Microsoft Looks to the Cloud as Sales of Windows Tumble

It used to be that software giant Microsoft could count on its flagship Windows operating system as a big contributor to its bottom line. With Windows bundled on millions of new personal computers, the company could count on a lot of easy money to basically activate the pre-installed software.

But, as reflected in its latest earnings report, Microsoft is feeling the sting of consumers shifting away from PCs, which cuts into the company’s lucrative licensing business model.

Indeed, while the company’s overall sales grew to $21.7 billion for the past quarter from $20.4 billion during the same period last year, its Windows licensing business has taken a hit. Revenue from the business version of Windows dropped 19% while the Windows consumer edition fell 26%.

So what’s picking up the slack? The answer is that nebulous term known as the cloud, which generally refers to companies using their own data centers to provide computing, networking and storage power to others.

For Microsoft, this means not just the computing and infrastructure-related services it sells through Azure, the name of its cloud service. But also products that Azure powers like the Office 365 product suite, analytics services for companies that want to crunch numbers, and even an e-discovery service—a new business line for Microsoft tailored for lawyers who need to sift through thousands of corporate emails for evidence, for example.

During an earnings call with investors, Microsoft CEO Satya Nadella downplayed the decline of Windows licensing sales and instead touted the company’s burgeoning cloud business, which more than doubled in sales from the previous year and now has an annualized revenue run rate of $6.3 billion.

Nadella sees Microsoft’s cloud business as a big contributor to the company’s revenue and a way to open up new markets. For example, Nadella said that selling Office 365 via the cloud means that consumers and small businesses without the sophisticated IT of big corporations can buy more sophisticated versions of the product that would otherwise require complex infrastructure to operate.

And once a company buys into one of Microsoft’s cloud services, Microsoft can then use it as a foothold to sell them additional products.

Of course, Microsoft isn’t alone in this line of thinking. Rival cloud providers like Google and Amazon Web Services have all been busy over the past year creating new cloud services powered by their massive data centers to land more customers.

What used to be a war between the cloud giants over which one could provide customers with data center storage at the lowest possible price has been steadily morphing into which cloud provider has the best services that companies can tap into. So while Microsoft has been losing cash when it comes to Windows and the old software licensing model, it’s steadily making that up by selling access to its data centers and the software services built on top.

But with Amazon, Google and even IBM seemingly doing the same thing, it’s not going to be a piece of cake for Microsoft to come out on top.

This article originally appeared on Fortune.com

TIME Companies

Bezos Says Amazon Web Services Is a $5 Billion Business

Amazon President, Chairman and CEO Jeff Bezos speaks at the Business Insider's "Ignition Future of Digital" conference in New York City on Dec. 2, 2014.
Mike Segar—Reuters Amazon President, Chairman and CEO Jeff Bezos speaks at the Business Insider's "Ignition Future of Digital" conference in New York City on Dec. 2, 2014.

At long last, we get some details on AWS revenue

The one thing everyone knew about Amazon’s nearly nine-year-old cloud business was that it was massive. But actual details were scarce, to say the least. That changed Thursday when Amazon corporate broke out Amazon Web Services sales and revenue for the very first time on its first quarter earnings call.

Drumroll please. For the quarter, AWS logged $1.57 billion in revenue, up 49 percent from the year-ago period. Perhaps a bigger deal: It logged operating income of $265 million for the quarter, up from $245 million a year ago. And for the first time Amazon CEO Jeff Bezos, put a number on the AWS business. In a statement he characterized Amazon’s cloud as “a $5 billion business and still growing fast — in fact it’s accelerating.”

Up until now, here’s what we knew about AWS: In November, Amazon execs claimed 1 million business customers and a 40 percent year-over-year growth rate. But growth from what number to what number was a closely held secret. AWS figures were buried in the overall North American Sales “Other” category which included branded credit cards and other stuff. Technology Business Research Analyst Jillian Mirandi projected that AWS made up 90 percent of that category, but no one outside of Amazon’s executive suite really knew for sure.

For the record, net sales for that “other” category including AWS was $1.67 billion for the fourth quarter ending January 31, 2014 and $1.204 billion for the first quarter last year.

There were plenty of educated guesses though. Most recently a Deutsche Bank analysts estimated AWS to be $6 billion/year business (albeit an unprofitable one) and roughly 10 times the size of Microsoft’s cloud business.

