Students will begin the final project process by individually preparing an executive summary on the current streaming marketplace, the current industry players, their current sports content activity as well as consumer segmentation. Some themes you should consider in your executive summary.●Summarize the existing streaming marketplace in terms of users, providers, revenues, growth rates and consumer segmentation●Summarize, in depth, each existing streaming platform in terms of their user base, their revenues, growth rates and their content portfolio●Identify the competitive advantages of streaming platforms vs. traditional linear platforms●Summarize the existing sports media marketplace as defined in our class discussion and through your own research○Include information on current digital sports content consumption trends●Utilize secondary market research data, trade press, consumer press and business press to support the premise that streaming platforms should invest in sports to grow their businesses. Your research should include, but not be limited to:○PwC Beyond the Gate report○PwC Streaming Shakeup reportMKT 428 | Business of Sports and the Media
Final Project Guidelines
OVERVIEW
The final project will unfold in stages over the remainder of the semester. The project will
consist of one individual research paper, one group presentation and one group marketing
plan submission.
The final project will prompt you to reflect on the current yet changing sports-media nexus
and apply your course learning to the development of a marketing plan for a digital
platform that has theoretically acquired one of the major sports properties that we will
discuss during the semester. In this activity, you will act as a marketing representative for
the platform and prepare the marketing plan that will help shape the platform’s consumer
launch campaign.
As you prepare your work, consider
●
The current sports-media nexus landscape
●
The current streaming media landscape
●
How the sports property matches the platform’s mission and SWOT
●
How the sports property meets the needs and wants of the platform’s consumer
base
●
How the content would grow the consumer base and/or build value for existing
customers
●
How marketing can ensure the initiative is successful
INDIVIDUAL ASSIGNMENT
●
Streaming Industry Executive Summary
○
4 to 5 pages
○
Due – Wed, March 4
○
Submit hardcopy in class and upload to Blackboard assignment
Students will begin the final project process by individually preparing an executive
summary on the current streaming marketplace, the current industry players, their current
sports content activity as well as consumer segmentation. Some themes you should
2
consider in your executive summary.
●
Summarize the existing streaming marketplace in terms of users, providers,
revenues, growth rates and consumer segmentation
●
Summarize, in depth, each existing streaming platform in terms of their user base,
their revenues, growth rates and their content portfolio
●
Identify the competitive advantages of streaming platforms vs. traditional linear
platforms
●
Summarize the existing sports media marketplace as defined in our class discussion
and through your own research
○
●
Include information on current digital sports content consumption trends
Utilize secondary market research data, trade press, consumer press and business
press to support the premise that streaming platforms should invest in sports to
grow their businesses. Your research should include, but not be limited to:
○
PwC Beyond the Gate report
○
PwC Streaming Shakeup report
GROUP DELIVERABLES
●
Student pairs to instructor – March 16 (ungraded)
●
8-10 minute presentation on their proposal on April 15 or 22 (Group order TBD)
●
10-15 page marketing plan on April 27
Once the industry summaries are complete, students will work in groups of two. Please
make every effort to find a partner for your final project. While students can work in groups
of three, this is not preferable, and I will require a 15-20 page marketing plan for groups of
three students.
Your proposal should follow the marketing planning process, borrowed from MKT210, and
reinforced throughout the semester.
PLANNING
Mission & Objectives
●
Identify your digital platform
●
Communicate your platform’s mission
●
Communicate how the content acquisition fits with your platform’s mission and
meets its business objectives
2
3
Executive Summary (Consolidate your individual research into a summary for just one
platform)
●
Summarize, in depth, the platforms in terms of its user base, revenues, growth rates
and content portfolio
●
Secondary market research data, trade press, consumer press and business press
that supports the premise that streaming platforms should invest in sports to grow
their businesses. Your research should include, but not be limited to:
●
○
PwC Beyond the Gate report
○
PwC Streaming Shakeup report
The existing sports media marketplace as defined in our class discussion, but also
including your own research
○
Include information on current digital sports content consumption trends
Situation Analysis
●
Build a SWOT for the platform in comparison to other competitive digital and
incumbent “non-digital” platforms.
●
After you have completed your SWOT, think about the larger implications of your
analysis.
○
What strengths can the client leverage to take advantage of opportunities or
mitigate threats?
In light of the current business environment, what weaknesses are most
○
pressing to address or what strengths should they further develop?
