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Tag: Avigail Gutman

  • GUEST COLUMN: How Telegram is fuelling streaming piracy

    New Delhi: The popular messaging app, Telegram, is fast becoming the leading source of pirated content throughout Asia – and the cause of substantial revenue loss for content providers and operators.

    Users of the platform, which provides end-to-end encryption, can conceal their identity to share texts, videos, or other files relating to copyrighted content. Given that Telegram is popular with millions of active users, intuitive, and offers its users privacy, it is no surprise that streaming pirates exploit Telegram.

    The latest Telegram statistics reveal that in January 2021 it had over 500 million monthly active users – 38 per cent from Asia – and it was also the most downloaded app across both the App Store and Google Play globally with more than 63 million downloads. According to App Annie, it is the most popular social networking app in Malaysia and ranks third in India.

    Telegram appeals to pirates because it allows them to disseminate information easily and speedily to huge, encrypted private chat groups – as large as 200,000 people – and its channels can attract millions of subscribers. Video and movie channels are amongst the most popular with pirate sites like Hindi HD Movies attracting well over two million followers.

    From newly released movies and popular live sporting events to lesser-known, critically acclaimed documentaries with subtitles, pirates have circulated, exchanged, and sold illegal copies and video clips on Telegram. The scale of this for-profit piracy is siphoning off billions of dollars that rightfully belong to content and streaming providers and rights holders. Analyst firm Nera Consulting places the global TV industry’s revenue losses from digital piracy at between $39.3 to $95.4 billion per year while a recent global study conducted by Ampere Analysis for Synamedia found that sports streaming piracy alone is worth over $28 billion.

    Synamedia has been fighting TV and video piracy for decades, providing services and technology to protect $70 billion in operator revenue every year. By adopting an intelligence-first security model, marrying the very best human intelligence with

    cutting-edge cybersecurity and AI technologies, we have disrupted pirate services and brought many criminals to the attention of law enforcement officials.

    Gaming the system

    Tackling Telegram streaming pirates is a 24×7 battle, requiring continuous monitoring and intelligence gathering not just within Telegram but across all social media platforms to profile rogue players and detect connections and cross-platform relationships. Armed with these insights, Synamedia employs AI-based content recognition crawlers to infiltrate Telegram channels, tracking and identifying specific pirate streams by combining the metadata of a target video – and/or live feeds via platform APIs – with advanced deep machine learning models.

    Here, we can share some of our observations about how streaming pirates exploit Telegram:

    Prized Piracy Booty:

    Hotly anticipated Bollywood blockbusters, newly-released content, and live events – particularly sports fixtures stolen from legitimate streaming sites – are the main attractions. One live sports event can spawn several hundreds of pirated channels with links to watch the illegal streams. But older VOD content is still valuable, as we witnessed during lockdowns when live events were on hold.

    Masters of Disguise:

    With no embedded player inside the platform, pirates use Telegram channels and groups to distribute text and M3U links to consumers and to upload videos for free to Telegram’s hosted cloud services. To maximise appeal, pirates even include subtitles in different languages and use legitimate payment systems like PayPal and Bitcoin. Pirates hide keywords relating to the event they are stealing or use code words to weave a web of intrigue by embedding references to new private pirate channels inside their messages.

    Masters of Strategy:

    Pirates act fast, in real-time. Minutes ahead of a live sporting fixture, for example, they will proliferate new channels on Telegram with new links to illegitimate content. They have backup channels ready to switch up at a moment’s notice – sometimes pre-warning consumers which channel to use should the first pirated live stream be removed. They even have their own virtual crow’s nest or ‘lookouts’ for monitoring during an event. We saw a case where a streaming pirate changed the name of the video midstream due to a tip-off from others in the chat group.

    Jumping Ship:

    Pirates will flaunt that a Telegram channel has been disrupted due to copyright and distribute guidance on how to follow a new one. They also encourage consumers to jump ship to other platforms and pirate sites, providing links to the open web or links to other platforms with players.

    Stealing the stream:

    Not satisfied with stealing streams of live or on-demand content, pirates also offer OTT subscribers’ stolen credentials, pirated APKs, and hacked IPTV emulator channels which give consumers a link to live channels without the need for a set-top box.

    Anti-piracy game-changer

    Fighting streaming piracy requires solutions that demotivate pirates at every point along the video distribution chain. That’s why Synamedia’s anti-piracy monitoring solutions extend far beyond social media platforms to the outer reaches of the openw web– as well as closed subscription-based IPTV networks.

