デジタルコンテンツのビジネスモデル 2019-2023年：OTTと通信事業者の戦略
Digital Content Business Models
この調査レポートは、デジタルコンテンツのビジネスモデルを解説し、主要関連企業の戦略や、市場予測などを掲載しています。
レポートの主な特徴
デジタルコンテンツのタイプ別の収益を予測してい... もっと見る
「Deep Dive Strategy & Competition」「Deep Dive Data & Forecasting」のみの購入も可能です。詳しくはお問合せ下さい。
サマリー
この調査レポートは、デジタルコンテンツのビジネスモデルを解説し、主要関連企業の戦略や、市場予測などを掲載しています。
レポートの主な特徴
デジタルコンテンツのタイプ別の収益を予測しています
-
ゲーム
-
ビデオ
-
音楽
-
ePublishing/電子出版
-
ライフスタイルコンテンツ
-
その他コンテンツ
請求先のデバイス別の予測を掲載しています。
-
スマートフォン
-
フィーチャーフォン
-
タブレット
-
その他コネクテッドデバイス
Overview
Juniper's Digital Content Business Models research service provides a comprehensive analysis of the business models that players across the telecoms and digital ecosystem; namely operators, service providers, OTTs and billing providers, are embracing to determine adaptive strategies and survive in this rapidly changing sector.
This research explores how content business models are changing, and will continue to change, in the future. It analyses what the transition in consumption patterns means for both old and new players, and what that implies for optimal monetisation of digital content.
This research suite includes:
-
Deep Dive Strategy & Competition (PDF)
-
Deep Dive Data & Forecasting (PDF & Excel)
-
Executive Summary & Core Findings (PDF)
-
12 months' access to harvest online data platform
-
Market Landscape: In-depth analysis of key player content spend levels; exploring how OTTs and telcos are disrupting the status quo through the acquisition of sporting content and eSports rights.
-
Competitive Player Assessment: Investigates carrier billing providers; focusing on player activities in delivering and producing content, future business prospects, together with Juniper commentary on individual player prospects:
-
FAANG (Facebook, Apple, Amazon, Netflix & Google)
-
BAT (Baidu, Alibaba & Tencent)
-
Market Dynamics: Strategic analysis of the major trends and key debates in the digital content ecosystem, including:
-
OTT player and telco strategies to monetise sports and eSports content, and unique film/TV content
-
The rise of on-demand and streaming services
-
Leveraging the billing relationship
-
Interviews: With leading players across the digital content ecosystem, including:
-
mGage
-
NTH Mobile
-
Centili (Infobip)
-
Bango
-
DIMOCO
-
Vendor Profiles & Leaderboard: Key player capability and capacity assessment, together with Leaderboard vendor positioning for 10 carrier billing providers.
-
Benchmark Industry Forecasts: Includes forecasts for digital content revenues split by country, by region and by content type:
-
Games
-
Video
-
Music
-
ePublishing
-
Lifestyle
-
Which OTTs and telcos are investing significantly in the development of original content?
-
How are OTTs and telcos successfully monetising sporting content?
-
What revenues can telcos derive from carrier billed content over the next 5 years?
-
Which carrier billing companies are generating the highest levels of end user spend?
-
Which types of digital content will have the largest growth over the next 5 years and why?
Interviewed: Bango, Centili (Infobip), DIMOCO, mGage, NowTV, NTH Mobile,
Profiled: Bango, Boku, Centili (Infobip), Infomedia, DOCOMO Digital, DIMOCO, Fortumo, mGage, NTH Mobile, txtNation.
Mentioned: 21st Century Fox, 9Mobile, 9Pay, A1, ABC, Adyen, AFL, Afonbladet, Airtel, AIS, Alibaba, ALTBalaji, Amaze, Amazon, American Express, AOL, Apigate, Apple, Association of Tennis Professionals, AT&T, Audiens, Austrian FMA (Financial Market Authority), Baidu, BANDAI NAMCO, BARB (Broadcasters Audience Research Board), Base, Batelco, BBC, Beeline, Bharti Airtel, BilltoMobile, BlackBerry, Blizzard, Bonnier Broadcasting, Bose, Bouygues, Box TV, British Fashion Council, British Phonographic Industry, BT, Busuu, ByNoGame, C More, CBS, Celcom, Channel 4, Channel Nine, China Mobile, Cinemax, ClickAttack, CNN, Comcast, Danal, Deezer, Deloitte, Deutsche Telekom, Digitouch, Discovery, Disney, dittoTV, DNA, Easypark, EE (Everything Everywhere), EA, Elisa, English Premier League, Entel, ePlus, Ericsson, ESL, ESPN, Etisalat, Eurosport, Facebook, Fission, Formula One, Gaana, Gambit eSports Club, Gameloft, General Motors, Global Collect, Globe Telecom, Globe Telecom, GMO Payment Gateway, Google, GSMA, HBO, Hopster.com, HT-Mobile, Huawei, Hulu, Hutchison, IBERIA, Idea Cellular, iflix, IFPI, iHeartRadio, IM3, Indosat, Intel, Intuit, ITV, Iusacell, J Sports, Jazz, JOOX, Kayo, KDDI, KJM (Kommission für Jugendmedienschutz), Kinguin, KPN, Kyivstar, LMT, Lookout, Loop-Mobile, Loviit, Lucasfilm, Magzrer, Maker Studios, Maxdome, Maxis, McAfee, Mediapro, Microsoft, MOBA, MobiFone, Mobiilimaksu, MobileView, Mobinil, MoCoPay, mopay, Morgan