quarta-feira, junho 19, 2013

Editorial: What internet radio needs to disrupt actual radio

Jun 18, 2013

By Brad Hill posted Jun 18th, 2013 at 4:40 PM

http://www.engadget.com/2013/06/18/what-internet-radio-needs-to-disrupt-actual-radio/

"Internet radio" is usually a misnomer, as well as an indicator of its ambition. The term "radio" is misapplied to internet services like AOL Radio, Rhapsody Radio, the upcoming iTunes Radio and their ilk. All these mediums are unrelated to radio technology. But for most people, "radio" simply means something you turn on and listen to. As a marketing term, "radio" seeks to accustom users to new technology by connecting it with familiar technology. Pandora describes itself as "free, personalized radio."

The business intent in all cases is more ambitious -- to wean people from the terrestrial radio habit and migrate them to online services. Will it work?

It's not working in a big way yet. According to the Pew Research Center, American use of local AM/FM radio hardly budged between 2001 and 2011 -- a period during which online services graduated from web 1.0 to web 2.0, and moved assertively into the mobile space. Of note, 93 percent of American teenagers and adults used traditional radio in 2011, nearly the percentage of television use (98 percent). During that 10-year span, broadband internet adoption rose from 20 percent to 70 percent, and use of "online radio" (including terrestrial webcasts) rose from 28 percent to 56 percent. So it's evident that people are dipping their toes into various forms of internet radio without abandoning their terrestrial stations.

By not separating All Access from Google Play ... Google is merely adding a feature rather than trying to start a movement.

Michael Robertson, CEO of DAR.fm and founder of the original MP3.com, recently expressed confidence in the long-awaited migration from passive over-the-air listening to more configurable music streams offered by web / mobile services. "There's no question that it will change from 10 / 90 (digital / analog) to 90 / 10 because FM cannot compete with the benefits of internet-delivered music."

Robertson feels that Apple's recently announced iTunes Radio service, coming this fall to its mobile devices in the iOS 7 upgrade, will accelerate consumer adoption of internet radio. That might be true. When Apple announced and described the service in its WWDC keynote, I tweeted, "As expected, iRadio appears (from the demo) to be completely pedestrian, usual feature set that other services have had for years." A friend tweeted in response: "and it will eat their lunch."

That might be true, too. You cannot overestimate the power and adoption clout of a native app on one of the world's most-used mobile platforms. Google is missing the boat in this regard, with its Play Music All Access service. By not separating All Access from Google Play, not placing it on the mobile start screen and not giving it a coherent name, Google is merely adding a feature rather than trying to start a movement. Apple's gambit is also a feature add-on to a wide array of ecosystem attractions, but it's setting it up for success as a killer app, despite its unoriginal functions.

Editorial What internet radio needs to disrupt actual radio

Apple's mobile footprint will probably introduce new users to the pleasures of listening to highly personalized music streams. But for the big migration to occur, ease of use is the mountain that internet radio must climb.

Not many entertainment habits are easier or more ingrained than turning on a radio -- especially in the car. Pandora's attainment of 200 million users was assisted by its increased presence in autos. When it comes to radio, mobile means driving. When Pandora struck a deal with Pioneer Corp. to bundle the internet radio service into dashboard navigation systems (this was in 2010), Pandora's co-founder Tim Westergren was quoted as saying, "Maybe a year ago people would have said Pandora is a computer thing. They're beginning to realize that internet radio is an anytime, anywhere thing."

Apple appears to be thinking along the same lines. The single remarkable point in the iTunes Radio announcement was the pending development deals with 12 car companies. There's no information yet on what the integration might look like, but the few seconds in which Apple's slide appeared signaled a clear intent to tie general mobility (iOS devices) to radio mobility (the car).

Pre-cable television was considerably easier to operate, and free. Now the set is tethered to the wall, operated by a hostile hand-held device bristling with inexplicable controls, and the programs cost a fortune.

Media and tech companies can wrench users from one platform to another even when the experience is burdened with some degree of complication, hassle and expense. Pre-cable television was considerably easier to operate, and free. Now the set is tethered to the wall, operated by a hostile hand-held device bristling with inexplicable controls, and the programs cost a fortune. On the plus side, the picture is gorgeous, the channel variety is stunning and all that money sloshing around produces movie-quality shows.

Internet radio has advantages, too, that balance its complications. Subscription tiers eliminate advertising, the noisy bane of commercial AM/FM radio. Personalization features differentiate effectively from the expertly curated genre stations of SiriusXM -- the chief in-car challenger to AM/FM.

Editorial What internet radio needs to disrupt actual radio

Competing on the basis of accessibility is fine, and internet radio needs to get easier in both car and home. It also needs star power and blockbuster announcement material. SiriusXM enjoyed immense publicity when Howard Stern moved to that platform from terrestrial radio. Jerry Seinfeld is producing his Comedians in Cars Getting Coffee for Crackle, bestowing interest and recognition on that "internet television" service. And look at Netflix, which shifted from its original mission as an innovative DVD-rental outlet to a streaming service, and from there to a content producer. After making waves with its House of Cards online-only, binge-watching series, this week, Netflix signed a long-term content-development deal with DreamWorks.

Internet radio lacks all these shades of glamour. Even with its rising popularity, internet radio is geeky. Its image is tethered to computers and smartphones. That is a status quo in which the usage numbers of terrestrial radio remain fairly safe. It is up to Apple, or Google, or Rhapsody, or Spotify, or Pandora, or Amazon, or another internet player to break down the perceptual walls within which internet radio is trapped, developing content or importing stars that will compel users to commit more of their attention to the platform. Technology alone might not be enough to disrupt the nearly 100-year-old technology of terrestrial radio. But technology plus killer content can do it.


Brad Hill is a former Vice President at AOL, and the former Director and General Manager of Weblogs, Inc. He streams internet radio from his phone into his car's sound system, and listens to NPR at home.

With More Models on the Market, How Are Tablets Stacking Up?

 

http://www.emarketer.com/Articles/Print.aspx?R=1009982

Jun 19, 2013

Amazon Kindle, Samsung Galaxy take No. 2 and 3 spots, respectively

With more lower-priced tablets on the market, US ownership of the devices has been rising. According to the Pew Internet & American Life Project’s May 2013 survey, 34% of US consumers owned a tablet that month, for a climb of 9 percentage points in nine months.

Tablet ownership among Hispanics made a big leap, with penetration rates rising from 20% in August 2012 to 34% by May 2013. The study also found that tablet penetration has become somewhat comparable among whites, blacks and Hispanics.

Those with incomes below $30,000 saw penetration double in the same time period, from 10% to 20%. And among the age groups, the biggest jump came from those ages 30 to 49, with tablets in the hands of 44% of this demographic as of May.

Frank N. Magid Associates surveyed households to see which tablets US consumers were choosing now that so many more options have come to market. The study found that Android tablets (including models with heavily modified Android operating systems) were in use by 59% of tablet-owning households in 2013, the same percentage that reported owning Apple’s iPad or iPad mini. Households often own more than one tablet, which is why the total reaches above 100%.

The iPad remains the dominant tablet model in homes. Just over half of households with tablets reported having one of these devices. The next most popular device was Amazon’s Kindle Fire, with 31% using the device; Amazon introduced the Kindle Fire in fall 2011 and the device was one of the first iPad alternatives to gain significant popularity. Rounding out the top models, 19% of tablet homes had a Samsung Galaxy.