IMPLEMENTATION
Segmentation, Targeting, and Positioning (Planning)
●
Building off your research, explain in-depth the segmentation of the sports
consumption audience including the pros and cons of each segment
●
Identify your target market(s) and the rationale for choosing this segment using
secondary market segmentation research (Targeting)
●
Explain how you would position this content as you go to market (Positioning)
Marketing Mix
Product
●
Provide details on the content that you expect to offer. Please consider live games
and other content opportunities
●
Using your research, justify your content decisions (Needs and wants)
●
Assume a contract that extends five-years
3
4
Pricing
●
Estimate the purchase price for your platform’s acquisition of the content
●
Translate that purchase price into a consumer pricing strategy (make the math
work)
●
Communicate your strategy behind pricing the content as it relates to the consumer
needs and wants as well as your competitors in the digital and linear space
●
Assume you are in a competitive bidding process with traditional and digital
competitors for a five-year deal
Place
●
Provide details on where the content would live on your platform
●
Communicate your distribution reach of this content. Is it a national, regional,
international or global play? (Your purchase price must reflect this distribution)
Promotion
●
Explain how you will leverage your platform and your ownership’s reach to promote
the product
●
Communicate other ways in which you would promote the product
●
What is your paid media strategy? What are the expected costs?
MEASUREMENT
●
Customer-generated revenue and advertising revenue projections
●
Customer acquisition or customer retention
EXPECTATIONS
●
Each group will present for 8-10 minutes (PowerPoint, Keynote, et al.)
●
Be prepared for questions from fellow students and the instructor
●
Dress professionally
●
Use marketing theory to explain the strategy
●
Creativity is encouraged
●
Stay within the time limit
●
Both group members must participate in presentation of the proposal
●
Turn in hardcopy of all assignments on due date
●
Upload final materials to Blackboard assignments on due date
4
5
COURSE WEIGHT
●
Individual Executive Summary – 20 percent (change from syllabus)
●
Final Project Marketing Plan – 20 percent
●
Final Project Presentation – 20 percent
5
6
PRESENTATION GRADING RUBRIC
Does Not Meet
Expectations – 1 pt
Content
●
●
●
●
The slide and
presentation material
does not
demonstrate an
understanding of the
marketing planning
process
The slide and
presentation material
are not original
The content shows a
lack of outside
research
The content fails to
cite accurate
references
Meets Expectations – 3 pts
●
●
●
●
Slide and presentation
material demonstrate
some understanding of
the marketing planning
process, but not a
mastery
Slide and presentation
material is original
The content
demonstrates some
outside research
All sources accurately
referenced
Exceeds Expectation – 5 pts
●
●
●
●
Writing/
Formatting
●
●
Significant copy
editing and/or
grammatical errors
on the slides (3 or
more)
Formatting shows no
effort to make
content engaging
●
●
Slides are free of
editing or grammatical
errors (2 or less)
Formatting shows
some effort to make
content engaging
●
●
Slide and
presentation material
demonstrate a clear
understanding of the
marketing planning
process
Slide and
presentation material
is original
The content
demonstrates a
substantial amount of
outside additional
research and
supporting facts that
add value to the
presentation
All sources accurately
referenced
Slides are free of
editing or grammatical
errors
Formatting shows an
effort to make the
presentation engaging
via design, animation
and supporting
material
6
7
Individual
Participation
●
●
●
●
●
Logistics
Score/Grade
Range
●
The student fails to
participate in the
presentation
The student is not
familiar with material
during the
presentation and
requires aid (screen
or notes)
The student is not
professional in
his/her presentation
(engaged; makes
eye contact with
class)
The student does not
participate in the
Q&A
The student is not
dressed
professionally (as if
participating in a
corporate setting).
●
Group does not
follow instructions as
outlined above
●
1 – 12 ( < 70)
●
●
●
●
The student
participates in the
presentation
The student is familiar
with material during
the presentation with
some reliance on aids
(screen or notes)
The student is
professional (engaged;
makes eye contact
with class)
The student
participates in the
Q&A, but is not fully
knowledgeable
The student is
somewhat dressed
professionally
(as if participating in a
corporate setting).
●
Group somewhat
follows instructions
●
13 - 28 ( 70 - 88)
●
●
●
●
The student
participates in
presentation and
demonstrates group
leadership
The student is familiar
with material during
the presentation and
requires no aid
The student is
professional and
enthusiastic
(engaged; makes eye
contact with class)
The student takes
leadership in the Q&A
and is fully
knowledgeable
The student is
dressed professionally
(as if participating in a
corporate setting).
