The Emerging Era of Corporate TV Channels



The corporate landscape is undergoing a transformation of a magnitude that eclipses any of the previous economic disruptions since the start of the Industrial Revolution. We are in the midst of an “experience era” that is being built both in the physical and in the digital economy.

In every traditional economy we are seeing the breaking down of monopolies and oligopolies via new entrants into those market sectors armed with disruptive and innovative business models. The barriers to entry are crumbling for new competitors who are redefining markets, brands and the way we engage and do business.

Key to the success of many of these New Turks has been the adoption of a digital business strategy as core to their business in contrast to their traditional incumbents who often position their digital business channels as an adjunct to the core physical business. For instance notice that new service providers such as Uber go after market share without resorting to engaging expensive TV and print marketing media channels to build their brand awareness and market share.

The traditional incumbents are now wrong footed and are struggling to redefine themselves to the market and to their audiences. They often have been complacent in their previous domination of markets that returned them healthy incomes and profit margins.

The new entrants are shaking them up and exposing their previous greed in terms of pricing and the margins that gouged their customers. Just look at the legacy of Foxtel.

For years we all were forced to pay this monopoly video entertainment streaming provider a monthly subscription for anything decent (sport combined with decent entertainment VOD content), of over $100 per month. Australians had nowhere else to go for a number of years.

A few snuck out the digital back door and used a VPN masking solution to access American Netflix where a low cost and attractive content model existed for theoretically, American resident only subscribers. Fans resented the Foxtel model but paid up as they were beholden to a form of monopoly.

Roll into 2015 and the landscape is crumbling for Foxtel. The arrival of Netflix, Stan, Presto charging a fraction of Foxtel rates has not gone unnoticed. The advent of consumer awareness the new entrants product advertising and bundling has given to audiences is the realisation they were being charged a huge premium for Foxtel subscriptions.

Foxtel has demonstrated this in their own reaction which has been to slash pricing and margins to compete and remain relevant to the market. Foxtel still has a captive live sports content market but it suffers now from a resentful Australian audience who perceive how they have been paying very high prices for years for much of their content.

This crunching of traditional players who once dominated their home markets is being replayed in Insurance, Banking, Grocery and Retail (with Aldi arriving), and in airlines and retail sectors. Where the traditional players are publicly listed entities, we find Fund Managers are spotting the trend and are starting to question Boards and CEO’s about how they intend to remain relevant and profitable.

Many traditional corporates are dominated by senior executives who are not living in the era or paradigm of the digital economy. They grew up on and are comfortable with the old industrial economy levers, strategies and dynamics of that past era of business.

The risk for the big players is to innovate or die. The risk is that Fund Managers, Market Analysts and shareholders cast that verdict upon them before they wake up, and a flight in capital takes place, the corporate suffers a prolonged share price decline, and we witness the start of a corporate death.


One way forward for traditional players is to execute a digital strategy built around a video broadcasting platform. The future for corporates is to create and control content that reaches and engages audiences on mobile devices.

This is best facilitated by OTT (Over The Top” IP (Internet Protocol) technologies. The acronyms refers to video content delivered straight to the consumer via the internet using a specific communications standard.

The advantage is that you have an immediate and direct reach to consumers’ via their fixed TV’s or mobile video rendering devices (tablets, smartphones and gaming consoles). The corporate creates a digital relationship with each consumer via software such as an intelligent App, which typically is free to download from the corporate website or from the Android and the Apple App stores.

OTT dynamics are creating choice for consumers in how they consume and share content. Think about text messages. The consumer typically now engage with such services as Facebook Messenger, WhatsApp or Snapchat rather than with ISP services.

For the first time corporates now can directly control and reach consumer touch points to deliver content, experiences, products and services. The OTT App based connection facilitates the ability to build more purposefully direct, longer term relationships with consumers, leading to more sustainable value creation when they get it right.

Some TV style Apps have an inbuilt Electronic Programming Guide(EPG) which is a touch sliding touch menu of “channels” which can hold one function or content piece, or aggregate content into a themed channel that can hierarchically step down into choosing what to view within that single channel frame.

The ability for companies with a recognised brand to create a customised managed service offering that delivers to this promise is a new and exciting development for the big end of town. The reason is that the traditional brands often lack the DNA and the resources to understand the ever-changing digital landscape, and to engage with it in any meaningful way that can be measured and translated back into the organisation as a core enabler of business purpose.