Stanley, Movistar, Mozilla, M-Tel, MTS, Mydala, National Copyright Adminstration, National Express/ALSA, NBA, NBC Universal, NetEase Cloud Music, Netflix, NFL, Nickelodeon, Nintendo, NPM (National Public Media), NRL (National Rugby League), NTT, O2, Oath, Ofcom, OneBip, OnMobile, Ooredoo, Optimal Payments, Optus, Orange, PayPal, Pear Video, Philo, Play, Playwing, Proximus, Qingting FM, QQ, Quebecell, RBI, Readwhere, Reliance Communications, Renren Video, RGK Mobile, Rheinische Post, Riot Games, Roku, S Phone, Samsung, Satelindo, Sega, Shibsted, Shoal Games, Showtime, Singtel, Sky, Smarcom AG, Smart, SmartCom, Smartfren, Smartfren, Softbank, SolidTango, Sonos, Sony, Spellflix, Spotify, Sprint, STARZ, Sun, Supercell, SuperData Research, Swisscom, Telcel, Tele2, Telefonica, Telekom Slovenije, Telenor, Telia, Telkom, Telkomsel, Telstra, Tencent, TfL (Transport for London), The Trade Desk, The VoD platform, Three, TIDAL, Time Warner, Tiscali, T-Mobile, TRAI, Tre, Tri, Turkcell, TV4, Twitter, UMobile, Uninor, Valve, Verizon, Via, ViaPlay, VICE Media, Vietnamobile, Viettel, Vinafone, VIPnet, Virgin, Visit Britain, Viva, Vivial, Vivo, VN, Vodacom, Vodafone, Warner Brothers, webe, WeChat, WhatsApp, World Bank, WorldPay, WWE (World Wrestling Entertainment), WyWallet, Xiaomi, XL/AXIS, Yahoo, YouTube, Zain, ZTE.
Data & Interactive Forecast
Juniper’s Digital Content Business Models forecast suite includes:
-
Regional splits for 8 key regions, as well as 11 country level data splits for:
-
Canada
-
China
-
Denmark
-
Germany
-
Japan
-
Portugal
-
Norway
-
Spain
-
Sweden
-
UK
-
US
-
Digital content revenues, carrier billing spend and MNO carrier billed revenues for:
-
Games
-
Video
-
Music
-
ePublishing
-
Lifestyle
-
Other Content
-
Billing device forecasts by:
-
Smartphones
-
Featurephones
-
Tablets
-
Other connected devices
-
Interactive Scenario Tool allowing users to manipulate Juniper’s data for 9 different metrics.
-
Access to the full set of forecast data of 114 tables and more than 7,000 datapoints.
Juniper Research’s highly granular Interactive Forecast Excels (IFxls) enable clients to manipulate Juniper’s forecast data and charts to test their own assumptions by using the Interactive Scenario Tool, and compare select markets and sectors side by side in customised charts and tables. IFxls greatly increase clients’ ability to both understand a particular market and to integrate their own views into the model.
ページTOPに戻る
目次
Table of Contents
1. Deep Dive Strategy & Competition
1. Digital Content Disruption: Market Evolution
1.1 Introduction . 6
1.2 Transitioning From Linear to Streaming VoD to Generate Revenue . 6
1.2.1 Market Status: Hulu . 7
1.2.2 Market Status: BBC iPlayer. 7
Figure 1.1: iPlayer, Streaming Requests per year (bn), 2011-2018 . 8
1.3 The Rise of On-demand Services . 8
1.3.1 Video . 8
Figure 1.2: Annual Subscription Growth in Homes with a SVoD Subscription (%),
Selected Services, UK, Q3 2017-Q3 2018 . 9
Figure 1.3: NowTV Offers for Specific Consumer Tastes, December 2018 . 10
i. Content Aggregation Opportunity . 10
Figure 1.4: Video Content Revenue Per Capita ($m), 2023 . 11
1.3.2 Music . 12
Figure 1.5: Global Music Revenues (%), Split by Segment, 2017 . 12
Figure 1.6: Top 10 Music Markets, 2017 . 13
i. Voice Control to Increase Music Streaming Usage . 14
Figure 1.7: Number of Smart Speakers in US Households (m), 2017-2018. 15
Table 1.8: Spotify & Deezer Developments in Integrating Voice Functionality into Service Offerings . 16
1.3.2 Desire for On-demand Services on the Rise . 16
Figure 1.9: Global Data Consumption by Mobile Devices (EB) Split by Usage
Category, 2013-2018 . 16
Figure 1.10: Global Video Data Traffic Via Mobile Devices & Connected TVs
(EB/Annum) 2017-2023 . 17
i. Fixed Networks . 17
Figure 1.11: Global Upstream/Downstream Traffic Share (%), 2018 . 17
1.4 OTTs Continue Developing Content Offerings . 18
Figure 1.12: Annual Budgets for TV Programming ($m), 2018 . 19
1.4.1 FAANG: Gatekeepers to Streamed Content . 19
Figure & Table 1.13: FAANG Group Annual Revenues ($m), 2010-2017 . 19
i. Netflix’s International Play to Fend Off Competition . 20
ii. Netflix Open to Collaboration to Expand its Presence . 20
Table 1.14: January 2019 Price Increases on Netflix Plans . 21
iii. Facebook Launches Watch TV . 22
Figure 1.15: Facebook Watch Logo . 22
iv. Apple to Gauge Interest of Apple Device Owners with Original Content . 23
v. Google: The World’s Primary Search Engine . 23
vi. YouTube Content Available for Free Viewing with Adverts . 23
vii. Disney Streaming Service to Rival Netflix . 24
viii. FAANG’s Future in Question . 25
