• International journal of advanced smart convergence
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• 제10권1호
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• pp.62-74
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• 2021

We compare Over-the-Tops (OTTs), Netflix and Amazon Prime Video (APV) with five success factors of innovation. Firstly, Netflix offers better personalized service than APV, because APV has collaborative filtering algorithms to recommend safe bets, not the customers really want. Secondly, APV' user interface is undercooked to lock the members in, even if it has more content and better price offer than Netflix retaining its loyal customers despite the price increase. Thirdly, Netflix has simple subscription model with three tiering, but APV has complicated pricing model having annual and monthly, APV and Prime Video (AV) app, Amazon subscription and extra payment of Amazon Prime Channels (APCs). Fourthly, Amazon has fewer partnership than Netflix especially when it comes to local TV series. Instead, Amazon has live TV channel collaboration including sports content. Lastly, both have strategic and operational agility in their organization well.

• International Journal of Contents
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• 제17권2호
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• pp.1-8
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• 2021

Online streaming wars are intensifying. Netflix is known as the market leader in the streaming business. However, since 2019, Netflix has been losing subscribers in the United States and is at a turning point where it needs to reassess its current position in the market. While Netflix is losing dominance, rivals Amazon Prime and Hulu continue to gain market shares. Studies from Deloitte and PricewaterhouseCoopers indicated a new shift in the streaming landscape caused by the abundance of streaming options and rising subscription costs. Recent surveys showed that consumers are excited about new streaming services, such as Disney +. Nearly two-thirds of consumers intend to terminate or downgrade one or more of their current subscriptions to make room for a new service. Moreover, it seems that consumers want ad-supported options. In Deloitte's latest Digital Media Trends survey, 65% responded that they would watch ads to eliminate or reduce subscription costs. Seventy percent of Hulu's subscribers choose its lower-priced ad-supported plan. NBC recently launched its own streaming service, Peacock, with a free ad-supported option. This opposes Netflix's brand identity of "no ads" and premium differentiation. With increasing pressure from competition and the growing risk of subscriber loss, Netflix needs to diversify its price plans. The company could try implementing the lower-priced mobile-only plan they are currently testing or plan to test in other regions. Netflix should also consider features or benefits for loyal subscribers to maintain a stronger consumer base.

• 벤처혁신연구
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• 제7권1호
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• pp.1-15
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• 2024

본 연구는 디지털 대전환이 빠르게 진행되는 환경에서 빅테크 플랫폼 기업들의 스포츠콘텐츠 비즈니스의 특징을 밝히는 데 있다. 구체적으로는 아마존을 대상으로 빅테크 플랫폼 기업의 시장구조를 살펴보고 이런 구조에서 스포츠콘텐츠가 그들에게 어떤 역할을 하는지 아마존의 스포츠마케팅 사업의 특징을 밝혀 빅테크 플랫폼 기업의 스포츠콘텐츠 비즈니스를 전망하였다. 양면시장 플랫폼 비즈니스를 기반으로 한 빅테크 플랫폼 기업들은 자신들의 플랫폼의 가치를 제고하는 전략에 스포츠콘텐츠가 존재하고 있다. 때문에 스포츠콘텐츠는 이들에게 플랫폼의 가치를 높이고 나아가 인프라와 같은 플랫폼 생태계의 시너지를 높여 수익을 극대화함으로써 독점적 지위를 공고히 하는 도구로 사용된다. 아마존은 대륙이나 국가별로 인기 있는 라이브스포츠중계권을 획득하여 이를 플랫폼에 공급하여 신규고객의 증가와 구매효과 뿐 아니라 경기단체나 팀에게 IT솔루션 서비스를 제공하고 다양한 프로모션 콘텐츠를 기획 공급하면서 광고 사업을 비롯한 아마존 플랫폼 전체에 시너지를 내고 있다. 아마존프라임비디오와 아마존 프라임에 라이브 스포츠 콘텐츠를 공급하고, 아마존 웹 서비스를 통해 다양한 스포츠 이해관계자들에게 기술적 서비스를 제공하고 있으며 동시에 광고주의 광고와 마케팅 성과를 분석하고 예측하는 아마존마케팅클라우드 서비스를 제공하면서 비즈니스 기회를 넓히고 아마존 전체의 가치를 높이고 있다. 이는 양면시장 플랫폼 기반의 빅테크 기업과 단면시장 기반의 레거시 글로벌 기업과의 시장구조의 차이에서 기인하며 디지털시대 스포츠마케팅 비즈니스의 새로운 변화라고 할 수 있다. 이 새로운 모델의 핵심은 라이브스포츠 스트리밍 중계권을 기반으로 한 다양한 콘텐츠 개발을 통한 비즈니스이며 스포츠콘텐츠 마케팅은 기존 중계권, 스폰서십과 함께 스포츠비즈니스의 주요 분야가 될 것이다. 아마존, 애플, 구글과 같은 빅테크 플랫폼 글로벌 기업들은 또 다른 새로운 글로벌 스포츠마케팅 기업이 될 수 있으며 현재의 스포츠마케팅 회사와 광고회사 그리고 팀과 경기단체들은 위기와 기회가 공존해 있다.