Group follows all
instructions
29 - 36 (90 - 98)
7
8
INDIVIDUAL EXECUTIVE SUMMARY & FINAL PAPER GRADING RUBRIC
Does Not Meet Expectations
- 1 pt
Content
●
●
●
●
The submission does
not demonstrate an
understanding of the
marketing planning
process
The submission does
not present a clear
proposal
The submission shows
a lack of outside
research
The submission fails to
cite references
Meets Expectations - 3 pts
●
●
●
●
The submission
demonstrates some
understanding of the
marketing planning
process, but not a
mastery
The submission
presents a clear
proposal
The submission
demonstrates some
outside research that
supports the proposal
All sources accurately
referenced
Exceeds Expectation - 5 pts
●
●
●
●
Writing/
Formatting
●
●
Logistics
●
●
Score/Grade
Range
Significant copy editing
and/or grammatical
errors (5 or more)
The assignment is not
clearly organized and
does not provide clarity
●
Student fails to meet
due date
Student does not
submit hardcopy or
uploaded to
Blackboard
●
1 - 8 ( < 70)
●
●
The content is
generally free of
editing or grammatical
errors (5 or less)
The assignment
shows good structure
and is clearly
communicated
●
The student meets
submission deadline
The student does not
provide hardcopy and
digital copy to
Blackboard
●
9 - 20 ( 70 - 88)
●
●
The submission
demonstrates a clear
understanding of the
marketing planning
process
The submission is
original and offers a
unique perspective
The submission
demonstrates a
substantial amount of
outside additional
research and
supporting facts that
add value to the
presentation
All sources are
correctly referenced
Content is free of
editing or grammatical
errors
The assignment
shows good structure
and the ideas
The student meets
submission deadline
The student provides
both hardcopy and
digital copy to
Blackboard
21 - 24 (90 - 98)
8
The streaming shakeup
A battle for video consumers in 2020
pwc.com/CISvideo
Table of contents
Introduction
....................................................................................................................... 03
Key findings
...................................................................................................................... 04
Pumping the brakes on the cord-cutting revolution
The calm before the streaming storm?
The streaming wars are intensifying
................................. 05
.............................................................. 07
................................................................... 09
How many subscriptions can one consumer really handle? .................... 11
The golden era of streaming could be coming to an end:
A few things to consider as the streaming wars heat up in 2020 ......... 13
Get in touch ........................................................................................................................ 15
Consumers have found their video consumption
groove, evidenced by three key trends:
1. Cord cutting has come to a lull – consumers
who still have pay-TV recognize that it fulfills
a need in their video service portfolio.
2. Once a revolutionary shift, streaming has
become commonplace – 90% of consumers
are watching video content over the internet.
3. Consumers have seemingly settled into their
video service portfolios, having curated a selection
of services that meets their content needs.
However, this might be the calm before the
streaming storm. As enticing new players
enter the market and content libraries become
more fragmented, consumers must prioritize
and strategically manage their video service
portfolios to ensure access to the content they
want or to even know what is available to them.
The question for consumers is no longer “How
do I watch?”, but “What do I keep and what do I
cut?”. Services that don’t provide their audience
with a clear value proposition and a seamless user
experience run a real risk of attrition in the future.
Methodology: In October 2019, PwC surveyed a sample of 2,016 people in the United States, ages 18-59, with annual
household incomes above $40,000. We analyzed our results against similar studies we administered in past years, from
2013 to 2018.
PwC | Consumer Intelligence Series: The streaming shakeup
3
Key findings
• The percentage of total pay-TV users
remained stable at 68% in 2019, compared to
67% last year. This is in stark contrast to the
6% decline we saw from 2017 to 2018.
• While usage of Netflix continues to surpass
that of pay-TV, its usage showed signs of
slowing this year. Other players in the market,
such as Hulu and HBO Go, continue to grow
and gain market share.
• Consumers are happy about the state of video
today, with 76% saying they are satisfied with
their current video services.
• Though satisfied today, consumers surveyed
are still looking for the next big thing. 50% say
they intend on subscribing to new entrants
in the market, such as the just-launched
Disney+ and Apple TV+ and the muchanticipated launches of HBO Max and NBCU’s
“Peacock.”
• And consumers know how to get the content
they want – 64% of respondents who intend
on subscribing to new a new video entrant say
they would downgrade or terminate one of
their current video services to do so.
