AI如何改變視頻和內(nèi)容制作報(bào)告（英）

THE

NEWCREATIVEPAR

ADIGMFEBRUARY

2024HOW

AIISTRANSFORMINGVIDEOANDCONTENTPRODUCTIONACKNOWLEDGMENTSThisreportwouldnothave

beenpossiblewithoutthesigni?cantcontributionsof

thehundredsof

marketingindustryleaderswhocontributedtheirtimeandinsightsinsupportof

thisresearch.

To

allof

them,

wesaythankyou.KNOWLEDGE

CENTER

PARTNERPREMIER

SPONSORNOTICEThis

report

contains

brief,

selected

information

and

analysis

pertaining

to

the

advertising,

marketing

and

technology

industries

and

has

been

prepared

by

Verista

Part-ners

Inc.

d.b.a.

Winterberry

Group.

It

does

not

purport

to

be

all-inclusive

or

to

contain

all

of

the

information

that

a

prospective

manager,

investor

or

lender

may

require.Projections

and

opinions

in

this

report

have

been

prepared

based

on

information

provided

by

third

parties.

Neither

Winterberry

Group

nor

its

respective

sponsorsmake

any

representations

or

assurances

that

thisinformation

is

complete

or

completely

accurate,as

it

relies

on

self-reported

data

from

industry

leaders—includingadvertisers,

marketing

service

providers,

technology

developers

and

agencies.

Nor

shall

any

of

the

forgoing

(or

their

respective

o?cers

or

controlling

persons)

have

anyliability

resulting

from

the

use

of

the

information

contained

herein

or

otherwise

supplied.

All

trademarks

are

the

property

of

their

respective

owners.Copyright

Winterberry

Group

2024?

All

rights

ReservedThis

whitepaper’s

purpose

is

to

bring

clarity

to

a

complexandevolving

topic—the

videoandcontent

productionsupply

chain—in

the

eraof

AI

transformation.In

theprocess

of

developing

this

paper,

Winterberry

Groupsurveyed

more

than250

decision-makers

at

brandsacross

the

US

and

UK

andconducted

in-depth

interviewswith

dozens

of

industry

experts

andin?uencers

in

thecreative

production

and

content

creation

market.Theresult

is

anevidence-based

examination

of

thecurrent-state

and

developing

changes

within

the

creativeproduction

andcontent

creation

landscapegiven

thecontinued

growth

of

machine

learning

and

the

newlyaccessible

and

potentially

transformative

impactofgenerative

AI,

how

eachphaseof

the

content

lifecycleis

beingimpacted

andwhere

the

market

is

headed.WINTERBERRY

GROUPAUTHORSBruceBiegelSenior

Managing

PartnerCharlesPingManaging

Director,

EMEABrittanyMeeksEngagement

DirectorIsabelStackConsultantMadelinete

RieleAssociateINTRODUCTION3TABLEOF

CONTENTS06

ExecutiveSummary08

Introduction11

UnderstandingtheNew

ProductionParadigm13

ProductionIntheEraof

Arti?cialIntelligence16

ContentLifecyclePhaseI:Planning18

ContentLifecyclePhaseII:ProcessManagementandGovernance21

ContentLifecyclePhaseIII:Measurement23

MarketOutlook26

Glossary27

MethodologyTABLEOF

CONTENTS4TABLESAND

CHARTS08

TimeSpentPer

Day

withDigital

Versus

TraditionalMediaintheUnitedStates09

USMediaSpendonDigital

Video

vs.Linear

TV10

Global

VideoandDigitalContentProductionSpend12

CreativeProductionandContentCreationLifecycle15

AIUseCasesfor

CreativeProductionandContentCreation21

DataFeedbackLoopfor

CreativeProductionandContentCreationMeasurementTABLESAND

CHARTS5EXECUTIVESUMMARYCreativeandcontentproductionisinthemidstof

anevolution,drivenby

changingconsumptionpatterns,theproliferationof

digitalmediachannels,thegrowthofvideo-centricadvertising,elevatedconsumerexpectationsforrelevancyandthedemocratizationof

contentcreation.Thepaceof

evolutionisacceleratingrapidlyastheusecasesforarti?cialintelligence(AI)—including

machinelearningandgenerativeAI—continueto

expandacrossthecreativeandcontentlifecycle.There

are

signi?cant

obstaclesto

these

advancements,

however,as

organizations

grapple

with

siloed

scopes

of

work

anddecision-making,a

fragmented

content

creation

landscapeand

the

inherent

risks

in

utilizing

generative

AI,

including:on

personalization

and

high

volume

adaptation,

versioning

andreformattingto

support

the

range

of

campaigns,

channelsand

platforms

being

utilized.