    Building an anti-piracy strategy requires a painstaking, forensic, intelligence-led approach to map out the increasingly intricate and sophisticated pirate ecosystem in multiple layers to cross-reference data, spot piracy behavioural patterns, unravel approaches, and understand trends. And to win against the pirates, the media and entertainment industry needs to collaborate not just with tech providers but also with governments, regulators, and law enforcement bodies. It requires governments across the globe to mandate the use of technologies such as watermarking and introduce tougher legal penalties.

    Streaming piracy is an existential threat. In light of the eye-watering amounts of money spent on producing content and purchasing sports rights, providers have a right to be confident that they are covering their costs and bringing in enough revenue to build sustainable business models because revenue leakage due to piracy is simply not viable in the long term.

    As well as deterring and disrupting piracy, using a model that offers incentives encouraging viewers of pirate streams to move back to legitimate services is often overlooked but equally important. With an appealing mix of access and payment models, content providers, and operators can turn the tables on the pirates and play the system to their advantage, encouraging consumers to pay for legitimate services instead.

    (Avigail Gutman is the vice-president of Intelligence & Security Operations at Synamedia. The views expressed in the column are personal and Indiantelevision.com may not subscribe to them.)

  • Don’t break the chain: Why streaming piracy prevention requires industry-wide collaboration

    Don’t break the chain: Why streaming piracy prevention requires industry-wide collaboration

    Video piracy is not dissimilar to a game of cat and mouse where both protagonist and victim are caught up in a seemingly unending match of wits and agility.

    Viewers are enjoying a golden age of TV, spoilt for choice with box sets and movies. But for streaming providers it’s a battle to confound and curtail the pirates’ activities at a time when content costs are spiralling, revenue leakage from casual credentials sharing is rising, and most are struggling to turn a profit. You need look no further than the piracy challenges currently facing many sports platforms to see the full extent of the business risk.

    It doesn’t help that the public perceives video piracy as a victimless crime and that stretched law enforcement agencies are reluctant to pursue people watching content for free. While pirates in Europe might face jail, convictions in many countries are treated as a misdemeanour that incur little more than a fine.  Pirates must feel they have a licence to print money.

    The name of the game is demotivating every player in the pirate chain which is why the industry needs to collaborate to stem the tide and sink the pirates.

    Lessons can be learned from the music industry, when everyone in the industry was encouraged to take an active role in fighting illegal music distribution. Through collaboration and bringing down Napster, the industry turned a corner. It wasn’t the end of illegal streaming, but it gave record companies, artists and rights owners a chance to reinvent their business and survive.

    The weakest link

    Progress to combat piracy is being made by industry organisations such as Asia Video Industry Association (AVIA). But the responsibility has to be broader than the members of these alliances.

    Everyone including CDN and cloud service providers, ISPs, payment providers, chip manufacturers, anti-piracy vendors, integrators, rights owners and streaming providers has to acknowledge their responsibilities and cooperate.

    The goals are to make itdifficult for pirates to start streaming as making it easy to take down illegal networks as soon as they are detected. Legal payment providers such as Visa or PayPaland cloud providers have an important role here.

    Today end user devices are generally the weakest link in the distribution chain. By making streaming services accessible on as many devices as possible, providers have unwittingly ended up making themselves more vulnerable.  It’s not just phones and tablets, this also includes legitimate redistribution systems installed in less rigorously controlled environments such as hotels and bars.

    And when pirates findit is too difficult to steal content through those end devices, the cat and mouse game will continue and pirates will simply turn their attention to finding other vulnerabilities further up the chain.

    Building a better mousetrap

    Anti-piracy vendors need to continually evolve their tools and operational security services to outsmart the pirates. This includes using AI to help streaming providers quickly find pirates who are selling credentials.

    While AI is making it easier to detect piracy, any insight needs to be overlaid with sophisticated human intelligence in order to understand the criminal mind-set and ecosystem; how the pirates are organised; what motivates them; and their business model. With this knowledge it is possible to devise a plan to disrupt and demotivate them.

    This requires diverse skillsets including cyber security specialists, field and undercover investigators, as well as forensic and intelligence analysts, and psychology, criminology, and sociology experts. For example, undercover investigators can be active online including social media and the dark web as well as gettinginside manufacturing facilities with boots on the ground.

    While rights owners and service providers need to invest in these anti-piracy technologies and services, third parties including ISPs also need to ensure that their systems are secure and can move quickly to disrupt or remove any leaks that do occur.

    Plus, if one operator is being targeted by pirates, there are usually other similar victims. By sharing details and even pooling resources, we can frustrate the pirates’ efforts.