Table 1.16: Market Capitalisation Loss of FAANG from 52 Week Highs to 20th November 2018 . 25
Figure 1.17: Decrease (%) in Value of FAANG Stocks from 52 Week High to 20th November 2018 . 25
1.4.2 BAT vs FAANG: The Battle for Global Digital Leadership . 26
i. SWOT Analysis of BAT . 27
Figure 1.18: SWOT Analysis of Alibaba . 27
Figure 1.19: SWOT Analysis of Baidu . 28
Figure 1.20: SWOT Analysis of Tencent . 29
1.4.3 Telcos: Partners or Competitors of OTT players? . 30
i. IPTV or VoD? . 30
Figure 1.21: AT&T U-Verse & DIRECT TV Now Subscribers, Q4 2005-Q3 2008 31
ii. Telcos Redefine Entertainment Experience via Content Acquisition & Digital Platform Building . 32
Table 1.22: AT&T Subscription Plans with Warner Media Content, 2019 . 32
iii. Expanding Content Delivery via Augmentation of Portfolios . 33
iv. New Business Models: the MNO OTT Content Play . 33
Figure 1.23: Sprint Wireless Bundle Packages with Hulu TV & TIDAL Music Streaming, 2018 . 34
1.5 Sport: A Key Content Battleground . 34
1.5.1 Twitter Enter Sports Streaming Arena . 35
1.5.2 Sports a No-go Area for Netflix . 35
1.5.3 Telcos Jump on the Sports Streaming Band Wagon . 35
1.5.4 Amazon Targets Existing Prime Members who are also Sports Fans. 35
1.5.5 Telia Invests in SolidTango . 36
1.5.6 Telstra Partners with Kayo to Enhance Sports Viewing &
Maintain Subscriber Loyalty . 36
1.5.7 BT Enters Sports Arena with Broadcast of European Football . 36
Figure 1.24: TV Premier League Broadcast Rights Revenues (￡m), 1997-2019 . 37
1.5.8 Sky’s Sport Content Offerings. 37
1.5.9 Monetising Sports Content . 38
1.5.10 Amazon Tests Sports Streaming Waters by Acquiring UK
Premier League Broadcasting Rights . 38
Table 1.25: Premier League Rights Packages, 2019-2022 . 39
i. Will Amazon Profit or Lose from Streaming the English Premier League? . 39
ii. Next Steps for Amazon UK in Sports . 40
1.6 From Sports to eSports . 41
1.6.1 Absence of Gaming Organising Entities Facilitates Easy
Creation of Global Gaming Events . 42
1.6.2 Intel & ESL Aim to Drive Popularity of eSports Worldwide . 42
1.6.3 Operators Enter eSports Space to Enhance their Content Offerings . 42
2. Adaptive Strategies: MNOs & Carrier Billing
2.1 Introduction . 45
Figure 2.1: Base Line Analysis of Global Mobile Subscriber Growth: ARPU &
Operator Billed Service Revenues . 45
2.2 Leveraging the Billing Relationship . 46
Table 2.2: Carrier Billing Availability by Selected Storefront, 2017-2018 . 47
Table 2.3: Google Play/Facebook Carrier Billing Availability by Operator, Largest
Unbanked Markets, December 2018 . 47
Figure 2.4: Android/iOS Smartphones without Carrier Billing Options for App Store
or Google Play, 2018 . 48
2.2.1 Carrier Billing Drivers . 48
Figure 2.5: Adults Without a Bank Account Worldwide, 2017 . 49
Figure 2.6: Unbanked Adult Populations (%) Split by 8 Key Regions, 2018 . 50
Table 2.7: Average Data Tariff, INR per GB, 2014-2017 . 51
Figure 2.8: Typical Challenges MNOS Face When Implementing DCB . 52
Figure 2.9: Billing Mechanism Conversion Rate Comparison, Low Value
Purchases: Credit Card vs. Direct Carrier Billing . 56
Table 2.10: ARPU Lift in Monthly Spend by MobiFone Users via Google Play
DCB, September 2017 . 56
2.2.2 Key Direct Carrier Billing Challenges . 58
Figure 2.11: Journey of customer awareness of DCB services . 62
Figure 2.12: Juniper Challenge Assessment Matrix, Content Carrier Billing . 64
3. Competitive Landscape
3.1 Introduction . 66
3.2 Vendor Analysis . 66
3.2.1 Vendor Assessment Criteria . 66
Table 3.1: Juniper Leaderboard Vendor Capability Assessment Criteria . 67
3.3 Vendor Analysis: Capability Assessment & Market
Positioning . 68
Table 3.2: Carrier Billing Vendor Analysis Scoring Matrix: Capability & Capacity vs Product & Position . 68
Figure 3.3: Juniper Leaderboard for Carrier Billing, 2018 . 69
Vendor Groupings . 70
i. Summary . 70
ii. Established Leaders . 70
iii. Leading Challengers . 71
iv. Disruptors & Emulators . 72
3.3.2 Juniper Competitive Web Analysis . 73
Figure 3.4: Juniper Competitive Web: Selected Carrier Billing Providers . 73
3.3.3 Limitations & Interpretation . 74
3.4 Selected Vendor Profiles. 75
3.4.1 Infomedia . 75
i. Corporate . 75
ii. Geographic Spread . 75
iii. Key Clients & Strategic Partnerships . 75
iv. High Level View of Offerings . 76
v. Juniper’s View: Infomedia Key Strengths & Strategic Development Opportunities . 76
3.4.2 DOCOMO Digital . 76
i. Corporate . 76
ii. Geographic Spread . 77
iii. Key Clients & Strategic Partnerships . 77
iv. High Level View of Offerings . 77
v. Juniper’s View: DOCOMO Digital Key Strengths & Strategic Development Opportunities . 78
3.4.3 Bango . 78
i. Corporate . 78
