Rights management is becoming a critical differentiator for media and entertainment companies as content consumption shifts from purchase to access models. To optimize revenue from digital content, companies should reposition rights management as the core system informing other systems, reconstruct rights dimensions to facilitate complex contracts and automation, and reunite rights data in a centralized database. Repositioning rights management as the core enables efficiencies and reduces liability, while reconstructing flexible yet standardized rights dimensions and reunifying rights data empower companies through improved discoverability, traceability, and transparency of content rights.

1. • Cognizant 20-20 Insights
Rights Management: The New Differentiator
for Managing Digital Content
Media and entertainment companies can optimize revenue and enable
automation by repositioning, reconstructing and reuniting rights
management.
Executive Summary
potential, particularly for lower fee deals.
As content consumption patterns in media and
entertainment transform from purchase to access
models, every transaction becomes a “rights”
transaction. A company whose business model is
based on monetizing content must realize that its
core asset is the right to access that content.
• Reunite
In the new world of digital entertainment, intelligent rights management is, therefore, a critical
differentiator. Three best practices can help companies use rights management to capitalize on
emerging digital trends:
The influence of digitized content continues to
create exciting consumption experiences for
media and entertainment audiences. The overarching shift is from a mass consumption model
to an individual one. Historically, broadcasters,
record labels, studios, news organizations and
publishers dictated what content was available
and how it could be consumed. Today, individuals
expect to consume any piece of content, at any
time, in any form of media, and to be delighted in
the process.
• Reposition
rights management: By aligning
rights management as the core system that
informs other systems downstream, media and
entertainment companies can create deal optimization opportunities, enable efficiencies in
asset distribution and reduce liability of selling
products outside the scope of rights.
• Reconstruct
rights dimensions: By defining
rights dimensions in a way that facilitates the
complexities of modern contracts and distribution channels, media and entertainment
companies can create more fluid and boundaryless ways of working. Implementing standardized terminology in the rights dimensions
will enable automation and increase profit
cognizant 20-20 insights | october 2013
rights data: Creating a centralized, accurate and globally accessible rights
database will empower enterprises with
administrative efficiency and synergies among
business units to create diverse offerings.
Anatomy of the Challenge
But as content consumption becomes simplified in the presentation layer, it simultaneously
complicates system requirements in the background layer. New administrative complexities are
wreaking havoc on the legacy systems and processes that have supported the media and entertainment industry for decades.
These challenges can be best illustrated by con-

2. sidering their impact on rights management
systems. From the user’s perspective, he or she
simply wants the right to access an asset or set
of assets. But in the background, the ability to
rightfully deliver specific
In the future, excellence content depends on the
in rights management device, format, channel,
timing window, location,
will allow media exclusivity, subscription
and entertainment type and so on. This added
companies to transform complexity has elevated
rights management from
their administrative pain an administrative function
points into profit points. to the role of strategic
differentiator. Companies
with smart rights management capabilities can
capitalize on the efficiencies offered by the digital
landscape. Early adopters will win the competitive
advantage.
Background
As consumption patterns transition from purchasing what’s physically available to accessing specifically what is desired, rights management becomes the core issue. What are the
consumer’s rights in terms of how content can
be experienced? What rights does the service
need to hold in order to offer consumers exactly
what they want? What rights does the publisher,
studio, record label or broadcaster need to utilize
in its products and services in order to generate
revenue from content? In its simplest form, rights
management means understanding exactly what
content a company has acquired and what it can
do to monetize it. But
In a business where the inherent simplicity
content is king, the of rights management is
by digital
lifeblood assets are the being disruptedwhich aim
trends, all of
rights to content. to satisfy the whim of the
consumer, including:
• Proliferation
of digital channels, vendors,
content formats and product bundles to
offer the flexibility now required by digital
consumers.
• Increasing
complexity in deals, including
restrictions, exclusions, window periods, number of participants and expirations, which correlates with the inherent flexibility available in
digital products.
• Granular data and content “chunks” that are
below the title level, such as segments, clips,
chapters, paragraphs or graphics.
cognizant 20-20 insights
• Addition
of the subscription model, which
challenges the flexibility of legacy systems
designed only for purchase models.
• Desire
to license and administer global,
diverse rights from a single source, which
requires companies to administer rights that
are not traditional to their business.
