% in the US.1
Video is now integral to many consumer-acing Web sites, not just rom traditional media providers
but rom brands, companies, and organizations without a history o content creation, conrming
what we noted in a previous report: We are all media companies now.2 But while video can be an
eective tool or educating and entertaining consumers, how can consumer product strategists
ensure their video content is meeting consumer needs and matching industry best practice?
Perorming Forrester’s online video review using our online video product scorecard provides a
denitive and quantitative answer to that question.
We Focus On Four Key Cateories Of The Consumer’s Online Video Experience
Adding video to a Web site has moved well beyond just embedding a Youube player in a Web page.
As the Web video marketing stack becomes more complex, we have identied, through extensive
study o the online video space, our key areas on which a product manager must ocus initially.3
Reecting the key touchpoints o a typical user’s journey through the video content on a Web site,
these our categories orm the core o our online video product scorecard (see Figure 1):4
· Discovery. Visitors to a Web site need clear mechanisms to nd and discover video content. Is
it clearly agged? Is related relevant video content easily accessible? Is video content easy to nd
rom both the site’s internal search and rom external search engines?
· Consumption. Focusing on a user’s consumption o video content, sites must ensure that the
playback experience is optimized, the video player controls are clear and easy to use, and the
inormation about the content itsel is helpul and relevant. In addition, the branding o the
video content should be consistent with the overall site branding.
· Content. Te core o a great video site is compelling content. Is the content on your site
compelling and dierentiated? Does it enhance your overall brand? Is there an appropriately
deep catalog? And, is the content portable (e.g., downloads, embeds), should users wish to
consume it across dierent sites, devices, or platorms?
· Context. How is your site perorming against your competitors, including the market leaders?
Is the video content integral to your overall site, and is it aligned with your broader strategic
imperatives? Have you included social media tools that allow your consumers to interact with
your video content? And, ultimately, does your video content add value or the user?
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Fiure 1 Foeste’s New methodoog Focuses On Fou Ke Categoes
Source: Forrester Research, Inc.57174
Non-intuitive, incomplete
Doesn’t enhance brand
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
Online video review total (out of 100)
Discovery
Presence Ubiquitous 5 4 3 2 1 Minimal
Signage Clear 5 4 3 2 1 Obscure
Related video Easy to access 5 4 3 2 1 Hard to access
Search facility Useful and relevant 5 4 3 2 1 Ineffective
Search engine optimization Optimized 5 4 3 2 1 Not optimized
Discovery subtotal
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 15 4 3 2 1
Consumption
Playback Optimal experience Poor experience
Controls Intuitive, complete
Branding Consistent Inconsistent
Status Clear UnclearMetadata Helpful Unhelpful
Content
Appeal of content Compelling Limited appeal
Differentiation Differentiated Generic
Depth of catalog Deep Shallow
Brand integrity Enhances brand
Portability Portable On-site only
Context
Competitive environment Market leader Laggard
Integration into overall site Integral Marginal
Alignment Well-targeted Unfocused
Social functionality Extensive Minimal
Bottom line Adds value Doesn’t add value
Consumption subtotal
Content subtotal
Context subtotal
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SCORE AND BENCHMARK YOUR VIDEO PRODUCT TO SATISFY VIDEO USERS
o create Forrester’s online video product scorecard, we identied industry best practice rom an
extensive study o more than 100 consumer-acing Web sites that use video, across many dierent
genres and categories. While the scorecard methodology delivers a score out o 100, product strategists
should not ocus solely on the overall score but should use the scorecard as a tool or the ollowing:
· Identiying specic weaknesses. A video product may score high or consumption but may
lack compelling content. Or, it may provide great content that is nevertheless hard to discover.
In those scenarios, a product strategist should ocus more on those weaker areas because a
balance o all our criteria is essential or a truly compelling video experience.
· Developing new investment cases. Many video sites have not yet implemented a ull suite o
social media tools or video, or example. A product manager can develop new requirements by
mapping them against the criteria listed in Forrester’s online video product scorecard.