In total, 44% of web users in Magid’s survey reported having a tablet in their home this year. That’s a 47% increase over penetration levels seen in 2012, a sign that competition in the tablet market is encouraging a new round of uptake.

Brazil, Mexico Drive Significant Ad Spend Growth in Latin America

 

http://www.emarketer.com/Articles/Print.aspx?R=1009983

Jun 19, 2013

Digital will account for 11.1% of total media ad spend in the region

Total media ad spending in Latin America is expected to reach $36.97 billion in 2013, making it the region with the third-smallest outlays worldwide in that category. But it will register the second-fastest regional growth this year, expanding at a 7.5% rate, trailing only Eastern Europe, according to eMarketer estimates.

The new eMarketer forecast for Latin America has been adjusted to reflect a slightly lower gross domestic product (GDP) growth outlook for the region this year, as well as inflation and currency exchange fluctuations in some of its largest economies.

Argentina is expected to experience a 6.7% drop in dollars spent on total media advertising, as inflation and exchange rates erode gains in a struggling industry that sold a lower volume of ads in 2012.

Brazil and Mexico will lead Latin America for total ad expenditures, with spending reaching $20.21 billion and $4.58 billion, respectively, this year, according to eMarketer. Brazil, however, will be the undisputed engine throughout the forecast period. Hosting a flurry of world-class sports events starting this month and through mid-2016, ad spending growth in Brazil is expected to outpace every other country. By 2017, Brazil’s share of regional total ad spending will reach 56.8%.

Meanwhile, eMarketer estimates that advertising activity outside the top three economies in the region will counter the losses expected in Argentina this year and will lift the share of ad spending by other countries in Latin America to 22.6%.

Digital ad spending growth in Latin America will be even faster, clocking a 21.5% expansion to reach $4.11 billion in 2013 and an 11.1% share of total media ad spending. The category will go on to register double-digit growth through 2017 when it will reach $8.27 billion, according to eMarketer estimates.

Reflecting Mexico’s smaller base spending level and the greater appetite for digital media among advertisers there, digital ad spending in the country will grow by 32.1%, the fastest rate in the region in 2013; digital ad spending in Mexico will keep rising faster than any other country in Latin America throughout the forecast period. Growing at such a heated pace, Mexico’s share of digital ad spending in Latin America will reach 18.5% by 2017, more than 3 percentage points higher than last year.

Though growing at a slower pace due to the sheer size of the market, digital ad spending in Brazil will reach $4.89 billion by 2017, to command 59.1% of total digital spend in Latin America.

As digital media adoption gains speed in countries other than the top three economies in the region, eMarketer predicts the share of digital ad spending dollars will tilt the balance more toward the rest of Latin America, a group of countries that will see their share of the category rise to 17.5%, or $1.45 billion, by 2017.

sexta-feira, junho 14, 2013

Google é maior empresa de mídia do mundo

 

Globo entra pela primeira vez na lista da ZenithOptimedia, em 17º lugar; DirecTV é a segunda maior e News Corp, a terceira

A pesquisa Top Thirty Global Media Owners, realizado pela ZenithOptimedia, do grupo Publicis, revela em sua edição 2013 que o Google tornou-se o maior proprietário de mídia do mundo. Apesar de ter sido divulgada nesta semana, o resultado baseia-se em receitas globais relacionadas à publicidade em 2011, cujos dados estão mais consistentes.

Na última versão da pesquisa, realizada em 2010, a gigante de tecnologia estava na segunda posição, atrás da News Corp. A empresa de Rupert Murdoch, que anunciou recentemente as novas bases de negócio, caiu para a terceira posição, superada pela plataforma americana de TV via satélite DirecTV.

Outra novidade é o aparecimento de uma empresa brasileira, pela primeira vez, no ranking: as Organizações Globo, que figuram na 17º posição. É também a segunda empresa de mercados emergentes a aparecer no Top 30 da ZenithOptimedia – a outra é a mexicana Televisa, 18º lugar. Também estrearam na lista Facebook, Microsoft, ProSiebenSat.1 (Alemanha) e Sanoma (Finlândia).

O comunicado oficial do relatório destaca a presença da Globo como prova do crescente mercado publicitário brasileiro, que deve superar o quinto lugar britânico ainda este ano. Além dela, da empresa mexicana e de poucas empresas japonesas, a maioria dos listados têm sede nos Estados Unidos ou na Europa.

Segundo a pesquisa, a primazia do Google representa a escalada digital na receita publicitária. A gigante de buscas cresceu 39% desde a última pesquisa. Ela e os outros três impérios digitais que aparecem na lista – Yahoo (15ª posição), Microsoft (26ª) e Facebook (27ª) – movimentaram US$ 49,2 bilhões de receitas em 2011, o equivalente a 63,8% de toda movimentação financeira publicitária na internet naquele ano. Só o Google foi responsável por 49% do dinheiro publicitário digital de dois anos atrás.

O relatório reforça que o algoritmo de busca do Google ainda é sua estrela, já que foi responsável por 65% de todas as pesquisas da internet naquele ano, segundo a ComScore. “A empresa não relata separadamente entre search e digital display, mas estimamos que as buscas representem cerca de 82% de todas suas receitas globais”, diz o comunicado. Segundo a ZenithOptimedia, esse montante dá ao Google fôlego para diversificar formatos em diversas plataformas, que também se tornaram lucrativas. O relatório destaca a publicidade no YouTube, mobile e até Google+ que, apesar de ter só 17% do número de usuários do Facebook, já conta com 190 milhões de visitantes únicos por mês.

Ainda que as multinacionais digitais já sejam responsáveis por 20% de toda receita publicitária dos Top 30, empresas tradicionais ainda dominam o ranking. Dos 30 proprietários de mídia globais, 22 são companhias cujo propósito principal é atrair audiência por meio de conteúdo.  

Leia Mais: http://www.meioemensagem.com.br/home/midia/noticias/2013/06/13/Google-e-maior-empresa-de-midia-do-mundo.html?utm_source=newsletter&utm_medium=email&utm_campaign=mmbymail-geral&utm_content=Google+%E9+maior+empresa+%3Cbr%3Ede+m%EDdia+do+mundo#ixzz2WDcOjBJl
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THE FOUR BASIC PURPOSES OF MARKET RESEARCH

 

From ESOMAR

When you start thinking about your own market research project, it can be pretty daunting. There are so many things you need to know, so many questions to ask. It might help to know that primarily there are following just four basic purposes of market research:


1. ANALYZING THE MARKET: It helps assess the market potential of a new product, service, or business. It can also help choose sites for a new business or outlet.

2. ANALYZING THE MARKET’S RESPONSE: It intends to calculate product or service potential in the market. These studies can (and probably should) be conducted before a product is introduced. But this type of survey can also be conducted later to improve marketing or the product.

3. ANALYZING THE EFFECTIVENESS OF ADVERTISING OR PROMOTION: It helps develop a message that will get customers’ attention and sell them goods or services. Such studies can also help select the most effective and most cost-effective advertising medium.