• Explosion
in transaction volumes, which
tests system scalability, as the number of deals
increases and the scope and granularity of the
content becomes more refined.
Fundamental changes in business models naturally require compensatory changes in business
administration. The following recommendations
should be considered to alleviate the administrative burden and capitalize on these trends:
1. Reposition: Make rights management the
enabler by positioning it at the beginning of the
distribution pipeline architecture, informing
downstream systems of specific products and
distribution options within legal bounds.
2. Reconstruct: Incorporate standardized, flexible rights terminology. Standardized deal terms
allow systems to more easily communicate
terms and conditions, which in turn facilitates
savings through automation. Rights dimensions structured for flexibility allow media and
entertainment companies to adapt to evolving
consumption patterns.
3. Reunite: Empower the enterprise with global
access to a centralized rights database to eliminate inconsistent information, facilitate crossdepartment synergies, and reduce missed deal
opportunities and revenue leakage.
In the future, excellence in rights management
will allow media and entertainment companies
to transform their administrative pain points into
revenue points.
Reposition Rights Management as the
Heart of the Enterprise
A company’s flow of information should mirror its
flow of business. Just as the heart directs the lifeblood of a human, so too must the core business
system drive the lifeblood of the enterprise. In
a business where content is king, the lifeblood
assets are the rights to content.
The Typical Tangle of Systems
Over time, companies have accumulated a patchwork enterprise architecture whose effective-
2

3. ness is inversely proportionate to its growth.
Upon reaching the inflection point of inefficiency,
most have implemented an enterprise resource
planning (ERP) system to standardize the flow of
information. In either case, traditional systems,
such as accounting, sales, manufacturing or distribution, are typically positioned to drive enterprise operations. Nonstandard business functions, often unique by industry, are integrated
from an auxiliary workflow point of view.
The media and entertainment industry has similarly followed suit. A cursory look at most companies reveals traditional architectures, sprinkled
with niche systems on the sidelines. The rights
management function is no exception. Such fragmentation relegates digital rights management
functionality to tracking and reporting. It is used
for information, not to directly influence product
creation. Furthermore, diverse systems often
propogate, based on organization, right type,
territory or functional gap. With each new system
fragment, the reliability and accessibility of rights
information decreases.
Make Rights Management the Enabler
Systems and processes should be structured to
mirror the flow of business. For business models
based on monetizing content, the primary asset
is the right to content. The ability to generate
revenue from acquired content is subject to the
rights received in a contract. Therefore, it is intuitive for most media and entertainment compa-
nies to position their rights management system
at the core, feeding the related sales and distribution systems downstream. The rights management system should be the
enabler, allowing the distri- The rights
bution system to know which
management system
products can be distributed,
to which locations, and during should be the
which timeframes. In turn, the enabler, allowing the
sales system will update the
distribution system to
financial systems.1
know which products
In addition to achieving downcan be distributed,
stream efficiencies, the rightscentric structure mitigates to which locations,
liability. In the traditional and during which
architecture, products are
timeframes.
created, sold and accounted
for without the checks and
balances of an integrated rights management
system. This is a significant liability gap that can
go unrestricted until it’s too late (see Figure 1).
We know of one major record label that experienced this firsthand. The music industry’s transition to digital content has caused an increase in
digital channels and enabled greater flexibility in
distribution. As a result, it has become commonplace for music creators to segment their digital
rights among different assignees.
This record label encountered several situations
in which it inadvertently distributed content to
Rights Management: Before and After
Traditional ERP Structure
Rights-Centric Structure
Royalties
Rights
Management
Rights
Management
Sales/
Distribution
Sales/
Distribution
Royalties
Finance/
General
Ledger
Finance/
General Ledger
Figure 1
cognizant 20-20 insights
3

4. iTunes for artists who had withheld their iTunes
rights. Furthermore, the mistakes were not
caught until after signifiWhen realigning rights cant sums of money had
already been collected
management to the and royalties had been
core, it is important to paid on prior statements.
view the central system This mistake occurred
because the rights manas a singular one. agement system was not
integrated with the sales
and distribution systems. Repositioning the rights
management system at the core could prevent
such breaches before they could occur.
The Power of One
When realigning rights management to the core,
it is important to view the central system as a
singular one. As noted above, companies tend
to accumulate multiple solutions. With rights
becoming more fragmented, complex and diverse,
it becomes even more challenging to manage
rights with a simulated, enterprise-wide system.
