Out of the ashes of its predecessor the phoenix is born. People forget that the Hype Cycle exists because rational people with good vision see opportunity.
There has been no shortage of thoughtful articles exploring a bubble in technology. In general, they share a fear of a return to dot-com failures like Webvan and a coming tide ofunicorpses washing up on the shore. I would argue that the world has already been transformed, and there is no bubble in the purest sense.
Often the vision is “spot on,” but expectations of velocity of transformation and adoption are inflated, leading to over-investment that subsequently must be rationalized.
Despite going for growth and market share over profit, many of these companies have created real value, and, instead of massive flameouts that leave everyone burned, I think we are going to see a wave of beneficial consolidation and rationalization in industries that appropriately have seen exceptional venture capital funding: food, transportation andentertainment.
This does not mean that companies will disappear or die, but rather that many will merge or be consolidated, which will enable leaders in these industries to achieve sustainable scale and grow to do even bigger and better things.
Let’s take a deeper look at what this could look like.
From unbundling and cord cutting to the rise of new content distribution platforms likeNetflix and Amazon, media industry watchers are confused about where people will go forentertainment once the digital dust settles. With that in mind, it’s easy to see that companies in entertainment with strong brands and existing audiences can capitalize on the changing landscape by extending their brand with complementary services to win over consumers.
For instance, take Fandango, the marketplace that connects theaters selling movie tickets to consumers searching for reviews, tickets and show times. Despite owning the movie ticket market since launching in 2000, Fandango saw a blistering 81 percent growth in ticketing sales in 2015 over the previous year. While Fandango has been coy in its public-facing statements, one could infer from its highly accomplished media-heavy executive team that the company will look to capitalize on this spectacular momentum by creeping further down the value chain, which it has already begun to do by expanding into reviews through its savvy purchase of Flixster and Rotten Tomatoes.
By doing so, Fandango would be following the example of Pandora, which bought Ticketflyto make the natural progression from someone enjoying a musician on the site to someone buying tickets to their concert.
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