Table 3.5: Bango Financial Performance Snapshot (￡m), 2016-2017 . 79
Figure 3.6: Bharti Airtel bundled offer including Amazon Prime Video . 79
Figure 3.7: Illustration of Audiens Business Model . 80
ii. Geographic Spread . 80
iii. Key Clients & Strategic Partnerships . 80
Table 3.8: Select Bango Publicly Announced Activations, September 2016-January 2018 . 81
iv. High Level View of Offerings . 81
v. Juniper’s View: Bango Key Strengths & Strategic Development Opportunities 82
3.4.4 Boku . 83
i. Corporate . 83
Table 3.9: Major Shareholders of Boku, 2019 . 83
Table 3.10: Boku Financials ($m), 2017-2018 . 83
ii. Geographic Spread . 84
iii. Key Clients & Strategic Partnerships . 84
iv. High Level View of Offerings . 85
v. Juniper’s View: Boku Key Strengths & Strategic Development Opportunities . 86
3.4.5 DIMOCO . 86
i. Corporate . 86
ii. Geographic Spread . 87
iii. Key Clients & Strategic Partnerships . 87
iv. High Level View of Offerings . 87
v. Juniper’s view: DIMOCO Key Strengths & Strategic Development Opportunities . 88
3.4.6 Fortumo . 89
i. Corporate . 89
ii. Geographic Spread . 89
iii. Key Clients & Strategic Partnerships . 89
Table 3.11: Organisations using Fortumo’s DCB platform, 2016-2018 . 89
iv. High Level View of Offerings . 90
v. Juniper’s View: Fortumo Key Strengths & Strategic Development Opportunities . 91
3.4.7 Centili (Infobip). 92
i. Corporate . 92
ii. Geographic Spread . 92
iii. Key Clients & Strategic Partnerships . 92
iv. High Level View of Offerings . 93
Figure 3.12: Centili cGate End-To-End Mobile Payment Platform . 93
Figure 3.13: Centili cGate Offerings To Merchants . 93
v. Juniper’s View: Centili’s Key Strengths & Strategic Development Opportunities . 94
3.4.8 txtNation/MessageCloud . 94
i. Corporate . 94
ii. Geographic Spread . 95
iii. Key Clients & Strategic Partnerships . 95
iv. High Level View of Offering . 95
v. Juniper’s View: txtNation Key Strengths & Strategic Development Opportunities . 95
3.4.9 mGage . 96
i. Corporate . 96
ii. Geographic Spread . 96
iii. Key Clients & Strategic Partnerships . 96
iv. High Level View of Offering . 96
v. Juniper’s View: mGage Key Strengths & Strategic Development Opportunities . 97
3.4.10 NTH Mobile . 97
i. Corporate . 97
ii. Geographic Spread . 97
iii. Key Clients & Strategic Partnerships . 98
iv. High Level View of Offerings . 98
v. Juniper’s View: NTH Mobile Key Strengths & Strategic Development Opportunities . 99
2. Deep Dive Data & Forecasting
1. Methodology & Assumptions
1.1 Introduction . 4
Figure 1.1: Methodology for Calculating Digital Content Revenues by Country,
Region & Device Type . 5
2. Content Monetisation Forecasts: All Devices
2.1 The Digital Content Market . 7
Figure & Table 2.1: Digital Content Revenues ($) Split by 8 Key Regions 2018-2023 . 7
Figure & Table 2.2: Digital Content Revenues ($m) Split by Device Type & 8 Key Regions 2023 . 8
2.2 Which Content? . 9
Figure & Table 2.3: Digital Content Revenues ($m) Split by Content Type 2018-2023 . 9
2.3 Which Billing Mechanism? . 11
Table 2.4: Digital Content Annual Spend (%) Split by Billing Mechanism 2018- 2023 . 11
Table 2.5: Digital Content Billed to Direct Carrier Billing Split by 8 Key Regions (%) 2018-2023 . 11
Figure & Table 2.6: Digital Content Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023 . 12
Figure & Table 2.7: Operator Share of Digital Content Revenues Billed to Direct
Carrier Billing ($m) Split by 8 Key Regions 2018-2023. 13
3. Content Monetisation Forecasts: Games
3.1 The Digital Games Market . 15
Figure & Table 3.1: Digital Games Revenues ($m) Split by 8 Key Regions 2018-2023 . 15
3.2 Digital Games: Which Billing Mechanism? . 16
Table 3.2: Digital Games Content Billed to Direct Carrier Billing (%) Split by 8 Key Regions 2018-2023 . 16
Figure & Table 3.3: Digital Games Spend Billed to Direct Carrier Billing ($m) Split
by 8 Key Regions 2018-2023 . 17
Figure & Table 3.4: Operator Share of Digital Games Revenues Billed to Direct
Carrier Billing ($m) Split by 8 Key Regions 2018-2023 . 18
4. Content Monetisation Forecasts: Video
4.1 The Video Content Market . 20
Figure & Table 4.1: Video Content Revenues ($m) Split by 8 Key Regions 2018-2023 . 20
4.2 Video Content: Which Billing Mechanism? . 21
Figure 4.2: Video Content Billed to Direct Carrier Billing (%) Split by 8 Key Regions, 2018 to 2023 . 21
Figure & Table 4.3: Video Content Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023 . 22
Figure & Table 4.4: Operator Share of Video Content Revenues Billed to Direct
Carrier Billing ($m) Split by 8 Key Regions 2018-2023 . 23
5. Content Monetisation Forecasts: Music
5.1 The Digital Music Market . 25