However, the added intricacies introduced by
the digital environment increase the importance
of maintaining a centralized rights management
system. Licensees want to acquire more rights
types from fewer sources, while licensors must
expand the scope of rights they can monetize to
remain competitive. In today’s age of diversified
content-based products, magazine publishers,
for instance, also manage movie rights. Record
labels bundle t-shirts with vinyl. Book publishers oversee advertising revenue for writers’ Web
sites. Furthermore, even
Even traditional rights traditional rights bundles
are increasingly difficult
bundles are increasingly to accurately administer,
difficult to accurately as content shrinks into
administer, as content smaller “chunks” and distribution windows shortshrinks into smaller en. The only effective
“chunks” and distribution solution is a unified one.
windows shorten.
Merging the disparate
rights systems of a small
or medium-sized company is manageable, but it
requires prudence. Flexible solutions are available
in the mid-market. It is chiefly a matter of quality
in requirements gathering and implementation
strategy. But unifying the plethora of systems
accumulated by an international entertainment
conglomerate is a challenge not for the faint of
heart.
cognizant 20-20 insights
Michael Sid, CEO and co-founder of rights management software provider Mediamorph, recently
said: “I’ve seen it done successfully in a few rare
cases, such as one of the major studios. What it
takes is one person. You need a smart team to
manage the implementation. But it will only work
if there is a single person at the helm that possesses detailed knowledge of each area of the
enterprise.”2
This is a valuable lesson. It is not effective to
gather executives with varied expertise to lead a
complex implementation project via committee.
All of the intricacies and tradeoffs will never be
fully vetted if the detailed knowledge resides in
different places. But the nature of this challenge
— the siloes of tacit knowledge — clearly reinforces
the importance of breaking through the walls of
communication barriers to unify the enterprise.
The Takeaways
• A business should align its systems to its value
chain.
• For
most media and entertainment companies, the foundational assets are the rights to
content.
• By
positioning rights management as the
enabler of downstream activities, a company
increases effectiveness and reduces liability.
Reconstruct Rights Dimensions to
Enable Flexibility and Automation
An upfront investment in defining rights dimensions consistently and intelligently will pay back
manifold through reduced administration costs.
Well-Defined Dimensions
With rights management as the enabler of the
flow of business, the structure of how rights are
captured becomes the enabler of the system. The
level of detail at which the rights should be defined
is driven by the granularity of the contracts and
the intricacy of the reporting requirements. Both
are becoming increasingly complex, driven by
increases in restrictions, exclusions, window definitions and periods, number of participants and
expirations.
To capture the rights dimensions, a series of
hierarchies should be implemented to categorize
products, categories, distribution channels, territories, restrictions and so forth. Each of these
hierarchies has multiple levels of detail, providing
deeper granularity in contracts and more flexible
reporting.
4

5. Deconstructing the Rights Morass
Merchandising
Multiple
Lines of
Business
• Character
• Article
• Territory
• Channel
• Language
Subcategories enable
further refinement.
Article
• Apparel
• Housewares
• Toys
•…
Apparel
• Boys
• Girls
•…
Broadcasting
• Program
• Format
• Territory
• Channel
• Language
• Pajamas
• Shirts
•…
Etc.
• Season 1
• Season 2
•…
Etc.
Program
• Episodic
• Theatrical
•…
Episodic
• Title 1
• Title 2
•…
Each category can have
a robust hierarchy to
organize IP as needed.
Source: FADEL Partners, Inc. (‘FADEL’). Used by permission. All rights reserved.
Figure 2
As Gregg Guest, VP of product marketing and
strategy at FADEL, whose rights management
suite is used by clients such as Harvard Business
Publishing and Marvel Entertainment, explains:
“In our experience, a series of five dimensions
is typically more than adequate to model most
licensing flows. Three to five levels of hierarchical depth should be available below each dimension, providing enough detail to accurately represent virtually any licensing operation.”3 Ideally,
a system should support the ability to drill down
to an unlimited number of sub-hierarchies to suit
the most complex of agreements (see Figure 2).
