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市場調查報告書

數位內容的經營模式

Digital Content Business Models

出版商 Juniper Research 商品編碼 327876
出版日期 內容資訊 英文
商品交期: 最快1-2個工作天內
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數位內容的經營模式 Digital Content Business Models
出版日期: 2017年11月07日 內容資訊: 英文
簡介

本報告提供數位內容的經營模式相關趨勢的相關調查,數位內容市場轉變與變化,MNO及OTT經營者的經營模式的檢驗,營運商計費的市場機會,競爭環境與主要供應商的簡介,數位內容的各地區、設備、收費類型的收益預測等彙整資料。

策略 & 競爭

第1章 數位內容的阻礙:市場發展

  • 簡介
  • 廣播公司OTT:從線性到VoD & 雙向性
    • BBC iPlayer
  • 隨選服務的增加
    • 視訊
    • 音樂
    • SVoD的資料的影響
  • OTT強化內容投資
  • Telco:是合作夥伴還是競爭對手?
    • 網路電視還是VoD?
    • 從管線到衛星:提供選擇的擴張
    • 新的經營模式:MNO OTT內容播放
  • 運動:重要內容的戰場
    • 運動內容的收益化
    • 從運動到e-運動

第2章 適應策略:MNO、營運商計費

  • 簡介
  • 計費關係的有效化
  • 營運商計費的促進要素
  • 直接營運商計費的課題

第3章 適應策略:OTT

  • 簡介
    • OTT與消費者雲端的崛起
  • Google:Android及目標
    • Google vs Apple:應用程式的下載中優勢的困境
    • 消費者的雲端
    • Juniper的評論
  • Apple:平台、設備、內容
    • 超過iPhone:App Revolution的收益化
    • 「雲中的內容」的收益化
    • 連網型世界中無間斷內容的實現
    • Juniper的評論
  • Facebook:社群機會的收益化
    • Facebook與行動中商業模式的演進
    • Juniper的評論
  • 從Amazon:eRetail到內容
    • 從雲端儲存到雲端播放器
    • 從雲端播放器到雲端內容提供商
    • Juniper的評論

第4章 競爭環境

  • 簡介
  • 供應商分析
    • 供應商評價標準
    • 供應商分析:能力的評估和市場上的定位
    • 供應商的群組化
    • Juniper的競爭Web分析
    • 規定與解釋
  • 營運商計費的有力經營者
  • 主要供應商的簡介
    • Infomedia
    • Dokomo數位
    • Bango
    • Boku
    • DIMOCO
    • Digital Turbine
    • Fortumo
    • Centili (Infobip)
    • Netsize (Gemalto)
    • NTH Mobile
    • Oracle
      • 企業概要
      • 地區的發展
      • 主要客戶、策略性聯盟
      • 提供內容相關見解
      • Juniper的見解:主要的優勢策略性發展機會

市場預測

第1章 調查手法、前提條件

  • 簡介

第2章 內容的收益化預測:全設備

  • 數位內容市場
  • 哪個內容?
  • 哪個計費機制?

第3章 內容的收益化預測:遊戲

  • 數位遊戲市場
  • 數位遊戲:哪個計費機制?

第4章 內容的收益化預測:視訊

  • 視訊內容市場
  • 視訊內容:哪個計費機制?

第5章 內容的收益化預測:音樂

  • 數位音樂市場
  • 數位音樂:哪個計費機制?

第6章 內容的收益化預測:電子出版

  • 電子出版市場
  • 電子出版:哪個計費機制?

第7章 內容的收益化預測:生活方式

  • 生活方式內容市場
  • 生活方式內容:哪個計費機制?

本網頁內容可能與最新版本有所差異。詳細情況請與我們聯繫。

目錄

Overview

With digital content now being consumed across a plethora of connected devices, Juniper's Digital Content Business Models research service provides a comprehensive analysis of the ways in which players across the ecosystem - telcos, OTTs, vendors, billing providers - are developing adaptive strategies in this fast-moving space.

