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DeveloperJoost N.V.
Final releasenone (n/a) [±] K.K.
Preview release
1.1.7 / 18 June 2008; 17 years ago (2008-06-18)
Operating systemWindows XP, Vista;
Mac OS X (x86 only), iOS, PlayStation 3
Available inEnglish
TypeP2PTV
LicenseFreeware
Websitewww.joost.com

Joost (/ˈdʒuːst/) was an Internet TV service, created by Niklas Zennström and Janus Friis (founders of Skype and Kazaa). During 2007–2008 Joost used peer-to-peer TV (P2PTV) technology to distribute content to their Mozilla-based desktop player; in late 2008 this was migrated to use a Flash-based Web player instead.

Joost began development in 2006. Working under the code name "The Venice Project", Zennström and Friis assembled teams of some 150 software developers in about six cities around the world, including New York City, London, Leiden and Toulouse. According to Zennström at a 25 July 2007 press conference about Skype held in Tallinn, Estonia, Joost had signed up more than a million beta testers, and its launch was scheduled for the end of 2007.[1]

The team signed up with Warner Music, Indianapolis Motor Speedway Productions (Indianapolis 500, IndyCar Series) and production company Endemol for the beta.[2] In February 2007, Viacom entered into a deal with the company to distribute content from its media properties, including MTV Networks, Black Entertainment Television (BET) and film studio Paramount Pictures.

The company went through restructuring several times and sold most of its assets in 2009; it suspended operations in 2012.[citation needed]

Technology

[edit]
P2PTV overlay network serving three video streams.

The program was based on P2PTV technology and was expected to deliver (relaying) near-TV resolution images. It turned a PC into an instant on-demand TV with no need for an additional set-up box. News updates, discussion forums, show ratings, and multi-user chat sessions (often linked to the active stream/channel) were made possible through the use of semi-transparent widget overlays.

The initial version of the software was based on XULRunner and the audio management re-used the ZAP Media Kit. The peer to peer layer for on-demand video came from the Joltid company, which also provided the peer to peer layer of Skype. A peer to peer layer for live video was developed from scratch, with a first trial run broadcasting March Madness 2008.[3] The video playback used the CoreCodec, CoreAVC H.264 video decoder.

Joost soft launched its Widget API on 29 August 2007 under a non-copyleft open source license and encouraged third-party developers to create tools for its TV 2.0 platform.

In 2009 Joost released a special website for the PlayStation 3 Internet browser that took advantage of some of the browser's full screen and 'x' button capabilities. By holding the 'x' button, you could choose various video options using the d-pad.

As opposed to streaming technology in which all clients get the feed from the server, P2P TV technology differs in the sense that the servers serve only a handful of clients; each of the clients in turn propagate the stream to more downstream clients and so on. This moves the distribution costs from the channel owner to the user.

Financing

[edit]

As co-owners of Skype, Friis and Zennström received part of a $2.6 billion cash payment when eBay acquired Skype in 2005, which easily covered the development and marketing cost of their Joost venture. Just a week after launching the service, the founders announced that they had raised an additional $45 million.[4] Sequoia Capital, which backed Yahoo, Google and YouTube; Index Ventures, an early investor in Skype; Li Ka-shing, the Hong Kong tycoon; and CBS, the US media group, had all taken "small minority" stakes in the start-up. Viacom was also understood to be among the partners, although the nature of its backing had not been disclosed.

The Joost service was ad-supported, with advertising analogous to that shown on traditional TV, according to former CEO Fredrik de Wahl.[5] Joost had 40 advertisers, including Sony Pictures, BMW, and Sprite.[6] Aside from injected video-advertisements, it served additional interactive advertisements via overlays and short pop-ups that were clickable.

History

[edit]

Viacom, Inc., and Joost entered into a content provider agreement for the Joost platform on 20 February 2007. Under the agreement, divisions of Viacom (including MTV Networks, BET Networks and Paramount Pictures) were to license their "television and theatrical programming" to Joost.[7] This came shortly after Viacom requested 100,000 potentially infringing videos to be removed from YouTube.com, which showed a preference by Viacom for the Joost platform over YouTube.[8]

As of 2007, Joost had licensing agreements in place with Ministry of Sound TV, Aardman Animation, Warner Music, the production company Endemol, Fremantle Media, RDF Media, Diversion Media,[9] CBS[10] and CenterStaging's rehearsals.com.[11] On 1 May 2007, Joost signed a deal to distribute NHL content, including full game replays of the Stanley Cup Finals, and vintage games.[12] Bollywood distributor Eros International also announced a deal with Joost in 2007.[13] The majority of the content on Joost was restricted to users in the United States of America, due to lack of international licensing arrangements.

