Of YouTube, hammering out details on how to evolve their relationship and make the company profitable. Eventually Hurley and Chen stepped down and Kamangar became CEO of YouTube. Kamangar’s strategy was to adapt to the change in the video market. When Google purchased YouTube there were just two types of videos: television videos and computer videos. Now vides can be seen everywhere, such as on phones, tablets, computers, and televisions. Because of this Kamangar began adding professionally produced content for YouTube such as music videos, live concerts, and sporting events.
In 2011 YouTube expanded its movie rental service with the addition of 3,000 titles from major Hollywood studios such as Sony Pictures Entertainment, Warner Brothers, Universal Pictures, and independents such as Lionsgate Films. These movies were available to viewers the same day as on-demand services at a price of $3.99. In addition to Hollywood studios, Kamangar began to encourage more amateurs to develop content, many of whom had already amassed huge audiences on the site. Some studios, however declined to participate, citing their concern about copyright infringement. Controlling what amateurs unloaded on YouTube was seen by these studios as a legal nightmare and thus they were reluctant to participate.
Copyright infringement was the second most pressing problem that Kamangar faced when Google purchased and he assumed responsibility for its Future. In order to minimize copyright infringement Kamangar implemented a content tracking system called ContentID. This system allows any unloaded material to be compared with more than 100 million videos in the system and if there is any unauthorized content the owners of the material are alerted they may then choose to have the material removed or they can allow it to continue. IN one instance the owners of copyrighted music were alerted that a portion of a copyrighted song was included in a YouTube video. Instead of removing it YouTube recommended that the company place an ad for the purchase of the entire music. The ad resulted in a significant profit to the music studio without removal of the uploaded material and avoided any copyright infringement issues.
In addition to the content matching Kamangar has introduced YouTube Copyright School that establishes criteria for what can or cannot be uploaded. According to Kamangar, reducation is critical to minimizing copyright infringement. Although some Hollywood people still feell that YouTube has not done enough to crack down on illicit content, the company continues to attract more and more production firms. With all of these new services YouTube viewership doubled its revenue in 2011 with 160 million mobiles views a day tripling the number from 2010. Google does not report YouTube’s earnings but analysts say that it will bring in about $450 million in revenue for 2011 and also earn a profit. Kamangaar feels the future is bright for YouTube but the window of opportunity is limited. His aggressive entrepreneurial style continues to move YouTube in a positive direction making it one of the leaders in the video market.
Of YouTube, hammering out details on how to evolve their relationship and make the company profitable. Eventually Hurley and Chen stepped down and Kamangar became CEO of YouTube. Kamangar’s strategy was to adapt to the change in the video market. When Google purchased YouTube there were just two types of videos: television videos and computer videos. Now vides can be seen everywhere, such as on phones, tablets, computers, and televisions. Because of this Kamangar began adding professionally produced content for YouTube such as music videos, live concerts, and sporting events.
In 2011 YouTube expanded its movie rental service with the addition of 3,000 titles from major Hollywood studios such as Sony Pictures Entertainment, Warner Brothers, Universal Pictures, and independents such as Lionsgate Films. These movies were available to viewers the same day as on-demand services at a price of $3.99. In addition to Hollywood studios, Kamangar began to encourage more amateurs to develop content, many of whom had already amassed huge audiences on the site. Some studios, however declined to participate, citing their concern about copyright infringement. Controlling what amateurs unloaded on YouTube was seen by these studios as a legal nightmare and thus they were reluctant to participate.
Copyright infringement was the second most pressing problem that Kamangar faced when Google purchased and he assumed responsibility for its Future. In order to minimize copyright infringement Kamangar implemented a content tracking system called ContentID. This system allows any unloaded material to be compared with more than 100 million videos in the system and if there is any unauthorized content the owners of the material are alerted they may then choose to have the material removed or they can allow it to continue. IN one instance the owners of copyrighted music were alerted that a portion of a copyrighted song was included in a YouTube video. Instead of removing it YouTube recommended that the company place an ad for the purchase of the entire music. The ad resulted in a significant profit to the music studio without removal of the uploaded material and avoided any copyright infringement issues.
In addition to the content matching Kamangar has introduced YouTube Copyright School that establishes criteria for what can or cannot be uploaded. According to Kamangar, reducation is critical to minimizing copyright infringement. Although some Hollywood people still feell that YouTube has not done enough to crack down on illicit content, the company continues to attract more and more production firms. With all of these new services YouTube viewership doubled its revenue in 2011 with 160 million mobiles views a day tripling the number from 2010. Google does not report YouTube’s earnings but analysts say that it will bring in about $450 million in revenue for 2011 and also earn a profit. Kamangaar feels the future is bright for YouTube but the window of opportunity is limited. His aggressive entrepreneurial style continues to move YouTube in a positive direction making it one of the leaders in the video market.
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