4. STRATEGIC PLANNING: It tracks the growth or decline of existing markets and helps discover what products or services (new or existing) will be successful in those markets. Strategic planning research is most likely to be conducted by established firms.

quinta-feira, junho 13, 2013

Media Companies' Digital Revenues Will Overtake Traditional Revenues By 2015

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    June 13, 2013 at 3:53 AM (PT)

     

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    increasearrow.jpg

    Digital Will Rule By 2015, Says E&Y

    The average revenue of media and entertainment companies will shortly cross the 50% mark from majority traditional to majority digital, according to a new report, "Digital agility now! Creating a high-velocity media and entertainment organization in the age of transformative technology," released by ERNST & YOUNG. The survey tapped the opinions of more than 550 senior executives from global media and entertainment companies. Today, revenue from digital is 47%, and survey respondents say that by 2015 it will account for 57% of revenue -- thus making digital the new norm and the primary source of revenue for media and entertainment companies.

    The study goes on to identify characteristics of media and entertainment "digital leaders" -- companies that are using new technology not only to deliver digital products and services, but to build more agile organizations capable of sensing and responding far faster to shifting customer expectations and marketplace opportunities and risks. The digital leaders are pioneering the path to a higher level of organizational agility as the media and entertainment industry transitions to digital as its new norm.

    "Mobile-social-cloud and big data analytics technologies are game-changers for M&E firms," said Global Technology Industry Leader PAT HYEK. "These technologies can help M&E digital leaders who broke ahead of the pack in the early stages of digital to extend their advantages, as well as offer opportunities for those who fell behind to adapt quickly and catch up."

    According to Digital agility now! Creating a high-velocity media and entertainment organization in the age of transformative technology, a major differentiator between these digital leaders and other survey respondents is a greater emphasis on mobile-social-cloud and big data analytics technologies for internal collaboration. For example, digital leaders are 60% more likely than all other respondents to emphasize the importance of social media for internal communication among employees: 67% said it was "very" or "extremely" important, versus 42% of all others. The study points to the kind of rapid collaboration that is enabled by social networks and characteristic of an agile organization, where silos are broken down by the ready flow of information.

    The study shows that digital leaders' advanced social listening programs, leading-edge analytics and cloud-based infrastructure enable rapid deployment of new products and resources, and give companies the ability to quickly learn from and fix mistakes. This organizational agility is necessary to meet the demands of rapidly evolving digital consumer behavior.

    "Media & Entertainment companies no longer live in a world where everything lives in 'their' world. It's a connected eco-system with consumer technology leading the way," said Global Media & Entertainment Leader JOHN NENDICK.

    Other results from the survey include:

    * Technology alliances: Digital leaders emphasize alliances that let them act faster than "going it alone;" 51% rank alliances with technology and other M&E partners among their top three strategic priorities for digital transformation, vs. 30% for others.

    * Second-generation deployments: Digital leaders were generally more than twice as likely to incorporate lessons learned from initial technology deployments to achieve more advanced functionality. For example, 49% of digital leaders use second-generation mobile technologies to develop products/services vs. 16% of all others.

    * Smart mobility: Similarly, 32% of digital leaders use second-generation or later techniques in mobility to enhance employee engagement and communication, vs. 13% of all others.

    * Cloud: Digital leaders emphasize the importance of cloud computing to enhance internal and customer-facing flexibility. For example, 74% of digital leaders say it's important to host business tools in the cloud, vs. 49% of all others; and 43% of digital leaders use second-generation cloud solutions to speed product/service development vs. 12% of all others.

    * Big data analytics: Digital leaders are three times more likely than other respondents to use second-generation big data analytics techniques to improve customer engagement (26% vs. 9%). Among all respondents, 66% rely on in-house resources to get insight into customers yet 41% say they gain no insight from their data, suggesting they don't have the right big data analytics tools or skills in place and may be better off partnering to access external resources.

    Read more: http://www.allaccess.com/net-news/archive/story/119342/media-companies-digital-revenues-will-overtake-tra#ixzz2W7soCgTE
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    Bridge Ratings Asks: Who Is Most Likely To Switch To iTunesRadio?

     

    June 13, 2013 at 3:53 AM (PT)

    http://www.allaccess.com/net-news/archive/story/119344/bridge-ratings-asks-who-is-most-likely-to-switch-t?ref=mail_news

    BRIDGE RATINGS Pres./CEO DAVE VAN DYKE shares with ALL ACCESS, "I thought you’d be interested in this just-released quickie study BRIDGE RATINGS fielded on MONDAY and TUESDAY of this week regarding the iTUNESRADIO announcement. The purpose of the study which spoke with 2,200 'high-consumption Internet Radio Consumers' [High Consumption Internet Radio Consumers are those that spend at least an hour a day listening to Internet Radio] from MONDAY after the APPLE announcement about iTUNESRADIO through TUESDAY at 8p PT, was to learn whether these Internet radio listeners would be interested in switching from their current favorite Internet radio platform to the new iTUNESRADIO product announced on MONDAY."

    The responses were based on the limited information these users were aware of based on APPLE’s presentation and subsequent press releases.

    The users were asked, "Regarding the just-announced iTUNESRADIO streaming service, based on what you know, would you consider switching from your current radio streaming service to APPLE's forthcoming service?"

    Of all the respondents, 38% said they would consider switching. The individual services had various responses:

    PANDORA 42%
    SPOTIFY 44%
    iHEARTRADIO 49%
    SLACKER 51%
    RHAPSODY 53%

    "The significance of this is that without much more than initial Day One information, a significant number of Internet radio consumers have low loyalty to these services," said VAN DYKE. "Even a significant number of PANDORA users -- especially those who have used the service for more than two years -- are inclined to move to the APPLE service. The top reason given in most cases is the APPLE brand and what it stands for followed closely by the fact that over 85% of the sample have iTUNES accounts and see iTUNESRADIO as a formidable alternative."

    Read more: http://www.allaccess.com/net-news/archive/story/119344/bridge-ratings-asks-who-is-most-likely-to-switch-t#ixzz2W7o31cRO
    Follow us: @allaccess on Twitter | all.access on Facebook

     

    http://www.allaccess.com/assets/img/editorial/raw/it/iTunesRadioDefectionStudy6.12.13.jpg

    quarta-feira, junho 12, 2013

    Business Matters: Internet Radio Services Need To Separate Themselves from the Crowd

     

    By Glenn Peoples | April 05, 2012 8:19 PM EDT

     

    Internet Radio Services Need To Separate Themselves from the Crowd 
    -- Upstart Internet radio service Raditaz believes Pandora's problem is "repetition and a lack of diversity," the company says at an Echo Next blog post. So it's using the Echo Nest's music intelligence platform to improve the way it delivers personalized listening experiences.

    Good move. But here's the catch: Spotify, iHeartRadio and others are also powered by the Echo Nest's music intelligence platform. More are sure to follow. Already there is very little noticeable difference between the music most services play. Of course, these companies would certainly argue that differences exist between the ways services create personalized listening experiences. But from a listener's perspective they're all pretty similar. Over time, recommendation algorithm that generate playlists will advance to the point where one service's radio feature will be, more or less, indistinguishable from another.

    Since switching costs are low -- you could give up one Internet radio service for another and barely miss a beat -- services that want to grab market share or grow the overall market have a few options to be competitive:

    1. Create the best product. Pandora is not only the most popular Internet radio service, but it also has the best overall product for mainstream Internet radio users. Pandora is deceptively elegant and very easy to use. In addition, its mobile app set the standard for other Internet radio services to follow. Only Clear Channel's iHeartRadio comes close to Pandora's level of simplicity.