It

can

also

be

utilized

inpost-production,

visual

and

audio

e?ects,

saving

valuabletime

in

the

process.

Regulatory

uncertainty

Lack

of

clarity

in

cost

and

resource

intensiveness

Potential

bias

Limited

trust

in

AI-generated

content

Variability

in

quality

and

consistencyDespite

regulatory

uncertainty

and

an

increasingly

visiblecarbon

impact,

marketers

are

going

to

rapidly

acceleratetheir

investments

across

AI

use

cases.

However,

asdemonstrated

throughout

2023,

they

are

going

to

managethe

risk

carefully.

Brands

and

agencies

must

takea

structuredapproachto

testing

and

expanding

AI

use

against

speci?c

usecases,

setting

KPIs

and

milestonesto

measure

progress

andadjusting

or

expanding

to

ensure

they

don’t

fall

behind

themarket,

impact

sustainability

goals

or

subject

their

brandstonegative

media

risks.These

challenges

will

be

overcome

by

brands

and

agenciesthroughacombination

of

organizational

change

management,

astructured

approachto

testing

and

expanding

the

use

of

AI

andthrough

leveraging

the

right

internal

and

external

resources

whocan

provide

creative

production

and

content

creation

strategy,governance,

data

and

insights.Brands

are

shifting

budgets

to

meet

customers

where

theyare,

focusing

on

the

video-centric

content

they

increasinglyengage

with.

Accordingto

media

spend

forecasts,

spending

willcontinueto

follow

consumers

as

their

attention

migrates

acrosslinear

and

digital

media

channels.

The

downstream

impact

is

thatthe

design,

execution

and

management

of

creative

and

contentproduction

spending

must

evolve,

supporting

demand

acrossan

expanding

range

of

channels,

platforms

and

formats.The

new

production

paradigm

requires

amore

holisticapproach

to

planning

and

design,

challenging

historicalmodels

and

silos.

Brands

and

agencies

must

now

considerwhere

the

content

will

run

and

who

the

audience

is,

along

withthe

creative

concepting,

before

incorporating

brand

strategy,brand

guidelines,

any

necessary

mandates

and

overall

return

oninvestment.

This

forward

looking

view

will

require

integrationacross

silos,

with

involvement

from

media

planning,

(audience)analytics

and

data

and

productionto

complement

creativeand

strategy.While

machine

learning

(ML)

has

been

entrenched

inmarketing

for

years

as

part

of

activation,

optimization

andmeasurement,

generative

AI

(GenAI)is

the

next

innovationfrontier.

While

only

recently

widely

accessible,

many

brands

andagencies

are

utilizing

some

form

of

generative

AI

in

their

creativeand

content

production

e?orts

today,

particularly

on

the

earlierstages

of

the

process

supporting

research

distillation

and

conceptideation,

creative

and

content

creation,

directors

treatments,pre-activation

versioning,

reformatting

and

testing.GenAI

will

be

the

primary

driver

of

automation

ande?ciency,

particularly

on

repetitive

tasks

such

as

codingand

versioning.

GenAI

fosters

faster

cycle

times,

acceleratestimeto

concept

and

speed

of

content

creation

while

deliveringEXECUTIVE

SUMMARY6While

it

remains

unclear

how

and

when

the

regulatoryenvironment

surrounding

AI

usage

will

evolve,it

will

taketime—likely2-3

years—to

resolve.

