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ネットワークオペレーターの新しいデジタルコンテンツの機会

New Digital Content Opportunities for Network Operators

発行 Mobile Market Development Ltd 商品コード 762759
出版日 ページ情報 英文 115 Pages
納期: 即日から翌営業日
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本日の銀行送金レート: 1USD=108.28円で換算しております。
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ネットワークオペレーターの新しいデジタルコンテンツの機会 New Digital Content Opportunities for Network Operators
出版日: 2019年01月03日 ページ情報: 英文 115 Pages
概要

現在のコンテンツサービスは、テレビ、映画、スポーツ、ゲーム、ミュージックストリーミングサービスといった形の映像サービスが主流です。

当レポートでは、北米・欧州・その他の主要市場におけるネットワークオペレーターのコンテンツ提案について調査分析し、先進のコンテンツ提供、コンテンツサービスの配信方法などについて、体系的な情報を提供しています。

第1章 概要

第2章 イントロダクション

第3章 ケース例

  • 北米
    • Verizon (米国)
    • T-Mobile (米国)
  • 欧州
    • Vodafone Red Entertainment Plans (英国)
    • Three Zero Rating and Promotions (英国)
    • Telefonica (スペイン)
    • Vodafone (スペイン)
    • NOS (ポルトガル)
    • Deutsche Telekom (ドイツ)
    • Orange (フランス)
  • 世界
    • Ooredoo (アルジェリア)
    • True Move (タイ)
    • Movistar Play (ラテンアメリカ)
    • Vivo - Telefonica (ブラジル) - Vivo
    • Claro (ブラジル)
    • Reliance Jio (インド)
    • Bharti Airtel (インド)

第4章 調査結果と結論

第5章 提言

付録

目次

Content services today are dominated by video services in the form of TV, movies, sports and gaming plus music streaming services.

  • Video already dominates the internet and Sandvine reported that it currently accounts for 58% of current global downstream internet traffic.

There has been some major merger and acquisition activity as the traditional media and the telecom industry restructures to deal with new digital players. Network operators have adopted one of two strategies or tried to mix both - purchasing content producing assets or partnering with content players from the traditional media as well as new digital content players.

The first approach is very expensive but can guarantee exclusivity. The partnership model is a less expensive non-exclusive model that incurs less debt and may offer the best return on capital employed.

  • As an example, a tier two operator who previously purchased rights to soccer content has found poor investment returns for its sports proposition in the face of increasingly expensive soccer rights, and is now considering that general entertainment services such as movies and TV series have a much wider appeal and a better chance of influencing the broadband and TV purchase decision.

This report looks at the content propositions of network operators in North America, Europe and selected markets across rest of the world and provides an insight into the strategic approach each operator has taken, before delivering our own analysis of the optimum way forward for network operators looking to retain relevance in a digital world dominated by customer content decisions.

  • The report draws on and describes both the most advanced content offerings available today and also how network operators in price sensitive markets are delivering content services thanks to dramatic falls in data pricing and the use of innovative content delivery methods.

Companies: Apple, FAANG, Spotify, Netflix, Amazon, Facebook, Oculus, Quibi, AT&T, Verizon, T-Mobile USA, EE, BT, Vodafone UK, Three UK, Samsung, Google, Alphabet, SnapChat, Movistar Spain, Movistar Columbia, Movistar Ecuador, Movistar Latin America, NOS Portugal, Deutsche Telekom, Orange France, Ooredoo Algeria, True Move Thailand, Claro Brazil, Vivo Brazil, Reliance Jio, Bharti Airtel India, Disney, 21st Century Fox, Sandvine, YouTube, Comcast, Time Warner, HBO, Showtime, Starz, TDC, Telia Company, New Fox, Deezer, Tencent, Tidal, Oath, Zee Entertainment, KaiOS, Zee5,

Countries: USA, UK, Spain, Portugal, Germany, France, Algeria, Thailand, Brazil, India, Latin America, Ecuador, Columbia, South East Asia,

Table of Contents

1. Overview

2. Introduction

  • 2.1. Background to the Report
    • 2.1.1. Differing Network Operator Strategies
    • 2.1.2. FAANG & Spotify - Content Plays
    • 2.1.3. Apple - Services as Second Largest Revenue Source
    • 2.1.4. Netflix - Leading Video/Bullish Original Content/Rising Debt
    • 2.1.5. Spotify - Yet to turn a Profit
    • 2.1.6. Amazon - The Prime Ecosystem
    • 2.1.7. Google & YouTube - Subscription & Advertising VOD
    • 2.1.8. Facebook - Watch, MLB & Premier League Streaming in Asia, Oculus VR
      • 2.1.8.1. Facebook Watch
      • 2.1.8.2. MLB Streaming and NFL Highlights
      • 2.1.8.3. English Premier League Streaming in South East Asia
      • 2.1.8.4. Oculus Content
    • 2.1.9. Quibi - Upcoming Short Form Video Service
  • 2.2. Report Content
  • 2.3. Currency and Conversions
  • 2.4. Further Questions and Feedback