AWS has been a runaway train in public cloud services—where companies’ workloads share massive pools of computing, storage, and networking infrastructure run by AWS. That’s because it has had that market to itself since 2006 and was noted for launching unilateral price cuts on basic services while also introducing higher end (and more pricey) database and other services. Developers at companies large and small loved AWS because they could quickly—often with their own credit cards—launch new applications and test them very quickly. AWS use spread like wildfire among that substrata of IT users.

But now, AWS is seeing competition from big and very-well funded competitors including Microsoft, Google, IBM, and a cadre of telecommunications companies all pitching cloud services not only to developers but to CEOs, chief information officers, and mucky-mucks at big companies, most of whom get nervous about the idea of “shared” infrastructure when it comes to their precious corporate data and applications.

For its third quarter, Microsoft said its “commercial cloud” business, which includes, but is not limited to Azure, was up 106 percent year over year, and now represents $6.3 billion in annual revenue.

In this race AWS has to compete with other cloud vendors that have entrenched relationships with big customer executives. It registered a seismic coup two years ago when it beat out IBM for a coveted deal to build a CIA cloud even though it bid more than IBM did on that business. That win gave AWS credibility among other security-conscious users and showed a willingness by AWS to adapt its model if the customer was big enough.

Perhaps more important, it is no longer able to call the shots on pricing. Last year Google started undercutting Amazon pricing on some basic services—meaning that, for the first time, AWS had to respond to someone else’s price pressure.

But AWS is no longer alone, and at a time when it’s trying to appeal up market to CEOs and CIOs as well as to its more traditional base of developers and programmers, it is facing stiff competition.

This article originally appeared on Fortune.com

TIME justice

Trust-Busting Isn’t Back. Comcast Was Just Unlucky.

The Comcast Corp. logo is seen as Brian Roberts, chairman and chief executive officer of Comcast Corp. (R) speaks during a news conference in Washington on June 11, 2013.
Bloomberg/Getty Images The Comcast Corp. logo is seen as Brian Roberts, chairman and chief executive officer of Comcast Corp. (R) speaks during a news conference in Washington on June 11, 2013.

Comcast walked away from its $45.2 billion proposed merger with Time Warner Cable, according to a statement released Friday.

The unexpected change of heart—attributed to unnamed sources by Bloomberg News, CNBC and the New York Times (Comcast declined to comment to TIME)—comes just a day after government officials at the Federal Communications Commission and the Justice Department expressed doubt this week that a marriage between the nation’s two largest cable companies would serve the public interest.

But advocates for robust antitrust action shouldn’t celebrate too much. The collapse of the merger had more to do with the specifics of this particular deal than a return to the 1970s, when the federal government last engaged in energetic trust busting.

For starters, the two companies involved in this particular marriage are uniquely unpopular. In poll after poll, Americans ranked both Comcast and Time Warner Cable as among the most-hated companies in the country. The prospect of two nationally despised companies merging into one bigger despised company did not earn much public support. Though 97 members of Congress signed a letter in 2011 in support of the unprecedented merger between Comcast and the much less-hated NBC Universal, this time around, there was hardly a peep.

Weak public support for the deal was also exacerbated by bad timing. The announcement of the proposed merger in February 2014 just happened to coincide with what became, over the course of the last year, a frothy, nationwide debate over net neutrality, the idea that all web traffic should be treated equally. While Comcast did its very best to separate its proposed merger from the hubbub over a free and open Internet, it was a tough sell. Comcast, which charged Netflix for faster delivery of its content—a violation of many people’s idea of net neutrality—found itself constantly in the news.

But even if the environment had been pristine for a merger of two giant companies, the fact that Comcast and Time Warner Cable are regulated by the FCC meant that, unlike with most mergers, this one always had to clear two separate hoops: one with the FCC and one with the Department of Justice.

The FCC was charged with determining whether the transaction would serve “the public interest, convenience, and necessity”—a nebulous standard that only exacerbated the companies’ problems. Meanwhile, the Justice Department had to decide whether the larger, combined Comcast would constitute a monopoly—another vaguely worded mandate that left room for interpretation.

The FCC, while technically an independent agency, doesn’t operate in a vacuum. Just weeks after President Obama expressed support for the strongest-possible net neutrality rules last November, the FCC proposed them. So it’s perhaps not insignificant to mention that Obama, a second-term Democrat who’s currently going to battle with liberals by supporting the biggest free-trade deal of all time, would throw the left a bone by quietly encouraging both agencies to slow-roll a merger that most Americans hated anyway.

