here<\/a>.<\/p>\nThe Q&A opened with a discussion about the company\u2019s flagship SVOD service, Curiosity Stream. In a crowded streaming landscape, the key has been \u201ctaking advantage of every opportunity available to you,\u201d particularly bundling.<\/p>\n
The platform is part of a superbundle in the Philippines with Cignal alongside HBO Max, Lionsgate Play and Hallmark+. \u201cWe see exciting potential there for meaningful distribution. In the history of American commerce and much of international commerce, there was perhaps no better business model than bundled cable TV network distribution. We believe the Cignal model makes a lot of sense, and we\u2019re engaged in a number of conversations around this type of packaging around the world.\u201d<\/p>\n
The company is pursuing those bundling opportunities in multiple markets, Stinchcomb said. \u201cWe have a proposition for people in 180 different countries. Our top markets are English-speaking and Germany. We\u2019re prioritizing those, but we\u2019re open to doing it anywhere and everywhere. As much as we love having a direct relationship with people, we understand that if you want meaningful growth, it\u2019s going to come from bundling, unless you are Amazon or Netflix.\u201d<\/p>\n
AVOD and FAST are also growth opportunities, with the company landing a slate of channels on Samsung TV Plus and licensing content to third-party platforms. \u201cIt\u2019s one of our three key pillars of growth.\u201d<\/p>\n
Stinchcomb continued: \u201cIf you are a company that does not have billions of dollars worth of assets from which you can promote to your direct service, FAST and AVOD provide an opportunity beyond just monetization to promote our subscription services. Otherwise, you\u2019re just spending with the Googles, the Metas, all the usual suspects. It\u2019s hard to find a way around that for 99 percent of the direct consumer subscription companies who want to grow in a meaningful way.\u201d<\/p>\n
Stinchcomb also highlighted how the company is positioning Curiosity University, rebranding the acquired One Day University. \u201cIt\u2019s not traditional documentaries and films, but if you want to go deep on topics, you can. We\u2019ve incorporated that into what we call our premium tier or smart bundle that includes services like SOMM TV, Kidstream, Tastemade, Curiosity Stream and Curiosity University. Also, channel store partners really like it. As translation costs come down further, driven by AI and other solutions, it would be great to language all of that. It\u2019s also helpful in reactivations; someone cancels their subscription, instead of discounting to the ground like lots of people do, we\u2019ll say, Re-up now and we\u2019ll give you a free subscription to Curiosity University.\u201d<\/p>\n
The conversation then shifted to the role of co-pros and acquisitions in the company\u2019s programming strategy. \u201cYou need brand-definitional content, but then at the same time, you need breadth and depth. Acquisitions and co-productions are critical. There\u2019s no substantive business without them. We\u2019ve created a lot of high-dollar originals. We know what works for our various platforms. We\u2019re doubling and tripling down on acquisitions in the areas we need them.\u201d<\/p>\n
The company is exploring AI tools to make processes more efficient and cost-effective, including in customer service, editing and annotations and dubbing. \u201cThere will be lots of productivity opportunities and enhancement, but where we see a semi-transformational opportunity for the company is on the licensing side.\u201d<\/p>\n
The company has been licensing its content for AI training. \u201cThe large language models need lots and lots of video content to train them. As they get more sophisticated, they\u2019ll likely need more video. We want to be very thoughtful about how we embrace AI on both sides.\u201d<\/p>\n
On the road ahead for the company, Stinchcomb noted, \u201cWe try to be a performance-focused company. When we first started Curiosity Stream, like a lot of companies at that time, our strategy was all gas, no brakes. Grow top-line revenue, grow subscribers. If you need to raise more money, go back to the public markets and do that, which is OK until you can\u2019t do that. We saw a lot of carnage there, and thankfully, we didn\u2019t do that. In 2023, we course corrected and said we\u2019re going to continue to grow, it\u2019s going to come from different areas, but we\u2019re going to create a company that\u2019s durable, has a diversity of revenue and is built for the long term. We\u2019re in a good spot now. Our KPIs at the top are revenue and cash flow. Underneath those, and to maximize those, we do focus heavily on a content volume that meets a certain standard, the lifetime value of our subscribers, CPA, engagement and new partner development. One of the most exciting things about the time that we\u2019re living in is that there are more potential partners than ever. There have been transformational points in time, but I have never personally been this close to the range of transformational opportunities available to us.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"
Clint Stinchcomb, the president and CEO of Curiosity, joined the TV Real Festival today to share how the company is driving gains across its SVOD, FAST and content licensing operations and weighed in on the opportunities presented by AI.<\/p>\n","protected":false},"author":290,"featured_media":23183,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"pmpro_default_level":0,"footnotes":""},"categories":[69],"tags":[3028,5740,5729],"class_list":["post-23182","post","type-post","status-publish","format-standard","has-post-thumbnail","","category-top-stories","tag-clint-stinchcomb","tag-curiosity","tag-curiosity-stream","pmpro-has-access"],"yoast_head":"\n
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