    2. Offer additional or exclusive content. A catalog of 14 million songs doesn't mean much when competitors offer a similar listening experience. Some radio services have wisely added value through additional or exclusive content. Sirius XM is the only place radio listeners can find the Howard Stern Show, and it has a variety of news, talk and sports programming in addition to music channels (the fact that it's a satellite radio network is an entirely separate competitive advantage). Pandora has added exclusive live recordings. iHeartRadio has the advantage of offering both a personalized listening experience and streams of its terrestrial radio stations. Although the content is not exclusive, Internet radio service Slacker has added programming from ABC News and ESPN.

    3. Find a hook. If you can't be all things to all people, try being something great to a smaller number of people. One company could offer the definitive service for social media freaks. Another could offer the best service for stay-at-home moms. There are numerous possibilities. Regardless of strategy, some Internet radio services will need to cede the mainstream users to the larger players and find other ways to get a firm toehold in the market.

    4. Add features. Raditaz allows users to tweak the settings -- artist popularity, for example -- to meet their personal preferences. Slacker also allows users to fine-tune the settings. Those types of features reduce a service's simplicity but will be found attractive by a certain group of listeners who don't mind investing the additional time and effort required. 
    ( The Echo Nest blog)

    'American Idol' To Become Shazam Enabled 
    -- "American Idol" has become the first live TV series to become Shazam enabled. This means that viewers can use the Shazam mobile app during the broadcast to get access to such things as a list of songs from the program, buy links, Twitter feeds and video and photos at americanidol.com. Shazam has more than 200 million users worldwide. It started as a music identification tool but is also used with television ads and programs. More recently, the company has branched out into live television through partnerships with the Super Bowl and the Grammys. 
    ( Shazam press release)

    Rumblefish Catalog Now Boasts 1 Million Songs 
    -- Rumblefish, a service that allows consumers and professionals to license music for their projects, now has a catalog of 1 million licensed songs. Each of the songs can be licensed for use in social video, slideshows, mashes and games via friendlymusic.com or through Rumblefish partners that include YouTube, Socialcam and Animoto. The catalog has grown with the help of licensing deals with APM Music, CD Baby and Indaba.

    You may not find your favorite classic rock recording in the catalog, but the platform makes it easy to find project-appropriate music from over 100,000 artists.

    "The Rumblefish catalog is now able to power large-scale consumer offerings for any type of video product, especially when combined with easy to use soundtrack search tools and excellent editorial content," Rumblefish CEO Paul Anthony said in a statement. "Professional music supervisors are seeing big benefits to the expanded music catalog for their movie, advertisement and TV show productions, as well." 
    ( Rumblefish press release)

    To Strange Battle Between Grooveshark and EMI 
    -- The digital music world is filled with oddities this week. After EMI sued Grooveshark and terminated their licensing contract earlier this week, Grooveshark responded by saying it had parted ways "due to EMI's currently unsustainable streaming rates and EMI's pending merger with Universal Music Group."

    So I reached out to the company's publicist for further clarification. I asked how Grooveshark could walk away from its licensing agreement with EMI based on an acquisition by Universal Music Group that has yet to be approved by antitrust regulators. I also asked Grooveshark how it could terminate a contract with EMI due to "unsustainable streaming rates" when it must have willingly entered into said contract. Here's the response:

    "Escape Media Group made a business decision, based on a variety of factors that are summarized in our prior statement, to end our licensing arrangement with EMI. As the matter is now shifting to a legal, rather than business, construct, we think it best to leave these issues in the hands of our attorneys."

    Strange. EMI was also struck by the company's comments. "We were bemused by Grooveshark's statement following EMI's launch of legal action against them for breach of contract," the company said in a follow-up statement. "The only decision that Grooveshark has made is to stop paying artists for the music that is carried on their service."

    It gets stranger. Grooveshark is defending itself in a different matter, too -- a copyright infringement lawsuit from Universal Music Group that was later joined by EMI and Sony Music Entertainment. In a strongly worded statement last December, Grooveshark said Universal's lawsuit is based "entirely on an anonymous, blatantly false Internet blog comment and Universal's gross mischaracterization of information that Grooveshark itself provided to Universal." Made in a Digital Music News post by a self-described Grooveshark employee, the comment describes an internal system for uploading tracks to Grooveshark's servers in violation of the DMCA's safe harbor rules. But nobody knows whether or not the commenter's claim is true.

    Now that comment is causing some collateral damage. Grooveshark has subpoenaed Digital Music News for information related to the comment. But Digital Music News claims protection under the California Shield Law and the First Amendment and faults Escape for forcing upon it "expensive and burdensome" legal costs. "No matter to them that the potential cost and burden to me and my small company is not balanced by any legitimate need for information," says a Digital Music News response to Grooveshark's petition. It's not strange for a large music company to sue a far smaller digital music service, but it's really unusual for an even smaller company to get caught in the figh

    New Music Seminar: Music Subscription Companies Talk Differentiation in a Crowded Field

     

    By Reggie Ugwu, New York | June 11, 2013 12:35 PM EDT

    New Music Seminar: Music Subscription Companies Talk Differentiation in a Crowded Field

    From left: Moderator Stephen Bryan, EVP digital dtrategy and business development WMG; Mark Piibe; Sachin Doshi; Jim Cady; Andy Chen; Jon Irwin

    A panel of representatives from the music subscription business tackled issues including market differentiation, how to expand internationally and what Apple’s entrance into the space means for competitors Monday at the New Music Seminar. Panelists included Jim Cady, president and CEO, Slacker; Andy Chen, CEO, Wimp Music; Sachin Doshi, head of development and analysis, Spotify; Jon Irwin, president, Rhapsody; and Mark Piibe, EVP global business development and digital strategy at Sony Music Entertainment.
    Cady described Slacker’s position in a crowded market of streaming services as one that focused on curated radio for casual consumers. He said the core Slacker user may not have a specific song or artist in mind that they want to hear, but does have a general sense of what they like. Even though Slacker includes options for on-demand listening, Cady said 83 percent of its users just use the radio service.
    For Spotify, radio usage is not as high, but Doshi said users are in a similar passive or “lean back” mode when they choose to listen to a playlist created by a friend or artist. Spotify’s radio feature is included as a part of the service’s free, ad-supported tier, which Doshi said has been effective at competing with piracy and luring users into a paid subscription model.
    Rhapsody, for its part, is focused on editorial content and programming, according to Irwin. In an environment where most streaming solutions offer similar catalogs containing tens of millions of songs, he said users need to be guided in order to see value beyond simply having a music archive.
    Launched in 2010 in Norway, WiMP similarly focuses on editorial content in the five countries where it operates, including Denmark, Sweden, Poland and Germany. Chen, who took on the role of CEO only recently, said the company employs a team of editors in each country to provide strong editorial content for its music on a daily basis.
    WiMP was originally launched as a service of the mobile phone carrier Telenor, and many panelists discussed the importance of forging partnerships with carriers in order to leverage their billing and distribution capabilities. Doshi said Spotify has found partnering with carriers in some South American and Asian countries to be a particular challenge, since many customers have pay-as-you-go plans as opposed to monthly subscriptions. In response, Spotify is considering offering daily or weekly passes in these countries.
    Piibe, the sole representative of the major label system on the panel, said he understood the importance of embracing new music services since he used to work for one as an early employee of Napster. He said the industry’s attitude has changed from the days when labels feared cannibalization to one today where they’re more open to learning and experimenting with great new services and business models.
    “Instead of being gatekeepers, we want to be gate-openers,” he said.
    In response to an audience question about Apple’s radio service, which was announced almost simultaneously at the company’s Worldwide Developer’s Conference in California, Cady said he is focused on providing users a great experience on any platform, as opposed to restricting them to one, as Apple has done with iTunes Radio. He also said he sees a silver lining in the arrival of a major new competitor.
    “Apple has significant marketing budgets, so I think they’ll create awareness of radio services at a level that wasn’t possible before,” he said. “A rising tide lifts all boats.”