Figure & Table 5.1: Digital Music Revenues ($m) Split by 8 Key Regions 2018-2023 . 25
5.2 Digital Music: Which Billing Mechanism? . 26
Table 5.2: Digital Music Revenues Billed to Direct Carrier Billing (%) Split by 8
Key Regions 2018-2023Top of the Document . 26
Figure & Table 5.3: Digital Music Revenues Billed to Direct Carrier Billing ($m)
Split by 8 Key Regions 2018-2023 . 27
Figure & Table 5.4: Operator Share of Digital Music Revenues Billed to Direct
Carrier Billing ($m) Split by 8 Key Regions 2018-2023. 28
6. Content Monetisation Forecasts: ePublishing
6.1 The ePublishing Market. 30
Figure & Table 6.1: ePublishing Revenues ($m) Split by 8 Key Regions 2018-2023 . 30
6.2 ePublishing: Which Billing Mechanism? . 32
Table 6.2: Digital Publishing Revenues Billed to Direct Carrier Billing (%) Split by
8 Key Regions 2018-2023 . 32
Figure & Table 6.3: ePublishing Content Billed to Direct Carrier Billing ($m) Split
by 8 Key Regions 2018-2023. 33
Figure & Table 6.4: Operator Share of Other ePublishing Revenues Billed to
Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023 . 34
7. Content Monetisation Forecasts: Lifestyle
7.1 The Lifestyle Content Market . 36
Figure & Table 7.1: Lifestyle Content Revenues ($m) Split by 8 Key Regions 2018-2023 . 36
7.2 Lifestyle Content: Which Billing Mechanism? . 37
Table 7.2: Other Connected Device Content Billed to Direct Carrier Billing (%)
Split by 8 Key Regions 2018-2023 . 37
Figure & Table 7.3: Lifestyle Content Revenues Billed to Direct Carrier Billing
($m) Split by 8 Key Regions 2018-2023 . 38
Figure & Table 7.4: Operator Share of Lifestyle Content Revenues Billed to Direct
Carrier Billing ($m) Split by 8 Key Regions 2018-2023. 39
ページTOPに戻る
Summary
この調査レポートは、デジタルコンテンツのビジネスモデルを解説し、主要関連企業の戦略や、市場予測などを掲載しています。
レポートの主な特徴
デジタルコンテンツのタイプ別の収益を予測しています
-
ゲーム
-
ビデオ
-
音楽
-
ePublishing/電子出版
-
ライフスタイルコンテンツ
-
その他コンテンツ
請求先のデバイス別の予測を掲載しています。
-
スマートフォン
-
フィーチャーフォン
-
タブレット
-
その他コネクテッドデバイス
Overview
Juniper's Digital Content Business Models research service provides a comprehensive analysis of the business models that players across the telecoms and digital ecosystem; namely operators, service providers, OTTs and billing providers, are embracing to determine adaptive strategies and survive in this rapidly changing sector.
This research explores how content business models are changing, and will continue to change, in the future. It analyses what the transition in consumption patterns means for both old and new players, and what that implies for optimal monetisation of digital content.
This research suite includes:
-
Deep Dive Strategy & Competition (PDF)
-
Deep Dive Data & Forecasting (PDF & Excel)
-
Executive Summary & Core Findings (PDF)
-
12 months' access to harvest online data platform
-
Market Landscape: In-depth analysis of key player content spend levels; exploring how OTTs and telcos are disrupting the status quo through the acquisition of sporting content and eSports rights.
-
Competitive Player Assessment: Investigates carrier billing providers; focusing on player activities in delivering and producing content, future business prospects, together with Juniper commentary on individual player prospects:
-
FAANG (Facebook, Apple, Amazon, Netflix & Google)
-
BAT (Baidu, Alibaba & Tencent)
-
Market Dynamics: Strategic analysis of the major trends and key debates in the digital content ecosystem, including:
-
OTT player and telco strategies to monetise sports and eSports content, and unique film/TV content
-
The rise of on-demand and streaming services
-
Leveraging the billing relationship
-
Interviews: With leading players across the digital content ecosystem, including:
-
mGage
-
NTH Mobile
-
Centili (Infobip)
-
Bango
-
DIMOCO
-
Vendor Profiles & Leaderboard: Key player capability and capacity assessment, together with Leaderboard vendor positioning for 10 carrier billing providers.
-
Benchmark Industry Forecasts: Includes forecasts for digital content revenues split by country, by region and by content type:
-
Games
-
Video
-
Music
-
ePublishing
-
Lifestyle
-
Which OTTs and telcos are investing significantly in the development of original content?
-
How are OTTs and telcos successfully monetising sporting content?
-
What revenues can telcos derive from carrier billed content over the next 5 years?
-
Which carrier billing companies are generating the highest levels of end user spend?
-
Which types of digital content will have the largest growth over the next 5 years and why?
Interviewed: Bango, Centili (Infobip), DIMOCO, mGage, NowTV, NTH Mobile,
Profiled: Bango, Boku, Centili (Infobip), Infomedia, DOCOMO Digital, DIMOCO, Fortumo, mGage, NTH Mobile, txtNation.