This research explores how content business models are changing, and will continue to change, in the coming years. It analyses what the transition in consumption patterns means for both old and new players, and what that implies for optimal monetisation of digital content.

This research suite includes:

  • Deep Dive Strategy & Competition (PDF)
  • Deep Dive Data & Forecasting (PDF & Excel)
  • Executive Summary & Core Findings (PDF)

Key Features

  • In-depth analysis of key player content spend levels, anticipating how OTTs and telcos might seek to disrupt the status quo through the acquisition of sporting and eSports rights.
  • A competitive assessment of carrier billing providers, focusing on deployments, product range and future business prospects.
  • GAFA (Google, Apple, Facebook, Amazon) Group analysis, focusing on player activities in delivering and producing content, together with Juniper Commentary on individual player prospects.
  • Market Dynamics: Strategic analysis of the major trends and key debates in the digital content ecosystem, including:
    • The rise in on-demand services
    • Monetising Sports and eSports content
    • Leveraging the billing relationship
  • Interviews with leading players across the blockchain ecosystem, including:
    • aimm (Association for Interactive Media & Micropayments)
    • Bango
    • DIMOCO
    • Fortumo
  • Vendor Profiles & Leaderboard: Key player capability and capacity assessment, together with Leaderboard vendor positioning for 11 carrier billing providers.
  • Benchmark Industry Forecasts: Includes forecasts for digital content revenues split by country, by region and by content type:
    • Games
    • Video
    • Music
    • ePublishing
    • Lifestyle

Key Questions

  • 1. Which OTT players are investing most heavily in original content?
  • 2. How can OTTs and/or telcos successfully monetise sporting content?
  • 3. What revenues can telcos derive from carrier billed content over the next 5 years?
  • 4. Which carrier billing companies are seeing the highest levels of end user spend?
  • 5. Which types of digital content will see the strongest growth over the next 5 years?

Companies Referenced

  • Interviewed: aimm (Association for Interactive Media and Micropayments), Bango, DIMOCO, Fortumo.
  • Profiled: Bango, Boku, Centili (Infobip), Digital Turbine, DIMOCO, DOCOMO Digital, Fortumo, Infomedia, Netsize (Gemalto), NTH Mobile, txtNation.
  • Mentioned: A+E Network, ABC, Adyen, Alibaba, Alphabet, ALTBalaji, Amaze, Amazne, Amazon, Amdocs, American Express, Apple, ARM, AT&T, Axiata, Baidu, Baihe, BANDAI NAMCO, BARB (Broadcasters' Audience Research Board), Batelco, BBC, BCCI (Board of Cricket Control for India), Beats, Beeline, Bharti Airtel, BlackBerry, Blizzard, Bouygues, Box TV, BroadbandTV, BT, busuu, ByNoGame, CBS, Celcom, Cellmania, China Mobile, Cinemax, Comic Con HQ, Danal, Deezer, DEFY Media, DeNa, Deutsche Telekom, Discovery Channel, Disney, DittoTV, DNA, DramaFever, DreamHack, dtms, DTS (Distribuidora de Television Digital), EA, EE, eHarmony, Elisa, ePlus, Ericsson, ESL, ESPN, Etisalat, Eurosport Player, Facebook, Fox, Gaana, Gameloft, Global Collect, Globe, Google, GREE, Grindr, HBO, HT-Mobile, Hulu, Hutchison, Idea Cellular, iflix, Indosat, Intel, Intuit, ITV, Jiayuan, KDDI, Kinguin, KPN, Krabi & Mask, Kyivstar, Lala, Lightspeed Interactive, LMT, Lookout, Loop Mobile, Loviit, Lusacell, Match Group, Maxis, MGM, Microsoft, Mixi, MLB.com, MobiFone, Mobileview, Mobiilimaksu, Mobinil, MoCoPay, Momo, Mopay, Motorola, Movistar, Mozilla, mPayment, M-Tel, Mydala, MZ (Machine Zone), NBC, Neomobile, Netflix, Nielsen, NOW TV, NTT DoCoMo, O2, Oculus, Ofcom, OneBip, Ooredoo, Optimal Payments, Optus, Orange, Paramount, Payforit, PayPal, Playwing, Proximus, Qubecell, RBI (Reserve Bank of India), Reliance Communications, Ring TV Boxing, Riot Games, Samsung, Sandvine, Satelindo, Shazam, SHOWTIME, Shudder, Simfy, Singtel, Skrill, SK Telecom, Sky, Smart, Smartfren, Smartfren, Smithsonian, Softbank, Sony, S-Phone, Spark Networks, Spellflix, Spotify, Sprint, Star India, STARZ, Sun, Supercell, SuperData, Swisscom, Telcel, Tele2, Telecom Italia Mobile, Telefonica, Telenor, TeliaSonera, Telkom, Telekom Slovenije, Telkomsel, Telly, Telstra, Tencent Three, T-Mobile, TRAI, Twistbox Entertainment, Twitch, Twitter, U Mobile, Unino, Unix, Valve, Verizon, Via, ViaPlay, Vietnamobile, Viettel, Vinafone, Viva, VN, Vodafone, Vodcom, Wargaming, webe, Weixin (WeChat), WhatsApp, Wind, WorldPay, WWE, XL/AXIS, Yahoo, YouTube.