· Benchmarking against competitors. Product strategists should also score and benchmark
their video products against the scores o their competitors. While benchmarking to a specic
industry provides a good start, product strategists should not limit themselves just to similar
companies but rather should strive to provide the best oering possible by learning rom all
industries. Oine, your consumer’s expectations may be set by you and your direct competitors;
online, you will be judged against the best sites across all categories, including Facebook,
Google, and Youube.
Benchmarkin Reveals Trends Across Verticals And The Wider Industry
Forrester has scored the video content o more than 100 leading Web sites across 15 industry
verticals to assess the eectiveness o their video strategy.5 Te resultant scores demonstrate clear
cross-industry trends but also signicant dierences in perormance between verticals (see Figure
2). While entertainment sites and specialist video aggregators oer a mature product that comes
close to meeting industry best practice, or example, other sectors lag considerably. Subsequent
reports in this series will ocus on the specic challenges and opportunities in these verticals, but
some initial ndings are instructive:
· Clear leaders have emerged. Laggards must learn best practice rom the verticals with more
established and successul video strategies. Entertainment sites, video specialists, and sports
sites score highly across nearly all our metrics, and these set the benchmark or consumerexpectations around online video experiences.
· Many verticals signicantly underperorm. Retailers, consumer packaged goods (CPG)
companies, telcos, and nancial services providers, or example, are so ar ailing to realize the
potential o video as a means o engaging their consumers online.
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· CPG and news sites show a wide spread between their highest and lowest scores. Sites
that all into the CPG vertical are widespread; they cover everything rom ragrances to drug
manuacturers, hence there is diversity in their adoption and usage o video. Similarly, news
sites dier widely in their ocus and how they use video on their site.
· Meanwhile, some verticals vary little. Food/drink and oil/gasoline provider sites had the
lowest spread among dierent sites within the same vertical. Because these sites are marketing
and advertising similar things, they tend to use video in similar ways. However, they must
widen their scope in assessing competitors, as their users will also be visiting better-perorming
sites in other verticals.
· Most verticals ail to integrate social unctionality.Although our consumer survey data
consistently indicates that users like to interact with content, only ve verticals out o the 15
scored a 4 or above or portability (sharing); only two verticals (video and entertainment)scored a 4 or above or social unctionality (commenting and rating); while social unctionality
was the only subcategory to average less than 2.5.
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Fiure 2 Scoes Va Sgncant B indust Vetca
Source: Forrester Research, Inc.57174
Source: Forrester Online Video Product Scorecard Benchmarking 07/10
Retail
Telcos
Financial services
CPG
Oil and gas
Luxury goods
Application software
Cars
Average
Food and drink
Portal
Artists
News
Sports
Video
Entertainment 86.6
83.5
79.4
74.0
69.8
69.3
68.5
67.0
62.4
61.4
61.2
59.9
58.9
58.2
56.2
55.8
Average online video scores by vertical
THE CONSUMPTION CATEgORY SCORES THE HIgHEST; DISCOVERY THE LOWEST
Forrester has scored more than 100 Web sites using the online video product scorecard. We selected
consumer-acing sites rom a wide range o industry verticals and used the methodology to evaluate
strengths and weaknesses within those verticals, as well as across the our categories outlined above.
Our benchmarking exercise reveals that while most sites provide a decent consumption experience,
this is mitigated by the challenge that most sites’ users have in discovering that video content in therst place (see Figure 3).
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Fiure 3 Dscove reans The Bggest Chaenge Fo Onne Vdeo Povdes
Source: Forrester Research, Inc.57174
CategoryCategory subtotal
(score out of 25)
Consumption
Content
Context
Discovery
19.0
18.0
16.1
13.9
Source: Forrester Online Video Product Scorecard Benchmarking 07/10
Average online video scores by category
Discovery Sticks Out Like A Very Sore Thumb
Te average score or the discovery category — the ability o users to access a site’s video content —
is 13.9 out o 25, or 56%. Tat makes it the lowest scoring o our our categories, yet i video can’t be
ound in the rst place, the other categories become largely redundant.