PwC | Consumer Intelligence Series: The streaming shakeup
4
Pumping the brakes on the cord-cutting revolution
In 2019, those who had a tumultuous
relationship with cable cut the cord, and those
who stuck with it recognize that it fulfills a
need in their overall video portfolio. Total payTV subscribers remained consistent at 68%,
compared to 67% in 2018. Traditional pay-TV
subscribers also remained consistent year-onyear (YOY). In contrast, cord-cutters saw a YOY
decline for the first time in five years.
Distribution of pay-TV relationships over time
2015
61%
18%
16%
5%
2016
54%
23%
17%
6%
2017
46%
27%
19%
8%
2018
40%
27%
25%
8%
2019
Traditional pay-TV
subscriber
39%
29%
23%
9%
Cord-trimmer
Cord-cutter
Cord-never
Q: Which of the following best describes your current relationship with pay-TV?
Source: PwC Consumer Intelligence Series 2019 video survey
PwC | Consumer Intelligence Series: The streaming shakeup
5
Netflix continues to dominate the market and
surpass pay-TV in usage; however, their growth
has noticeably slowed in recent years. Amazon
Prime and Hulu, on the contrary, continue to gain
market share.
It helps that fewer and fewer pay-TV subscribers
are solely watching TV through their cable
subscription – 77% are accessing TV content on
the internet, up from 72% in 2018. Pay-TV users
also account for the lion’s share of streaming
subscription growth:
• On average, pay-TV users also subscribe to
five additional video services in 2019, up from
four in 2018.
• Cord-trimmers spread their wings the furthest,
averaging 10 additional video services
alongside their pay-TV subscription; however,
they are also the least committed. Cordtrimmers are the most agile at managing their
video content portfolios because they are
primarily motivated by content – they are more
likely to start or stop a subscription because
of content. In fact, 40% told us they are
actively looking to unsubscribe from at least
one of their current services.
Pay-TV vs. streaming service subscribers
2017
73%
73%
41%
25%
2018
67%
76%
55%
32%
2019
All pay-TV subscribers
68%
81%
67%
48%
Netflix users
Amazon Prime users
Hulu users
Q: Which of the following best describes your current relationship with pay-TV? Which of the
following TV/video services do you currently use, have used in the past, or never used?
Source: PwC Consumer Intelligence Series 2019 video survey
PwC | Consumer Intelligence Series: The streaming shakeup
6
The calm before the streaming storm?
Just two years ago, 60% of consumers said the
video content space was more overwhelming
than ever before. Today, the majority of
consumers are decidedly happy: 76% say they
are satisfied with their video subscriptions and
73% are satisfied with the quality of original
content offered.
When asked specifically about the abundance
of options in the streaming space today,
consumers say they’re “happy,” “fulfilled,” and
“excited,” suggesting that most have curated an
ideal combination of video content options for
their needs.
Emotions associated with the abundance of options in the video space today
Excited
50%
40%
Angry
Happy
30%
20%
10%
Fulfilled/
Satisfied
Anxious
Curious
Frustrated
Confused
Average
consumer
Age 18-24
Age 50-59
Q: Which emotion(s) best describes how you feel about the abundance of options in the video streaming space
today? Choose up to three.
Source: PwC Consumer Intelligence Series 2019 video survey
PwC | Consumer Intelligence Series: The streaming shakeup
7
A happy outlook persists even as the cost for
video content rises. In recent years, consumers
were optimistic that video content costs would
decline, but this year we see that trend reverse
– on average, consumers are spending roughly
$76 a month on video content, an increase of $5/
month year-on-year.
When asked if they expect to pay more or less
for video content one year from now, 60% said
they expect to pay more.
For one, there’s a general expectation that
current services will continue to increase their
prices; yet, more notably, 33% expect to invest
more in new services that are launching this
coming year, and 21% are willing to pay more to
gain access to ad-free content.
Reasons why consumers think they’ll pay more for video next year
I expect the prices of my current subscription to go up
64%
There are new options on the market that I want to subscribe to
33%
I want access to ad-free content
21%
My current services don't fulfill all of my content needs and wants
21%
I want more access to premium content
18%
Q: Why do you expect to pay more one year from now for video content?
Source: PwC Consumer Intelligence Series 2019 video survey
PwC | Consumer Intelligence Series: The streaming shakeup
8
The streaming wars are intensifying
Bottom line – consumers are willing to spend
more to get the content they want, which is
good news for brands launching new streaming
services. Half of all consumers surveyed
indicated some level of interest in subscribing
to at least one of the new video services to be
launched in the next 6-12 months.