Data & Interactive Forecast

Juniper's Digital Content Busines Models forecast suite includes:

  • Regional splits for 8 key regions, as well as 11 country level data splits for:
    • Canada
    • China
    • Denmark
    • Germany
    • Japan
    • Portugal
    • Norway
    • Spain
    • Sweden
    • UK
    • US
  • Digital content revenues, carrier billing spend and MNO carrier billed revenues for:
    • Games
    • Video
    • Music
    • ePublishing
    • Lifestyle
    • Other Content
  • Billing device forecasts by:
    • Smartphones
    • Featurephones
    • Tablets
    • Other connected devices
  • Interactive Scenario Tool allowing users to manipulate Juniper's data for 9 different metrics.
  • Access to the full set of forecast data of 114 tables and more than 7,000 datapoints.

Juniper Research's highly granular Interactive Forecast Excels (IFxls) enable clients to manipulate Juniper's forecast data and charts to test their own assumptions by using the Interactive Scenario Tool, and compare select markets and sectors side by side in customised charts and tables. IFxls greatly increase clients' ability to both understand a particular market and to integrate their own views into the model.

Table of Contents

Deep Dive Strategy & Competition

1. Digital Content Disruption: Market Evolution

  • 1.1. Introduction
  • 1.2. Broadcaster OTT: From Linear to VoD & Interactivity
    • i. BBC iPlayer
      • Figure 1.1: iPlayer, Views Per Annum (m), 2008-2016
  • 1.3. The Rise in On-demand Services
    • 1.3.1. Video
      • Figure 1.2: UK SVoD Households, Q2 2017
      • i. Super-aggregation & the Curation Opportunity
    • 1.3.2. Music
      • Figure 1.3: Digital Recorded Music Sales ($m), Top 10 Markets, 2016
    • 1.3.3. Data Implications of SVoD
      • Figure 1.4: Global Data Consumption by Mobile Devices (EB) Split by Usage Category, 2013-2017
      • Figure 1.5: Global Video Data Traffic via Mobile Devices & Connected TVs (EB/annum) 2017-2021
      • i. Fixed Networks
        • Figure 1.6: US Upstream/Downstream Traffic Share, 2016
        • Figure 1.7: Facebook, Netflix & YouTube Combined Daily Hours of Use (m), 2016 vs 2017
  • 1.4. OTTs Boost Content Investment
    • Figure 1.8: Annual Budgets for Original TV Programming 2017-2018 ($m),
  • 1.4.1. Telcos: Partners or Competitors?
    • i. IPTV or VoD?
      • Figure 1.9: AT&T U-verse Year End Subscribers (m) & Annual Revenues ($bn), 2008-2016
    • ii. From Pipe to Satellite: Expanding the Delivery Options
    • iii. New Business Models: the MNO OTT Content Play
  • 1.5. Sport: A Key Content Battleground
    • 1.5.1. Monetising Sporting Content
      • i. The Amazon Prime Bundle Option
      • ii. Alternative Options
        • Figure 1.10: Selected US Sporting Rights Packages
      • iii. Netflix Rules Out Bidding
      • iv. The Telco Approach
        • Figure 1.11: English Premier League Key Rights/Viewing Figure Statistics
    • 1.5.2. From Sports to eSports
      • i. Own-brand Tournaments

