We both agree that the Writer’s Strike represented a key battle in the struggle to define digital extensions as part of creative content and not simply as part of the promotion of a series. Some years out from the strike, what do you see as its lasting impact on the way the industry operates? What won what in these struggles?
The honeymoon period during which creators were given carte-blanche to experiment with the media corporations’ IP was short-lived. In the period leading up to the strike, the Alliance of Motion Picture and Television Producers (AMPTP) stubbornly refused to acknowledge the creative labor involved in these short-form, content-promotional hybrids. The WGA strike of 2007-8 signaled an important response by the exploited members of the writing community that their creative digital labor needed to be rewarded with credit and income.
Disney launched the first volley across the bow of the WGA’s minimum basic agreements by engineering a deal with Apple iTunes to stream its TV series online; however, they failed to arrange an appropriate compensation package for the writers whose original work was being replayed on a new distribution platform. To make matters worse, the networks placed ads inside this digital content, which allowed them to earn additional revenues, thereby undermining their claim that this content constituted promotions.
In the period leading up to the strike, Cuse and Lindelof were able to use their considerable leverage during the making of Lost to negotiate on behalf of not just the WGA members, but also the other talent guilds to ensure that all creators received payment for their work on derivative content such as “The Lost Diaries” webseries. This precedent helped the WGA negotiate terms for all digital content created by guild-represented writers; however, the sanction lacked teeth, as more and more studios formed their own in-house social media marketing groups to oversee these “content-promotion hybrids” going forward.
While the WGA achieved a symbolic victory—an agreement to pay writers for their creative labor regarding digital content, they have lost out in two ways: first, writers are still earning “digital pennies” for creating derivative content given the uneven measurement system associated with online entertainment; secondly, the big media companies are shoring up the infrastructural walls surrounding digital content by creating in-house social media marketing divisions and limiting creator involvement.
In many ways, transmedia is playing a secondary role in the industry’s current thinking to the idea of second screen content. What do you think is motivating this obsession with the Second Screen? What functions does the second screen perform for the industry? for audiences? Why is the second screen easier to comprehend and implement than the more ambitious ideas about wired television so many industry leaders have been promoting?
As Jennifer Holt and Kevin Samson explain in the introduction to Connected Viewing: Selling, Streaming, and Sharing (2014) “connected viewing” practices eschew the top-down, bottom-up binary that has governed so much media industry scholarship around digital, in favor of what Michael Curtin has called “a matrix era”—namely, “a transition from the one-to-many distribution strategies of the broadcast networks to a moment ‘characterized by interactive exchanges, multiple sites of productivity, and diverse modes of interpretation and use.” While one could argue that these interactive systems and multiple sites of productivity engender enhanced creative exchanges between production cultures and audiences, the industry’s current focus on “second screen” over “transmedia storytelling” experiences seems designed to help studios manage consumer data more efficiently via their infrastructural strengths: marketing and distribution.
Furthermore, by controlling marketing and distribution, the media companies are able to facilitate a disturbing trend—developing sophisticated analytics designed to harvest consumer preferences via algorithms and other, digital measurement strategies. In the last decade, Hollywood has fallen far behind their Silicon Valley counterparts—Google, Facebook, and Netflix—when it comes to managing the sale of big data to advertisers through products such as Adsense and Adwords. The latter, in combination with tools like Google Analytics, provided publishers with access to a composite portrait of consumer behavior designed to help advertisers deliver targeted online ads.
In contrast, transmedia storytelling strategies were creator-dependent activities designed to empower creators and audiences via “multiple sites of productivity” and “diverse modes of interpretation and use.” Teasers, trailers, and interstitial video already circulate between broadcast TV series; now, via second screen experiences, all of these new forms of online promotions and branded entertainment can be enlisted to access a composite of consumer information. By bringing these digital production activities in-house—hiring low-paid creative labor to execute all this digital, promotional churn—big media companies will be able to navigate the online advertising space more effectively, unimpeded by talent guild restrictions.
Denise Mann has been the head of the UCLA School of Theater, Film and Television’s Producers Program since 1996 and is an Associate Professor in the Department of Film, Television and Digital Media. In that capacity, she teaches graduate and undergraduate courses on contemporary entertainment industry practices as well as critical studies seminars on film and television history and theory. She is the editor of Wired TV: Laboring Over an Interactive Future (Rutgers University Press, 2014) and the author of Hollywood Independents: The Postwar Talent Takeover (University of Minnesota Press, 2008). Previously, Professor Mann co-edited Private Screenings: Television and the Female Consumer (University of Minnesota Press, 1992).