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市場調查報告書

數位內容的經營模式

Digital Content Business Models: OTT & Telco Strategies 2019-2023

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: OTT & Telco Strategies 2019-2023
出版日期: 2019年02月05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?

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目錄

Overview:

Juniper's ‘Digital Content Business Models’ research service provides a comprehensive analysis of the business models that players across the telecoms and digital ecosystem; namely operators, service providers, OTTs and billing providers, are embracing to determine adaptive strategies and survive in this rapidly changing sector.

This research explores how content business models are changing, and will continue to change, in the future. 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)
  • 12 months' access to harvest online data platform

Key Features:

  • Market Landscape: In-depth analysis of key player content spend levels; exploring how OTTs and telcos are disrupting the status quo through the acquisition of sporting content and eSports rights.
  • Competitive Player Assessment: Investigates carrier billing providers; focusing on player activities in delivering and producing content, future business prospects, together with Juniper commentary on individual player prospects:
    • FAANG (Facebook, Apple, Amazon, Netflix & Google)
    • BAT (Baidu, Alibaba & Tencent)
  • Market Dynamics: Strategic analysis of the major trends and key debates in the digital content ecosystem, including:
    • OTT player and telco strategies to monetise sports and eSports content, and unique film/TV content
    • The rise of on-demand and streaming services
    • Leveraging the billing relationship
  • Interviews: With leading players across the digital content ecosystem, including:
    • mGage
    • NTH Mobile
    • Centili (Infobip)
    • Bango
    • DIMOCO
  • Vendor Profiles & Leaderboard: Key player capability and capacity assessment, together with Leaderboard vendor positioning for 10 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 OTTs and telcos are investing significantly in the development of original content?
  • 2. How are OTTs and telcos successfully monetising sporting content?
  • 3. What revenues can telcos derive from carrier billed content over the next 5 years?
  • 4. Which carrier billing companies are generating the highest levels of end user spend?
  • 5. Which types of digital content will have the largest growth over the next 5 years and why?

Companies Referenced:

  • Interviewed: Bango, Centili (Infobip), DIMOCO, mGage, NowTV, NTH Mobile,
  • Profiled: Bango, Boku, Centili (Infobip), Infomedia, DOCOMO Digital, DIMOCO, Fortumo, mGage, NTH Mobile, txtNation.
  • Interviewed: Bango, Centili (Infobip), DIMOCO, mGage, NowTV, NTH Mobile,
  • Profiled: Bango, Boku, Centili (Infobip), Infomedia, DOCOMO Digital, DIMOCO, Fortumo, mGage, NTH Mobile, txtNation.
  • Mentioned: 21st Century Fox, 9Mobile, 9Pay, A1, ABC, Adyen, AFL, Afonbladet, Airtel, AIS, Alibaba, ALTBalaji, Amaze, Amazon, American Express, AOL, Apigate, Apple, Association of Tennis Professionals, AT&T, Audiens, Austrian FMA (Financial Market Authority), Baidu, BANDAI NAMCO, BARB (Broadcasters Audience Research Board), Base, Batelco, BBC, Beeline, Bharti Airtel, BilltoMobile, BlackBerry, Blizzard, Bonnier Broadcasting, Bose, Bouygues, Box TV, British Fashion Council, British Phonographic Industry, BT, Busuu, ByNoGame, C More, CBS, Celcom, Channel 4, Channel Nine, China Mobile, Cinemax, ClickAttack, CNN, Comcast, Danal, Deezer, Deloitte, Deutsche Telekom, Digitouch, Discovery, Disney, dittoTV, DNA, Easypark, EE (Everything Everywhere), EA, Elisa, English Premier League, Entel, ePlus, Ericsson, ESL, ESPN, Etisalat, Eurosport, Facebook, Fission, Formula One, Gaana, Gambit eSports Club, Gameloft, General Motors, Global Collect, Globe Telecom, Globe Telecom, GMO Payment Gateway, Google, GSMA, HBO, Hopster.com, HT-Mobile, Huawei, Hulu, Hutchison, IBERIA, Idea Cellular, iflix, IFPI, iHeartRadio, IM3, Indosat, Intel, Intuit, ITV, Iusacell, J Sports, Jazz, JOOX, Kayo, KDDI, KJM (Kommission für Jugendmedienschutz), Kinguin, KPN, Kyivstar, LMT, Lookout, Loop-Mobile, Loviit, Lucasfilm, Magzrer, Maker Studios, Maxdome, Maxis, McAfee, Mediapro, Microsoft, MOBA, MobiFone, Mobiilimaksu, MobileView, Mobinil, MoCoPay, mopay, Morgan Stanley, Movistar, Mozilla, M-Tel, MTS, Mydala, National Copyright Adminstration, National Express/ALSA, NBA, NBC Universal, NetEase Cloud Music, Netflix, NFL, Nickelodeon, Nintendo, NPM (National Public Media), NRL (National Rugby League), NTT, O2, Oath, Ofcom, OneBip, OnMobile, Ooredoo, Optimal Payments, Optus, Orange, PayPal, Pear Video, Philo, Play, Playwing, Proximus, Qingting FM, QQ, Quebecell, RBI, Readwhere, Reliance Communications, Renren Video, RGK Mobile, Rheinische Post, Riot Games, Roku, S Phone, Samsung, Satelindo, Sega, Shibsted, Shoal Games, Showtime, Singtel, Sky, Smarcom AG, Smart, SmartCom, Smartfren, Smartfren, Softbank, SolidTango, Sonos, Sony, Spellflix, Spotify, Sprint, STARZ, Sun, Supercell, SuperData Research, Swisscom, Telcel, Tele2, Telefonica, Telekom Slovenije, Telenor, Telia, Telkom, Telkomsel, Telstra, Tencent, TfL (Transport for London), The Trade Desk, The VoD platform, Three, TIDAL, Time Warner, Tiscali, T-Mobile, TRAI, Tre, Tri, Turkcell, TV4, Twitter, UMobile, Uninor, Valve, Verizon, Via, ViaPlay, VICE Media, Vietnamobile, Viettel, Vinafone, VIPnet, Virgin, Visit Britain, Viva, Vivial, Vivo, VN, Vodacom, Vodafone, Warner Brothers, webe, WeChat, WhatsApp, World Bank, WorldPay, WWE (World Wrestling Entertainment), WyWallet, Xiaomi, XL/AXIS, Yahoo, YouTube, Zain, ZTE.

Data & Interactive Forecast:

Juniper's ‘Digital Content Business 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. Transitioning From Linear to Streaming VoD to Generate Revenue
    • 1.2.1. Market Status: Hulu
    • 1.2.2. Market Status: BBC iPlayer
      • Figure 1.1: iPlayer, Streaming Requests per year (bn), 2011-2018
  • 1.3. The Rise of On-demand Services
    • 1.3.1. Video
      • Figure 1.2: Annual Subscription Growth in Homes with a SVoD Subscription (%), Selected Services, UK, Q3 2017-Q3 2018
      • Figure 1.3: NowTV Offers for Specific Consumer Tastes, December 2018
      • i. Content Aggregation Opportunity
        • Figure 1.4: Video Content Revenue Per Capita ($m), 2023
    • 1.3.2. Music
      • Figure 1.5: Global Music Revenues (%), Split by Segment, 2017
      • Figure 1.6: Top 10 Music Markets, 2017
      • i. Voice Control to Increase Music Streaming Usage
        • Figure 1.7: Number of Smart Speakers in US Households (m), 2017-2018
        • Table 1.8: Spotify & Deezer Developments in Integrating Voice Functionality into Service Offerings
    • 1.3.2. Desire for On-demand Services on the Rise
      • Figure 1.9: Global Data Consumption by Mobile Devices (EB) Split by Usage Category, 2013-2018
      • Figure 1.10: Global Video Data Traffic Via Mobile Devices & Connected TVs (EB/Annum) 2017-2023
      • i. Fixed Networks
        • Figure 1.11: Global Upstream/Downstream Traffic Share (%), 2018
  • 1.4. OTTs Continue Developing Content Offerings
    • Figure 1.12: Annual Budgets for TV Programming ($m), 2018
    • 1.4.1. FAANG: Gatekeepers to Streamed Content
      • Figure & Table 1.13: FAANG Group Annual Revenues ($m), 2010-2017
      • i.Netflix's International Play to Fend Off Compition
      • ii. Netflix Open to Collaboration to Expand its Presence
        • Table 1.14: January 2019 Price Increases on Netflix Plans
      • iii. Facebook Launches Watch TV
        • Figure 1.15: Facebook Watch Logo
      • iv. Apple to Gauge Interest of Apple Device Owners with Original Content
      • v. Google: The World's Primary Search Engine
      • vi. YouTube Content Available for Free Viewing with Adverts
      • viii. FAANG's Future in Question
        • Table 1.16: Market Capitalisation Loss of FAANG from 52 Week Highs to 20 th November 2018
        • Figure 1.17: Decrease (%) in Value of FAANG Stocks from 52 Week High to 20 th November 2018
    • 1.4.2. BAT vs FAANG: The Battle for Global Digital Leadership
      • i. SWOT Analysis of BAT
      • Figure 1.18: SWOT Analysis of Alibaba
      • Figure 1.19: SWOT Analysis of Baidu
      • Figure 1.20: SWOT Analysis of Tencent
    • 1.4.3. Telcos: Partners or Competitors of OTT players?
      • i. IPTV or VoD?
        • Figure 1.21: AT&T U-Verse & DIRECT TV Now Subscribers, Q4 2005-Q3 2008
      • ii. Telcos Redefine Entertainment Experience via Content Acquisition & Digital Platform Building
        • Table 1.22: AT&T Subscription Plans with Warner Media Content, 2019
      • iii. Expanding Content Delivery via Augmentation of Portfolios
      • iv. New Business Models: the MNO OTT Content Play
        • Figure 1.23: Sprint Wireless Bundle Packages with Hulu TV & TIDAL Music Streaming, 2018
  • 1.5. Sport: A Key Content Battleground
    • 1.5.1. Twitter Enter Sports Streaming Arena
    • 1.5.2. Sports a No-go Area for Netflix
    • 1.5.3. Telcos Jump on the Sports Streaming Band Wagon
    • 1.5.4. Amazon Targets Existing Prime Members who are also Sports Fans
    • 1.5.5. Telia Invests in SolidTango
    • 1.5.6. Telstra Partners with Kayo to Enhance Sports Viewing & Maintain Subscriber Loyalty
    • 1.5.7. BT Enters Sports Arena with Broadcast of European Football
      • Figure 1.24: TV Premier League Broadcast Rights Revenue (£m), 1997-
    • 1.5.8. Sky's Sport Content Offerings
    • 1.5.9. Monetising Sports Content
    • 1.5.10. Amazon Tests Sports Streaming Waters by Acquiring UK Premier League Broadcasting Rights
      • Table 1.25: Premier League Rights Packages, 2019-2022
      • i. Will Amazon Profit or Lose from Streaming the English Premier League?
      • ii. Next Steps for Amazon UK in Sports
  • 1.6. From Sports to eSports
    • 1.6.1. Absence of Gaming Organising Entities Facilitates Easy Creation of Global Gaming Events
    • 1.6.2. Intel & ESL Aim to Drive Popularity of eSports Worldwide
    • 1.6.3. Operators Enter eSports Space to Enhance their Content Offerings