    Finally, while streaming piracy is important, don’t ignore other forms of video piracy, requiring ongoing investment in conditional access and DRM technologies. Plus, consumers are still unknowingly buying illegal set-top boxes from criminals who set up shop to look like a legitimate provider – even going so far to use content brands’ logos.

    Together, we can make the pirated content so painful to watch that consumer demand falls away,disrupt their revenues using electronic counter measures that kill pirate devices, and increase legal action. This will minimise and contain piracy and allow legal streaming services to triumph.

    • The author is vice president of intelligence & security operations, Synamedia. The views expressed in this comment piece are entirely Avigail's and Synamedia's and indiantelevision.com need not subscribe to them.

  • VICE to launch digital service with ToI Group 1Q 2017

    VICE to launch digital service with ToI Group 1Q 2017

    MACAO: VICE Media, the Canadian-American digital media and broadcasting company, will be launching its digital services in India, as part of a slew of other product offerings, in association with Times of India Group in the first quarter of 2017, while actively exploring the option of starting its pay TV service under Viceland brand sometime in the near future.

    “”We are working towards a launch of our digital offerings in Q1 of 2017 in India,” VICE Media Co-President James Schwab told indiantelevision in an exclusive interview.

    Schwab, who also went off to visit India to confabulate with his India partners this week, was in Macao to deliver a keynote at the CASBAA Convention 2016, which also saw a galaxy of other media industry stalwarts, including GroupM global boss Irwin Gotlieb; Bennett Pozil, Head of Corporate Banking & EVP, East West Bank; Chad Gutstein, CEO, Machinima; Avigail Gutman, Programme Director, Operational Security, Cisco; Nickhil Jakatdar, CEO & Founder, Vuclip; Basil Chua, CEO, AsiaMX; Dave Downey, CEO, INVIDI; Zaid Mohseni, COO, MOBY Group, apart from heads of Indian platform operators like Jagdish Kumar of Hathway and Tony D’Silva of the Hinduja Group.

    Schwab, who announced VICE’s launch in Indonesia at the CASBAA Convention, said that India was an exciting market in Asia and that he’s looking at bringing the whole suite of company products in India, of course in association with the Indian partner.

    Originally based in Montreal, Canada, VICE re-located to New York City in 2001. In 2014, VICE Media got injected by US$200 million investment (10 per cent equity) by American broadcasting company A&E Networks, a joint venture of The Walt Disney Company and Hearst Corporation. Disney made a second 10 per cent (US$200 million) investment in 2015. Known for some edgy content, VICE also has Rupert Murdoch’s 21st Century Fox as an investor.

    VICE Media, according to Wikipedia, after starting with a magazine expanded primarily into youth and young adult-focused digital media, including online content verticals and related web series. The news division VICE News, a film production studio, and a record label are among other properties. In February 2016, VICE launched a cable television network in Canada and the United States, Viceland, which is a millennial-targeted network that draws upon the resources of the lifestyle-oriented verticals of the company.

    Though India has foreign investment restriction in news ventures of a non-majority stake of 49 per cent, VICE Media feels that it would not hamper their news offerings in association with the Times of India Group. “VICE creates local content in various territories around the world, produced by local hosts, editors, and shooters. VICE looks at each market on an individual basis and makes sure that the content that airs in specific territories is content that young people in those territories care about,” Schwab said.

    The Indian market that is witnessing a slew of new product offerings to consumers on traditional and new technology platforms, including OTT, for VICE offers opportunities that could be monetised and exploited. And, as part of the strategy, the launch of pay TV service Viceland with local and foreign content too is in the pipeline.

    “As we would like to be on all platforms, including digital, at some point of time we would look at launching our pay TV service too in India. But the launch won’t be soon as we still are working on distribution strategies. We’d launch when we feel the product is right (for the Indian market). But we would like even Indian consumers to experience all our products,” Schwab said.

    While speaking at the CASBAA Convention, he admitted that TV was a “powerful tool to reach audience(s) and revenue from subscription TV preserved the “quality of good content.”

    With estimated revenues of US$ 915 million in 2015 and total assets worth about US$ 2.5 billion as on 2014, VICE Media is betting big on Asia-Pacific, including India. Partnership with the TOI Group in the form of two joint ventures is part of that strategy, which will witness creation of new local production studios with leading journalists and filmmakers hired for 24-hour local news and lifestyle programming.

    “We would like to bring all our capabilities to Asia. However, before we enter a market, we think through the local market economics as we would like our businesses to be self- sustaining. Indonesia and India are great examples (of such strategies) as the population of young people is huge as is growth in mobile usage,” Schwab explained.