Consequently,

rules,regulations

and

potentially

case

law

will

likely

vary

acrossgeographies

and

states.To

minimize

the

risk

of

bias,misalignment

with

brand

guidelines

and

mandates,inconsistency

or

variable

quality,

human

interventionforinspiration,

review

and

validation

is

essential.(PCLMAs)to

help

optimize

budgets,

validate

and

coordinatethe

right

partners,

negotiate

fees,

de?ne

ways

of

working,provide

transparency

and

governance

and

deliver

criticalinsights,

benchmarks

and

recommendationsto

supportcontinuous

improvement

across

the

creative

productionand

content

creation

landscape.1GenAI

cannot—and

will

not—replace

creativity.

WhileGenAI

can

create

e?ciencies

and

support

creative

conceptingby

drawing

insights

from

historical

content

and

trend

datatogenerate

suggestions,

human

creativity

is

essentialto

ensureauthenticity,

deliver

genuinely

new

concepts,

curate

and

validateGenAI

outputs

and

avoid

biased

or

non-compliant

concepts.Managing

the

growing

complexity

in

the

content

creationlandscape

requires

ameasurement-driven

approach

andunbiased,

third-party

production

support.

Data-driveninsights

and

benchmarks

will

support

strategy,

execution

andmeasurement

across

the

content

lifecycle,

and

brands

andagencies

must

leverage

the

wide

array

of

production

data

availablebeyond

costs,

including

asset

use

and

re-use,

frequency,

longevityand

wear

down,

cycle

times,

speed-to-delivery

and

adherenceto

brand

and

corporate

guidelines

and

mandates

such

assustainability

and

diversity,

equity

and

inclusion(DE&I).Global

spend

on

creative

production

and

content

creationis

expected

to

grow

rapidly,

reaching

$144.1billion

in

2026,almost

doubling

from

$73.5

billion

spent

in

2020.

The

longterm

question—and

the

opportunity—is

howto

best

leverage

thatinvestment

e?ectively,

e?ciently

and

sustainably

as

AI

solutionsevolve

and

spend

is

continuously

reallocated.Accordingto

a

recent

survey

of

over

250

enterprise

andmiddle-market

marketing

and

agency

executives

responsibleforcreative

and

content

production,

88%

of

brands

are

leveragingacombination

of

in-house

resources

and

independent,

third-party

production

and

content

lifecycle

management

advisorsBrands

and

agencies

must

planforand

manage

more

complex

pro-ductions

as

desired

channels,

platforms

and

formats

become

morefragmented

acrossa

wider

range

of

creators

inside

and

outside

oftraditional

agency

models.1.

WINTERBERRY

GROUP

(2023)EXECUTIVE

SUMMARY7INTRODUCTIONAs

consumershavemigratedfromtraditionalmediato

digitalchannelsover

thepastdecade,advertisinghasfollowedsuit.“Cord-cutting”hasbecomecommonplace,particularlyintheUS,

withanexplosionof

streamingoptionsavailable.Consumersarespendingmoreandmoretimeonline—athome,

atworkandelsewhereasphonescontinueto

get“smarter.”Social

media

use

continuesto

expand

as

Meta(via

Facebook

andInstagram)

and

TikTok

provide

more

engaging,

video-centriccontent,

while

YouTube

drives

continued

growth

in

online

videoviewership.

Marketers

and

agencies

have

shifted

media

budgetsto

meet

consumers

where

they

are,

while

shifting

advertisingbudgetsto

meet

them

how

they

want—through

digital

video

andcontent.Therehas

been

acleardecreaseinlinear

video,aswellas

ashift

inconsumerbehavioraroundvideoviewingand

sharing[through]socialand

digitalvideo.These?agshipTV

campaigns

aren’t

drivingthesameculturalchangeand

sales

theyused

to.Not

only

are

these

driving

forces

changing

the

marketinglandscape

at

large,

but

they

are

directly

in?uencing

theproduction

process

and

the

content

supply

chain.

These

marketdynamics

have

added

complexity

throughout

the

creative

andcontent

production

lifecycle,

ranging

from

who

needsto

beinvolved(and

when)to

demand

from

brandsforgreatertransparency

and

oversight

of

the

process(and

partners)to

theneedformore

granular

measurement

and

insights

across

theirentire

marketing

investment.