If Comcast walks away from the Time Warner Cable merger as reported, anti-trust groups who vehemently opposed the deal will celebrate.

But there’s no reason to believe that the $49 billion merger between AT&T and DirecTV—or any of the other huge marriages coming down the pike—won’t go through without a hitch. Anti-trust organizations may have won a battle, but they’re still losing the war.

TIME Companies

Comcast Reportedly Dropping Time Warner Cable Deal

The Comcast Corp. logo is seen as Brian Roberts, chairman and chief executive officer of Comcast Corp. (R) speaks during a news conference in Washington on June 11, 2013.
Bloomberg/Getty Images The Comcast Corp. logo is seen as Brian Roberts, chairman and chief executive officer of Comcast Corp. (R) speaks during a news conference in Washington on June 11, 2013.

The deal would have combined the nation’s two largest cable companies

Comcast plans to drop its $45 billion takeover bid for Time Warner Cable in the face of opposition from U.S. regulators, Bloomberg reported on Thursday, citing people with knowledge of the matter.

Comcast could make a formal announcement signaling the end of the deal as soon as Friday, according to a Bloomberg report citing anonymous sources. The deal, which was announced last February, would have combined the nation’s two largest cable companies in a merger with the potential to reshape the media landscape.

The news followed a report from The Wall Street Journal, which said early Thursday that staff at the Federal Communications Commission have recommended that the merger, which requires government approval, be put before an administrative law judge — an indication that the FCC views the potential deal as not being in the public’s best interest.

On Wednesday, executives from the two companies sat down with Justice Department officials to discuss the proposed deal, which was supposed to combine the country’s No. 1 and No. 2 cable providers into one entity, giving them control of nearly 30% of the pay TV market.

The two companies’ bid to unite has been in the works for some time. Here are some of the key moments that led up to the decision to join forces.

This article originally appeared on Fortune.com.

TIME Companies

We’re About to Learn Way More About Amazon’s Cloud Business

Emmanuel Dunand—AFP/Getty Images A view of US multinational Amazon's European headquarters, nestled in the Clausen Valley in Luxembourg, November 10, 2014.

Amazon will finally break the silence on just how much money its cloud service unit has been raking in

Amazon will break out its cloud business in an earnings report for the first time Thursday, revealing more information than previously known about the company’s server operation.

Amazon Web Services (AWS) is widely believed to have a lead over its chief rivals, Microsoft, Google and IBM, in the race to replace local computing with off-site servers, though how big of a lead has always been an open question. Amazon’s spokesperson acknowledged to the Wall Street Journal that AWS is already a “multibillion dollar business,” a significant chunk of change in a market that totaled nearly $10 billion in 2014, according to an analysis by IDC.

But the bigger question mark hovering over Amazon’s disclosure centers on growth. Expectations are running high, given quarterly revenue from its chief rival in cloud services, Microsoft, has consistently expanded by triple digit growth rates. Whether Amazon’s growth matches expectations will be revealed as soon as its financials finally come out of the “other” line.

TIME justice

What’s the Deal With the Comcast-Time Warner Cable Merger?

The Comcast Corp. logo is seen as Brian Roberts, chairman and chief executive officer of Comcast Corp. (R) speaks during a news conference in Washington on June 11, 2013.
Bloomberg/Getty Images The Comcast Corp. logo is seen as Brian Roberts, chairman and chief executive officer of Comcast Corp. (R) speaks during a news conference in Washington on June 11, 2013.

The gargantuan, $45.2 billion merger between the nation’s two largest cable companies, Comcast and Time Warner Cable appears to be hitting a regulatory wall.

Here’s the quick-and-dirty on what’s going down:

Wait, I thought this thing was a done-deal?

You and everyone else. When Comcast first announced the proposed merger 14 months ago, in February 2014, industry insiders thought it was a slam dunk. But late last week, news broke that officials at the Federal Communications Commission and the Department of Justice would hold a meeting this week that, at the very least, would slow the approval process down.

What are the FCC and the Justice Department worried about?