    VICE also feels that the Indian market is economically viable for the company’s creative agency service despite presence of strong and existing global and domestic players. As VICE’s creative agency, Virtue, works closely with both brands and other media agencies to deliver for clients, Schwab said, “We believe there is interest (in India)…some of our global customers have evinced interest.

  • VICE to launch digital service with ToI Group 1Q 2017

    VICE to launch digital service with ToI Group 1Q 2017

    MACAO: VICE Media, the Canadian-American digital media and broadcasting company, will be launching its digital services in India, as part of a slew of other product offerings, in association with Times of India Group in the first quarter of 2017, while actively exploring the option of starting its pay TV service under Viceland brand sometime in the near future.

    “”We are working towards a launch of our digital offerings in Q1 of 2017 in India,” VICE Media Co-President James Schwab told indiantelevision in an exclusive interview.

    Schwab, who also went off to visit India to confabulate with his India partners this week, was in Macao to deliver a keynote at the CASBAA Convention 2016, which also saw a galaxy of other media industry stalwarts, including GroupM global boss Irwin Gotlieb; Bennett Pozil, Head of Corporate Banking & EVP, East West Bank; Chad Gutstein, CEO, Machinima; Avigail Gutman, Programme Director, Operational Security, Cisco; Nickhil Jakatdar, CEO & Founder, Vuclip; Basil Chua, CEO, AsiaMX; Dave Downey, CEO, INVIDI; Zaid Mohseni, COO, MOBY Group, apart from heads of Indian platform operators like Jagdish Kumar of Hathway and Tony D’Silva of the Hinduja Group.

    Schwab, who announced VICE’s launch in Indonesia at the CASBAA Convention, said that India was an exciting market in Asia and that he’s looking at bringing the whole suite of company products in India, of course in association with the Indian partner.

    Originally based in Montreal, Canada, VICE re-located to New York City in 2001. In 2014, VICE Media got injected by US$200 million investment (10 per cent equity) by American broadcasting company A&E Networks, a joint venture of The Walt Disney Company and Hearst Corporation. Disney made a second 10 per cent (US$200 million) investment in 2015. Known for some edgy content, VICE also has Rupert Murdoch’s 21st Century Fox as an investor.

    VICE Media, according to Wikipedia, after starting with a magazine expanded primarily into youth and young adult-focused digital media, including online content verticals and related web series. The news division VICE News, a film production studio, and a record label are among other properties. In February 2016, VICE launched a cable television network in Canada and the United States, Viceland, which is a millennial-targeted network that draws upon the resources of the lifestyle-oriented verticals of the company.

    Though India has foreign investment restriction in news ventures of a non-majority stake of 49 per cent, VICE Media feels that it would not hamper their news offerings in association with the Times of India Group. “VICE creates local content in various territories around the world, produced by local hosts, editors, and shooters. VICE looks at each market on an individual basis and makes sure that the content that airs in specific territories is content that young people in those territories care about,” Schwab said.

    The Indian market that is witnessing a slew of new product offerings to consumers on traditional and new technology platforms, including OTT, for VICE offers opportunities that could be monetised and exploited. And, as part of the strategy, the launch of pay TV service Viceland with local and foreign content too is in the pipeline.

    “As we would like to be on all platforms, including digital, at some point of time we would look at launching our pay TV service too in India. But the launch won’t be soon as we still are working on distribution strategies. We’d launch when we feel the product is right (for the Indian market). But we would like even Indian consumers to experience all our products,” Schwab said.

    While speaking at the CASBAA Convention, he admitted that TV was a “powerful tool to reach audience(s) and revenue from subscription TV preserved the “quality of good content.”

    With estimated revenues of US$ 915 million in 2015 and total assets worth about US$ 2.5 billion as on 2014, VICE Media is betting big on Asia-Pacific, including India. Partnership with the TOI Group in the form of two joint ventures is part of that strategy, which will witness creation of new local production studios with leading journalists and filmmakers hired for 24-hour local news and lifestyle programming.

    “We would like to bring all our capabilities to Asia. However, before we enter a market, we think through the local market economics as we would like our businesses to be self- sustaining. Indonesia and India are great examples (of such strategies) as the population of young people is huge as is growth in mobile usage,” Schwab explained.

    VICE also feels that the Indian market is economically viable for the company’s creative agency service despite presence of strong and existing global and domestic players. As VICE’s creative agency, Virtue, works closely with both brands and other media agencies to deliver for clients, Schwab said, “We believe there is interest (in India)…some of our global customers have evinced interest.