OTT based Technology is right at the leading edge of this still emerging disruption to the digital landscape. Advisory companies who understand OTT technologies can help the traditional corporate leap-frog the now common frameworks and solutions of social media dominated digital marketing plays, and advance straight to the new ground of a corporate brand becoming a digital broadcasting entity.


The companies that migrate to this new digital business channel will find that they are now able to directly engage with their customers in new and sophisticated ways that protect corporates from having their customer data gathered and stored by the digital landlords of rented digital social media channels such as Facebook, Apple and Amazon.

The future of the internet has been video for some time but the internet has spawned content shock as brands fail to get found in an ocean of content and get their message to the right audience in the current state of digital affairs. The OTT based corporate TV channel solves this problem as it allows the corporate to create highly compelling interactions that are targeted to the right audiences based on proper analytics that reveal who is a genuine lead for whatever piece of content is being broadcast.

Lead generation becomes part of an ongoing relationship driven by relevant content that is part of a personalised experience of that brand. Corporates can under this sort of OTT platform curate and broadcast offers, adverts and informational or editorial content that can be directed down to highly granular demographics such as age, sex, location by street or suburb, prior purchase history, and social media “likes” on subjects or events.

It enables true relationship based marketing model to be executed where each online channel of the business is now armed with additional customer contextual information that will lift the ROI of the overall marketing effort in the business. In addition the ability to create and grow brand recognition is enhanced whilst the App allows for the streaming of information that curation can turn into effective storytelling.


The rise of this type of content marketing reveals itself in statistics that show over 80% of B2B marketers and over 70% of B2C marketers utilize a content marketing strategy. In addition by 2018 the internet has been projected to carry 80% of its traffic as video format.

The content creation industry has bloomed under the massive growth in adoption rates that content marketing requires as fuel for the engine. In 2014, IDC estimated that video content for B2B marketing increased in use from about 10% to over 50% of users.

The reason is content marketing is proving to be an effective and engaging form of advertising. Also consumers are to be found increasingly in the App connected world of mobile devices.

Gen X, Y and Millennials are watching short YouTube videos and are hanging out in video centric social platforms such as Pinterest, Snapchat and Instagram. The idea of being satisfied with a rigid structured content experience of TV finds little appeal to those who have normalised consuming niche, snack sized content where, when, and on any mobile rendering device.


Engagement means two way communication with this generation. They want to and can influence and contribute on social media so they demand the same in any new form of video engagement by an existing or new corporate.

Hence the reason that contribution channels are emerging as a feature on some managed service based video broadcasting products. A contribution channel allows any App linked customer to create and upload video which after checking by the broadcast operator for legal reasons, will then become part of the broadcast conversation.

The consumer has a voice and an opinion and now has a focussed channel to be found on. This is not found on a rented digital space platform like YouTube where your corporate infomercial might be residing where the neighbouring video might be an ISIS beheading.

The corporate TV channel experience is safe and easily found as the App creates the basis for the connection and so the customer does not accidently find inappropriate content when engaging with the corporate TV channel. The corporate also has their branding exclusively found on the App and is not co-tenanting with Youtube or Facebook branding, and third party sponsor advertising.

The OTT platform might bring to bear comprehensive features such as payment gateway capabilities. This might be coupled to a digital storefront that can be visited via the App. Brands can utilise this facility to extend their digital storefronts into the physical world.

The advent of digital signage and i-beacons create as yet just another set or specialised devices for enabling the corporate TV channel to stream personalised information to the passing customer. Suddenly the bricks and mortar outlets have a companion device that engages the consumer in personalised and targeted ways with both content and adverts.


The digital strategy suddenly impacts the physical selling and marketing points of presence in a more seamless way. The business now can reinvent itself as both a digital and physical retailing or go to market proposition which is able to meet the new entrants head on at both physical and digital touch points.

It is simply not possible for a traditional corporate entity to transform itself from a traditional hit and miss brand message to the consumer, to suddenly becoming an ongoing relater of stories, content and propositions. The inbuilt inertia, cost and time to re-engineer the business dictates it cannot be done from the inside out where a substantial legacy mindset and operational infrastructure and process dog the business.

This is why many corporate will opt for a managed service OTT TV channel model. This mitigates the risk of bringing the corporate online without massive disruption to infrastructure and process. Certainly a transformation to mindset and strategy will need to take place to secure the ROI from such a platform.