· Brands and services score poorly or discovery. Industry verticals that wouldn’t normally use
video — cars, luxury goods, telcos, nancial services, retail, oil/gas, and application soware —
all perorm below average in the discovery category overall. All o these can and should do better
by learning rom best practice among the higher-perorming sites and verticals (see Figure 4).
· Poor signage ollows rom poor presence. Among the discovery subcategories, sites that did
poorly in presence usually did worse in signage. I video content is not immediately visible on
the home page, there is usually poor usage o symbols and images to signal a video experience.
· Most verticals ail to use search to drive discovery. Nine o the verticals scored less than 3
(out o 5) or search acility. Tis is a surprisingly poor showing: I consumers are looking or a
specic video topic, they should be able to nd it easily. It is also relatively easy to x.
· Search engine optimization (SEO) remains an issue or many verticals. Seven o the verticals scored less than 3 or SEO. But, best practice here is not necessarily complex to
execute, and it can help your company’s videos appear in Google search results, bringing
consumers to the Web site that way.
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Fiure 4 Onne Vdeo Dscove Best Pactces
Source: Forrester Research, Inc.57174
Source: Hulu Web site
Content is easily
discovered
— via search,
thumbnail
images, “watch
now,” and at
least two links.
Searchability
is optimized
with episode
title in URL.
Consumption Scores The Hihest
Te average overall consumption score or the sites we looked at was 19 out o 25, or 76% — the
highest o our our categories. Growing competition rom online video providers has helped most
companies develop a decent consumption experience on most sites, though best practice is not yet
universal (see Figure 5).
· Controls had the highest average score o all the subcategories. Five o the industry verticals
met all o our criteria in terms o users’ ability to control the video experience, scoring the
maximum o 5. Even verticals that struggled elsewhere, such as cars and luxury goods, scored
highly here. Being able to easily control the video you are watching, especially with play and
pause buttons, is a key aspect o a high-quality experience.
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· Most sites ail to inorm users about their status. Knowing where you are in the video playback
and how long you have le should always be clear, but only two o the verticals we looked at
(entertainment sites and specialist video aggregators) scored more than 4 or this subcategory.
· Metadata is not visible enough. Te best sites provide relevant inormation about the video
content — date o upload, text description, and duration — that is clear and easy to see. Tis is
where some o the brand verticals — such as cars, luxury goods, and CPG sites — can improve
to meet the standard set by the higher-perorming verticals.
· Brand sites score highly in, um, branding. Unsurprisingly, brand verticals are good at ensuring
that their video content reects the core brand’s look and eel. But, i they could also integrate
best practice rom other subcategories, the user experience would be even stronger, without
diluting the brand messaging.
Fiure 5 Onne Vdeo Consupton Best Pactces
Source: Forrester Research, Inc.57174
Source: YouTube Web site
Video has helpful metadata:title, description, date
uploaded, length, and views.
Bar clearly shows how
much has played and
how much has loaded.
Full, clear controls
make the user
playback intuitive.
Clear branding
ensures that
the feel of the
Web site stays
the same.
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Most Sites Provide Unique Or Compellin Content, Thouh Not Always Both
With an average score o 18 out o 25, most sites and most verticals scored reasonably well in the
content category. However, sites that oered exclusive content, such as cars and telcos, tended to
have shallower catalogs and less appealing content overall. Most sites scored low on portability:
Despite users’ growing desire to access video content across dierent sites, platorms, and devices,
nine o the 15 sites scored less than 3 or this subcategory.6
· Diferentiation is a rare strength or many brand sites. Tis was the second-highest-scoring
subcategory, but not all sites scored highly. Video aggregators, artists, and portals source much
o their video content rom other sites; this gives them depth o catalog, but they risk being
undierentiated in a crowded marketplace.
· Sports and entertainment sites score highest or content. Both verticals are successul at
combining unique video with aggregated content that is available elsewhere (see Figure 6).
· Retail, CPG, telco, and nancial services sites have the lowest-scoring content experience.
Tey may have unique content on their sites, but it is neither compelling nor portable. Tey need
to deepen their catalogs and consider the platorms on which they serve content to improve.