Mentioned: 21st Century Fox, 9Mobile, 9Pay, A1, ABC, Adyen, AFL, Afonbladet, Airtel, AIS, Alibaba, ALTBalaji, Amaze, Amazon, American Express, AOL, Apigate, Apple, Association of Tennis Professionals, AT&T, Audiens, Austrian FMA (Financial Market Authority), Baidu, BANDAI NAMCO, BARB (Broadcasters Audience Research Board), Base, Batelco, BBC, Beeline, Bharti Airtel, BilltoMobile, BlackBerry, Blizzard, Bonnier Broadcasting, Bose, Bouygues, Box TV, British Fashion Council, British Phonographic Industry, BT, Busuu, ByNoGame, C More, CBS, Celcom, Channel 4, Channel Nine, China Mobile, Cinemax, ClickAttack, CNN, Comcast, Danal, Deezer, Deloitte, Deutsche Telekom, Digitouch, Discovery, Disney, dittoTV, DNA, Easypark, EE (Everything Everywhere), EA, Elisa, English Premier League, Entel, ePlus, Ericsson, ESL, ESPN, Etisalat, Eurosport, Facebook, Fission, Formula One, Gaana, Gambit eSports Club, Gameloft, General Motors, Global Collect, Globe Telecom, Globe Telecom, GMO Payment Gateway, Google, GSMA, HBO, Hopster.com, HT-Mobile, Huawei, Hulu, Hutchison, IBERIA, Idea Cellular, iflix, IFPI, iHeartRadio, IM3, Indosat, Intel, Intuit, ITV, Iusacell, J Sports, Jazz, JOOX, Kayo, KDDI, KJM (Kommission für Jugendmedienschutz), Kinguin, KPN, Kyivstar, LMT, Lookout, Loop-Mobile, Loviit, Lucasfilm, Magzrer, Maker Studios, Maxdome, Maxis, McAfee, Mediapro, Microsoft, MOBA, MobiFone, Mobiilimaksu, MobileView, Mobinil, MoCoPay, mopay, Morgan Stanley, Movistar, Mozilla, M-Tel, MTS, Mydala, National Copyright Adminstration, National Express/ALSA, NBA, NBC Universal, NetEase Cloud Music, Netflix, NFL, Nickelodeon, Nintendo, NPM (National Public Media), NRL (National Rugby League), NTT, O2, Oath, Ofcom, OneBip, OnMobile, Ooredoo, Optimal Payments, Optus, Orange, PayPal, Pear Video, Philo, Play, Playwing, Proximus, Qingting FM, QQ, Quebecell, RBI, Readwhere, Reliance Communications, Renren Video, RGK Mobile, Rheinische Post, Riot Games, Roku, S Phone, Samsung, Satelindo, Sega, Shibsted, Shoal Games, Showtime, Singtel, Sky, Smarcom AG, Smart, SmartCom, Smartfren, Smartfren, Softbank, SolidTango, Sonos, Sony, Spellflix, Spotify, Sprint, STARZ, Sun, Supercell, SuperData Research, Swisscom, Telcel, Tele2, Telefonica, Telekom Slovenije, Telenor, Telia, Telkom, Telkomsel, Telstra, Tencent, TfL (Transport for London), The Trade Desk, The VoD platform, Three, TIDAL, Time Warner, Tiscali, T-Mobile, TRAI, Tre, Tri, Turkcell, TV4, Twitter, UMobile, Uninor, Valve, Verizon, Via, ViaPlay, VICE Media, Vietnamobile, Viettel, Vinafone, VIPnet, Virgin, Visit Britain, Viva, Vivial, Vivo, VN, Vodacom, Vodafone, Warner Brothers, webe, WeChat, WhatsApp, World Bank, WorldPay, WWE (World Wrestling Entertainment), WyWallet, Xiaomi, XL/AXIS, Yahoo, YouTube, Zain, ZTE.
Data & Interactive Forecast
Juniper’s Digital Content Business Models forecast suite includes:
-
Regional splits for 8 key regions, as well as 11 country level data splits for:
-
Canada
-
China
-
Denmark
-
Germany
-
Japan
-
Portugal
-
Norway
-
Spain
-
Sweden
-
UK
-
US
-
Digital content revenues, carrier billing spend and MNO carrier billed revenues for:
-
Games
-
Video
-
Music
-
ePublishing
-
Lifestyle
-
Other Content
-
Billing device forecasts by:
-
Smartphones
-
Featurephones
-
Tablets
-
Other connected devices
-
Interactive Scenario Tool allowing users to manipulate Juniper’s data for 9 different metrics.
-
Access to the full set of forecast data of 114 tables and more than 7,000 datapoints.
Juniper Research’s highly granular Interactive Forecast Excels (IFxls) enable clients to manipulate Juniper’s forecast data and charts to test their own assumptions by using the Interactive Scenario Tool, and compare select markets and sectors side by side in customised charts and tables. IFxls greatly increase clients’ ability to both understand a particular market and to integrate their own views into the model.