This

evolving

paradigm

is

furtherimpacted

bya

pivotal

in?ection

point

driven

by

transformativeadvances

in

AI.–

ExecutiveDirectorat

GlobalContent,Data

and

Media

AgencyMedia

consumption

has

changed

dramatically

over

time—bothexpanding

and

fragmenting

from

traditional

channels

like

printand

linear

TV

to

a

growing

number

of

digital

options

that

areincreasingly

video-led.Today,American

consumers

spend

almosteight

hours

per

day

with

digital

media,

over

60%

more

than

theFIGURE1–TIMESPENTPERDAY

WITHDIGITALVERSUSTRADITIONAL

MEDIAINTHE

UNITEDSTATES■

Digital2012–2023E,

hours■

Traditional7.837.577.477.327.026.375.725.525.004.884.624.17201220162020202120222023ESource:

Statista

(2023)INTRODUCTION8time

invested

in

traditional

media

formats

eachday.This

is

instark

contrastto

ten

years

ago

when

consumers

spent

roughly80%

more

time

on

traditional

media.2

And

whenit

comesto

videomedia,

linear

TV

viewership

is

in

decline

as

consumers

spendmore

time

watching

video

content

across

social

media,

connectedTV

and

other

digital

media.

Consumers

have

gone

from

almostexclusively

watching

long

form,

full

episode

player(FEP)

contenton

linear

TV

to

a

mixture

ofFEP,

branded

content

and

short

formvideo

across

digital

channels.To

meet

the

customer

where

they

are,

brands

arestrategically

redirecting

media

spending

toward

digitalchannels,

anticipating

the

ongoing

decline

of

linear

TVviewership.

Digital

video,

on

the

other

hand,

is

experiencingsubstantial

growth,

projectedto

reach

63%

of

total

video-driven

media

spending

in

2024,

up

from

39%

in

2020.As

viewers

watch

more

and

more

video

content

digitally,media

buyers

have

greater

abilityto

deliver

personalizedexperiencesforthese

audiences.FIGURE2–US

MEDIASPENDONDIGITALVIDEOVS.

LINEAR

TV2020-2024E

(percent

of

total)’20-’24EMediaSpendCAGR:39%49%54%60%63%+12.7%DigitalVideo*-11.6%61%Linear

TV**51%46%40%37%20202021202220232024ESource:

Winterberry

Group

(2023)*Digital

video

includes

social

video,

online

video,

and

CTV,

**Linear

TV

includes

addressableTo

support

consumer

viewing

habits

and

market

demand,advertising

continuesto

shift

toward

video

from

the

largelystatic

worldit

once

inhabited,

and

as

such

the

optionsforvideoadvertising

across

connected

TV,

online

video

and

social

mediacontinueto

expand.

This

digital

expansion,

while

opening

newavenuesforadvertising,

has

also

injected

complexity

into

theproduction

process.

There

is

growing

demandforhigher

volume,shorter

cycle

times,

greater

?exibility

in

format

and

re-usepotential.

The

days

of

producing

big

budget

TV

ads

separatelyfrom

digital

creative

and

content

are

in

the

past—today’smarketers

and

agencies

are

developing,

producing

and78

.2%OFMARKETERSPRODUCEVIDEOANDCONTENTPRIMARILY

FORDIGITALMEDIACHANNELS,WITHONLY15.9%

PRODUCINGPRIMARILYFORLINEARTVdelivering

creative

and

contenttoreach

audiences

across

channelsand

platforms

and

support

use

cases

across

the

full

marketingfunnel

from

brand

awarenessto

downstream

performance.To

meet

these

demands,

marketers

are

increasing

investmentin

video

and

digital

content

production,

with

global

spendingexpectedto

reach$121.2

billion

by

2024,

growing

ata

compoundannual

rate

of

13.3%

from

$73.5

billion

in

2020.

Notably,

theUS

is

anticipatedto

contribute

approximately

47%

of

this

totalspending,

amountingto

$56.8

billion.2.