· Video content on entertainment and artist sites enhances the overall brand. Strong video
content reinorces and enhances a brand’s integrity within these verticals, but elsewhere —
telcos and retail, or example — the video content generally adds little to the brand experience.
Tat represents a missed opportunity, given video’s potential value as a wider marketing tool.
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Fiure 6 Onne Vdeo Content Best Pactces
Source: Forrester Research, Inc.57174
High-quality video
content appeals to
NBC viewers.
NBC has a strong, deep
catalog, with a mix of
current and archive shows,
plus online exclusives.
Shows exclusive to
NBC create strong
differentiation.
Source: NBC Web site
Sharing on multiple
portals encourages
interaction across
the Web.
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Lack Of Social Functionality Weakens The Context For Many Sites
In the context category, the average score o 16.1 out o 25 (or 64%) hides some poorly perorming
verticals, such as telcos and retail, both o which scored 12.2 in this category. Tey should learn
rom entertainment sites, which are the most eective at integrating video content into their overall
proposition (see Figure 7). Lack o social unctionality remains an issue or the lower-scoring
verticals in this category.
· Social unctionality is the lowest scoring among all the subcategories. It was the only
subcategory to average less than 2.5. Sites that score low here — cars, luxury goods, telcos,
nancial services, and ood/drink, or example — might argue that they ocus on promoting
specic products. But, they are missing the opportunity to have their content, and thereore
their message, spread across the Internet by their socially active users, who like to comment on,
rate, and share content. Entertainment and video sites still do this best.
· Most sites in most verticals ofer video content that aligns to their strategic objectives.
Sports, entertainment, and artist sites score highest on this metric, but only retail scores less
than 3. Working out the strategic t or video is less o a challenge, it seems, than integrating it
into the overall proposition.
· Poor discovery leads to poor integration o video. When video content is hard to nd, it
becomes marginalized within the overall site. Te best sites have video at their core: Not only is
it o a high quality, but it is also easy to nd and to share.
· Video content always adds value to the user, but some verticals get less benet than others.
For telco and retail sites, or example, their current video content adds marginal value to theoverall site; or entertainment, artist, and sports sites, video is central to their appeal. While this
partially reects the nature o those verticals, there are still lessons or others in how video can
add value to the user’s experience.
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Fiure 7 Onne Vdeo Contet Best Pactces
Source: Forrester Research, Inc.57174
Videos are well targeted
across a wide variety of
sports, events, and
TV shows.
Video is well integrated:
Videos play within
articles and on a
separate video page.
ESPN offers a large
catalog of high-
quality videos.
Prominent commenting
tools encourageengagement from users.
Source: ESPN Web site
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r E C O m m E N D A T i O N S
USE OUR NEW METHODOLOgY TO EVALUATE YOUR VIDEO PRODUCT STRATEgY
Whethe the ae new to onne vdeo o have a ot o epeence wth t, a Foeste cents who
ae ncopoatng vdeo content nto the Web stes shoud scoe and benchak the vdeo
poduct usng ou onne vdeo poduct scoecad. As we as evauatng stes aganst both vetca
and ndustwde best pactce, we povde actonabe advce on how to peent best pactces
acoss a the subcategoes we easue. Fo ou benchakng stud, howeve, t s cea that
ost Web stes need to addess cetan ke aeas as a pot:
1. Improve the way users discover your videos. man stes have nvested n the content and
ts ntegaton nto the ste wthout akng the uses sucent awae o ts estence.
lack o pesence on the hoe page and the aue to povde adequate sgnage wee
supsng coon eos. The need to be ed.2. Increase the social functionality around video content. Uses nceasng epect to be
abe to nteact wth vdeo content — to vew t on deent devces, to shae t, ebed t,
coent on t, and ate t. Such actvt geat nceases the vaue o the content, et an
stes a to deve a soca epeence. Poo scong vetcas, such as cas, tecos, and
ood/dnk, ust adopt best pactces o entetanent and dedcated vdeo stes.
3. Look beyond your own vertical in evaluatin the competition. it s potant to
undestand what ou ofne copettos ae dong onne and ensue ou ae povdng as
good a sevce as the ae to ou uses. But those uses’ epectatons aound onne vdeo
ae aso shaped b coss-ndust best pactces — whethe o Huu, Pae, o youTube.
lean o the best, wheeve the a be.