• 한국컴퓨터정보학회:학술대회논문집
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• 한국컴퓨터정보학회 2024년도 제69차 동계학술대회논문집 32권1호
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• pp.175-177
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• 2024

OTT(Over-The-Top) 플랫폼의 부상은 미디어 콘텐츠 소비 방식을 혁명적으로 변화시키고 있다. 본 논문은 Netflix, Amazon Prime Video, Disney+, Hulu 등 주요 OTT 플랫폼에 등록된 영화들을 IMDb 평점과 러닝타임, Rotten Tomatoes 지수를 중심으로 분석한다. 이를 통해 현재의 영화 시장 트렌드와 소비자 선택, 시장 전략에 중요한 정보를 제공하려 한다. 분석 결과, 플랫폼별로 제공하는 영화의 품질과 러닝타임이 다양하며, 소비자들이 선호하는 영화 테마를 시각적으로 파악할 수 있는 워드 클라우드를 포함한다. 이러한 결과는 OTT 플랫폼의 전략적 콘텐츠 제공과 소비자 행동 이해에 기여할 수 있는 중요한 통찰력을 제공한다.

• 유통과학연구
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• 제14권5호
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• pp.51-57
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• 2016

Purpose - In the year of 2015 and 2016, one of the items that got attention in CES was a drone. It has been 100 years since a drone emerged, but most were used for military purposes. As its use became diverse as of 2010, it got attention of the general public. In Korea, it was in 2011 that a drone was known to the public through an aerial video shooting for television program. This study tried to come up with suggestions by comparing domestic with overseas cases, and tried to consider the related technologies and systems with applying the role of drones in logistics service. Research design, data, and methodology - The overseas cases were regarded as drone's logistical purpose. The Prime Air service by US Amazon is still not commercialized and under pre-testing due to Federal Aviation Regulations, although it started in 2013. In Germany, DHL succeeded in delivering service testing which is called Parcelcopter, but it is not commercialized yet. Other than these, there are more attempts to prepare logistics service in China with Taobao, in France with Geopost's test, and in Africa. In Korea, CJ Korea Express tested delivery with a self-developed drone Results - In order to study for utilizing drones for logistics as the prerequisites, some overseas and domestic cases, which are currently considered, were reviewed. Also, the technologies and institutional requirements to commercialize drones for logistical purpose were reviewed. The reasons for using drones in logistics is to ensure the price competitiveness by reducing cost. The empirical test also will be needed because drone pilot areas are designated by ministry of land, infrastructure and transport. Conclusions - In order to utilize drones in logistics and foster the industry, this study would like to suggest the followings. First of all, size of drones for logistics needs to be fixed and their operating system should be standardized. Centralized investment resources are needed through standardization to ensure the market occupancy. Secondly, it is necessary to get the converged businesses that do research, develop and commercialize drones with the investment of private sector. Example can be found in Korea aerospace Industries. We can respond to the rapid growth of the market with intensive investing by integrating the private sector investment. Thirdly, institutional arrangements are needed to be established quickly. In the case of high-technologies like drones, institutional support often does not follow the rapid development of the technology. The problems can be found in securing drones-only airspace, creating drone-specialized pilot's license, matters related to remote controller and complementary regulations for drones in Aviation Act. If these regulations are not prepared or complemented at the right timing, technologies cannot be commercialized even though the development is completed. Fourthly, there is a need to secure the transparency regarding possible privacy and personal information protection problem while operating drones. Finally, in order to foster this new industry, government should focus on supporting R&D more in the long term than short term outcomes.