ページTOPに戻る
Table of Contents
Table of Contents
1. Deep Dive Strategy & Competition
1. Digital Content Disruption: Market Evolution
1.1 Introduction . 6
1.2 Transitioning From Linear to Streaming VoD to Generate Revenue . 6
1.2.1 Market Status: Hulu . 7
1.2.2 Market Status: BBC iPlayer. 7
Figure 1.1: iPlayer, Streaming Requests per year (bn), 2011-2018 . 8
1.3 The Rise of On-demand Services . 8
1.3.1 Video . 8
Figure 1.2: Annual Subscription Growth in Homes with a SVoD Subscription (%),
Selected Services, UK, Q3 2017-Q3 2018 . 9
Figure 1.3: NowTV Offers for Specific Consumer Tastes, December 2018 . 10
i. Content Aggregation Opportunity . 10
Figure 1.4: Video Content Revenue Per Capita ($m), 2023 . 11
1.3.2 Music . 12
Figure 1.5: Global Music Revenues (%), Split by Segment, 2017 . 12
Figure 1.6: Top 10 Music Markets, 2017 . 13
i. Voice Control to Increase Music Streaming Usage . 14
Figure 1.7: Number of Smart Speakers in US Households (m), 2017-2018. 15
Table 1.8: Spotify & Deezer Developments in Integrating Voice Functionality into Service Offerings . 16
1.3.2 Desire for On-demand Services on the Rise . 16
Figure 1.9: Global Data Consumption by Mobile Devices (EB) Split by Usage
Category, 2013-2018 . 16
Figure 1.10: Global Video Data Traffic Via Mobile Devices & Connected TVs
(EB/Annum) 2017-2023 . 17
i. Fixed Networks . 17
Figure 1.11: Global Upstream/Downstream Traffic Share (%), 2018 . 17
1.4 OTTs Continue Developing Content Offerings . 18
Figure 1.12: Annual Budgets for TV Programming ($m), 2018 . 19
1.4.1 FAANG: Gatekeepers to Streamed Content . 19
Figure & Table 1.13: FAANG Group Annual Revenues ($m), 2010-2017 . 19
i. Netflix’s International Play to Fend Off Competition . 20
ii. Netflix Open to Collaboration to Expand its Presence . 20
Table 1.14: January 2019 Price Increases on Netflix Plans . 21
iii. Facebook Launches Watch TV . 22
Figure 1.15: Facebook Watch Logo . 22
iv. Apple to Gauge Interest of Apple Device Owners with Original Content . 23
v. Google: The World’s Primary Search Engine . 23
vi. YouTube Content Available for Free Viewing with Adverts . 23
vii. Disney Streaming Service to Rival Netflix . 24
viii. FAANG’s Future in Question . 25
Table 1.16: Market Capitalisation Loss of FAANG from 52 Week Highs to 20th November 2018 . 25
Figure 1.17: Decrease (%) in Value of FAANG Stocks from 52 Week High to 20th November 2018 . 25
1.4.2 BAT vs FAANG: The Battle for Global Digital Leadership . 26
i. SWOT Analysis of BAT . 27
Figure 1.18: SWOT Analysis of Alibaba . 27
Figure 1.19: SWOT Analysis of Baidu . 28
Figure 1.20: SWOT Analysis of Tencent . 29
1.4.3 Telcos: Partners or Competitors of OTT players? . 30
i. IPTV or VoD? . 30
Figure 1.21: AT&T U-Verse & DIRECT TV Now Subscribers, Q4 2005-Q3 2008 31
ii. Telcos Redefine Entertainment Experience via Content Acquisition & Digital Platform Building . 32
Table 1.22: AT&T Subscription Plans with Warner Media Content, 2019 . 32
iii. Expanding Content Delivery via Augmentation of Portfolios . 33
iv. New Business Models: the MNO OTT Content Play . 33
Figure 1.23: Sprint Wireless Bundle Packages with Hulu TV & TIDAL Music Streaming, 2018 . 34
1.5 Sport: A Key Content Battleground . 34
1.5.1 Twitter Enter Sports Streaming Arena . 35
1.5.2 Sports a No-go Area for Netflix . 35
1.5.3 Telcos Jump on the Sports Streaming Band Wagon . 35
1.5.4 Amazon Targets Existing Prime Members who are also Sports Fans. 35
1.5.5 Telia Invests in SolidTango . 36
1.5.6 Telstra Partners with Kayo to Enhance Sports Viewing &
Maintain Subscriber Loyalty . 36
1.5.7 BT Enters Sports Arena with Broadcast of European Football . 36
Figure 1.24: TV Premier League Broadcast Rights Revenues (￡m), 1997-2019 . 37
1.5.8 Sky’s Sport Content Offerings. 37
1.5.9 Monetising Sports Content . 38
1.5.10 Amazon Tests Sports Streaming Waters by Acquiring UK
Premier League Broadcasting Rights . 38
Table 1.25: Premier League Rights Packages, 2019-2022 . 39
i. Will Amazon Profit or Lose from Streaming the English Premier League? . 39
ii. Next Steps for Amazon UK in Sports . 40
1.6 From Sports to eSports . 41
1.6.1 Absence of Gaming Organising Entities Facilitates Easy
Creation of Global Gaming Events . 42
1.6.2 Intel & ESL Aim to Drive Popularity of eSports Worldwide . 42
1.6.3 Operators Enter eSports Space to Enhance their Content Offerings . 42
2. Adaptive Strategies: MNOs & Carrier Billing
2.1 Introduction . 45
Figure 2.1: Base Line Analysis of Global Mobile Subscriber Growth: ARPU &
Operator Billed Service Revenues . 45
2.2 Leveraging the Billing Relationship . 46
Table 2.2: Carrier Billing Availability by Selected Storefront, 2017-2018 . 47
Table 2.3: Google Play/Facebook Carrier Billing Availability by Operator, Largest
Unbanked Markets, December 2018 . 47
Figure 2.4: Android/iOS Smartphones without Carrier Billing Options for App Store
or Google Play, 2018 . 48
2.2.1 Carrier Billing Drivers . 48
Figure 2.5: Adults Without a Bank Account Worldwide, 2017 . 49
Figure 2.6: Unbanked Adult Populations (%) Split by 8 Key Regions, 2018 . 50
Table 2.7: Average Data Tariff, INR per GB, 2014-2017 . 51
Figure 2.8: Typical Challenges MNOS Face When Implementing DCB . 52