When defining such rights dimensions, it is
important to be both detailed and strategic. The
system must have the detail to accurately represent complex rights combinations. Dimensions
must also be designed to be flexible in order to
keep pace with evolving digital content distribution trends. The requirements behind capturing
rights change every few years due to the entry
of new formats, sales channels, bundles or entire
business models. Workaround processes are typically created out of necessity to temporarily solve
such issues in legacy systems. But such bandaids have a short useful life and build up significant administrative lag. Rights systems should
facilitate the creation of new dimensions and
include regular updates to maintain pace with the
industry.
cognizant 20-20 insights
Consistency is King
The need for consistency in rights terminology has both internal and external impacts on
a company. When rights are recorded internally
in an ad hoc fashion, the irregularity of terms
causes confusion and missed opportunities. After
rights are acquired, they are often misunderstood
or difficult to locate by those seeking to utilize
the content. When rights
are sold, missed payments
Implementing an
can go untracked, and
compliance is indiscern- organized set of rights
ible. Determining which dimensions can increase
specific rights remain
revenues by improving
available becomes an even
greater challenge, due to discoverability,
the “granularization” of traceability and
content and the increastransparency.
ing number of formats
and distribution channels.
Implementing an organized set of rights dimensions can increase revenues by improving discoverability, traceability and transparency.
Standardizing legal terms and definitions enables
automated communication by ensuring that all
parties are speaking the same language, be it
person to person, person to machine, or machine
to machine. If a company needs a human to
process every rights deal that emerges, it is
unlikely that it can make small deals profitable.
5

6. As an example, assume a publisher wants a distributor to license certain segments in an automated workflow and report details back to it.
If the specific rights to use the content and
contract terms are communicated in a standardized vocabulary, and reports are delivered in the
same standard, automated licensing becomes
possible. Now, by removing human intervention
and bringing the administrative cost down to
a few cents, small deals can be profitable. This
opens up a new universe of potential customers.4
It also provides the economies of scale needed to
survive in an environment where the perceived
value of many types of content is sinking.
As David Marlin, co-founder and president of
MetaComet Systems and co-chair of the BISG
Rights Committee, says, “If I say that I am granting
you ‘digital’ rights, what specifically am I granting
you? This question is particularly challenging for
interpreting contracts that were signed before
the advent of e-books.” The BISG initiative aims
to clarify this issue through accepted, industrydefined terms. The pilot program has produced
a rights-controlled vocabulary for dimensions
such as current rights status, territory, language,
content, format, market and limitations.6 Figure
3 illustrates a sample of some of the data sets
defined.
Further Efficiency through Industry Standards
The Takeaways
Industry-wide standardization initiatives are
underway to improve consistency and transparency in rights management. The Book Industry
Study Group (BISG) is testing this assumption in a
pilot project called Domestic Rights and Royalties
Reporting. Its aim is to facilitate standardized,
automated, system-to-system reporting of rights
and royalty transactions to improve transparency
and reduce costs.5
• The
effectiveness of a rights system is
dependent upon how well it captures contract
dimensions.
• Such dimensions must be detailed enough to
support the complexity inherent in modern
licensing deals, and flexible enough to adapt to
changing requirements.
• Implementing
standardized terms enables
automated workflows and allows companies to
profit from deals that would otherwise be too
expensive to administer.
