Infrastructure costs -- The concept of free user services and scaling to eventually make them pay depends on the negligible price of adding additional consumers. But video is demanding of bandwidth and storage. Even if those are cheap in general, once you're handling as much material as the service does, it means big expenses for infrastructure. Although those costs won't scale linearly with the increased number of users, they do grow.
This means that if someone skips an ad, or is running an ad blocker, then you don’t get paid for that view. This makes estimating the amount of views a video has and how much a user makes off of the video very challenging. It also depends if it’s a video ad at the front of your video, or just a box at the bottom of your page; this determines how many people interact with your ad and the amount of money that can be made.
One of the biggest complaints I hear about video is that it’s so time consuming. It takes forever just to make one video. We’ve found a solution. We call it the, “Massive Video Production Strategy” This allows you to make the most amount of videos in the least amount of time and work. By using this strategy, some of our clients were able to shoot, edit, upload and optimize 30 videos in 9 hours.
The 1990s and 2000s saw the growth of cable TV channels targeted at children. With the rise of ubiquitous merchandising deals and niche content, powerful American media companies such as Disney, Turner, and Viacom figured out how to make money off young kids. They created, respectively, the Disney Channel, the Cartoon Network, and, of course, Nickelodeon, which was the most watched cable channel during traditional television’s peak year, 2009–10 (Nielsen’s measurement period starts and ends in September). Since then, however, little kids have watched less and less television; as of last spring, ratings in 2018 were down a full 20 percent from just last year. As analysts like to put it, the industry is in free fall. The cause is obvious: More and more kids are watching videos online.
That kind of growth suggests that something unpredictable and wild is happening: America’s grip on children’s entertainment is coming to an end. ChuChu is but the largest of a new constellation of children’s-media brands on YouTube that is spread out across the world: Little Baby Bum in London, Animaccord Studios in Moscow, Videogyan in Bangalore, Billion Surprise Toys in Dubai, TuTiTu TV in Tel Aviv, and LooLoo Kids in Iași, a Romanian town near the country’s border with Moldova. The new children’s media look nothing like what we adults would have expected. They are exuberant, cheap, weird, and multicultural. YouTube’s content for young kids—what I think of as Toddler YouTube—is a mishmash, a bricolage, a trash fire, an explosion of creativity. It’s a largely unregulated, data-driven grab for toddlers’ attention, and, as we’ve seen with the rest of social media, its ramifications may be deeper and wider than you’d initially think.
In May 2011, 48 hours of new videos were uploaded to the site every minute, which increased to 60 hours every minute in January 2012, 100 hours every minute in May 2013, 300 hours every minute in November 2014, and 400 hours every minute in February 2017. As of January 2012, the site had 800 million unique users a month. It is estimated that in 2007 YouTube consumed as much bandwidth as the entire Internet in 2000. According to third-party web analytics providers, Alexa and SimilarWeb, YouTube is the second-most visited website in the world, as of December 2016; SimilarWeb also lists YouTube as the top TV and video website globally, attracting more than 15 billion visitors per month. In October 2006, YouTube moved to a new office in San Bruno, California.
“All I said was I like this guy’s anime review,” PewDiePie says in the video. “[The channel creator] apparently likes to have hidden and not-so-hidden Nazi references in his videos and obviously if I noticed that I wouldn’t have referenced him in the shoutout. ... I said publicly a year and a half ago that I was going to distance myself from Nazi jokes and that kind of stuff, because I want nothing to do with it. Generally, I’ve done that. I don’t really have a reason to dip into that again — it’s just stupid.”
YouTube began as a venture capital-funded technology startup, primarily from an $11.5 million investment by Sequoia Capital and an $8 million investment from Artis Capital Management between November 2005 and April 2006. YouTube's early headquarters were situated above a pizzeria and Japanese restaurant in San Mateo, California. The domain name www.youtube.com was activated on February 14, 2005, and the website was developed over the subsequent months. The first YouTube video, titled Me at the zoo, shows co-founder Jawed Karim at the San Diego Zoo. The video was uploaded on April 23, 2005, and can still be viewed on the site. YouTube offered the public a beta test of the site in May 2005. The first video to reach one million views was a Nike advertisement featuring Ronaldinho in November 2005. Following a $3.5 million investment from Sequoia Capital in November, the site launched officially on December 15, 2005, by which time the site was receiving 8 million views a day. The site grew rapidly and, in July 2006, the company announced that more than 65,000 new videos were being uploaded every day, and that the site was receiving 100 million video views per day. According to data published by market research company comScore, YouTube is the dominant provider of online video in the United States, with a market share of around 43% and more than 14 billion views of videos in May 2010.