    STREAMING MUSIC STRIKES A CHORD WITH CONSUMERS

     

    From live local newscasts via mobile to time-shifted season finales in the living room, the rising wave of streamed content continues to engage our eyes and ears. And digital music plays a big part of the swell, keeping our toes tapping and heads bobbing.

    With nearly 22 billion songs streamed so far this year in the U.S., according to Nielsen, consumers are engaging with digital music at increasingly high rates.

    Although there’s a plethora of options for streaming songs, most connected device owners listen on their smartphones. Listeners of all ages except those over the age of 55, named smartphones as their collective device of choice for streaming the sweet sounds of the radio. Nielsen’s first-quarter 2013 study of U.S. connected device owners found that device owners aged 25-34 and 18-24 are the most likely to stream tunes from the radio using their smartphones (27% and 26%, respectively), while consumers aged 55+ opt for laptops (14%).

    When it comes to downloading music, however, consumers prefer laptops, given their larger storage capabilities.

    In fact, almost half of Americans aged 18-24 who own a connected device favor a laptop for downloading music (47%). Even technologically fickle teens are just as likely to choose a laptop for downloading music (27%) as they are a smartphone (28%).

    file
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    U.S. smartphone owners are also using radio-esque apps more than they were a year ago. An April 2013 analysis of five of today’s arguably must-have music streaming apps found double and triple-digit growth in unique users over the past year.

    All of the apps from the select group grew in popularity, but the iheartradio app showed the largest increase, as the number of users in April 2013 had more than doubled from the prior year (107% increase in users). Spotify, which has steadily gained traction in the U.S. following its July 2011 launch, followed with a 91 percent increase in app users from April 2012. The other analyzed apps also showed strong year-over-year growth: Slacker Radio (84%), Pandora (71%) and Rhapsody (41%).

    What’s more, the Pandora radio app is pretty popular among users of the other analyzed radio apps. Approximately one-third of the users of the other radio apps also used Pandora during the month. Twenty-seven percent of Rhapsody app users also used the Pandora app.

    USING MULTIPLE MUSIC STREAMING APPS

    Among U.S. smartphone owners aged 18+, Android & iOS only, April 2013

    Music Streaming App % of users who also used Pandora % of users who also used Rhapsody % of users who also used Slacker Radio % of users who also used Spotify % of users who also used iheartradio
    Pandora Radio N/A 1.0% 5.0% 5.2% 11.1%
    Rhapsody 26.5% N/A 16.0% 6.7% 13.5%
    Slacker Radio 32.6% 4.0% N/A 4.0% 8.4%
    Spotify 34.1% 1.7% 4.1% N/A 10.0%
    iheartradio 32.0% 1.5% 3.8% 4.4% N/A
    Read as: During April 2013, 27 percent of Rhapsody app users also used the Pandora radio app.
    Source: Nielsen

    For more information about music consumers, download Nielsen’s U.S. Entertainment Consumer Report.

    Creating Career Longevity Isn’t About Length of Years

     

    June 11, 2013

    “He’s switched jobs every three or four years…shouldn't we disqualify him?”
    “Maybe he’s not good at stability.”
    “Maybe he’s not loyal.”

    The team was hesitating about a job candidate. As we hovered around our speakerphones in different geographies, our doubts grew. Spending a lot of time in one job has long been a measure of success.

    And while each of us knows that success in today’s economy is not necessarily about sticking around for the gold watch, we may not realize how much job tenure has changed. In 2012, according to the Bureau of Labor Statistics, wage and salary workers had been with their current employer for a median of 4.6 years. And that number doesn’t capture how much of the US economy — 50% are freelancers and solopreneurs — live in a gig economy; onoDesk for example, an online workplace for freelancers, the average assignment lasts 33.5 days. So, in fact, the 3-4 year tenures of our job candidate, above, were not unusual and depending on perspective, could even reflect a long-term commitment.

    The real question is this: what does a “successful career” looks like in the Social Era? Right about this time of year, you’ll see or have seen countless great commencement speeches as young people embark on their career. They’ll talk about being entrepreneurial, pursuing your dreams, and even “leaning in”. Most of those sentiments are right for those just entering the workforce. But what about the rest of us? A new book by Mitch Joel, a fellow Harvard columnist, entitled Ctrl alt del offers us relevant advice on modern work. It answers the question: what does career longevity mean today?

    3 pieces of advice from him within this book:

    Don’t be a luddite. A CEO of an ecommerce company recently remarked to me, “Why would I need to be on Twitter? I have plenty of ways to be connected to the right people.” I remember shaking my head wondering how to explain the value of trying new things. Whatever you choose to call it, the connected economy, the relationship economy, or the social era, it is emphatically clear that the rules of value creation have changed. It is, in management jargon, a paradigm change. To understand a new paradigm, you can't just sit back and observe it to understand it, you have to live it, to embody it. Or, as Mitch advises in the book, stay really aware of technology, trends and the impact those things are having on the world. “Don't be the one who says you'll never join Facebook. Act like a digital native (even if you are a digital immigrant) by trying it, tinkering with it, and even if need be, pretending it is the greatest thing since sliced bread." This is will let you make an informed decision on how to best use it, rather than discount it away.

    Share. You – as an individual – now have unprecedented numbers of spaces to create and share who you are and how you think. Beyond that, you now have unprecedented numbers of community spaces to connect to like-minded people. "It’s critical that you spend some of your time formulating your thoughts and publishing them online,” says Mitch. “It’s not about creating an online resume, or becoming famous. It’s about critical thinking and gaining a better understanding of what it means to make your thoughts sharable and findable.” It’s not enough, he would probably argue, to have your thoughts in a journal, or talk them through with your professional networking group because the idea is to allow others who are like-minded to find you. Don’t contain that to a geography or small circle because work is often geography independent. You are no longer limited by what school you went to, where you live or even who you already know. The world is boundless when you share. Take the editor in Boston, she can work with anyone around the world. Or, the professor in Michigan can now teach globally. Sharing is the way this lets you be seen, and find others.

    Avoid Ghettos. When thinking about where to work, avoid the business that claims to be moving in the direction of becoming a more social business, what they often mean is a social media department within another department (like marketing). They don't get that social is more than media. Or they use the terms social media to mean social business, and lack theunderstanding of the differences and distinctions. "This is the ghetto-ization of the social spirit, and will ultimately lead to failure." writes Joel. When social is implemented throughout an enterprise, it becomes a seismic shift that let's values fuel value. In other words, Mitch says, "it is not a campaign ... It is who you are, as a business." Of course, as consumers, you can tell when organizations use social as an add-on effort, or genuinely. Watching AT&T persistently apologize for poor service on Twitter (but never fix anything) is almost worse than if they just avoided social tools. For each of our businesses and our careers to have relevance, we have to remember one basic truth: humans love working with and buying from other humans. Social isn’t a single strategy, it’s a way of being. When you are social, you will be listening loudly to the market, learning with them, and possibly even co-creating value. Being social, therefore, means you’ll stay relevant and solve the right problems. There is no greater protection for one’s career than this.