If the merger goes through, a combined Comcast-TWC would control 30% of the pay-TV market, with roughly 30 million subscribers — three times the number of its closest cable competitor. It would also control almost 60% of the country’s market for broadband Internet, the pipe through which an increasing number of Americans watch TV, thanks to companies such as Netflix and Hulu (which Comcast also owns in part). FCC officials have expressed concern that such a merger would “not be in the public interest,” while Justice Department lawyers have whispered that it just might be big enough to trigger anti-trust actions.

So what happened this week?

On Wednesday, the FCC and Justice Department officials met with muckety-mucks at Comcast and TWC to cordially express their misgivings, according to a source familiar with the meeting. FCC officials said they may recommend that the merger be subject to an additional round of scrutiny, which means more meetings, more hearings, and more airing of Comcast’s laundry.

Uh-oh. That doesn’t sound good for the merger.

It’s definitely not. But it’s also hardly a death knell. While FCC and Justice Department officials stress that the merger could still go through, regulatory experts say the process will likely be long and tedious, since there’s no official timeline for when a decision will be made.

So what happens now?

Top lobbyists at Comcast and TWC are expected to spend the next few months doing their very best to cajole officials at the FCC and Justice Department to just push the deal through.

What’s Comcast and TWC’s very best argument in favor of the merger?

The two companies don’t overlap geographically. If you’re a TWC subscriber in New York City, for example, you couldn’t switch over to Comcast even if you wanted to; Comcast doesn’t offer service there. So combining the two companies doesn’t reduce cable and broadband Internet customers’ choices. And, anyway, since Comcast’s broadband service is faster than TWC’s in some places, some current TWC customers could actually see their service improve under Comcast. Comcast, which also owns NBC Universal, also argues that it has to be big in order to compete with enormously popular web streaming companies, such as Netflix and Apple TV.

So what are some government officials and public interest groups’ argument against the merger?

The biggest issue is the power that a combined Comcast-TWC would have on the greater TV/Internet marketplace. It could, for example, wield an unfair competitive advantage against both TV producers, who negotiate to license their content to cable companies, and online video streaming companies, like Netflix, which rely on broadband service providers to deliver their content quickly. Comcast already owns NBC Universal, one of the biggest TV producers, and part of Hulu, one of the biggest streaming TV producers.

What happens next?

At this point, what’s happening inside the FCC and the Justice Department is unclear. Neither agency is under any obligation to make its thinking public at this stage. And while industry insiders say the best weathervane is Wall Street, that’s much help these days either: Comcast stock dropped precipitously on Friday, when news of this week’s meeting with the FCC broke, but skyrocketed again at the close of business Wednesday, stretching up close to a five-year high.

TIME Careers & Workplace

8 Questions You Should Ask Yourself Before Accepting a Job Offer

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Is this a short-term or long-term career move?

The Muse logo

Job offers come with so many emotions. You’re excited, happy, and—likely—quite relieved. This relief, while so very sweet after a long job search, can actually be kind of dangerous. You don’t want to let your desire to be done with the whole process prevent you from asking yourself some important questions about the job.

Obviously, you’ll want to ask your potential new employer some questions about the role, but then it’s time to sit down with yourself and consider what this means for you. Before you say yes to a job offer, go to a quiet place and ask yourself these eight questions.

1. Am I Comfortable With This Job—and Do I Actually Want to Do It?

Clearly, the hiring manager thinks you can do this job, but now it’s time to see if you agree. Review your day-to-day responsibilities, and see if there is there anything you just don’t feel good about. You can obviously do the job skill-wise—it’s about whether you want to or not.

2. Is This Position Interesting and Challenging?

Taking a position and then getting bored in a month is a bit of a waste. Make sure you’re not only able to do the job, you also find it difficult (in a good way) at times. Otherwise you’ll probably lose interest a lot faster than you think.

3. Do I Like My Boss and Co-workers?

Ideally, you’ll have competent, fun, and thoughtful colleagues. But one thing you might feel guilty about thinking about is whether you, you know, actually like them. This is not something to take lightly: Is this a group of people you can feel at home around?

4. Is the Work Environment Somewhere I Can Be Productive?

In other words, is the office space a place that helps you stay focused and happy? And, do you have the resources necessary for success? It can be a really wonderful job, but if you’re more productive on your commute to work than you are at work, that’s a problem.

5. Does This Job Allow for the Lifestyle I Want?

Speaking of commuting, is your commute awful? Do the hours freak you out? Is the vacation package paltry? More importantly, does the job pay well enough (or at least eventually pay well enough) for you to afford a lifestyle that makes you happy? These will all make a difference in how you feel about your job.