The corporate relationship to its marketing artefacts and content provision looks differently in this new world. However it’s a fascinating sexy world for marketeers who find within the deep analytics and online real time feedback down to the individual level, real contextual information that informs them of the real outcome of any new advert or content proposition.

Finally the marketing department can be informed to understand its customers and learn what does and doesn’t work. They are able to properly and objectively get the data they need to refine and refocus that ongoing conversation, and understand the demographics of their customer base.

A TV platform can then provide the basis for the corporate to showcase the other aspects of its business purpose or values in the spare channels on the EPG. A typical and worthy example is the social enterprise face of the business.

It is not uncommon for a large corporate to host their own charity or to sponsor one in the local community in which they operate. The TV channel App can bring that story alive and also engage audiences directly to donate online to the charity, to utilise the contribution function to have the donor, the beneficiary, and the host corporate all post testimonials, informational bites, updates and campaign alerts.

The corporate is facilitating an ongoing conversation and relationship between all the engaged parties to the charity. The public donor can finally see where their money goes and they can see literally the results of the donated money in the footage of structures built, people engaged or how their circumstances have changed for the better.


Where a contribution channel capability has been programmed in it creates a dynamic and engaging experience which potentially creates buy-in and brand followership. The area of followership is the new key metric that the corporate needs to understand, measure, and respond to.

The traditional marketing department and their retained advertising agencies have been trained to work with a campaign mindset. This is simply not what works in the world of connected devices that establish a meaningful relationship between the corporate and the customer.

The campaign will still exist but this is within the wider context of the reach and the conversion to whatever desired behaviour or end objective the campaign carries within it. That goal will possibly convert but it will definitely aim to create or deepen followership and sustain the relationship in place.

The brand recognition is also an important measure as brands are real business assets and carry quantifiable business value. The App delivers branding to the connected devices of the consumer and reminds them of the brand context that content is being consumed within.

The OTT metrics and analytics such as that emerging from Amazon Web Services and Google have been built to a highly granular level, and are coupled to real time reporting tools which can drill right down to known demographics or even to a single device or customer. The gathered information will in the future bring the ability to measure reach and conversion at the campaign level, but also measure the level and time of held engagement, behaviours that a piece of content triggers in each customer, and identifying opportunities for remarketing to that customer.

The personalisation capabilities that the granular analytics and metrics enable, suddenly mean that specific and targeted content lands softly in the world of the customer and reduces the risk of disrupting the followership or triggering an unsubscribe. Conversely the content and remarketing opportunity is based on intelligence that can add value in that person’s world or at least be received as neutral and not disruptive to where that customer’s attention had been placed moments before.

Content must become in this new era a meaningful and purposeful expression of brand values and business purpose and not be simply a camouflaged direct selling attempt. Content should influence but no longer should it be conceived from an advertising mindset that seeks a ROI in every instance.

The metric that becomes more relevant here is ROIF (Return on Influence). One campaign or one piece of content is part of what influences but it must be viewed and introduced as part of a wider vision of how to engage and influence which over time creates followership and leads to a desired customer behaviour(e.g. to purchase).

The TV channel brings with it the power of scalability coupled with the ability to personalise with the message that best speaks to that customer. Content creation becomes a more nuanced art and science and this is where the media companies and agencies will need to rethink their approach and come up with dynamic creative strategies that result in more targeted and appropriate media placements to the audience.

The whole gamut of content marketing principles find validation when you engage the power of such a TV channel as the core online marketing channel. The point of difference in the look and feel of an App based TV channel platform is hard to miss. Its sexy when done right and it is compelling to engage with in its own right.

The App drives the content to the audience and so helps to overcome that overwhelming situation that exists right now in the online world that has been coined “content shock”. May customers want someone to cut through the crowded world of content and serve them up suggestions that otherwise they might have to search engine themselves to seek out.

In a world where time is a scarce resource this can be appealing to have some of the heavy lifting done for you. If that is done with an engagement that is sensitive and adds value to the customer then half the battle has been won.


The power of such a channel may also expose breakdown or lack of integration across other offline and online marketing and sales channel to the business. The corporate must ensure that the same message and relationship support exist in a cross channel way so the customer we are having a relationship with online does not suddenly have a bad experience or a disconnect with another part of that same business.