2. Adaptive Strategies: MNOs & Carrier Billing

  • 2.1. Introduction
    • Figure 2.1: Base Line Analysis of Global Mobile Subscriber Growth: ARPU & Operator Billed Service Revenues
  • 2.2. Leveraging the Billing Relationship
    • Table 2.2: Carrier Billing Availability by Selected Storefront, 2017-2018
    • Table 2.3: Google Play/Facebook Carrier Billing Availability by Operator, Largest Unbanked Markets, December 2018
    • Figure 2.4: Android/iOS Smartphones without Carrier Billing Options for App Store or Google Play, 2018
    • 2.2.1. Carrier Billing Drivers
      • Figure 2.5: Adults Without a Bank Account Worldwide, 2017
      • Figure 2.6: Unbanked Adult Populations (%) Split by 8 Key Regions, 2018
      • Table 2.7: Average Data Tariff, INR per GB, 2014-2017
      • Figure 2.8: Typical Challenges MNOS Face When Implementing DCB
      • Figure 2.9: Billing Mechanism Conversion Rate Comparison, Low Value Purchases: Credit Card vs. Direct Carrier Billing
      • Table 2.10: ARPU Lift in Monthly Spend by MobiFone Users via Google Play DCB, September 2017
    • 2.2.2. Key Direct Carrier Billing Challenges
      • Figure 2.11: Journey of customer awareness of DCB services
      • Figure 2.12: Juniper Challenge Assessment Matrix, Content Carrier Billing

3. Competitive Landscape

  • 3.1. Introduction
  • 3.2. Vendor Analysis
    • 3.2.1. Vendor Assessment Criteria
      • Table 3.1: Juniper Leaderboard Vendor Capability Assessment Criteria
  • 3.3. Vendor Analysis: Capability Assessment & Market Positioning
    • Table 3.2: Carrier Billing Vendor Analysis Scoring Matrix: Capability & Capacity vs Product & Position
    • Figure 3.3: Juniper Leaderboard for Carrier Billing, 2018
    • 3.3.1. Vendor Groupings
      • i. Summary
      • ii. Established Leaders
      • iii. Leading Challengers
      • iv. Disruptors & Emulators
    • 3.3.2. Juniper Competitive Web Analysis
      • Figure 3.4: Juniper Competitive Web: Selected Carrier Billing Providers
    • 3.3.3. Limitations & Interpretation
  • 3.4. Selected Vendor Profiles
    • 3.4.1. 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
    • 3.4.2. 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
    • 3.4.3. Bango
      • i. Corporate
        • Table 3.5: Bango Financial Performance Snapshot (£m), 2016-
        • Figure 3.6: Bharti Airtel bundled offer including Amazon Prime Video
        • Figure 3.7: Illustration of Audiens Business Model
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
        • Table 3.8: Select Bango Publicly Announced Activations, September 2016-January 2018
      • iv. High Level View of Offerings
      • v. Juniper's View: Bango Key Strengths & Strategic Development Opportunities
    • 3.4.4. Boku
      • i. Corporate
        • Table 3.9: Major Shareholders of Boku, 2019
        • Table 3.10: Boku Financials ($m), 2017-2018
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
      • iv. High Level View of Offerings
      • v. Juniper's View: Boku Key Strengths & Strategic Development Opportunities
    • 3.4.5. DIMOCO
      • i. Corporate
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
      • iv. High Level View of Offerings
      • v. Juniper's View: DIMOCO Key Strengths & Strategic Development Opportunities
    • 3.4.6. Fortumo
      • i. Corporate
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
        • Table 3.11: Organisations using Fortumo's DCB platform, 2016-
      • v. Juniper's View: Fortumo Key Strengths & Strategic Development Opportunities
    • 3.4.7. Centili (Infobip)
      • i. Corporate
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
      • iv. High Level View of Offerings
        • Figure 3.12: Centili cGate End-To-End Mobile Payment Platform
        • Figure 3.13: Centili cGate Offerings To Merchants
      • v. Juniper's View: Centili's Key Strengths & Strategic Development Opportunities
    • 3.4.8. txtNation/MessageCloud
      • i. Corporate
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
      • iv. High Level View of Offering
      • v. Juniper's View: txtNation Key Strengths & Strategic Development Opportunities
    • 3.4.9. mGage
      • i. Corporate
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
      • iv. High Level View of Offering
      • v. Juniper's View: mGage Key Strengths & Strategic Development Opportunities
    • 3.4.10. 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