The company's first CEO, Frederick de Wahl,[14] was succeeded by Mike Volpi in June 2007.[15] Volpi stepped down in July 2009 amidst a round of job cuts, being succeeded by Matt Zelesko.[16][17] Volpi blamed the content companies for sidelining Joost.[18]

On 17 December 2008, Joost emailed its customers explaining that the project was moving to a website-only model, and that the Joost application would stop working Friday, 19 December.[19]

Joost's UK subsidiary was liquidated in 2009.[20] On 24 November 2009, Adconion Media Group announced that they would be purchasing the company's assets for an undisclosed amount.[21][22] Both companies have Index Ventures as a major investor.[23]

On 30 April 2012 the joost.com website announced, without further explanation: "We are re-evaluating the Joost.com purpose and services. For the near-term, we have decided to suspend the site to allow for a full re-evaluation."[24] In May 2012, Adconion rebranded and folded Joost Media into smartclip, another company they had previously acquired.[25] Zennstrom has written a post-mortem analysis of the company, in the 2016 book When Founders Fail.[24]

See also

[edit]

References

[edit]
[edit]
Revisions and contributorsEdit on WikipediaRead on Wikipedia

Joost

View on Grokipedia
from Grokipedia
Joost was an internet television (P2PTV) service that distributed free, on-demand video content using technology. Founded by and , the creators of and , the platform aimed to transform personal computers into interactive televisions by offering channel-based programming, including TV shows, music videos, and short films from partners like Viacom, , and Warner Music. Initially launched in beta in late 2007 after development starting in 2006, Joost supported Windows and Mac OS X via a Mozilla-based desktop application, with features like , widgets, and social sharing. In 2008, Joost shifted to a web-based Flash player to broaden accessibility, later extending to and devices. Despite attracting over 1 million beta users and securing $45 million in funding, the service struggled with content licensing, competition from and , and monetization challenges. Operations were suspended in 2012 following the 2009 acquisition of its assets by Adconion Media Group, which rebranded it as part of the smartclip video platform.

Introduction

Founders and Origins

Joost was founded by Swedish entrepreneur and Danish entrepreneur , who had previously co-founded the peer-to-peer file-sharing service in 2001 and the internet telephony platform in 2003. Zennström, who served as CEO of until its sale to in 2005 for $2.6 billion, and Friis, a self-taught technology enthusiast who met Zennström while working at the telecommunications firm in the late , brought their experience in disruptive internet technologies to the venture. Their prior successes with , which revolutionized but faced legal challenges over , and , which democratized voice communication, informed their approach to innovating in media distribution. The project originated in 2006 under the code name "The Venice Project," assembled by Zennström and Friis with a team of around 150 software developers across offices in the UK, , and the . It emerged as a direct response to the constraints of traditional television, which relied on one-way broadcast models limiting viewer choice and interactivity, and early online video platforms like , which suffered from low video quality and fragmented content discovery. Friis emphasized that traditional TV's broadcast nature resulted in inefficient advertising and a lack of . At its core, The Venice Project envisioned an interactive, global internet television service featuring high-quality professional programming from partners like and , offering features such as on-demand viewing, pausing, and rewinding to enhance user engagement. Zennström and Friis aimed to create a "lean-back" TV experience on the , free for users and supported by , thereby addressing the rigidity of cable schedules and the amateurish scale of web videos. This service was designed for worldwide accessibility via , prioritizing a seamless, television-like interface over the fragmented of existing alternatives.

Launch and Initial Vision

Joost began beta testing in late 2006, initially under the code name The Venice Project, with access limited to a small group of invited users to refine its streaming technology. By mid-2007, the platform had attracted over one million beta testers, as announced by co-founder during a July , reflecting rapid early adoption driven by the founders' reputation from prior successes like . The full public launch was announced for late 2007, with beta version 1.0 released to all users in October, marking the transition from invite-only access to open availability. This rollout included initial content licensing deals with major networks, such as Viacom in February 2007, which provided programming from , , , and , and CBS in May 2007, adding shows like CSI and . Joost's initial vision positioned it as an ad-supported streaming platform delivering broadcast-quality video over the , often described as reimagined for the digital era. Key features emphasized social sharing through interactive plug-ins for user engagement, via customizable channels and recommendations, and high-quality on-demand streaming of full-length episodes and films, aiming to create an intuitive, TV-like experience accessible via downloadable software.