STATISTA

(2023)INTRODUCTION9FIGURE3–GLOBALVIDEOANDDIGITALCONTENTPRODUCTIONSPENDUS2020-2024E

($USBB)■■

Rest

ofWorld+13.3%$121.2$56.8$108.3$49.8$99.5$91.6$42.4$73.5$34.2$45.7$64.52024E$58.5$53.82022$49.22021$39.420202023Sources:

Winterberry

Group

(2023),

MediaRadar

(2023),

Winmo

(2022),Fortune

Global

500

(2022),ROW

includes

APACand

EuropeThese

marked

shifts

in

consumption,

media

and

formatare

reshaping

how

brands

approach

the

planning,

managementand

measurement

of

creative

and

content

development.Aconvergence

between

creative

production

and

content

creationis

becoming

more

apparent

with

the

proliferation

of

digitalmedia

channels

and

as

use

casesforcreative

and

content

beginto

overlap,

challenging

historical

views

of

these

e?orts

asmutually

exclusive.

Brands

are

adaptingto

this

evolution

byemphasizing

asset

lifecycle

management

formaximized

re-useand

longevity,

committingto

sustainability

and

diversity,

equity,and

inclusion,

and

embracing

the

rapid

advancements

in

thecreative

development

and

production

landscape

propelled

byexpanded

accessibility

and

capabilities

in

AI.INTRODUCTION10UNDERSTANDING

THE

NEWCONTENT

PRODUCTIONPARADIGMAs

contentproductionhasevolved,brandsaremakingchangesto

who

isinvolved(and

when),how

theprocessismanaged

(and

viawhichpartners)

andwhat

isbeingmeasuredto

ensurecontinuousimprovement,increasedROI

andcompliancewithkeybrandguidelinesandmandates.Traditionally,

creative

and

media

operatedin

siloes,

particularly

since

the

rise

ofprogrammatic

media.

Creative

andstrategy

teams

conceptualized

anddelivered

content,

which

was

then

passedto

mediaforactivation

and

optimization.The

growing

demandforcreative

andcontent

that

can

be

used

and

re-usedto

?nd

audiences

and

individuals

acrosschannels

and

platforms—whilemaximizing

engagement

on

each—requiresa

more

holistic

approachtoplanning

and

design.

Brands

and

agenciesmust

now

take

into

consideration

wherethe

content

will

run,

who

the

audience

isand

the

creative

concepting

before

tyingall

three

backto

brand

strategy,

brandguidelines

and

any

necessary

mandatessuch

as

sustainability

and

diversity,equity

and

inclusion(DE&I).

This

meansincorporating

input

beyond

creative

andstrategy—namely

media

and

audience.advisor

(PCLMA)

in

the

early

stages

of

theplanning

process

can

help

ensure

e?ectiveexecution.

Many

brands,

however,

havenot

yet

made

these

changes—some

lackthe

necessary

clean

datato

help

provideacomplete,

cross-functional

view

and

manysimply

struggle

with

the

magnitude

ofchange

management

requiredto

evolvean

organization

out

of

siloed

decision-making.

The

combined

impact

of

thesechallenges

can

be

seen

clearly

in

thebudgeting

process,

where

brands

havestruggledto

evolveto

a

more

strategicapproach

that

addresses

the

growingcomplexity

in

the

needs

of

the

business.8

1%OFMARKETERSAREWORKINGWITHTWOORMOREPRODUCTIONPARTNERS,WITH12.7%WORKINGWITHSIXORMOREHigher

volume,

more

complex

productiondirectives

also

demand

more

granularprocess

management

than

the

simplercampaigns

of

the

past.

Witha

widerrange

of

agencies,

partners

and

vendorsinvolved,

along

with

a

sharp

increase

inthe

number

of

assets

being

produced,marketers

are

seeking

greater

transparencyand

closer

oversightto

ensure

allimprove

speed

of

delivery

and

reducecycle

times

while

maintaining

a

coherentcreative

vision.

In

fact,

in

the

samesurvey

of

enterprise

and

middle-marketmarketing

and

agency

executives,

almosthalf

of

respondents

cited

speed

ofexecution

as

a

top

three

considerationforselecting

production

agenciesand

partners.3This

new

paradigm

also

requiresconsideration

up

frontforhow

theproduction

process

will

deliver

on

all

ofthe

above.

Incorporatingaproduction

andcontent

lifecycle

managementnecessary

work?ows

and

steps

arecompleted

e?ciently

and

e?ectively.Brands

are

prioritizing

partners

who

can3.

