表紙
市場調査レポート

将来のTV:2025年

Future TV 2025: Internet TV & Entertainment Operators - Disruptions Ahead

発行 IDATE DigiWorld 商品コード 309810
出版日 ページ情報 英文 39 Pages
納期: 即日から翌営業日
価格
本日の銀行送金レート: 1USD=106.02円で換算しております。

ご注意: Single Departmentライセンスは、DRM (デジタル著作権管理システム) 付PDFになります。
認証されたPC上のみでの閲覧となっております。

Back to Top
将来のTV:2025年 Future TV 2025: Internet TV & Entertainment Operators - Disruptions Ahead
出版日: 2015年05月29日 ページ情報: 英文 39 Pages
概要

TV市場は、現在から2025年までの間に、核心を突くような重大な変化に遭遇すると見られています。

当レポートでは、将来のTV市場について調査分析し、2025年までのコンテンツ配信、ユーザー行動のほか、業界再編、参入企業が長期的に利用可能な選択肢などについて、体系的な情報を提供しています。

第1章 エグゼクティブサマリー

第2章 調査手法・定義

第3章 主要動向

  • 消費者行動
  • 流通
  • サービスの経済的側面

第4章 2025年:スナップショット

  • 大部分はオンデマンド視聴
  • 興行オペレーターの支配
  • コンテンツが王
  • 収益管理のルール
  • 市場は大規模集中、グローバル化
  • 透明なネットワーク

第5章 数字で見る市場

  • 「通常業務」シナリオ
  • 「崩壊」シナリオ
  • 2つのシナリオの比較
  • 「崩壊」シナリオは企業利益にどのように影響するか
  • TV部門の経済的側面はどのように進化するか:サマリー

第6章 ベテラン企業が利用可能な選択肢

  • TV業界再編の勝者と敗者
  • インターネット企業の強みと弱み
  • TVチャネルが利用可能な選択肢
  • コンテンツ制作者
  • ネットワークオペレーター
  • 欧州の統合は必須か

第7章 付録

図表

このページに掲載されている内容は最新版と異なる場合があります。詳細はお問い合わせください。

目次
Product Code: M15256MR

Internet TV & entertainment operators: disruptions ahead

The TV market is shaken to its very core, profound changes will happen between now and 2025. There will be - and already are- disruptions with important impacts on the audiovisual landscape. Our new prospective report provides a snapshot of the most likely disruptions in V content distribution up to 2025 as well as in user behaviour. It analyses how the industry's structure is changing and then presents in detail the long-term options available to market players. Lastly the study also offers omplete market figures up to 2025 for both retained scenarios.

Table of Contents

1. Executive Summary

  • 1.1. A TV market being shaken to its very core
  • 1.2. Profound changes between now and 2025
  • 1.3. Impact of the disruptions ahead
  • 1.4. Options available to market players

2. Methodology & definitions

  • 2.1. General methodology of IDATE's reports
  • 2.2. Methodology specific to this report
  • 2.3. Definitions & acronyms

3. Key trends

  • 3.1. in consumer behaviour
    • 3.1.1. Consumers in the driver's seat amidst a plethora of content
    • 3.1.2. From household to individual plans
  • 3.2. in distribution
    • 3.2.1. Key links in the distribution chain moving to the cloud...
    • 3.2.2. encouraging self-distribution
  • 3.3. in the economics of services
    • 3.3.1. Ubiquitous competition...
    • 3.3.2. weighing on prices and ad rates
    • 3.3.3. and altering revenue distribution

4. 2025: a snapshot

  • 4.1. Mostly on-demand viewing
  • 4.2. The reign of entertainment operators
  • 4.3. Content is king
  • 4.4. The rule of yield management
  • 4.5. A largely concentrated and globalised market
  • 4.6. Transparent networks

5. The market in figures

  • 5.1. The "Business as usual" scenario
  • 5.2. The "Disruption" scenario
    • 5.2.1. Key hypotheses
    • 5.2.2. Results
  • 5.3. Comparison of the two scenarios
  • 5.4. How the "Disruption" scenario affects players' margins
  • 5.5. How the TV sector's economics will evolve: a summary

6. Options available to veteran players

  • 6.1. The winners and losers of the TV industry shake-up
  • 6.2. Internet companies' strengths and weaknesses
  • 6.3. Options available to TV channels
    • 6.3.1. SWOT analysis of free to air channels
    • 6.3.2. SWOT analysis of pay-TV channels
    • 6.3.3. Strategic options
  • 6.4. Content producers
    • 6.4.1. SWOT analysis of European content producers
    • 6.4.2. SWOT analysis of American content producers
    • 6.4.3. Strategic options
  • 6.5. Network operators
    • 6.5.1. SWOT analysis of broadcast network operators (DTT, satellite)
    • 6.5.2. SWOT analysis of wireline network operators (cable, IPTV)
    • 6.5.3. Strategic options
  • 6.6. Is European consolidation a must?