    What's the bottom line?

    Your career should not be measured by longevity at one company; that’s a relic of industrial era thinking. We live in a world where important projects get done in short periods of time. The important issue is how you remain relevant, so that you have longevity in your career choices. The most successful entrepreneurs and business people don't have linear career paths. We no longer have ladders to ascend, but interconnected webs of opportunities to play on. What the past generation would call jumping around from job-to-job is actually the modern generation being impatient for results. And as long as you are achieving those, you’ll have career longevity.

    O copyright não cabe na ordem jurídica do Brasil

     

    http://www.conjur.com.br/2013-mai-29/roberto-mello-copyright-nao-cabe-ordem-juridica-brasil

    DIREITOS MORAIS

    O copyright não cabe na ordem jurídica do Brasil

    Por Roberto Corrêa de Mello

    Cumprindo sua destinação histórica e honrando sua tradição constitucional, o Brasil adota o regime legal de Direito do autor (Droit d’ Auteur), consagrado na Constituição da República, em seu artigo 5º, incisos XXVII e XXVIII, que cuida dos direitos e garantias individuais. Assim, extirpa qualquer analogia com o sistema de “copyright” (direito de cópia) adotado por países anglo-saxões e os Estados Unidos da América do Norte que decidiram pela adoção de um regime jurídico de natureza utilitária.

    Pelos ditames constitucionais, compete ao autor a decisão absoluta pela utilização de suas criações, segundo critérios personalíssimos, subjetivo — materiais, que pautam-se por decisões de conveniência, oportunidade, vinculação de sua imagem, por todo um conjunto de motivos de caráter individual, que facultam ao criador fazer uso de suas obras como melhor lhe convier.

    Estão explicitadas na Carta Constitucional tais direitos personalíssimos, em caráter de exclusividade, assim retratados:

    “XXVII – aos autores pertence o direito exclusivo de utilização, publicação ou reprodução de suas obras, transmissíveis aos herdeiros pelo tempo que a lei fixar;
    XXVIII – são assegurados, nos termos da lei:
    A proteção às participações individuais em obras coletivas e à reprodução da imagem e voz humanas, inclusive nas atividades desportivas;
    O direito de fiscalização do aproveitamento econômico das obras que criarem ou de que participarem aos criadores, aos intérpretes e às respectivas representações sindicais e associativas;”

    O conceito de autor e, por consequência, titular dos direitos autorais, congrega em seu acervo individual as duas esferas viscerais de seus direitos sobre as criações — morais e patrimoniais. Como deflui do texto, o criador é o epicentro do direito e, como reflexo, a ele cabe, com exclusividade, a gestão moral e patrimonial de seu acervo autoral.

    A lei 9.610 de 1998, cuidou de exarar que o autor é a pessoa física criadora da obra literária, artística ou científica, retratando o antropocentrismo da Carta Constitucional em seus artigos 11, 22, 24, 27, 28, 29 e 30, sempre pautando as normas jurídicas pelo personalismo na decisão de uso da criação intelectual.

    Criador e criatura, segundo o ordenamento jurídico nacional, estão umbilicalmente vinculados e a soberania da vontade do titular está inderrogavelmente expressada como extensão de sua pessoa, cuidando de um analógico direito de personalidade.

    E tais direitos personalíssimos, tanto os morais (mandatório mandamento que determina que o autor seja sempre declarado quando da utilização da criação), quanto os patrimoniais (o direito de decisão para usar, fruir e gozar do bem imaterial) concretiza-se no plano material para absolutamente todas as modalidades de utilização — plásticas, fônicas, audiovisuais, o que determina que remunere-se o titular (seus herdeiros e sucessores a qualquer título), ao invés de remunerar-se a obra “per si”, mas sim em decorrência da autoria.

    Trata-se do sistema dualístico não utilitário, posto que circunscrevem-se ambos os universos (moral e patrimonial) à pessoa do criador.

    Em minhas manifestações, ao longo de minha vida profissional, reafirmei que talvez melhor nominação pudesse ser atribuída a tal direito subjetivo material. Deveríamos denominá-lo direito do autor e não direito autoral, pois que os titulares congregam em seus acervos pessoais todo o direito, em suas duas ordens jurídicas.

    O regime jurídico nacional extirpa quaisquer possibilidades de abstrair a figura do criador pela natureza do direito concentrativo. No momento em que a lei brasileira centraliza na pessoa do criador as duas esferas do direito, distancia qualquer analogia ao sistema de copyright.

    Demais disto, sendo os direitos morais irrenunciáveis e inalienáveis, não há nenhuma possibilidade de trazer o sistema de copyright para a ordem jurídica do Brasil. E disto tratamos neste texto.

    Tal diferença essencial faz com que figuras teratológicas originadas nos países que adotam o copyright, tais como, criações sucessivas sem titulação, flexibilizações de direitos para abstrair a pessoa do titular e outras tais como figuras derivadas, coloquialmente denominadas copyleft, creative commons e outras não tenham qualquer possibilidade jurídica de coadunarem-se com o regime adotado em nosso país.

    Os países que adotaram o sistema de copyright jamais, em tempo algum, abrigaram em seus ordenamentos jurídicos os direitos morais dos autores. Claro que não o fizeram, exatamente porque o sistema utilitário abstrai a pessoa do criador e, em seu viés materializante, protege a criatura (a obra), ou melhor dizendo, o direito de reproduzir a obra (direito de cópia).

    Por outro lado, os países que adotaram o “droit d’ auteur”, como o Brasil, sempre vincularam o autor à obra, personalizando-a e ligando-a ao titular. O direito positivo explicitado nas normas constitucionais e infraconstitucionais, expressa em sua hexegese a teoria dualista francesa que reconhece elementos de dois universos distintos (moral e patrimonial) no acerco de direitos pessoais do criador da obra intelectual.

    O artigo 6º da convenção de Berna (1886), ratificado e adotado no regime nacional como norma positiva, as duas faces do direito — moral e patrimonial — assim exarando: “Independentemente dos direitos patrimoniais de autor, e mesmo depois da cessão dos citados direitos, o autor conserva o direito de reivindicar a paternidade da obra e de se opor a toda deformação, mutilação ou outra modificação dessa obra, ou a qualquer dano à mesma, prejudiciais à sua honra ou à sua reputação.”

    Ora, se o sistema de copyright jamais asseverou a protetividade dos direitos morais, buscando um utilitarismo material que abstrai a pessoa do criador, já, de pronto, conclui-se que são ordenamentos jurídicos fundamentalmente diversos.

    Fato é que por mais de um século, os Estados Unidos recusara-se a assinar a Convenção de Berna, só vindo a fazê-lo em 1º de mais de 1989, exatamente porque o direito norte americano não a recepcionava em sua plenitude.

    Em suma, direito de autor e copyright não são o mesmo direito. Veremos por que.

    Direitos Conexos
    Como a denominação expressa, os direitos chamados conexos guardam conectividade com os direitos autorais. Melhor designá-los “direitos conexos autorais”, pois vinculados estão à existência prévia dos direitos inerentes à criação da obra artística, literária ou cientifica. Sempre existiram e, muitas vezes, foram reconhecidos de maneira esparsa, não organizada e tratados informalmente.