However, unaided awareness of new streaming
services could use improvement. When asked if
they could name any new market entrants, 51%
of consumers said they couldn’t think of any.
When prompted with brand names for level
of interest, consumers are especially excited
for Disney+ – not surprising given Disney’s
significant promotional campaign for their launch
this past November.
It’s important to note that streaming services
scheduled for 2020 launch, like NBCU’s
“Peacock” and WarnerMedia’s “HBO Max”
may not have yet ramped up their promotional
marketing campaigns. Especially in the case of
“Peacock,” we anticipate interest to be higher
as more details emerge related to the likely adsupported offering.
Percent of consumers who plan to subscribe to the following new
streaming services
Disney+
33%
Apple TV+
17%
HBO Max
11%
Discovery/BBC
6%
NBCUniversal Peacock
4%
Q: Several brands have announced new video service launches in the next year. Do you plan to subscribe to any
of them? Please select all that apply.
Source: PwC Consumer Intelligence Series 2019 video survey
PwC | Consumer Intelligence Series: The streaming shakeup
9
Consumers are largely interested in new streaming services for original and exclusive content.
Yet, a closer look at individual services reveals some differences:
Family matters
Prospective Disney+ subscribers are attracted to its historically familyfriendly selections:
• 59% are motivated by original content
• 49% are motivated by exclusive content
• 28% believe they’ll always be able to find something enjoyable to watch
• 22% say they’ll subscribe because the content appeals to their family
Ease of use
Prospective Apple+ subscribers are motivated by the company’s
reputation for easy-to-use products:
• 48% say they’ll subscribe because of its original content
• 31% are motivated by exclusive content
• 30% think it’ll be easy to use
Blockbuster hits
Primed by HBO’s production history, consumers have high expectations
for HBO Max’s expansive content library:
• 56% are motivated by original content, like Game of Thrones and Sex
and the City
• 48% are motivated by exclusive content, like Friends, South Park, and
The Big Bang Theory
PwC | Consumer Intelligence Series: The streaming shakeup
10
How many subscriptions can one really handle?
Though consumers are settled into streaming
and are largely happy with today’s video content
landscape, rising costs and an ever-greater
abundance of options have brought us to the
precipice of yet another great shift, in which
consumers have the confidence to decide exactly
what they want in their video service portfolio.
A quarter of all consumers are actively looking to
unsubscribe from some of their services, citing a
lack of need, perceived worth, and making room
for another service as top reasons to terminate.
Reasons motivating streaming subscription cancellations
I didn’t need it anymore
24%
It was too expensive
20%
I felt I didn’t get my money’s worth
17%
I wanted to try another service
17%
It didn’t have a wide enough selection of content
13%
I was overwhelmed by the number of subscriptions I had
12%
Its original content didn’t suit my taste or was not of good quality
11%
New content wasn’t refreshed often enough
11%
The show I signed up to watch had ended
10%
It removed content that I liked to watch
10%
Q: Why did you stop subscribing to these services?
Source: PwC Consumer Intelligence Series 2019 video survey
PwC | Consumer Intelligence Series: The streaming shakeup
11
Many consumers already know how to get the
content they want, strategically maneuvering in
and out of subscriptions to curate their library of
content. This mindset may likely only increase in
popularity as an onslaught of new services enter
the market.
Nearly two-thirds of consumers who intend on
subscribing to a new video service would terminate
or downgrade one or more of their current
subscriptions to make room for a new one.
Actions consumers are willing to take in order to make room for a new
video subscription
64%
terminate or
downgrade
one or more
current services
36%
make no
changes
to current
services
Q: Several brands have announced new video service launches in the next year. Would you make any changes to
your current subscriptions in order to subscribe to these new services? Please select all that apply.