2. Adaptive Strategies: MNOs & Carrier Billing

  • 2.1. Introduction
    • Figure & Table 2.1: Base Line Analysis of Global Mobile Subscriber Growth, ARPU & Operator Billed Service Revenues 2015-2022
  • 2.2. Leveraging the Billing Relationship
    • Table 2.2: Carrier Billing Availability by Selected Storefront, 2015-2017
    • Table 2.3: Google Play/Facebook Carrier Billing Availability by Operator, Largest Unbanked Markets, May 2016
    • Figure 2.4: The Lost Opportunity: Android/iOS Smartphones Without Carrier Selected Content Providers Billing Options for App Store or Google Play, 2017
  • 2.2.1. Carrier Billing Drivers
    • Figure 2.5: Banked Penetration by Country, 2015 (%)
    • Figure 2.6: Unbanked Adult Population by 8 Key Regions, 2015 (%)
    • Figure 2.7: Beyond the Mobile: Selected Connected Devices, Worldwide Installed Base, Year End 2017
    • Figure 2.8: Billing Mechanism Conversion Rate Comparison, Low Value Purchases: Credit Card vs Direct Carrier Billing
  • 2.2.2. Direct Carrier Billing Challenges
    • Figure 2.9: Selected Markets, Prepaid Users as % of Mobile User Base, 2016
    • Figure 2.10: The Carrier Billing Consumer Journey
    • Figure 2.11: Juniper Challenge Assessment Matrix, Content Carrier Billing

3. Adaptive Strategies: OTTs

  • 3.1. Introduction
    • Figure & Table 3.1: GAFA Group Annual Revenues ($m), 2010-2016
    • 3.1.1. OTT Players & the Rise of the Consumer Cloud
  • 3.2. Google Android & Beyond
    • 3.2.1. Google vs Apple: Supremacy in the App Downloads Struggle
      • Figure 3.2: Annual App Downloads (m) Apple App Store vs Google Play 2008-2016
    • 3.2.2. Into the Consumer Cloud
    • 3.2.3. Juniper Commentary
  • 3.3. Apple Platforms, Devices & Content
    • Figure 3.3: iPhones & iPads, Shipments Per Calendar Year (m), 2009-2016
    • 3.3.1. Beyond the iPhone: Monetising the App Revolution
      • Figure 3.4: Device vs Content: Apple Revenues ($bn), 2014-2016
    • 3.3.2. Monetising ‘Content in the Cloud'
    • 3.3.3. Enabling Seamless Content in a Connected World
      • i. TV & Wearables: Apple Struggles to Gain Traction
    • 3.3.4. Juniper Commentary
      • Figure 3.5: Revenues Per App Download, iOS & Other OS, 2013-2016 ($)
  • 3.4. Facebook - Monetising the Social Opportunity
    • 3.4.1. Facebook & the Mobile Monetisation Challenge
      • Figure 3.6: Active Facebook Users (m) PC only vs Mobile 2005-2017
      • i. Facebook & Mobile Advertising
        • Figure 3.7: Facebook Mobile Advertising Revenues ($m), 2012-2016
      • ii. Facebook & Social Games
      • iii. Facebook Original Content
    • 3.4.2. Juniper Commentary
  • 3.5. Amazon: eRetail to eContent
    • 3.5.1. From Cloud Storage to Cloud Player
    • 3.5.2. ...to Cloud Content Provider
      • i. Amazon Video & Amazon Channels
      • ii. Other Content
      • iii. The Prime Effect
    • 3.5.3. Juniper Commentary

