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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 陳忠仁 | |
dc.contributor.author | I-Wen Huang | en |
dc.contributor.author | 黃意文 | zh_TW |
dc.date.accessioned | 2021-06-17T01:39:02Z | - |
dc.date.available | 2018-08-01 | |
dc.date.copyright | 2017-08-01 | |
dc.date.issued | 2017 | |
dc.date.submitted | 2017-07-29 | |
dc.identifier.citation | Chinese
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dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/67588 | - |
dc.description.abstract | As the music industry evolves with the advancement of technology, consumers have shifted their music consumption from physical albums to digital formats of music. Music streaming has become the mainstream of the music industry and it has changed the value chain of the traditional music industry. Despite contributing a significant amount of revenue to the music industry, whether music streaming industry is able to make a profit is still questionable.
This research studies the future profitability and development of the music streaming industry. The case study chose the leading company, Spotify, of the industry as the focus. Spotify is aim to go public in 2018 but its major concern is its negative net income performance. Although various reports indicate that Spotify is being valued at $13 billion, it has to prove to the investors its ability to make money after going public. The secondary data collected are being analyzed and categorized in order to ascertain the comparison is meaningful. Porter’s five forces and value chain analysis are used to evaluate the main factors for music streaming platforms to be successful. Platform-mediated network and business model canvas are used to indicate Spotify’s core competencies and provide strategic suggestion for future implementation. The findings suggest that Spotify has valuable resources such as wide user base, technology, and human resources that enable them to be the market leader. Yet, the high payout rate to right’s owners and high royalty rate are preventing Spotify to make money. Spotify needs to make a better licensing deal with the record label and continually work on technology development that cater to the consumers’ needs. Meanwhile, geographically expansion, strategic alliances with other industries, and expand the business to related areas are possible solutions for Spotify to capture more market value. | en |
dc.description.provenance | Made available in DSpace on 2021-06-17T01:39:02Z (GMT). No. of bitstreams: 1 ntu-106-R04749018-1.pdf: 2642867 bytes, checksum: c086feca988e02ccd0fea1b92d866b55 (MD5) Previous issue date: 2017 | en |
dc.description.tableofcontents | Abstract ii
List of Figures vi List of Tables vii 1 Chapter 1: Introduction 1 1.1. Research Motive Background 1 1.2. Research Purpose 2 1.3. Methodology 2 2 Chapter 2: Literature Review 4 2.1. Porter’s Five Forces 4 2.2. Platform- Mediated Network 8 2.3. Resource-based View 13 2.4. Value Chain Analysis 14 2.5. Business Model Canvas 16 3. Chapter 3: External Environment Analysis 19 3.1. Overview of Music Industry 19 3.1.1. Evolution of the Music Industry 19 3.1.2. Global Recorded Music Industry Performance 21 3.2. Industry Analysis of Traditional Music Industry 24 3.2.1. Value Chain 24 3.2.2. Industry Structure 25 3.2.3. Major Content Providers 27 3.2.4. Porter’s Five Forces of Traditional Music Industry 28 3.3. Overview of Digital Music Industry 30 3.3.1. Rise of Digital Music 30 3.3.2. Market Size and Growing Trend 32 3.3.3. Digital Music Industry Segment Revenue by Country 34 3.4. Industry Analysis of Music Streaming Industry 37 3.4.1. Ecosystem of Music Streaming Industry 37 3.4.2. Competition in Music Streaming Industry 40 3.4.3. Types of Music Streaming Business Model 43 3.5. Porter’s Five Forces of the Industry Environment 47 4. Chapter 4: Case Analysis and Discussion 52 4.1. Spotify Overview 52 4.1.1. Organizational Chart 53 4.1.2. Financial Performances 54 4.1.3. Spotify Operation Model 55 4.2. Resource-Based View Analysis 56 4.2.1. Tangible 56 4.2.2. Intangible 61 4.3. Business Model Canvas 64 4.3.1. Key Partners 64 4.3.2. Key Activities 65 4.3.3. Distribution Channels 65 4.3.4. Customer Segments 66 4.3.5. Value Propositions 67 4.3.6. Customer Relationship 67 4.3.7. Revenue Stream 68 4.3.8. Cost Structure 68 4.4. Platform Analysis 69 4.4.1. Products and Services 69 4.4.2. Pricing the Platform 70 4.4.3. Platform Structure 71 4.4.4. Network Effect 72 4.5. Summary 73 5. Chapter 5: Conclusion 76 5.1. Research Conclusion 76 5.2. Research Implications 78 5.3. Suggestions for Spotify 81 Reference 86 | |
dc.language.iso | en | |
dc.title | 音樂串流廠商經營發展策略之研究-以Spotify Technology S.A.為例 | zh_TW |
dc.title | A Strategic Analysis of Music Streaming Company:A Case Study of Spotify Technology S.A. | en |
dc.type | Thesis | |
dc.date.schoolyear | 105-2 | |
dc.description.degree | 碩士 | |
dc.contributor.oralexamcommittee | 孔令傑,林博文 | |
dc.subject.keyword | 音樂串流,平台策略,數位音樂,商業模式圖,價值鏈, | zh_TW |
dc.subject.keyword | Streaming Music,Platform-mediated Network,Platform Strategy,Business Model Canvas,Value Chain,Digital Music, | en |
dc.relation.page | 91 | |
dc.identifier.doi | 10.6342/NTU201702007 | |
dc.rights.note | 有償授權 | |
dc.date.accepted | 2017-07-31 | |
dc.contributor.author-college | 管理學院 | zh_TW |
dc.contributor.author-dept | 企業管理碩士專班 | zh_TW |
顯示於系所單位: | 管理學院企業管理專班(Global MBA) |
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