WINTERBERRY

GROUP

(2023)UNDERSTANDINGTHENEW

CONTENTPRODUCTION

PARADIGM11e?ciency

and

e?ectiveness.

Brands

needto

know

the

true

costof

an

assetto

ultimately

understand

the

value,

including

hardcosts

such

as

feesforagencies

and

partners

or

costs

of

talentand

locations

but

also

soft

costs

in

the

form

of

time

spent

oncreative

and

strategy,

added

cycle

times

throughout

the

process,approval

delays

and

other

ine?ciencies.

Brands

must

also

gaugehow

well

partners

and

vendors

adhereto

brand

and

productionguidelines

outlined

in

the

planning

phaseto

mitigate

brand

riskand

ensure

key

performance

indicators(KPIs)

are

achieved.As

brands

continueto

evolve

and

make

commitmentstosustainability

and

diversity,

equity

and

inclusion(DE&I),capturing,

measuring

and

reporting

on

relevant

metrics

willhelp

brands

ful?ll

these

promises.

While

brands

continuetopursue

media

optimization,

they

are

increasingly

focused

oncreative

optimization,

which

requiresa

better

understanding

ofwhether

assets

deliver

on

creative

expectations.

Asset

lifecyclemanagement

has

provideda

more

granular

wayto

determine

thetrue

value

ofa

creative

asset,

leveraging

insights

on

how

andwhen

creative

and

content

assets

are

used

or

re-used,

whereandforhow

long.49.

6%OFRESPONDENTSCITESPEEDOFEXECUTIONASTOP

CONSIDERATIONWHENSELECTINGAPRODUCTIONPARTNERAs

brands

demand

more

from

their

creative

and

contentbudgetsto

navigatea

multi-channel,

multi-platform

andmulti-format

landscape,

production

measurement

and

insightshave

become

increasingly

critical

to

understand

and

improveFIGURE4–CREATIVEPRODUCTIONANDCONTENTCREATIONLIFECYCLEPROCESS

MANAGEMENTPHASEPLANNINGMEASUREMENT&GOVERNANCEDe?nitionThe

production

planningphase

provides

astrategicroadmap

for

aproject

thatclearly

de?nes

the

metricsofsuccess.It

outlinesin

detail

what

will

beachieved

throughout

theproduction

process,bywhom,when,onProduction

process

managementand

governanceis

the

executionand

coordination

ofresources,personnel,and

schedules

toensure

successful

completionfrom

concepttodelivery.Production

measurementprovides

understandingintoproduction

strategyeffectiveness

and

needs

foroptimization,the

cost

andvalue

ofeach

asset

producedthroughout

the

contentlifecycle

and

the

productivityofpartners

involved.It

requires

oversightintobiddingand

awarding,productionmeetings,content

creation,contracts,licensing

and

assetmanagement,and

involvesconsiderable

risk

mitigation,ensures

the

production

approachand

strategy

align

tocreativeintention

and

ensures

optimalvalue

is

achieved

via

objective,unbiased

governanceoverthe

ecosystemwhich

channels,andatwhat

cost.It

includes

an

assessment

ofcreativeand

productionpartners

toensure

deliveryin

acost-effective,ef?cientand

timelymanner

and

anevaluation

ofwhether

or

nottheydelivered

producedcontentthat

achievescreativeexpectations,corporate

andbrand

guidelines,marketerKPIs

and

other

relevantIt

includes

keyinformationsuch

as

the

overarchingstrategy

and

approach,project

overview,creativeconcept,budget,production

strategy,brand

and

productionguidelines

and

agreedupon

deliverablesmandates

(e.g.,

sustainability,DE&I,

etc.)?Creative??Creative?????CreativeFunctionalRoles

atBrandsorAgenciesInvolved????StrategyProduction

partners/agenciesStrategyData/AudienceMedia/DeliveryMarketing

OperationsProcurement?Other

resource

partners/agencies

(talent,music,etc.)Production

and

ContentLifecycle

ManagementAdvisorProduction

and

ContentLifecycle

ManagementAdvisor?Production

and

ContentLifecycle

ManagementAdvisorSources:

Winterberry

Group

(2023);Gibbs,

Jillian.

The

Marketer’s

Guide

toCreative

Production

(2023)UNDERSTAN