For example, The Bring Me! YouTube channel, which has 375,000 subscribers, features videos showcasing creators as they tour mini pig cafes in Japan, attempt food challenges and tour apartments across the world.
Going forward, Bring Me! content will be brought under the Lost In banner and rebranded. The new ownership will use social media and the open web as an incubator to gauge the popularity of Bring Me! content, investing in series that resonate with viewers and sunsetted those that do not.
Popular concepts will, in turn, be expanded into long-form video content, which will form the basis of Lost In’s connected television (CTV) strategy. The company also hopes to produce original long-form content and license it to streamers like Netflix.
Lost In found
Before acquiring Lost In and Bring Me!, Reut and the Skogmo brothers built Jukin Media into a profitable media company by acquiring user-generated content, distributing it and licensing its use. The low-cost, high-margin model enabled the trio to sell Jukin Media, which generated an eight-figure EBITDA in 2021, for a nine-figure sum to TMB.
With Lost In, the leadership team plans to replicate its strategy in part. Like Jukin, Lost In will rely on a video-first model, which makes the acquisition of Bring Me! a foundational part of its offering. But this time, Lost In will produce its video content or work with social media creators, making its cost of production higher.
To offset the increased expense, Lost In aims to partner with premium advertisers in the travel, food and beverage, automotive and health and wellness spaces, according to Skogmo. Its branded content studio, which will likely be operational by fall, will be critical to this effort.
Lost In also plans to generate revenue through a direct-to-consumer product, affiliate revenue and video licensing, lessening its reliance on any single line of business.
By keeping its headcount lean, concentrating on video and luring in custom content budgets, the media company hopes to find stability in a media ecosystem that has proven highly volatile over the last two years.
“Right now, we are in the midst of our acquisition, integration and build strategy,” Skogmo said. “We are focused on building a solid core business with good unit economics and multiple revenue streams.”
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