The new science/art of Design Thinking or “innovation by design” has relevancy here for the corporate in need of a transformation that might adopt a corporate TV channel as part of its relaunch of itself. The world is already awash with brands who have an online presence and audience but this digital presence is more like a silo in the business rather than an expression of what the rest of the business stands for.

Hence why Conscious Business Australia offers advisory services to corporates with a Design Thinking mindset and methodology. Refer to our companion article “The EXCITED Human Centred Design Thinking Methodology and Conscious Business principles” article on our website to understand this key piece in the OTT experience creation puzzle.

Many of us have lived in and left an era where I.T. based solutions were dumped on corporates and which were not integrated into the business. It’s a recipe for failure.

It typically takes a Design Thinking led project team to discover what really is going on in the way the business currently sells itself, markets and advertises across its various consumer touch points from purchase points, marketing points, social enterprise points, suppliers and the vast array of other stakeholders who engage in some way.

Many corporates suffer from “inside-out” thinking where the “expert” managers and senior technical staff think they are qualified to know and decide what customers want and need. This was and is industrial era command and control type of thinking that still runs quite a number of now failing oligopoly and previous monopoly corporates.

Customers were those we sold to and we decided how, what, when and where. Their needs and wants were secondary and the model worked whilst consumers had little choice and these corporates wielded excessive power in the market.

Now the corporate needs re-engineering around the “outside-in” view of the customer and their world. Understand and relate to customers on their terms and lifestyle expectations is the imperative for any business.

The digital domain enables this flexibility and responsiveness whilst enabling technologies such as an OTT based corporate channel platform bring alive the promise of that effective personalised relatedness with our audiences. Simply we find many brands need to take more ownership of their customers if they are to succeed on these terms.


Corporate brands have to transform their approach to gathering and mining consumer data. This extends to how and where to store a unified data repository that effectively represents the footprint of that relationship they have had with each customer.

The first step is to collect all available customer data in one place. Brands have touch-points everywhere and often a different data base or data repository for each. The business may possess data islands not under the control of a centralised I.T. operation due to customer facing technology platforms having proprietary built in data stores.

Normally we find parts of the consumer journey go missing in their interactions across the business. The footprints are incomplete and so contextual positioning to a customer by any part of the business starts to become problematic.

Imagine how frustrated you have felt as you have in the past rung your telco call centre to get a question answered or change an account or data plan. Do you remember how frustrating it was to be switched like a pinball around the various “customer support” areas and finding yourself having to retell your story each time to a new call centre or specialist support person?

What you experienced was a lack of contextual data or a lack of your session footprint following around the touch points of that business in that interaction. Customers hate being told they need to speak to the person they just spoke to, or find they are in an endless loop of self-explanation without end to the same so called customer support process.

This type of event shows up in many businesses but in different ways as it is symptomatic of a dislocated customer engagement model within that business. The smart business knows the past, is contextual and personalised to this session right now, and can anticipate the future needs and wants in the relationship, all because the data tells that story in its fullness and integrity that drives the engagement.

Data itself has an “inside-out” context as well as an “outside-in” context and both are essential to creating that personalised relationship and hence influence. Most legacy companies hold strong inside-out generated data about their customers whether that be held in some CRM or a series of physical databases logically connected through some form of logical and physical enterprise data model.

However this is all generated from the customer interaction with the business at one of their physical or digital points of presence. There might also be some level of data importation via purchased contact databases and public data sources but privacy and confidentiality now bear down on the free movement of many forms of this type of information.

What traditional corporates fail to do is understand the wider lifestyle preferences and attention points of their customer base. There is a massive opportunity to grow those customer profiles and increase the “outside-in” view of each customer in terms of wider lifestyle preference and demographic information.

This data is available from the social media usage of customers in terms of sites accessed, “likes” performed and other lifestyle and value set indicators. It may come from what they click to or away from on their smartphones and tablets as content choices flow through these devices.

The traditional corporate did not have access or use for external customer preference indicating data. However when you integrate the “inside-out” and the “outside-in” data you arrive at a more rounded out data set for creating effective personalisation in marketing and contacting each customer.

The ability to understand customers continues to evolve and Apps can take it a step further as some intelligent Apps are starting to keep analytics about phone usage in terms of clicks, options chosen, sites accessed etc. The addition of this set of metrics also is a powerful addition to understanding the values, drives, trending, past and current interests of customers.