    Decorrem de atividades que expressam as obras artísticas com peculiaridade, singeleza e singularidade. São direitos dos intérpretes, dos músicos, dos roteiristas, dos atores, dos produtores, inclusive os produtores fonográficos e outros, que materializam as obras com suas adições. Expressam-se em relação a criação pré-existente e a ela impõem sua criação derivada.

    Em 26 de outubro de 1961, em Roma, na Itália, os estados que ali compareceram, na condição de membros da Organização das Nações Unidas, aderiram à “Convenção Internacional para a proteção dos artistas intérpretes ou executantes, dos produtores de fonogramas e dos organismos de radiodifusão”. A denominada Convenção de Roma cuida exatamente da protetividade dos direitos conexos dos titulares já mencionados e conceitua as fisionomias jurídicas, explicitando definições precisas sobre os direitos que tocam aos intérpretes (atores, cantores, músicos, dançarinos, entre outros). Delimita a natureza jurídica dos fonogramas, trata do produtor fonográfico (a pessoa física ou jurídica que, pela primeira vez fixou os sons de uma execução), e define o que seja publicação, reprodução, emissão de radiodifusão e retransmição.

    A ratificação da Convenção de Roma pelo Brasil ocorreu pelo Decreto Legislativo nº 26, em 05 de agosto de 1964 e promulgada pelo Decreto 57.125, de 19 de outubro de 1965.

    Estes direitos conexos, como derivados e decorrentes das materializações das obras intelectuais, são tratados pelo ordenamento jurídico brasileiro em configuração analógica àqueles dos quais deriva. São exclusivos , o que determina que os titulares têm a prerrogativa de decidir o que fazer com suas criações derivadas.

    Nossos direitos conexos têm também origem nos direitos vizinhos do Direito Francês (“droits voisins”). Tal direito exclusivo leva ao conceito de licença prévia (como ocorre com os direitos autorais) e, por tal configuração, permitem igualmente que os titulares considerem suas conveniências subjetivas para concederem ou não autorizações para uso de suas interpretações ou criações derivadas.

    Os EUA, ao contrário do Brasil, jamais aderiram plenamente à Convenção de Roma. Por que não o fizeram? Exatamente porque, no regime de copyright os direitos não tem como ser reconhecidos plenamente, ou pelo menos com a amplitude que se verifica nos países que aderiram à Convenção de Roma.

    Copyright
    No sistema do copyright busca-se a protetividade da criação intelectual. Em resumidas palavras, protege-se a obra, a criação intelectual, não o seu criador.Isto tem consequências importantes.

    Por exemplo, no sistema de copyright o autor detém os direitos sobre sua obra tão logo a cria. Com o sistema de copyright e registrário (obrigacional e não facultativo), seus direitos estarão protegidos contra terceiros (“erga omnes”) tão logo proceda ao ato registrário.

    Entretanto diferentemente do sistema de direitos do autor, se o autor ceder seu copyright, perde imediatamente seu vínculo com a obra.

    E mais. No sistema registrário, mandatório, a cessão dos direitos leva a questões que alteram figuras jurídicas como a prescrição (ou decadência), pois que não se obedecem preceitos relativos à sucessão, mas sim tudo quanto decorre do ato registrário. Assim, impõe-se que quaisquer atos de cessão sejam registrados no Copyright Bureau de Washington, porquanto a fluidez do prazo protetivo do copyright tem início com o registro das cessões, inclusive.

    Enquanto o direito de autor (droit d’ auteur) origina-se em atos revolucionários (Revolução Francesa 1789), que têm lastro na irresignação do povo francês, que reverberou e protagonizou na rebeldia pessoal dos cidadãos (citoyen) em busca da realização pessoal (Legalité, Egalité et Fraternité), ocopyright surgiu com o estatuto da Rainha Ana, na Inglaterra, com a edição do Rights of Copy (o direito de cópia), que objetivava, pelo menos no início, a proteção aos editores de obras literárias.

    Nascem diferentes e assim até hoje remanescem.

    Assim explicita a diferença o Professor Carlos Fernando Mathias de Souza, em douto parecer que lhe solicitou a Associação Brasileira de Música e Artes (Abramus), para lastrear sua demanda em face da dantesca decisão proferida pelo CADE, publicada em 26 de Abril de 2013.

    “Sobre a questão, em si, desde logo, registre-se que se pode falar, no âmbito da proteção em destaque, em dois sistemas básicos: 1) o de “droit d’ auteur” (direito do autor), de inspiração francesa, e 2) o de copyright, que é o do sistema jurídico anglo-americano.

    Anote-se, de início, que no sistema de droit d’ auteur (no que o ordenamento jurídico brasileiro, mesmo com as suas particularidades, está tão próximo) o escopo fundamental é a proteção ao criador da obra intelectual, ao contrário do sistema de copyright, que se centra na proteção à obra, com ênfase nos aspectos econômicos ou da sua exploração, por meio do direito de reprodução.

    Não parece ocioso aqui registrar-se uma brevíssima notícia histórica sobre esses dois sistemas básicos de proteção à criação intelectual.

    Enquanto o direito de autor (ou autoral) funda-se como uma conquista de direito, advinda com a revolução francesa, no que ela aboliu os privilégios por incompatíveis com a liberdade e a igualdade (veja-se o Decreto da França revolucionária, de 19-24 de julho de 1793 que é um marco para o droit d’ auteur), na Inglaterra, em 1710, conheceu-se o Estatuto da rainha Ana sobre RIGHTS OF COPY (é dizer-se, sobre os direitos de cópia), de início em proteção tão só aos editores.”

    Pois bem, enquanto o ordenamento brasileiro segue o regimento das Convenções de Berna, de Genebra e de Roma, buscando sempre salvaguardar os direitos dos autores (droit d’ auteur) e os direitos conexos (droits voisins), o sistema legal de copyright (direito de cópia) não tem os titulares como epicentro da universalidade de direitos.

    Em síntese, o sistema de Copyright não tem nenhuma relação com o sistema antropocêntrico, personalíssimo de que cuida o direito do autor. Não se destina à protetividade do criador, mas, ao contrário, cuida da proteção para a reprodução da obra, pertença ela a quem for, buscando assim dar efetividade ao principio remuneratório do direito da cópia (royalties).

    Por isso que a designação genérica “copyright” refere-se, pelo menos nos países que o adotam a abrigar ramos absolutamente distintos do direito. Copyright cuida tanto da propriedade intelectual quanto da propriedade industrial (que cuida das marcas, patentes, modelos de utilidade, entre outros). Todo sistema é registrário, mandatório e permite, por ilação lógica, o deslocamento do direito, sendo que compete ao estado outorgar a palavra final quanto ao uso da obra (pertença ela a quem for), impondo-se sobra a vontade do titular, que não detém o ato império de dispor, fruir e gozar de sua criação como melhor lhe aprouver.

    Nosso sistema tem foco na pessoa humana, no titular de direito de autor (droit d’ auteur) e no titular dos direitos conexos (droits voisins). Não é registrário, permitindo ao criador fazê-lo se tiver interesse (“facultas agendi”).

    Nosso país segue os ditames das Convenções Internacionais que cuida da matéria e obedece as regras de não redutibilidade (“regra dos três passos”) das faculdades autorais, em sua plenitude, em prol da permanente criação intelectual e não dando margem a figuras teratológicas que só podem prosperar quando se desprezar o direito humano, os direitos dos criadores, únicos responsáveis pela evolução da cultura mundial.

