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從機動策略看KKBOX
2016.8 《數位時代》
每月300萬活躍用戶
每日10萬活躍用戶
2016.1 《天下雜誌》
用戶人數約1000萬
有200萬個付費會員
(訂閱收入,月營收約2.9億、年營收約35億)
KKBOX營運長李明哲:「今(2016)
年1~6月,我們音樂的營收比去
(2015)年同期成長了40%。」
從盜版音樂盛行的2004年開始…
策略一:創造新市場
政策法規
技術趨勢消費文化
市場
Apple iTunes在亞洲
的收費模式不成功,
祭出吃到飽訂閱模式
未來政策法規對智慧
財產權遲早的保護,
催生DRM加密技術
看準寬頻以及智慧型手
機等行動裝置的普及
唱片市場萎縮,成為
數位串流音樂先行者
KKBOX本身平台策略:從線上到線下
KKBOX風雲榜,拉近藝人與聽眾,加強經
營與聽眾的關係,近距離接觸所產生的感動
仍然有其不可取代性。
KKBOX
風雲榜
KKBOX LIVE
KKTIX
音樂公司
海內外歌手
演場會活動
KKBOX
白金會員
200萬人
策略二:跨產業整合
2014年開始從音樂到線上售票、
電子商務、發展影視串流技術。
2016年成立集團控股公司,發布
KKTV OTT影視服務。
2010年
KDDI收購76%股權
2011年
HTC投資1000萬美金
2014年
GIC投資1.04億美金
我是顧問
訂閱式數位音樂串流服務
打造更好的音樂生態系統(KKBOX
風雲榜、KKBOX Live、KKTIX)
媒體內容平台串流技術
(KKStream)、發展KKTV
擁有好奇心的實作型夢想
家(KK Foundry)
體驗7天,之後每個月149元。
免費廣告:觀看一分鐘廣告,每天免費聽一小時。
體驗7天,之後每個月149元。
免費增值:現正熱播之外,每天60分鐘免費看。
策略三:免費策略
因應Spotify與Netflix的全球化競爭…
…
KKBOX的下一步是什麼?林冠羣顯然對競爭者的策
略沒興趣,目前正專心尋找轉投資案,他說:「一年
內我們會跨出音樂,投入其他生活型態的領域,做大
膽的投資,讓既有產業的商業模式更有效率。」
2015.7.22

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Kkbox策略圖解案例應用

Editor's Notes

  1. 創造新市場,成為全球串流音樂先行者。勇敢率先向華研取得合法版權,並以數位音樂DRM技術保護版權。看準未來法規對版權的保護,再搭上寬頻以及智慧型手機等行動裝置的普及,聽眾規模擴大並成長快速。Apple itunes 付費模式在亞洲行不通。
  2. 未來能不能提供更多更好的使用體驗?如果我們可以,那消費者就會願意因為要享受更好的使用體驗去付費。
  3. 已連續11年舉辦風雲榜。風雲榜得獎名單由台灣、日本、香港、新加坡、馬來西亞與泰國等地全年近百億次的點播統計所產生,具廣大的民意基礎及業界指標性,也突顯亞洲流行文化趨勢與音樂影響力。
  4. 面對供不應求的狀況,KKBOX的方法則是做出更好的售票系統,並提供現場直播。 面對盜版,採取反向策略,在尚未形成市場的階段,不屈不撓地創造需求。 開拓過去不付費聽音樂的客層,創造全新價值體驗的服務。
  5. 留住本業為核心事業,擴大至演唱會直播、演唱會等活動售票系統、影視內容串流技術、影視OTT服務,甚至電子商務與創新孵化器等等領域。
  6. 其他電信商都是做電影。縱然韓劇好像很熱門,但其實在台灣能看到的韓劇不到三分之一,我們設法去捕捉韓劇的漏網之魚。 以先行技術優勢,主打韓劇跟播。 同時 KKTV 也積極的投入自資製作「原創電速劇」,並且精選投資由優質獨立製片公司所自製的電視劇,企圖另創局面。在市場區隔的考量下,先考慮收集一些精緻的韓劇跟日劇,或者是某些台劇願意配合增加不一樣的版本,強調差異性 。 日本電信公司 KDDI 是 KKBOX 的最大股東,在他們的協助下得以跟日本電視台建立信任度,加上 KKBOX 在亞洲的品牌知名度高,拿著 KKBOX 的名片能縮短不少交涉的時間。 KKTV 很清楚,他們要主打的不是以時間換取金錢的年輕學生族群,而是在 20 到 40 歲,希望能夠花小錢得到高品質娛樂的族群,尤其是女性。 電視台業者其實也希望能更了解市場,而KKTV的合作採分潤模式,每個月都會提供報表,分享使用者數據,這在過去的電視市場是比較少見的,也因此提升了電視台業者的合作意願。
  7. 迅速把握和對手相反的優勢,結合自身股東以及龐大資金佈局,以跨產業整合保持長期成功優勢。
  8. Spotify的免費增值與長尾優勢(各種不同心境與類型的音樂)。
  9. 在免費與付費之間,巧妙設定界線。(時間限制,有廣告干擾) 以免費平台不斷儲存用戶資料,提供貼心的個人化,提高轉換成本,留住用戶。