Like a jigsaw each new piece of data builds a larger picture of the customer and brings forth new insights and realisations about what motivates their move-away and move-toward behaviours. The ability to customise product and service offerings can then be diced anywhere from the individual to small or big demographic clusters.


The adoption of a corporate TV channel transforms the corporate into redefining itself as a media or broadcaster entity. In this world both content and the customer data become a core concern of every part of the business and each must work in tandem to align content to the right audience.

The corporate is also a content creator whether they author that content through a third party such as a digital agency, or whether a degree of content origination starts to become a core KPI of parts of the business. It makes sense to partner on content creation as professional content creation is typically not the core business of a typical corporate.

However the corporate owns the relationship with the customer and so cannot outsource content creation, campaign origination, experience creation, and the digital strategy as some deliverable without clear ownership in the business. More than ever the content creation side of the business is a strategic imperative and is co-ordinated across the Executive through the CIO, CTO, CCO, COO and Marketing GM roles.

The brand values of the corporate is at stake here with every piece of the content likely to land in the hearts and minds of the receiving audience as signalling something about their perception of the brand values of the corporate. The corporate can lose ground in an instance with either poorly conceived content or a campaign that offends the values and morals of the public.

Just think of the doomed Woolworths food chain media promotion that attempted to align the Woolworth brand and its values to the Anzac legacy. The public outcry at the perceived exploitation of a sacred symbol of Australian identity and values saw scorn piled on Woolworths and the advertising campaign was withdrawn, creating brand damage via perception that Woolworths was cynically exploiting an Australian legacy for commercial gain.

Any mistake will be amplified once the deep reach of the corporate TV channel is used to broadcast a message that lands hard within the life of the customer. The power and reach of video works both in favour of and against the corporate TV channel in terms of what type of emotion its engenders in the receiving audience.

The TV channel can become central to what drives the brand experience. The content is a key deliverable that must be subject to conscious theme direction, the story telling that carries the message, and the symbols, images and sensory stroking that the video arouses when it is viewed.

The corporate can no longer abrogate its responsibility to directly engage in shaping content creation with its traditional digital agency and marketing third parties. The key ingredients of the core values of the business, the target audience and the message to that audience has integrity at the heart of its impact and this must remain a focus for the executive level of any corporate.

Gone are the days when digital agencies basically ran these campaigns as an outsourced brief from the Marketing department within the business. This compels a degree of internal restructuring of the business to align corporate structure to a more-or-less media organisation footing.

The marketing channels may decide to co-opt the corporate TV channel as a sharper delivery mechanism for one of its artefacts such as the traditional email derived short and long form written content company newsletter. Video brings alive what the written form often struggles to convey and so the re-implementation of or the companion form of video marketing leverages the investment in the TV platform whilst extending the reach and depth of the brand to existing and new audiences.

Each touch point to the customer can examine how to leverage the App driven video approach or investigate its derivatives in terms of digital signage, ibeacons, and storefront messaging hotspots. The range of store dedicated video rendering technology creates a powerful statement when coupled with the personalised and geo-locked features of the OTT TV channel app platform.

The retail hotspot can run dedicated in-store campaigns, stock specific specials, demographically targeted messaging, and interact with the passing traffic and their smartphones and corporate Apps when present on those devices. The customer can be pushed content or only pushed content when the customer is within a certain physical range of the hotspot broadcasting/detecting device.

Each corporate will have its own network of touch points that configure and speak in different ways to the market. The beauty of the corporate TV channel platform is it is an enabler of each and any form of consumer interaction with the business and can be worked in many forms to tailor content delivery and create engagement in compelling, creative or fun ways.

The ability to create gamification is one such possibility. The ability to have a digital storefront that is embedded in the OTT TV platform from where gathered points can be redeemed takes that one step further.

Not every brand needs all these go-to-market strategies or approaches but every brand needs a strategy that speaks directly to its audience in the way that the corporate controls and understands. At the end of the day this must create brand value that can be measured and picked up on.


The adoption of the OTT TV channel approach will always bring with it some risks that are tied to key corporate values. Consumers are already concerned about trusting the way their privacy is dealt with by corporates in an age where their personal data is a key part of what drives the ability for personalisation to weave its magic.

Any brand must be concerned and consciously aware of how it captures and manages customer data as there are real legal risks in disclosure, but more importantly there is that potential breach of trust factor that can kill a brand.