Defining Content and Format Types
Content
Unaltered Content
Full Text Only
Condensed or Abridged
Annotated
Revision
Adaptation
Cover Design
Cover Art
Cover Reproduction
Series
Characters
Music
Sound Effect
Voice Over
Preface
Prologue
Summary
Foreword
Quotation
Poem
Chapter
Software
Appendix
Resources (i.e., annotated list
of reference locations)
Bibliography
Glossary
Module
Unit
Conclusion
Lesson
Reading Guide
Author Interview (text)
Interior Photographic
Illustration
Interior Non-photographic
Illustration
Format
All Formats
All Formats, Except…
Unabridged Sound Recording
(physical)
Unabridged Sound Recording
(download)
Abridged Sound Recording (physical)
Abridged Sound Recording (download)
Dramatized Sound Recording (physical)
Dramatized Sound Recording
(download)
Audio Recording
Video Recording
Audio Adaptation for
Visually Impaired
Audio Online Access
DAISY Audio
Large Print
Map
Slide Show
Comic Strip
Animation
Video Clip
Author Interview (video)
Courseware
Test Banks
Lab Manual
Solutions
Study Guide
Activities Manual
Workbook
Practice Problems
Sample Test
Primer
Worksheet
Supplement
Introduction
Afterword
Notes
Commentary
Epilogue
Chart
Graph
Table
Logo
Braille
Print Volume
Hardcover
Mass Market Paperback
Shareable Content
Object (SCO)
Activities
Exercises
Games
Merchandise
Loose Leaf
Pamphlet
Leather/Deluxe Binding
Board Book
Cloth Book
Bath Book
Novelty Book
Comic Book (periodical)
CD-ROM
Digital (delivered electronically)
Digital Download and Online
Digital Online
Digital Download
Microfiche
Microfilm
Calendar
Mulit-format Bundle
General Merchandise
Doll
Soft Toy
Toy
Game
T-shirt
Other Merchandise
Source: Rights Controlled Vocabulary, Version 1.0, Rights Committee, Copyright 2012 by the Book Industry Study Group
Figure 3
cognizant 20-20 insights
6

7. Reunite Rights Data to Achieve
Efficiencies and Revenue Optimization
A centralized, accurate and globally accessible
rights database will empower the enterprise with
administrative efficiency and synergies among
business units to create diverse offerings.
Global Access
When defining rights dimensions for a global
audience, organizations must not overlook the
importance of providing a broad range of users
with access to their rights data. It has been
demonstrated that synergies can be achieved
by bringing enterprise-wide rights management
under a unified system for the benefit of diverse
rights clearance departments. But the consumers of rights data extend far beyond the rights
department. For example, financial analysts need
to understand when rights expire to accurately
budget and project revenue. Sales teams use
the information to find opportunities to exploit
existing rights that have been overlooked. A
brand partnership team must understand in what
way the company can promote each client for
diversified revenue options.
One major broadcast network’s lack of global
access to rights data caused the loss of over a
million dollars in a licensing deal. The interactive department had independently licensed a
certain right for $50,000 to a small online vendor
without checking rights availability data. At the
time, this company’s licensing department was
negotiating with a global brand for a seven-figure
exclusive license. Upon learning that exclusivity
was no longer possible, the global brand cut its
licensing premium by over a million dollars. Had
the licensor provided the interactive group with
access to rights data, it would have seen a hold
placed on that right, pending a negotiation over
exclusivity.
It is also important to keep in mind which external
users may benefit from viewing rights data. The
individual creators — and their attorneys, accountants or business managers — will pay attention to
what rights are represented in the system. Such
users are likely to be more proactive in examining
rights data for consistency with the understanding of contract terms. This type of crowdsourcing is a natural way of providing extra checks to
improve the accuracy of rights data without the
added overhead cost that would otherwise be
required.
cognizant 20-20 insights
In determining the approach to providing global
access, it is crucial to establish different user
classes. Rights data contains an assortment of
insights, some of which is highly sensitive. For
example, a royalty administrator needs to confirm
that an advance paid to the creator matches the
amount dictated by the
contract. But an entry-levA centralized, accurate
el business development
associate who is gather- and globally accessible
ing information about rights database will
which rights to pitch likely
empower the enterprise
should not have access to
such data. Similarly, it is with administrative
important to ensure that efficiency and synergies
external users can only
among business units to
access information that
pertains to their accounts. create diverse offerings.
A Single Point of Truth
While it may not be feasible to adopt a single
enterprise-wide rights management solution in
every situation, a central repository of rights information should be implemented, at a minimum.
The proliferation of digital channels, formats and
product bundles requires diverse rights licensing.
A company cannot keep its vital rights information trapped in silos and expect to diversify and
optimize its revenue streams.
Despite the clear value
A company cannot
proposition and relative
lack of impediments, it is keep its vital rights
surprising how many com- information trapped
panies still function this
in silos and expect to
way. According to a 2011
study conducted by the diversify and optimize
BISG, 50% of all publish- its revenue streams.
ers do not have a centralized repository of digitized contracts but instead
use paper contracts, tucked away in files throughout their offices.7 Our experience working closely
with record companies, studios, broadcasters and
information management service providers has
yielded similar findings.
Without a central database, well-meaning employees begin to track information in ad hoc spreadsheets. Information quickly becomes inconsistent,
out of date, nonstandardized and inaccessible to
a broader audience who could benefit from it.
