YouTube, multichannel networks and the accelerated evolution of the new screen ecology
YouTube, multichannel networks and the accelerated evolution of the new screen ecology
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YouTube、多渠道网络与新屏幕生态的加速演化
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发表时间：
2016
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通讯作者：
Jon Silver
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文献类型：
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作者：
Stuart Cunningham;David Craig;Jon Silver
这篇文章试图打破一种可能构成对主要全球平台YouTube上以前业余在线视频内容快速专业化和货币化的分析的“失宠”叙事，本文概述了新屏幕生态中关键机构的历史，这些机构是非常不同、往往相互冲突的行业文化日益相互渗透的结果。谷歌/YouTube、苹果的iTunes、Netflix、亚马逊、雅虎！和Facebook(‘NoCal’)基本上是互联网‘纯游戏’公司，而好莱坞的现有公司(‘SoCal’)实行久负盛名的大众媒体和优质内容战略。新银幕生态的《当下史》，就是这些文化的冲突史。谷歌YouTube不到10年的历史可以写成谷歌从一家致力于规模化、自动化、永久测试版、快速原型和迭代的IT公司开始，寻求接受娱乐、内容和人才开发的可能性条件的历史。这些努力既反映了传统媒体模式的连续性，也反映了对传统媒体模式的挑战，特别是商业模式。作为处于NoCal和SoCal融合空间中间的新兴中介机构，多渠道网络(MCN)的位置表明它们需要在NoCal和SoCal这两个方面进行创新。在前者，跨国公司正试图提供高于基本YouTube分析的增值服务，在规模和数量管理方面进行程序化和开创性的尝试。在后者，他们管理着一个完全不同的入门到中级人才阶层，这些人才带来了成功的受众发展，并对他们成功的根源有了清晰的认识。新的银幕生态是一个规模和范围超乎想象的蓬勃发展的网络创意和文化空间，对创作者和MCN来说，同时也是动荡和不稳定的。
In attempting to break with a ‘fall from grace’ narrative that may structure analysis of the rapid professionalization and monetization of previously amateur online video content on the main global platform, YouTube, this article outlines histories of key institutions in the new screen ecology as outcomes of the increased interpenetration of very different, often clashing industry cultures. Google/YouTube, Apple’s iTunes, Netflix, Amazon, Yahoo! and Facebook (‘NoCal’) are largely Internet ‘pure-play’ companies, whilst Hollywood’s incumbents (‘SoCal’) practice time-honoured mass media and premium content strategies. The ‘history of the present’ of the new screen ecology is the history of the clash of these cultures. The less than 10-year history of Google’s YouTube can be written as a history of Google seeking to come to terms with the conditions of possibility for entertainment, content and talent development from its base as an IT company dedicated to scale, automation, permanent beta, rapid prototyping and iteration. These efforts reflect both continuities and contestations with traditional media models, particularly business models. As emerging intermediaries in the middle of the convergent space between NoCal and SoCal, multichannel networks’ (MCNs’) placement sees them needing to innovate on both the NoCal and SoCal side. On the former side, MCNs are attempting to provide value-added services superior to basic YouTube analytics, with programmatics and pioneering attempts at management of scale and volume. On the latter side, they are managing a quite different class of entry- to mid-level talent, who bring successful audience development and clear ideas about the roots of their success with them. The new screen ecology is a space of unimagined scale and scope of flourishing online creativity and culture, which is at the same time turbulent and precarious for creators and MCNs alike.