If one considers the recent hack of client information from the adult sex connection site Ashley Madison, then you can imagine how millions of men and women will be in a state of anxiety that any disclosure may cost them their relationships, reputations, careers and marriages. Very few are likely to trust the Ashley Madison brand in the future where being anonymous is a mandatory safeguard and so this business may cease to exist moving forward.

The basic neuroscience understanding of human behaviour at one level is that humans need to feel safe in order to become curious and to explore. If a brand makes itself unsafe through breaching customer trust by either misuse of gathered data, or its unintentional loss through accident, external hacking, or employee theft, then a real crisis is likely to exist in the trust equation and relationship of that brand with its customers.

The whole OTT equation must be built around safety and building trust as even though consumers are becoming familiar with experiences like personalised and targeted advertising. There is still the perception of the creep factor or the image of Big Brother in how I seem to be tracked in my online wanderings.

Consumers want privacy and want to know how and where their personal details are being used. This means that the power of a personalised corporate TV channel experience will create a need for each corporate to examine the trade-off between the information it gathers and retains for creating the personalised experience.

The more data that is gathered and used will typically create a more nuanced and accurate effect, but it may also turn up the volume on the consumers creep factor which in turn is then linked to their recall of the brand image or symbol when next encountered.

The OTT platforms can typically switch off personalisation all together or adjust the “volume” or personalisation levels for any corporate or even group within an overall audience. The nexus becomes how do we preserve consumer trust, create and deliver great content to the right audience, and not disturb the brand integrity or the perceived safety factor of the consumer in the process.

The business value that is generated from a higher degree of granular analytics is potentially immense as the contextual position allows for a higher degree of targeted advertising to be implemented. It also allows for accurate recommendations for future content selections to be made to individual consumers.

This is a clear point of difference but it must be considered in light of the type of audience reaction that will generate. Audiences may follow the brand due to the brand proposition having a strong moral compass or certain brand values that must be reinforced and seen to be part of what a corporate TV channel can bring to bear.


Consumers can access the in-depth information that a video TV based channel can supply as an additional content offering in any of its channels. The channel design can separate the technical from the advertising, the marketing from the corporate messages and themes.

This restructuring in the way consumers absorb and obtain information on companies, brands, products, and their social enterprise activities will drive content marketing. The promise of content marketing is the ability to convey higher volumes of useful technical, or non-marketing derived valuable information for audiences.

One significant trend in the New Economy is the informed or savvy consumer. Mobile digital devices such as smartphones and tablets are facilitating intensive research into brands and the products and services they offer before consumers consider opting in.

The left over vestiges of the previous era of false advertising and ethically compromised marketing has given rise to the cynical consumer. Many individuals will simply not accept claims from anyone at face value and prefer to research the information themselves and will do so with their smartphone or tablet.

The answer to the accessibility via mobile devices coupled with a wary and cynical consumer is to serve up additional intelligently created technical or in-depth information. This is where brands need to cut through the overwhelming content shock out there to reach qualified audiences with sharp and accurate content.

Whilst the ocean of information makes it hard to find what you need it does not dampen the demand that once found there will be enough relevant information at my fingertips to qualify and make the decision to stay and engage, or to move on. The statistics from various digital analysts reveal that we now find somewhere between 60 to 70% of consumers will read in-depth online content from brands who have done enough to grab their attention and garner their curiosity.

It is this audience who responds well to personalisation as intelligently selected custom content offerings resonate with consumers as useful and not invasive. When the marketing has truth and fact embedded into the content then statistics are showing that up to 70% of consumers state that content marketing materials make them feel closer to the company while over 80% developed positive states or feelings that foster trust in the customised content.

These statistics are critical aspects of survival for any company, considering that one of the major factors consumers look for in a brand these days is authenticity. Today’s shoppers seek to develop a trust-based relationship with brands.

Content marketing is so powerful in this regard that 78% of people believe that organizations who provide custom content are interested in developing positive relationships with them. This perception cannot be ignored.


The way forward for corporates and dynamic brands is content marketing via OTT platforms either a managed service offering or as a dedicated turnkey solution installed into the I.T. side of the business.

The future is OTT and the future is here right now!! Contact Conscious Business Australia to find out how we can advise you on bringing your organisation into the era of OTT based, corporate TV channel content marketing.

Richard Boyd

Conscious Business Australia

Copyright 2015.

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