1. Hustream Technologies Interactive Video
CASE STUDY
Hustream Technologies Interactive Video

2. Testimony/ Video

3. Hustream Technologies interactive video
Operates a service-based
business model
Providing customers with fully produced interactive video content

4. Transition to Product-based Business
- Clients can produce their
own interactive content
- Allow customers increased access.
- Ease of use & conveniance - built interactive material flexibly as they saw fit.
Built a cloud-based platform to
provide easy accessibality
to company's product & services

5. Challenge
Facing lagging results because of dificulty of balancing a service-based model with a product-based business model.
Transitioning from an entirely service-based model to an entirely product-based business model
A management consulting team has been hired (Marlee Lawrence) to advice on a new business model & target market

6. What is Interactive Video
Definition: digital multimedia presentation that can take user input to perform such action
Types of interactive video:
Interactive video in cellphone
V-Commerce e.g. promotion on fashion design
Exploratory video – look object at multiple angles/ like real life.
Interactive video in Youtube –spot-the difference games video, animal dubbing.
Reason increase since 2005:
People used internet and speed broadband
Additional of video as a media type to flash

7. Background HuStream
Canada-based company, operated on a services-based business model
Help client to communicate their story through creative and effective professionally produced videos.
Location : HQ, Kelowna, BC Canada
Established in October 2008
Several offices in Canadian city to service customer across Canada and US.
HuStream employed 7 people in various management roles and responsibility –key employess in developer and technology support, client service, and creative team and subteams.
Peter (CEO) and Amy Matejcek (COO)
List of customers - Well-prestige clients, Microsoft, Intel, many educational institutions.

8. HuStream Future Direction: Challenges
To increase revenue
Expansion service-based business
Financial / Capital investment
Personnel
Cost physical office/ production space
Time
Production in timely manner
High quality account management vs SDK Platform & easy-to-use interface
SDK Platform & easy-to-use interface :3 years to develop but give competitive advantage.

9. Analyzed Current Situation
Identify management team
Key personnel and their strengths & weaknesses
Development and New Architecture
Software used
Business Criteria
Unique criteria to success
Strategic Balance
How to balance achievement of new model to the existing model.
Identify industries
Partners
Business Model

10. SWOT Analysis Strength
Allowed user increase access, ease of use and convenience
Providing high quality video production services for clients through an in house studio equipped with top performing camera equipped.
Provide interactive video content such as in DIY (Do it Yourself)

11. Provide Hustream services in education line.
Provide Hustream services in entertainment line.

12. Opportunity
Expend and increase revenue
Growth in production services, production facilities and highly trained professional.

13. Industries & Business Model
HuStream most responsive and lucrative industry
10 universities, Uni.of Machigan
Students can stand out in resumes
Win-win situation
HuStream - reduce capital investment
Automotive
Lawn, gardening & landscaping
Hospitalities and tourism
Videos for repair advice , home improvement segment
Recession boost DIY
US$678mill US$716.2bil in 2015
Will reduce necessary capital investment for HuStream
Introduces in 2007, explode in 2010 – from TV to internet
Product- based to service-based market.
HuStream would create interactive shows and media content
Eg. Hockey Night in Canada by Rogers TV – broadcasting giant.
HuStream not well experience.
Enter-tainment
-most potential lucrative
DIY
-per video profit model
Educa-tion
-very lucrative
Other

14. Weakness
Uncertainty to maintain competitive advantage.
Cost to build this product (Capital)
Number of workforce

15. Threat
Competitor
Technology always change fast
Not all user know how to use this technology
Not all industries will use this technology
Not all countries able to use this technology

16. Conclusion: Decisions
1- Which industries were the best options.
2- How company would make money by
scaling the business.
3- Identify clear value propositons for both
customers & users within industries.
4- Identify additional personnel, architecture
changes & functionality that they might need &
how those costs would impact the
budget(combination of product & services development)