Rights conflicts inevitably follow. The lack of consistent terms and formatting makes it impossible
to search these documents effectively, even when
7

8. stored on a shared storage device.8 As Elie Perler,
senior coordinator of music & media licensing at
MTV Networks, put it: “Most alleged centralized
licensing databases I’ve worked with at previous
organizations are really just glorified Windows
Explorers, specific to a business unit. There are
Excel spreadsheets, Word docs and scanned
contract PDFs that are attempted to be organized, but there is also a lot of clutter. Searching
via OCR text recognition is not standardized and
takes a long time to find what I need.”9
The common misconception that a shared drive
of scanned PDFs is a central repository is an
unfortunate one, indeed. Such systems do grant
access, but they lack the key element to achieving
effectiveness: structured data. When rights information from contracts is registered to a database
according to a structured data model, information is easily searched and retrieved. Again, the
positive impact of standardization cannot be
underestimated.
The Takeaways
• Media
and entertainment companies must
diversify their revenue streams derived from
content to satisfy the consumer and remain
competitive.
• Rights
data is the link between diverse
business units that enables diverse products
and services to be sold.
• A
truly centralized, accurate and globally
accessible rights database will empower the
enterprise to create innovative offerings at the
speed of industry transformation.
Down the Road
Looking further downstream, the next opportunity for efficiencies after deal construction is in
delivering the actual licensed content. Building
integration between the rights management
system and digital asset management (DAM)
system extends automation’s potential down the
value chain. While evaluating potential deal profitability, overhead costs of preparing and delivering an asset can be taken into account based on
DAM information about format requirements.
Upon completion of a deal, a standard delivery
specification can be sent automatically, based
on specific content formats, to provide advance
notice to the media supply chain for construction of the digital delivery. Furthermore, ROI for
existing digital assets can be increased by using
an integrated DAM solution to optimize content
repurposing across product lines.
In a landscape quickly converting to business
models based on access, the crux of the industry
lies in the rights to content. As consumer
demand for bundled products increases, companies need to diversify their offerings to remain
agile and competitive. Content-based products
created by publishers, broadcasters, studios and
record labels continue to intertwine, and the
lines between these traditionally defined businesses continue to blur. By implementing smart
rights management practices at the core of their
systems and processes, companies will differentiate themselves by their ability to scale administrative savings through automation and facilitate
revenue optimization through channel/window
management.
Footnotes
1
Interview with David Copper, formerly Rights & Royalties Lead at Cognizant Business Consulting’s Information Media and Entertainment Practice, February 18, 2013.
2
Interview with Michael Sid, CEO and co-founder, Mediamorph, June 12, 2013.
3
Interview with Gregg Guest, VP of product marketing and strategy, FADEL Partners, Inc. (‘FADEL’),
June 13, 2013.
4
“David Marlin Presents Rights Management Standards and Best Practices to AAP PSP Books
Committee,” MetaComet Systems Web Site, April 25, 2013, http://www.metacomet.com/david-marlinpresents-rights-management-standards-and-best-practices-to-aap-psp-books-committee/.
5
BISG Web site, http://www.bisg.org/committee-1-17-rights-committee.php.
6
Interview with David Marlin, co-founder and president, MetaComet Systems, January 23, 2013
7
Rich Shivener, “Rights and Royalties: A Game of Granularity,” Publishers Weekly, Feb. 3, 2012,
http://www.publishersweekly.com/pw/by-topic/digital/retailing/article/50505-rights-and-royalties-agame-of-granularity.html.
cognizant 20-20 insights
8

9. 8
Martin Brooks and Laurel Meredith,“Business Rights Management: A Primer” Journal of Digital Asset
Management, Vol. 6, No. 4, pp 196-209, 2010, Macmillan Publishers Ltd.
9
Interview with Elie Perler, senior coordinator of music and media licensing at MTV Networks,
February 26, 2013.
Acknowledgment
The author would like to recognize the contributions of Marty Gottesman, a rights management expert,
to the concepts discussed in this white paper.
About the Author
Noah Beltran is a Consulting Director within Cognizant Business Consulting’s Media and Entertainment Practice. He has over 20 years of experience working with technology, focusing on digital asset
management and distribution, as well as intellectual property and rights management. Noah can be
reached at Noah.Beltran@cognizant.com.
About Cognizant
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