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Our global media practice has the expertise to help you capture attention and build value in today's global multi-speed media landscape.

How we can help

Our global Media practice works with businesses to assist them with the shift from traditional business models to businesses, brands and revenue streams that leverage digital content and platforms, ensuring they are at the forefront of the digital transformation which is driving immense change within this complex and evolving industry.


Our annual Global Entertainment & Media Outlook provides a detailed commentary and data forecasts across 14 industry segments in 53 countries and is designed to help businesses understand how the environment in which they operate is changing so they can maximise their strategies for business growth.


Industry issues

Profitable growth within the Media industry will increasingly come from capturing market share rather than from expansion in the overall market. In response, media companies worldwide have embarked on a quest to create the most compelling, engaging and intuitive user experiences. And as companies adapt, invest, experiment and innovate to secure higher revenues and market share, they’re driving and capitalising on profound shifts in six key areas: business models, value chains, technology, content strategy, deals and regulation.

Business models

Many segments are at a tipping point where companies must be flexible and innovative to capture new growth streams through emerging business models. For example, in recorded music, labels are reaping big gains in performance rights as streaming becomes the dominant revenue source.

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Value chains

Technological advances, and the new consumer behaviours they enable, are redistributing revenues and competitive advantage along the E&M value chain. In response, E&M businesses are building direct, sustainable relationships with consumers through a relentless focus on user experience.

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Technological change

Technological change is enabling E&M companies to innovate in product offerings, brands and business models around the user experience. We see this in fast-growth segments like virtual reality and e-sports, and in many other segments where data is evolving into a form of currency.  

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Content strategy

Although there’s a near-perfect correlation between rapid E&M growth and younger populations, content strategies must take account of a multitude of local factors. However, a bigger issue remains content discovery, since companies must penetrate consumers’ personal filtering mechanisms.

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Capabilities-driven E&M deals will continue to create new revenue streams and enhance the user experience. In particular, we expect an increase in strategic deals focused on data, analytics and technology innovation.

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While companies increasingly operate on a global scale, it remains vital to understand the changes afoot at a local level. And while the impacts of regulation are hard to predict, its effects on E&M are often clear—witness giant streaming and e-commerce companies deciding not to compete directly in China.

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Contact us

Wilson Chow

Wilson Chow

Global Technology, Media and Telecommunications Industry Leader, PwC China

Werner Ballhaus

Werner Ballhaus

Global Entertainment & Media Leader, PwC Germany

Thomas  Tandetzki

Thomas Tandetzki

Partner, Global Telecommunications Industry Leader and Global TMT Industry Assurance Leader, PwC Germany

Jeanette  Calandra

Jeanette Calandra

Global TMT Industry Advisory Leader, PwC United States

Jerry Li

Jerry Li

Global TMT Industry Tax Co-leader, PwC China

Pavan Kakade

Pavan Kakade

Global TMT Industry Tax Co-leader, PwC India