6. Will I Feel Professionally Satisfied?

This is evaluated differently for everyone—so it might make sense to think about or clarify your career values before answering—but consider whether your position allows you to create value for the company and if the company in turn invests in your professional development.

7. Is This a Company I’ll Be Proud to Work At?

Whether you want to evaluate this based on your values or on the company brand, think about how you’ll feel to be associated with this company. Having pride for the work your company does is one of the intangible things that can make a surprising difference in how much you end up liking your job.

8. Does This Job Fit Into My Career Narrative?

In other words, is this a short-term or long-term career move? You want to make sure you’re not taking a job just to run away from another job. Does this new position allow you to work toward a professional goal? If not, you may want to reconsider.

Hopefully, you’ll answer yes to all eight of these questions with ease, but if not, take the time to explore why that might be. It may not be a deal breaker, but it’s still good to know where this new job stands on all these fronts before you decide to take it (or not).

This post is in partnership with The Muse. The article above was originally published on The Muse.

More from The Muse:

TIME Media

Comcast’s Time Warner Cable Merger Hopes Are Fading Fast

The Comcast Corp. logo is seen as Brian Roberts, chairman and chief executive officer of Comcast Corp. (R) speaks during a news conference in Washington on June 11, 2013.
Bloomberg/Getty Images The Comcast Corp. logo is seen as Brian Roberts, chairman and chief executive officer of Comcast Corp. (R) speaks during a news conference in Washington on June 11, 2013.

FCC decision could drown merger plans in red tape

Comcast is facing a new obstacle on its path to merging with Time Warner Cable.

The Federal Communications Commission is reportedly planning to issue a “hearing designation order” that would bury the deal even deeper in regulatory purgatory, according to the Wall Street Journal. Under such an order, the merger would be reviewed by an administrative law judge in a hearing that would significantly increase the time and money Comcast would need to potentially see the deal through.

Past deals that were hit with hearing designation orders, such as AT&T’s bid to acquire T-Mobile, ultimately failed to win FCC approval.

Comcast has disputed arguments that a merger with Time Warner Cable would make the company overly powerful, as the two cable giants largely operate in different markets. However, some detractors, including content producers and technology companies, have said the merged company would be able to exert unfair leverage to raise customer prices and limit the diversity of TV offerings — especially considering Comcast now owns NBCUniversal.

TIME Careers & Workplace

5 Ways to Make Your Workday More Productive

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Eliminate distractions in your daily routine


It’s easy to get distracted given the countless details that come with running a successful business. If you’re ready to outshine your competitors and take your business to a whole new level, there are five things you need to start doing today:


Proper investment of time versus money is an art. Smart outsourcing ensures that a qualified professional handles every aspect of your business and frees up your time to focus on the parts of your business you’re best at.

If you’re used to running a one-person operation, it’s natural to feel anxious about giving up control and trusting others with your hard-earned money. The beauty of outsourcing is that it doesn’t have to come with high financial risk — since you don’t have to commit to hiring full-time or permanent staff, you can try it out in small steps.

Try an experiment: Identify one relatively simple task and outsource it to an independent contractor for a temporary position of a week or two. Commit to using those extra hours to work on something you’ve been putting off. At the end of the week, evaluate your results. You might be surprised at the time you end up saving for a minimal investment.


Evaluate your current strategy to ensure that you’re automating everything you possibly can without detracting from the quality of your product or service. If you’re still struggling to keep on top of everything but you’re not sure what to change, you may need to consider adjusting your business model or product offerings.

For example, if you find yourself spending intensive hours each day addressing queries about minor items, you may benefit from trimming back your product line, instead investing in a PPC campaign to promote higher ticket items that require less customer maintenance. In many cases, less is more.

  • Use an autoresponder to send out pre-written email blasts to your subscribers.
  • Introduce a policy to curate a higher percentage of your content.
  • Use HTML forms to streamline staff intake processes.


Successful entrepreneurs learn by doing. It’s entirely possible to build a multimillion-dollar business without ever having gone to college, but if you really want to maximize your long-term potential, you can’t neglect to invest in self improvement.