Technology

Peer-to-Peer Distribution

Joost employed (P2P) TV technology to distribute video streams, enabling users' devices to share content directly with one another and thereby reducing the bandwidth demands on centralized servers. This approach leveraged the aggregate upload capacity of participating peers to supplement server-delivered content, potentially lowering distribution costs for the platform while maintaining scalability for video-on-demand (VoD) services. The initial architecture was built on proprietary P2PTV protocols, drawing from the founders' prior work on and , which incorporated supernodes for peer discovery and relaying. Peers connected via an managed by centralized servers for and tracking, using HTTPS for initial handshakes and UDP for media transmission in encrypted packets of approximately 1104 bytes each on port 4166. Video segments were divided and shared based on users' playback positions, with clients downloading from peers who were ahead in the stream or held relevant cached data in local storage (such as the "anthill_cache" directory, which could accumulate several gigabytes). High-capacity public nodes functioned as relays, similar to supernodes in , to assist peers behind NATs or firewalls, ensuring connectivity while prioritizing easily reachable nodes for efficient segment exchange. This P2P model offered advantages in cost efficiency, as peers could offload up to 33% of content delivery from servers during peak usage, though empirical measurements indicated servers still provided 71-91% of data depending on network conditions and peer availability. The system supported high-quality VoD by separating control traffic (handled by peer managers) from media distribution, allowing adaptive sharing that scaled with user participation without full reliance on inter-continental links for all transfers. In late , Joost shifted from its P2P-based desktop application to a Flash-based web player, citing challenges in user adoption due to the need for software downloads and installations. This transition simplified access via browsers but moved away from the core P2P distribution mechanics toward more centralized streaming.

Platform Features and Compatibility

Joost's platform centered on a desktop client application that provided a television-like viewing experience, organized around channel-based . Users could browse and switch between approximately 150 channels spanning genres such as , , , and , mimicking traditional channel surfing while allowing on-demand access to videos within each channel. was streamlined through a minimalist interface with translucent overlay menus for program selection, supporting both mouse and keyboard controls like for channel flipping. The software emphasized fullscreen viewing by default, with options to resize windows, and integrated streaming to deliver broadcast-quality video, though it required connections and could experience occasional buffering. Social integration was a core element, enabling users to build online communities around content. Features included real-time chat with other viewers tuned into the same channel, fostering interactive discussions during playback, and integration with services like or Jabber for broader communication. While explicit friending mechanics were limited in early versions, the platform supported community formation through shared viewing experiences and chat archives, which could be leveraged for . Additionally, the interface incorporated customizable widgets, such as dashboards for quick access to chats and playlists, enhancing user personalization. Video recommendations were handled via channel-curated playlists rather than algorithmic suggestions, guiding users to related content within thematic groupings. For content sharing, Joost offered embeddable players in its later web-based iterations, allowing users to integrate videos into external sites, though this was more prominent after the shift from the desktop app. The platform's reliance on distribution for efficient streaming was abstracted from the , presenting seamless playback without exposing technical details. Compatibility was initially focused on desktop operating systems, with the client supporting and Vista, as well as Mac OS X on Intel-based (x86) hardware only, excluding PowerPC systems. The final desktop software version, 1.1.7, was released on June 18, 2008, marking the end of major updates before the pivot to web delivery. Mobile support arrived later with an app in November 2008, enabling streaming of over 46,000 videos, including full-length movies, but it lacked cellular access and was ad-supported. For gaming consoles, Joost provided a simplified web interface optimized for the in June 2009, accessible via the browser and navigable with the controller's directional buttons, though content was limited compared to desktop. A key limitation was the absence of native mobile apps during the platform's early years, delaying accessibility on devices like until 2008. Following the discontinuation of the P2P desktop client in late 2008, Joost transitioned to a browser-based model reliant on for web access, which improved cross-platform reach but introduced dependencies on Flash-enabled browsers and potential performance issues on non-desktop devices. This shift eliminated the need for software downloads but restricted advanced P2P features to the legacy client.