4. Work closely with your online video platform. most copanes ack the esouces to
copete wth the eegng sotwae-as-a-sevce (SaaS) onne vdeo patos.7 i ou
ae usng one o these povdes, check that ou ae benettng o the apd poduct
nnovaton n ths space to ensue that ou ste s a aket eade, not a aggad.
5. Score and iterate. To boow a phase, we ecoend that cents scoe ea and oten.
Because thee s so uch poveent to be ade, we don’t epect the scong pocess to
be a one-shot dea. Aso, as copettos ase the ba wth the own poveents, t w
be potant to use ths scoecad to pnpont — and eed — decences.
ENDNOTES
1 Source: North American echnographics® Digital Home Online Survey, Q4 2009 (US) and European
echnographics Media, Marketing, And Social Computing Survey, Q3 2009.
2 Te media meltdown — where traditional media business models based on scarcity and control are
undamentally challenged by the new realities o digital media consumption — is creating huge problems
or media companies that create and distribute content to users. Users want more and more content or
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ree, and advertisers are struggling to engage ragmented audiences. But as we move rom a distribution
paradigm to a consumption paradigm, the meltdown is also creating opportunities or non-media
companies — including telcos, hardware manuacturers, and FMCG brands — to increasingly use content
directly to engage users. In other words, they can become media companies — and, as such, they have toembrace new ways o thinking. See the July 7, 2009, “We Are All Media Companies Now” report.
3 Consumer product strategists looking to use video to engage an audience must understand and respond to
the key dynamics and trends shaping the market, including the conuence o video with social media and
the mainstream integration o video into consumer-acing Web sites. See the January 20, 2010, “Te Future
O Online Video” report.
4 Unlike discovery and consumption, not all Web sites will need to utilize video advertising around the
video. However, those Web sites that employ video advertising will have to careully think through the
requirements, such as ad ormats (e.g., preroll or overlay), ad requency (e.g., every clip or every other clip),
and ad duration (e.g., 15 seconds or 30 seconds).
5 Forrester grouped the 100-plus Web sites rom Europe and the US that we tested into groups based on their
industry vertical, using the ollowing denitions: “application soware” describes businesses involved in the
development, maintenance, and publication o soware; “artists” describes musicians’ personal Web sites;
“cars” describes car manuacturers; “CPG” describes consumer packaged goods rom ragrances, apparel,
personal products, and other areas; “entertainment” describes V and entertainment media companies;
“nancial services” describes nance, banking, marketing, investment, and insurance services; “ood and
drink” describes restaurants, drinks manuacturers, and specialty ood services; “luxury goods” describes
high-end consumer brands; “news” describes worldwide newspaper and online news sites; “oil and gasoline”
describes oil and gasoline providers worldwide; “portals” describes sites rom Internet service providers
that include news, entertainment, and sports inormation; “retail” describes sites rom retail brands and
department stores; “sports” describes sports-dedicated Web sites, including those or specic teams, leagues,
V stations, and newspaper afliates; “telcos” describes xed-line and mobile phone providers; “video”
describes sites that oer dierent types o video (and only video).
6 European consumers’ awareness and adoption o new digital V and video viewing options has
evolved considerably in the past three years. Our data reveals the extent o the growth in non-V-based
consumption and highlights the way in which young users in particular are becoming used to consuming
video content across a number o dierent screens. See the April 22, 2010, “Te European Tree-Screen
Audience Is Growing, But V Still Reigns” report.
7 In Forrester’s 37-criteria evaluation o online video platorm vendors, Brightcove and Ooyala lead the pack
with their end-to-end product oerings that target organizations o all sizes. VMIX and Kaltura ollow
closely behind with comprehensive oerings and are Strong Perormers, while wistage and Fliqz ser ve
more narrow segments o the market and are Contenders. See the November 6, 2009, “Te Forrester Wave™:
US Online Video Platorms, Q4 2009” report.
8/2/2019 Online Video Best Practice
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