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 ($) Split by 8 Key Regions 2018-2023
    • Figure & Table 2.2: Digital Content Revenues ($m) Split by Device Type & 8 Key Regions 2023
  • 2.2. Which Content?
    • Figure & Table 2.3: Digital Content Revenues ($m) Split by Content Type 2018-2023
  • 2.3. Which Billing Mechanism?
    • Table 2.4: Digital Content Annual Spend (%) Split by Billing Mechanism 2018-2023
    • Table 2.5: Digital Content Billed to Direct Carrier Billing Split by 8 Key Regions (%) 2018-2023
    • Figure & Table 2.6: Digital Content Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023
    • Figure & Table 2.7: Operator Share of Digital Content Revenues Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023

3. Content Monetisation Forecasts: Games

  • 3.1. The Digital Games Market
    • Figure & Table 3.1: Digital Games Revenues ($m) Split by 8 Key Regions 2018-2023
  • 3.2. Digital Games: Which Billing Mechanism?
    • Table 3.2: Digital Games Content Billed to Direct Carrier Billing (%) Split by 8 Key Regions 2018-2023
    • Figure & Table 3.3: Digital Games Spend Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023
    • Figure & Table 3.4: Operator Share of Digital Games Revenues Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023

4. Content Monetisation Forecasts: Video

  • 4.1. The Video Content Market
    • Figure & Table 4.1: Video Content Revenues ($m) Split by 8 Key Regions 2018-2023
  • 4.2. Video Content: Which Billing Mechanism?
    • Figure 4.2: Video Content Billed to Direct Carrier Billing (%) Split by 8 Key Regions, 2018 to 2023
    • Figure & Table 4.3: Video Content Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023
    • Figure & Table 4.4: Operator Share of Video Content Revenues Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023

5. Content Monetisation Forecasts: Music

  • 5.1. The Digital Music Market
    • Figure & Table 5.1: Digital Music Revenues ($m) Split by 8 Key Regions 2018-2023
  • 5.2. Digital Music: Which Billing Mechanism?
    • Table 5.2: Digital Music Revenues Billed to Direct Carrier Billing (%) Split by 8 Key Regions 2018-2023Top of the Document
    • Figure & Table 5.3: Digital Music Revenues Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023
    • Figure & Table 5.4: Operator Share of Digital Music Revenues Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023

6. Content Monetisation Forecasts: ePublishing

  • 6.1. The ePublishing Market
    • Figure & Table 6.1: ePublishing Revenues ($m) Split by 8 Key Regions 2018-2023
  • 6.2. ePublishing: Which Billing Mechanism?
    • Table 6.2: Digital Publishing Revenues Billed to Direct Carrier Billing (%) Split by 8 Key Regions 2018-2023
    • Figure & Table 6.3: ePublishing Content Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023
    • Figure & Table 6.4: Operator Share of Other ePublishing Revenues Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023

7. Content Monetisation Forecasts: Lifestyle

  • 7.1. The Lifestyle Content Market
    • Figure & Table 7.1: Lifestyle Content Revenues ($m) Split by 8 Key Regions 2018-2023
  • 7.2. Lifestyle Content: Which Billing Mechanism?
    • Table 7.2: Other Connected Device Content Billed to Direct Carrier Billing (%) Split by 8 Key Regions 2018-2023
    • Figure & Table 7.3: Lifestyle Content Revenues Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023
    • Figure & Table 7.4: Operator Share of Lifestyle Content Revenues Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023
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