Source: PwC Consumer Intelligence Series 2019 video survey; base: consumers who intend on subscribing to at
least one new video service within the next year
PwC | Consumer Intelligence Series: The streaming shakeup
12
The golden era of streaming
could be coming to an end:
a few points to consider as the streaming wars heat up in 2020
• Price yourself right. Video consumers are
• Streamline their streaming experience.
particularly cost sensitive. Of all possible
Having access to a lot of content can be
factors, a lower monthly cost has the strongest
overwhelming for many, but as we’ve seen,
influence on a consumer’s decision to
it’s a key ingredient to gaining and maintaining
subscribe (or not) to a service, and too high of
subscribers. Ease of use and reliability are
a cost is largely responsible for subscription
linked to depth of engagement and are
cancellations. As competing services continue
essential for driving retention and preference
to crowd the market, pricing will increasingly
among video services. Make it easy. Make
be key to customer acquisition, churn, product
it fun. Make it cool. Make it something
sustainability and success. However, don’t
consumers will want to tell their friends about
confuse this with a race to the bottom. Create a
or post on social media.
value proposition by pricing your differentiation
• Outskill your competition. Is your resource
with an entry point that wouldn’t turn away
mix capable of delivering next generation
curious consumers.
strategies and solutions? Companies are in
• Design your content strategy with your
fierce competition to leverage the newest
target segments in mind. Our research tells
technologies in order to deliver products and
us that the most important factor (after price)
services to tomorrow’s market. To produce
for growing subscriptions and developing
at this caliber, teams will have to address if
brand loyalty is still content. If you are sitting
their existing resource mix, which has been
on a library of any size, monetize it! The barrier
delivering today’s products and services based
to entry to create digital channels is very low.
on yesterday’s capabilities, has the skills,
How can you bundle your library into content
experience, resourcefulness, and drive to
packages that can appeal to audiences?
produce for the markets of the future.
Use data gathered from the success of those
library-based channels to consider investments
in original programming that would appeal to
your base.
PwC | Consumer Intelligence Series: The streaming shakeup
13
• Explore strategic content partnerships.
Thinking outside the box with strategic
partnerships can help drive, en masse,
demographic categories to your products
and services. Sports and News are the last
mile for streaming and need to be considered
within the overall portfolio mix. Whether it be
a unique take on a content offering, entry into
an adjacent space, or partnering to create a
new capability, innovative strategies and risktaking are necessary to stay relevant in today’s
and tomorrow’s markets.
• Keep a lens on privacy regulations and
embrace them. Consumer privacy is at the
forefront of companies everywhere, and will
become even more prevalent within the media
ecosystem. Instead of treating the oncoming
PwC | Consumer Intelligence Series: The streaming shakeup
wave of privacy regulations as a negative,
view it as an opportunity to learn about the
consumer and earn their trust. In this highly
competitive market where privacy is nonnegotiable, companies that solely look to
check the box by doing the bare-minimum
without embracing consumer experience
may find that their consumers are unwilling to
risk their privacy and would switch to a more
secure provider.
• Consider a tiered model and loyalty
programs. Explore loyalty programs that are
cornerstones of hotel chains and airlines; for
example, customers logging enough viewing
hours can either get a discount on a sole-priced
model or a free upgrade in a tiered-model.
14
Get in touch
Mark McCaffrey
US Technology, Media and
Telecommunications Leader, PwC US
+1 (408) 817 4199
mark.mccaffrey@pwc.com
Paige Hayes
Technology, Media and
Telecommunications Advisory Leader, PwC US
+1 (213) 217 3506
paige.k.hayes@pwc.com
Gregory Boyer
Technology, Media and
Telecommunications Partner, PwC US
+1 (646) 471 5882
gregory.a.boyer@pwc.com
Todd Supplee
Technology, Media and
Telecommunications Partner, PwC US
+1 (310) 210 2228
todd.supplee@pwc.com
© 2019 PwC. All rights reserved. PwC refers to the US member firm or one of its subsidiaries or affiliates, and may
sometimes refer to the PwC network. Each member firm is a separate legal entity. Please see www.pwc.com/structure
for further details. 664176-2020. GF.
PwC | Consumer Intelligence Series: The streaming shakeup
15
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- Any Paper, Urgency, and Subject
- Will complete your papers in 6 hours
- On-time Delivery
- Money-back and Privacy guarantees
- Unlimited Amendments upon request
- Satisfaction guarantee
How it Works
- Click on the “Place Order” tab at the top menu or “Order Now” icon at the bottom and a new page will appear with an order form to be filled.
- Fill in your paper’s requirements in the "PAPER DETAILS" section.
- Fill in your paper’s academic level, deadline, and the required number of pages from the drop-down menus.
- Click “CREATE ACCOUNT & SIGN IN” to enter your registration details and get an account with us for record-keeping and then, click on “PROCEED TO CHECKOUT” at the bottom of the page.
- From there, the payment sections will show, follow the guided payment process and your order will be available for our writing team to work on it.