History

Early Development Phase

In 2006, and , the co-founders of , established The Venice Project LLC to develop a internet television platform, rapidly assembling a team of approximately 150 employees distributed across offices in cities including New York, , and . This initiative built on their prior experience with file-sharing technologies like , aiming to create a scalable system for high-quality video distribution over the internet. The core of the early development focused on prototyping a desktop application that integrated networking to enable efficient streaming and reduce bandwidth costs for servers. By December 2006, the project entered a closed beta testing phase, inviting select users and generating nearly 250,000 sign-ups to refine the software's performance and . Internal milestones during this period included optimizing the application's compatibility with Windows and Mac OS, while incorporating features like channel-based navigation and ad-supported viewing. Significant challenges arose in securing content licenses from major media providers, as initial partnerships—such as with Warner Music and production companies like —proved insufficient to build a robust library, delaying progress amid negotiations with broadcasters wary of . Simultaneously, constructing the P2P infrastructure presented technical hurdles, including ensuring reliable video quality and preventing , which required iterative testing to balance with in the beta environment.

Expansion and Partnerships

Following its beta launch, Joost pursued aggressive expansion through key content partnerships in 2007, securing exclusive distribution rights for premium programming. In February 2007, the company announced a licensing agreement with Viacom, enabling access to shows from networks including , , , , and films. Earlier that year, Joost partnered with to integrate music videos and artist content, such as behind-the-scenes footage for acts like the . Additional deals included for reality programming like Big Brother, and in May 2007, for a range of TV series and movies. These collaborations positioned Joost as a licensed alternative to user-uploaded platforms, emphasizing high-quality, ad-supported video. To broaden its reach beyond the U.S., Joost initiated international efforts starting in 2007 with a content deal for Bollywood films through distributor . By mid-2008, the platform expanded further with a localized launch in , partnering with TOM Online to offer a Chinese-language version featuring regional programming and global content tailored for n audiences. This move aimed to tap into emerging markets with high penetration, though it faced challenges from local regulations and competition. Complementing content growth, Joost ramped up advertising partnerships, securing over 40 major brands by late 2007 to support its free-to-user model. Notable campaigns included as the exclusive automotive advertiser for the platform's September 2007 public beta, with custom video ads integrated into programming. Other participants encompassed , Nike, and , enabling interactive formats like branded channels and pre-roll spots. By 2008, these initiatives drove substantial user adoption, with Joost reaching 1 million beta sign-ups by its 2007 public launch.

Business Aspects

Funding and Investors

Joost raised a total of $45 million in a Series A funding round announced on May 10, 2007. The round was led by Index Ventures and included investments from , , Viacom, and through his foundation. These funds were allocated to accelerate product development, global expansion, localization efforts, and enhancements to service offerings, with a focus on technology infrastructure and content acquisition from media partners. Prior to this round, the company's early development phase was financed by founders and using proceeds from eBay's 2005 acquisition of .

Revenue Model and Monetization

Joost adopted an ad-supported , providing users with free access to streaming video content in exchange for exposure to various forms of integrated into the platform. This approach mirrored traditional television monetization but leveraged capabilities for more interactive and targeted placements, including pre-roll video ads that played before content, in-banner video advertisements embedded within the interface, and sponsored channels featuring integrations. The platform attracted commitments from approximately 40 major advertisers, such as , , , , , and Sprite, enabling a diverse range of ad formats to support content distribution without direct user fees. These partnerships facilitated the delivery of high-profile campaigns, with ads designed to blend seamlessly into the viewing experience while driving revenue through impressions and engagements. To optimize ad performance, Joost incorporated mechanisms that utilized user data, such as viewing habits and demographics, to deliver personalized promotions and improve click-through rates. This data-driven strategy aimed to increase advertiser value by aligning promotions with individual preferences, though it raised early discussions on in online video ecosystems. Beyond core , Joost explored alternative avenues, including premium subscription options for ad-free access or exclusive content, as well as download-to-own and single-rental models. However, executives identified the advertiser-supported framework as the most viable path for scaling revenue amid rapid user growth projections.