    Roberto Corrêa de Mello é advogado, Graduado pela Faculdade de Direito da USP, turma 1977; foi Conselheiro do Conselho Nacional de Direito Autoral (CNDA); integra o Comitê Técnico de Literatura, Dramaturgia e Audiovisual (CTDLV), e o Comitê Técnico de Artes Gráficas e Plásticas (CIAGP), ambos da CISAC. É presidente da ABRAMUS (Associação Brasileira de Música e Artes); é diretor da ABDA (Associação Brasileira de Direitos Autorais); é Sócio da Mello Advogados Associados S. C., constituída em 1952.

    Revista Consultor Jurídico, 29 de maio de 2013

     

    Comentários de leitores: 2 comentários

    29/05/2013 12:25 Ademilson Pereira Diniz (Advogado Autônomo - Civil)
    Ainda estamos longe de uma boa legislação
    Nesse campo do DIREITO AUTORAL ou DE AUTOR, ainda temos muitas léguas a percorrer. A proteção excessiva, sobretudo quando se trata de interesses de HERDEIROS, pode privar o país de ter acesso a obras de interesse geral em todos os campos do conhecimento, bem como artístico, simplesmente para beneficiar PATRIMONIALMENTE alguns sucessores do verdadeiro AUTOR. Garantir por 70 anos, depois do falecimento do AUTOR, a indisponibilidade da obra produzida (é claro, o teor da obra, isto é, sua essência, isto não deve ter limite de proteção, e sua defesa poderá ser feita por qualquer que a entenda violada) é um desserviço à cultura do país. Quantas vezes procuramos livros, filmes e discos (músicas) e somos informados, nas lojas especializadas, que tais obras estão 'esgotadas', isto é, não há interesse 'financeiro' em reeditá-las, e assim, ficamos sem acessá-las ou mesmo lê-las...isto porque, conseguir uma cópia ou adquiri-la 'clandestinamente' resulta em ilegalidade...A legislação deve caminhar para uma maior distribuição, reconhecendo que, desde que uma obra esteja esgotada ou conte com uma versão atualizada (no caso dos programas de computador: é o caso das versões de plataformas, onde, colocada uma versão nova, já desaparece das vendas a versão anterior, não se importando o fabricante se o consumidor pretende manter aquela antiga versão), as publicações já esgotadas possam ser copiadas e vendidas livremente sem que isso constitua infração administrativa ou penal.
    29/05/2013 10:17 Igor Dalmy (Outros)
    Os interesses particulares
    O texto parece bem tendencialista para nosso tipo, "que segue as convenções e os Direitos Humanos, valoriza a pessoa etc etc". Mas a realidade mostra que nos EUA e Inglaterra existe MUITO MAIS produção intelectual (científica, artística, material...) que no Brasil. Talvez, no fim, os criadores querem mesmo é mais liberdade (assim como os investidores) e no geral lá se tem muito mais liberdade particular que aqui!

    terça-feira, junho 11, 2013

    When Will Desktop Ad Spending Peak?

     

    Jun 11, 2013

    As mobile gains ground, spending on desktop banners and search are poised for decline

    The growth of mobile advertising is slowing spending directed toward desktop ad formats faster than expected, according to new figures from eMarketer, raising the question of whether spending on desktop formats like search and banners will ever grow again.

    eMarketer estimates US digital ad spending will reach $41.9 billion this year, up 14% over 2012. Of that amount, $7.7 billion—and the bulk of incremental growth in digital advertising overall—will go toward mobile ads.

    Based on eMarketer’s current forecast, desktop ad spending will peak in 2014 at $35.39 billion, up from this year’s projected total of $34.29 billion. By 2015, desktop spending will drop slightly to $35.26 billion, and decrease further in 2016 and 2017, when it’s expected to total $32.51 billion—just above the amount spent in 2012.

    Next year, nearly all desktop formats except digital video and sponsorships are expected to see declining spending or flat growth, eMarketer estimates. Most emblematic of the shift to mobile is that desktop banner and search advertising, two stalwart formats in the digital advertising world, are both expected to see flat or declining growth in 2014, for the first time ever.

    Meanwhile, mobile search advertising is expected to grow 76% this year and a further 52% next year, eMarketer estimates, while mobile banner advertising is expected to grow 100% this year and 54% next year. That equates to a $2 billion increase in mobile search spending next year over 2013 and nearly a $1 billion increase in mobile banner spending.

    A major reason for the shift toward mobile is simple: With more than half of US mobile users now on smartphones, and time spent with mobile devices increasing each year, many digital publishers are looking to shift ad revenues to mobile. Smartphones and tablet devices also account for a growing portion of US retail ecommerce sales, further contributing to advertisers’ desire to shift dollars away from desktop.

    Some of the biggest ad publishers have very successfully accommodated this growing demand; Facebook only began selling mobile ads in 2012, and, by the end of this year, the company will account for about one in three mobile display ad dollars spent in the US.

    Both mobile display and search are expected to grow rapidly over the next few years. Mobile video ad spending, in particular, will continue to grow at triple-digit rates this year, with banners, rich media and other display ads predicted to rise 78.3% compared to search’s 76.4%. Meanwhile, ad dollars to messaging-based mobile formats are dwindling, dropping 3.4% this year after a decline of 11% in 2012.

    Compare that with spending growth on desktop ad formats: eMarketer forecasts that US advertising spending on desktop search will grow just 3% in 2013 and decline 1% in 2014. US desktop banner advertising is expected to grow by just 1% in 2013 and decline 3% next year. Video will continue to post strong 35% growth on the desktop this year—but that figure pales in comparison to mobile video’s growth rate.

    Over time, these varying growth rates will help boost mobile to account for greater and greater shares of the respective digital ad formats. In 2011, mobile made up 4.9% of all digital search ad spending; by 2017, it will account for more than half (53.9%), representing a massive shift in the search market toward mobile. Banners will undergo a similarly dramatic shift, though by 2017 a majority of banner spending will still occur on the desktop, with 37.2% coming from mobile. Already in 2013, more than half of all rich media ad spending will occur on the mobile channel. Overall, mobile will account for more than a third of digital ad spending by 2017 (36.4%), up from 9.1% in 2012 and 14.7% expected for 2013.

    Facebook was one internet giant that moved quickly to channel ad dollars toward mobile. eMarketer estimates that after less than a full year selling mobile ads, 18% of US net Facebook ad revenues came from mobile in 2012. This year, that share will reach 40%, and by 2015 it will near the halfway mark.

    Twitter has followed an even faster trajectory of monetization on mobile. As of 2012, eMarketer estimates, 52% of the microblogging service’s net US ad revenues were from mobile; by 2015, the share will approach two-thirds.

    At Google, desktop still accounts for the lion’s share of revenues—especially for search. But mobile’s rapid expansion will help that channel rival the desktop in both search and display revenues by 2015.

    eMarketer forms its estimates of online and mobile ad spending based on the analysis of reported revenues from major ad-selling companies; data from benchmark sources the Interactive Advertising Bureau (IAB) and PricewaterhouseCoopers (PwC); estimates from other research firms; consumer internet usage trends; and eMarketer interviews with executives at ad agencies, brands, online ad publishers and other industry leaders.