4. Competitive Landscape

  • 4.1. Introduction
  • 4.2. Vendor Analysis
    • 4.2.1. Vendor Assessment Criteria
      • Table 4.1: Juniper Leaderboard Vendor Capability Assessment Criteria
    • 4.2.2. Vendor Analysis: Capability Assessment & Market Positioning
      • Table 4.2: Carrier Billing Vendor Analysis Scoring Matrix: Capability & Capacity vs Product & Position
      • Figure 4.3: Juniper Leaderboard for Carrier Billing 2017
    • 4.2.3. Vendor Groupings
      • i. Summary
      • iii. Leading Challengers
    • 4.2.4. Juniper Competitive Web Analysis
      • Figure 4.4: Juniper Competitive Web: Selected Carrier Billing Providers
    • 4.2.5. Limitations & Interpretation
  • 4.3. Carrier Billing Movers & Shakers
  • 4.4. Selected Vendor Profiles
    • 4.4.1. Infomedia
      • i. Corporate
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
      • iv. High Level View of Offerings
      • v. Juniper's View: Infomedia Key Strengths & Strategic Development Opportunities
    • 4.4.2. DOCOMO Digital
      • i. Corporate
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
      • iv. High Level View of Offerings
      • v. Juniper's View: DOCOMO Digital Key Strengths & Strategic Development Opportunities
    • 4.4.3. Bango
      • i. Corporate
        • Table 4.5: Bango Financial Performance Snapshot, 2015-2016
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
        • Table 4.6: Bango's Publicly Announced Activations, September2016 - July 2017
      • iv. High Level View of Offerings
      • v. Juniper's View: Bango Digital Key Strengths & Strategic Development Opportunities
    • 4.4.4. Boku
      • i. Corporate
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
      • iv. High Level View of Offerings
      • v. Juniper's View: Baku Digital Key Strengths & Strategic Development Opportunities
    • 4.4.5. DIMOCO
      • i. Corporate
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
      • iv. High Level View of Offerings
      • v. Juniper's View: DIMOCO Digital Key Strengths & Strategic Development Opportunities
    • 4.4.6. Digital Turbine
      • i. Corporate
        • Table 4.7: Digital Turbine Financial Performance Snapshot, 2016-2017 (FYE 31 March)
        • ii. Geographical Coverage
        • iii. Key Clients & Strategic Partnerships
        • iv. High Level View of Offerings
        • v. Juniper's View:Digital Turbine Key Strengths & Strategic Development Opportunities
    • 4.4.7. Fortumo
      • i. Corporate
      • ii. Geographical Coverage
      • iii. Key Clients & Strategic Partnerships
      • iv. High Level View of Offerings
      • v. Juniper's View: Fortumo Turbine Key Strengths & Strategic Development Opportunities
    • 4.4.8. Centili (Infobip)
      • i. Corporate
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
      • iv. High Level View of Offerings
        • Figure 4.8: Infobip Mobile Platform Overview
      • v. Juniper's View: Centili's Key Strengths & Strategic Development Opportunities
    • 4.4.9. Netsize (Gemalto)
      • i. Corporate
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
      • iv. High Level View of Offerings
      • v. Juniper's View: Netsize Key Strengths & Strategic Development Opportunities
    • 4.4.10. NTH Mobile
      • i. Corporate
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
      • iv. High Level View of Offerings
      • v. Juniper's View: NTH Mobile Key Strengths & Strategic Development Opportunities
    • 4.4.11. txtNation
      • i. Corporate
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
      • iv. High Level View of Offerings
      • v. Juniper's View: txtNation Key Strengths & Strategic Development Opportunities