There are an abundance of quality learning resources available online. Sites like CourseBuffet make it easy to browse an array of free courses offered by top universities. You can also try out subscription-based learning services such as Lynda.com. If you’re interested in improving your skills in SEO, social media marketing or web analytics, check out Udemy for a wide variety of affordable courses to help boost your business.


Perhaps the most common obstacle to success for today’s entrepreneur is lack of focus. Allowing yourself to become distracted at the most critical times of the day can be detrimental. Try out these tips for eliminating distractions in your daily routine:

  • Check emails only at certain times of the day.
  • Resolve to put aside any interesting blog posts or articles you come across during the day.
  • Each morning, identify one major task and assign the best hours of your day to work on getting results.


We all do our best work when we’re feeling inspired. It’s crucial to take some real time off every now and then — that is, time spent thinking about anything other than your business.

Often, all it takes is a change of pace to break the cycle of monotony and get re-energized. For example, if you’re an extrovert, attend after-work meet-ups with locals who share your interests. If you enjoy reading, ask your friends what books have inspired them lately and set aside some reading time during your daily coffee breaks. Once you’re feeling rejuvenated, take advantage of the opportunity to tackle that big fish you’ve been putting off.

Old habits are hard to break, so don’t be discouraged if it takes some time to find your groove. Once you do, you won’t look back.

Robert Sofia is a best-selling author, award winning public speaker, and financial industry thought leader. He has developed marketing strategies for Fortune 500® companies, consulted with over 1,000 companies nationwide, and is the cofounder of Platinum Advisor Strategies – ranked #362 on the INC 5,000 list of America’s fastest growing privately owned companies in 2013, and #10 on the Agency 100 list of the nation’s fastest growing agencies.

The Young Entrepreneur Council (YEC) is an invite-only organization comprised of the world’s most promising young entrepreneurs. In partnership with Citi, YEC recently launched StartupCollective, a free virtual mentorship program that helps millions of entrepreneurs start and grow businesses.

This article was originally published on StartupCollective.

TIME Technology & Media

Why Facebook Isn’t Ready to Roll Out Video Ads — Yet

Facebook logo shown on an iPhone 5s.
Lukas Schulze—AP Facebook logo shown on an iPhone 5s.

Investors are hungry for more details, yet Facebook doesn’t seem to be in a rush to share

A year ago, Facebook was not a destination for video content. Now, the social media company sees four billion video streams each day, as it noted in its first quarter earnings call today. Almost overnight, Facebook became a video juggernaut. And three quarters of those views occur on mobile.

Video on Facebook has the company’s shareholders excited. The category is seen by many as the holy grail of online advertising. Sight, sound, and motion is a more compelling sales opportunity than a flat banner ad, and advertisers are willing to pay more for it. But Facebook has said little about its efforts to monetize video ads. Pitch decks have leaked. Speculation has abounded. Facebook even held a secret video sales event today, meant to capture advertiser budgets ahead of the “NewFronts,” the digital version of the broadcast industry’s programming “Upfronts.”

In the question-and-answer portion of Facebook’s earnings call, investors repeatedly asked about its plans to make money from video ads. Will Facebook attract big TV advertisers to its platform? How much money will Facebook invest in that platform? What’s the breakdown of video ads versus regular ads? How many of those four billion video views are ads? Will Facebook engage in long-form video? Will it compensate professional video creators?

But CEO Mark Zuckerberg, COO Sheryl Sandberg, and CFO Dave Wehner dodged most of those questions. Listeners learned precious few details.

Sandberg tamped down expectations of video becoming a major source of new revenue. Video ads may not contribute much incremental growth, she noted, because they sometimes take the place of a regular Facebook ad. In other words, a brand a looking to buy video ads may simply purchase a sponsored video in place of purchasing a sponsored post. Both sponsored videos and sponsored posts appear in Facebook’s stream of content. These ads are purchased programmatically through an auction, so there is no price difference between a sponsored video post and a regular sponsored post.

Left to speculate, Josh Olson, a technology analyst with Edward Jones, said he estimates video ads will contribute 5% in incremental revenue in 2015. Facebook does not appear to be in a rush to monetize its explosive growth in video. “They’re taking their time getting there,” he says.

Update: This morning Facebook announced one new detail: Anthology, a program that pairs brands with media partners who will create video ad materials for them to promote on Facebook. Partners include Vice Media, Vox Media, Tastemade, Oh My Disney, The Onion, College Humor, and Funny or Die.


This article originally appeared on Fortune.com.

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