7. Appendix: detailed figures

  • 7.1. "Business as usual" scenario
  • 7.2. "Disruption" scenario

Tables

  • Table 1: The rise of selective bundles
  • Table 2: Increase in average Internet connection speeds between 2009 and 2014, worldwide and in the countries with the fastest networks
  • Table 3: TV audience concentration in a selection of European countries, in 2013
  • Table 4: Comparison of TV channel and TV ad market growth in Europe
  • Table 5: Examples of traditional and new pay-TV service prices, at the start of 2015
  • Table 6: Examples of direct distribution initiatives by Hollywood studios
  • Table 7: 11 reasons why Europe needs a consolidated TV industry
  • Table 8: "Business as usual" scenario - Worldwide - by service 2015-2025
  • Table 9: "Business as usual" scenario - Worldwide - by region
  • Table 10: "Business as usual" scenario in Europe's five biggest markets
  • Table 11: "Business as usual" scenario - Worldwide - by revenue source
  • Table 12: "Disruption" scenario - Worldwide - by service, 2015-2025
  • Table 13: "Disruption" scenario - Worldwide - by region
  • Table 14: "Disruption" scenario in Europe's five biggest markets
  • Table 15: "Disruption" scenario - Worldwide - by revenue source
  • Table 16: "Disruption" scenario - Worldwide - breakdown of TV sector margins, excluding home video

Figures

  • Figure 1: Model employed for quantified forecasts up to 2025
  • Figure 2: Change in the size of US households, 1960 vs. 2010
  • Figure 3: Growth in the number of TVs, laptop computers and tablets in use worldwide
  • Figure 4: The many ways available to watch videos
  • Figure 5: Growth of video devices worldwide, 2013-2018
  • Figure 6: Self-distribution
  • Figure 7: Video industry revenue losses due to piracy
  • Figure 9: Netflix subscriber growth and change in live TV screen time in the United States, 2012 - 2014
  • Figure 10: Advertising revenue breakdown: traditional media vs. online
  • Figure 11: Breakdown of TV market players' investments in programming in the United States in 2015
  • Figure 12: Comparison of audience share and ad revenue: linear vs. catch-up TV in France, in 2014
  • Figure 13: The distribution scheme for pay-TV services
  • Figure 14: Pro-forma breakdown of HBO's operating expenses in the United States, in 2013
  • Figure 15: Pro-forma breakdown of Netflix operating expenses in the United States, in 2013
  • Figure 16: Eight fundamental disruptions for television in 2025
  • Figure 17: Video industry structure in the era of Internet TV and entertainment operators
  • Figure 18: Growth of the global TV market by service, 2015-2025 - "Business as usual" scenario
  • Figure 19: Growth of the global TV market by region, 2015-2025 - "Business as usual" scenario
  • Figure 20: Growth of the global TV market by service, 2015-2025 - "Disruption" scenario
  • Figure 21: Growth of the global TV market by region, 2015-2025 - "Disruption" scenario
  • Figure 22: Comparison of the "Business as usual" and "Disruption" scenarios - Worldwide
  • Figure 23: Comparison of VOD market share under the two scenarios in 2025 - Worldwide
  • Figure 24: Change in the breakdown of players' margins, 2015 and 2025
  • Figure 25: SWOT analysis of Internet companies
  • Figure 26: SWOT analysis of free to air channels
  • Figure 27: SWOT analysis of pay-TV channels
  • Figure 28: SWOT analysis of European content producers
  • Figure 29: SWOT analysis of America content producers
  • Figure 30: SWOT analysis of broadcast network operators (DTT, satellite)
  • Figure 31: SWOT analysis of wireline network operators (cable, IPTV)
  • Figure 32 : Strategic options available to veteran TV market players
Back to Top