3. Case Examples

  • 3.1. North America
    • 3.1.1. AT&T USA
    • 3.1.2. Verizon USA
      • 3.1.2.1. Content Ambition Context
      • 3.1.2.2. Verizon Content Plays
      • 3.1.2.3. Verizon Wireless App Recommendation - Curation
    • 3.1.3. T-Mobile USA
      • 3.1.3.1. Content Ambition Context
      • 3.1.3.2. Added Extras Included Within T-Mobile ONE Tariff
      • 3.1.3.3. T-Mobile Tuesdays Loyalty Programme
  • 3.2. Europe
    • 3.2.1. EE Promotional Approach in the UK
    • 3.2.2. Vodafone Red Entertainment Plans in the UK
    • 3.2.3. Three Zero Rating and Promotions in the UK
      • 3.2.3.1. Three's Content Approach
      • 3.2.3.2. Sample Content-oriented Promotions
    • 3.2.4. Telefónica in Spain
      • 3.2.4.1. Telefonica's Portal and Curation Approach
      • 3.2.4.2. Emotion Portal Content
      • 3.2.4.3. Non-Portal Content
    • 3.2.5. Vodafone Spain
      • 3.2.5.1. Bundling Content and Zero Rating Social Networking
      • 3.2.5.2. Video Content
      • 3.2.5.3. Music Content
      • 3.2.5.4. Vodafone's Response to Football Content Rights Costs in Spain
    • 3.2.6. NOS Portugal
      • 3.2.6.1. NOS Ownership Approach to Content
      • 3.2.6.2. NOS Apps Family
      • 3.2.6.3. NOS INDIE
    • 3.2.7. Deutsche Telekom Germany
      • 3.2.7.1. General Content Approach
      • 3.2.7.2. The Magenta Brand - Original and Curated Content
      • 3.2.7.3. Virtual and Augmented Reality
    • 3.2.8. Orange France
      • 3.2.8.1. General Approach
      • 3.2.8.2. Content Offers Available to Mobile Customers
  • 3.3. Global Cases
    • 3.3.1. Ooredoo Algeria
      • 3.3.1.1. Educational (Linguistic) Content
      • 3.3.1.2. Games and Sports Content
      • 3.3.1.3. Video and Music Partnerships
    • 3.3.2. True Move Thailand - Moving Beyond TV Everywhere
    • 3.3.3. Movistar Play - Latin America
    • 3.3.4. Vivo - Telefónica in Brazil - Vivo
      • 3.3.4.1. Context of Tariff Plans and App Store Strategy
      • 3.3.4.2. Entertainment
      • 3.3.4.3. Sports
      • 3.3.4.4. Education
      • 3.3.4.5. Utilities
      • 3.3.4.6. Health & Wellness
      • 3.3.4.7. Safety
      • 3.3.4.8. Finance
      • 3.3.4.9. For Businesses
    • 3.3.5. Claro Brazil
      • 3.3.5.1. Content and Mobile Service Plans
      • 3.3.5.2. Entertainment
      • 3.3.5.3. Education
      • 3.3.5.4. Finance
      • 3.3.5.5. Safety
      • 3.3.5.6. Health and Wellness
      • 3.3.5.7. Utilities
      • 3.3.5.8. Children
    • 3.3.6. Reliance Jio India
      • 3.3.6.1. Impact of Data Pricing / Handset Strategy on Content Services
      • 3.3.6.2. Monsoon Hungama JioPhone, KaiOS and Progressive Web Apps (PWAs)
      • 3.3.6.3. PWA Content for the JioPhone
      • 3.3.6.4. Jio as Content Aggregator and Original Content Producer
      • 3.3.6.5. JIO KBC Play Along & Jio Cricket Play Along
      • 3.3.6.6. Education - Embibe Platform Partnership
    • 3.3.7. Bharti Airtel India
      • 3.3.7.1. Responding to Jio's Content Market Disruption
      • 3.3.7.2. Content Offerings
      • 3.3.7.3. Airtel's Content Partners
    • 3.3.8. Investment Returns in the Indian Market

4. Findings and Conclusions

5. Recommendations

Appendix - Feedback Questions

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