Decline and Closure

Operational Challenges

Joost encountered significant operational hurdles starting in 2008, primarily driven by intensifying competition from established platforms such as , , and , which rapidly eroded its user base through superior content availability and user-friendly interfaces. , in particular, captured a substantial share of online video traffic—around 10%—by leveraging exclusive deals with major broadcasters like and , outpacing Joost's offerings. This competitive pressure was compounded by Joost's reliance on (P2P) distribution, which saw slow adoption due to inconsistent infrastructure; many users faced buffering issues and download barriers on slower connections, leading to frustration and defection to simpler streaming alternatives. Internally, Joost grappled with repeated workforce reductions and infrastructural downsizing to stem financial losses. In late 2008, the company laid off 14 employees as part of its pivot away from the desktop application, signaling early cost-cutting measures amid declining viability. By 2009, these efforts escalated with a reduction of approximately 70 employees from its staff of 90 (about 78%), alongside the closure of its office to consolidate operations in the U.S. Concurrently, legal and negotiation challenges over content rights hampered growth; Joost struggled to secure broad licensing agreements from media conglomerates wary of digital distribution, resulting in a limited content library that failed to attract advertisers or retain viewers. In response to these pressures, Joost shifted to a web-based platform in September , abandoning its proprietary P2P software in favor of a Flash-enabled browser interface to broaden accessibility and reduce technical barriers. However, this transition did not halt the downward trajectory in key metrics, including daily active users, as the service continued to lag behind competitors in engagement and content appeal despite added features like APIs and widgets. The move ultimately underscored broader execution failures in adapting to a fast-evolving market dominated by ad-supported streaming giants.

Shutdown and Acquisition

On November 24, 2009, Adconion Media Group announced the acquisition of key assets from Joost, including the Joost , the Joost.com domain, and portions of its video distribution technology, for an undisclosed sum. This deal followed a period of operational difficulties that had prompted Joost to pivot earlier in the year from consumer-facing video streaming to a white-label video platform. In October 2009, prior to the asset sale, Joost's subsidiary entered creditors' voluntary amid financial pressures, resulting in the cessation of video streaming services on the Joost . The process involved the sale of office assets and marked a significant step toward the company's wind-down. Adconion integrated the acquired Joost assets into its operations, but by May 9, 2012, it fully rebranded and merged Joost Media into its smartclip platform, effectively concluding Joost's independent existence. This integration allowed Adconion to consolidate its video ad capabilities, absorbing Joost's clients and technology into smartclip's network.

Legacy

Industry Impact

Joost used ad-supported (P2P) streaming to deliver high-quality television content over the without subscription fees, leveraging bandwidth sharing among users to reduce distribution costs and enable scalable video delivery. This model, which integrated directly into the viewing experience, anticipated the free, ad-funded structure of later platforms; major networks like and opted for centralized streaming with in 2008 to maintain control over premium content that Joost struggled to secure. The platform's difficulties in negotiating content licensing agreements underscored persistent challenges for early over-the-top (OTT) services, as content owners prioritized piracy protection and revenue guarantees, often favoring established broadcasters over innovative P2P distributors. These hurdles exposed the limitations of decentralized models in attracting blockbuster programming, thereby hastening the industry's pivot to centralized streaming architectures that facilitated more reliable licensing deals and smoother user experiences on services like Hulu and Netflix. Joost's integration of social TV features—such as real-time text chat during playback and community-driven channel interactions—represented an early example of interactive, communal viewing in online TV. Following operational challenges, Joost ceased its core services in 2009, with its technology and later acquired by Adconion Media Group in 2011 for use in solutions.

Technological Influence

Joost advanced (P2P) technology for video distribution by launching one of the earliest commercial P2P-based video-on-demand (VoD) systems, which enabled scalable delivery of high-quality on-demand television content to users worldwide. Joost's architecture used P2P technology derived from protocols like —originally developed for —to support VoD playback, with general features like buffering and seek functionality to minimize latency and maximize resource utilization among peers. This approach demonstrated the viability of P2P for non-live video scenarios, with peers contributing bandwidth to reduce reliance on central servers while maintaining playback quality comparable to traditional broadcast TV. A critical lesson from Joost's development was the strategic transition from pure P2P to hybrid P2P-cloud architectures, which addressed and reliability challenges in large-scale deployments. Initially reliant on desktop clients for P2P transfers, Joost shifted to browser-based delivery with central server support in , integrating elements of content delivery networks (CDNs) to handle peak loads and improve accessibility, thereby reducing dependency on end-user resources. Joost also contributed to the broader ecosystem of open-source P2PTV projects and early efforts in mobile streaming compatibility. Its P2P framework informed developments in initiatives like the EU-funded P2P-Next project, which explored advanced P2PTV architectures incorporating hybrid delivery and open protocols to enhance and quality in peer-based TV systems. Furthermore, Joost's 2008 application enabled mobile P2P streaming by adapting its protocol for handheld devices, predating widespread mobile video standards and supporting cross-device playback without compromising quality.

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  67. https://www.forrester.com/blogs/08-12-11-the_joost_app_for_iphone_product_strategy_ahead_of_its_time/
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