Deep Dive Data & Forecasting

1.Methodology & Assumptions

  • 1.1. Introduction
    • Figure 1.1: Methodology for Calculating Digital Content Revenues by Country, Region & Device Type

2. Content Monetisation Forecasts: All Devices

  • 2.1. The Digital Content Market
    • Figure & Table 2.1: Digital Content Revenues ($) Split by 8 Key Regions 2017-
    • Figure & Table 2.2: Digital Content Revenues ($m) Split by Device Type & 8 Key Regions 2022
  • 2.2. Which Content?
    • Figure & Table 2.3: Digital Content Revenues ($m) Split by Content Type 2017-2022
  • 2.3. Which Billing Mechanism?
    • Table 2.4: Digital Content Annual Spend (%) Split by Billing Mechanism 2017-Key Regions 2017-2022
    • Table 2.5: Digital Content Billed to Direct Carrier Billing Split by 8 Key Regions Carrier Billing ($m) Split by 8 Key Regions 2017-2022
    • Figure & Table 2.6: Digital Content Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2017-
    • Figure & Table 2.7: Operator Share of Digital Content Revenues Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2017-2022

3. Content Monetisation Forecasts: Games

  • 3.1. The Digital Games Market
    • Figure & Table 3.1: Digital Games Revenues ($m) Split by 8 Key Regions 2017-2022
  • 3.2. Digital Games: Which Billing Mechanism?
    • Table 3.2: Digital Games Content Billed to Direct Carrier Billing (%) Split by 8 Key Regions 2017-2022
    • Figure & Table 3.3: Digital Games Spend Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2017-2022
    • Figure & Table 3.4: Operator Share of Digital Games Revenues Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2017-2022

4. Content Monetisation Forecasts: Video

  • 4.1. The Video Content Market
    • Figure & Table 4.1: Video Content Revenues ($m) Split by 8 Key Regions 2017-2022
  • 4.2. Video Content: Which Billing Mechanism?
    • Table 4.2: Video Content Billed to Direct Carrier Billing (%) Split by 8 Key Regions 2017-2022
    • Figure & Table 4.3: Video Content Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2017-
    • Figure & Table 4.4: Operator Share of Video Content Revenues Billed to Direct (%) 2017-2022

5. Content Monetisation Forecasts: Music

  • 5.1. The Digital Music Market
    • Figure & Table 5.1: Digital Music Revenues ($m) Split by 8 Key Regions 2017-2022
  • 5.2. Digital Music: Which Billing Mechanism?
    • Table 5.2: Digital Music Revenues Billed to Direct Carrier Billing (%) Split by 8 Key Regions 2017-2022
    • Figure & Table 5.3: Digital Music Revenues Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2017-2022
    • Figure & Table 5.4: Operator Share of Digital Music Revenues Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2017-2022

6. Content Monetisation Forecasts: ePublishing

  • 6.1. The ePublishing Market
    • Figure & Table 6.1: ePublishing Revenues ($m) Split by 8 Key Regions 2017-2022
  • 6.2. ePublishing: Which Billing Mechanism?
    • Table 6.2: Digital Publishing Revenues Billed to Direct Carrier Billing (%) Split by 8 Key Regions 2017-2022
    • Figure & Table 6.3: ePublishing Content Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2017-2022
    • Figure & Table 6.4: Operator Share of Other ePublishing Revenues Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2017-2022

7. Content Monetisation Forecasts: Lifestyle

  • 7.1. The Lifestyle Content Market
    • Figure & Table 7.1: Lifestyle Content Revenues ($m) Split by 8 Key Regions 2017-2022
  • 7.2. Lifestyle Content: Which Billing Mechanism?
    • Table 7.2: Other Connected Device Content Billed to Direct Carrier Billing (%) Split by 8 Key Regions 2016-2021
    • Figure & Table 7.3: Lifestyle Content Revenues Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2017-2022
    • Figure & Table 7.4: Operator Share of Lifestyle Content Revenues Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2017-2022
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