Figure 2.9: Billing Mechanism Conversion Rate Comparison, Low Value
Purchases: Credit Card vs. Direct Carrier Billing . 56
Table 2.10: ARPU Lift in Monthly Spend by MobiFone Users via Google Play
DCB, September 2017 . 56
2.2.2 Key Direct Carrier Billing Challenges . 58
Figure 2.11: Journey of customer awareness of DCB services . 62
Figure 2.12: Juniper Challenge Assessment Matrix, Content Carrier Billing . 64
3. Competitive Landscape
3.1 Introduction . 66
3.2 Vendor Analysis . 66
3.2.1 Vendor Assessment Criteria . 66
Table 3.1: Juniper Leaderboard Vendor Capability Assessment Criteria . 67
3.3 Vendor Analysis: Capability Assessment & Market
Positioning . 68
Table 3.2: Carrier Billing Vendor Analysis Scoring Matrix: Capability & Capacity vs Product & Position . 68
Figure 3.3: Juniper Leaderboard for Carrier Billing, 2018 . 69
Vendor Groupings . 70
i. Summary . 70
ii. Established Leaders . 70
iii. Leading Challengers . 71
iv. Disruptors & Emulators . 72
3.3.2 Juniper Competitive Web Analysis . 73
Figure 3.4: Juniper Competitive Web: Selected Carrier Billing Providers . 73
3.3.3 Limitations & Interpretation . 74
3.4 Selected Vendor Profiles. 75
3.4.1 Infomedia . 75
i. Corporate . 75
ii. Geographic Spread . 75
iii. Key Clients & Strategic Partnerships . 75
iv. High Level View of Offerings . 76
v. Juniper’s View: Infomedia Key Strengths & Strategic Development Opportunities . 76
3.4.2 DOCOMO Digital . 76
i. Corporate . 76
ii. Geographic Spread . 77
iii. Key Clients & Strategic Partnerships . 77
iv. High Level View of Offerings . 77
v. Juniper’s View: DOCOMO Digital Key Strengths & Strategic Development Opportunities . 78
3.4.3 Bango . 78
i. Corporate . 78
Table 3.5: Bango Financial Performance Snapshot (￡m), 2016-2017 . 79
Figure 3.6: Bharti Airtel bundled offer including Amazon Prime Video . 79
Figure 3.7: Illustration of Audiens Business Model . 80
ii. Geographic Spread . 80
iii. Key Clients & Strategic Partnerships . 80
Table 3.8: Select Bango Publicly Announced Activations, September 2016-January 2018 . 81
iv. High Level View of Offerings . 81
v. Juniper’s View: Bango Key Strengths & Strategic Development Opportunities 82
3.4.4 Boku . 83
i. Corporate . 83
Table 3.9: Major Shareholders of Boku, 2019 . 83
Table 3.10: Boku Financials ($m), 2017-2018 . 83
ii. Geographic Spread . 84
iii. Key Clients & Strategic Partnerships . 84
iv. High Level View of Offerings . 85
v. Juniper’s View: Boku Key Strengths & Strategic Development Opportunities . 86
3.4.5 DIMOCO . 86
i. Corporate . 86
ii. Geographic Spread . 87
iii. Key Clients & Strategic Partnerships . 87
iv. High Level View of Offerings . 87
v. Juniper’s view: DIMOCO Key Strengths & Strategic Development Opportunities . 88
3.4.6 Fortumo . 89
i. Corporate . 89
ii. Geographic Spread . 89
iii. Key Clients & Strategic Partnerships . 89
Table 3.11: Organisations using Fortumo’s DCB platform, 2016-2018 . 89
iv. High Level View of Offerings . 90
v. Juniper’s View: Fortumo Key Strengths & Strategic Development Opportunities . 91
3.4.7 Centili (Infobip). 92
i. Corporate . 92
ii. Geographic Spread . 92
iii. Key Clients & Strategic Partnerships . 92
iv. High Level View of Offerings . 93
Figure 3.12: Centili cGate End-To-End Mobile Payment Platform . 93
Figure 3.13: Centili cGate Offerings To Merchants . 93
v. Juniper’s View: Centili’s Key Strengths & Strategic Development Opportunities . 94
3.4.8 txtNation/MessageCloud . 94
i. Corporate . 94
ii. Geographic Spread . 95
iii. Key Clients & Strategic Partnerships . 95
iv. High Level View of Offering . 95
v. Juniper’s View: txtNation Key Strengths & Strategic Development Opportunities . 95
3.4.9 mGage . 96
i. Corporate . 96
ii. Geographic Spread . 96
iii. Key Clients & Strategic Partnerships . 96
iv. High Level View of Offering . 96
v. Juniper’s View: mGage Key Strengths & Strategic Development Opportunities . 97
3.4.10 NTH Mobile . 97
i. Corporate . 97
ii. Geographic Spread . 97
iii. Key Clients & Strategic Partnerships . 98
iv. High Level View of Offerings . 98
v. Juniper’s View: NTH Mobile Key Strengths & Strategic Development Opportunities . 99
2. Deep Dive Data & Forecasting
1. Methodology & Assumptions
1.1 Introduction . 4
Figure 1.1: Methodology for Calculating Digital Content Revenues by Country,
Region & Device Type . 5
2. Content Monetisation Forecasts: All Devices
2.1 The Digital Content Market . 7
Figure & Table 2.1: Digital Content Revenues ($) Split by 8 Key Regions 2018-2023 . 7
Figure & Table 2.2: Digital Content Revenues ($m) Split by Device Type & 8 Key Regions 2023 . 8
2.2 Which Content? . 9
Figure & Table 2.3: Digital Content Revenues ($m) Split by Content Type 2018-2023 . 9
2.3 Which Billing Mechanism? . 11
Table 2.4: Digital Content Annual Spend (%) Split by Billing Mechanism 2018- 2023 . 11
Table 2.5: Digital Content Billed to Direct Carrier Billing Split by 8 Key Regions (%) 2018-2023 . 11
Figure & Table 2.6: Digital Content Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023 . 12
Figure & Table 2.7: Operator Share of Digital Content Revenues Billed to Direct
Carrier Billing ($m) Split by 8 Key Regions 2018-2023. 13
3. Content Monetisation Forecasts: Games
3.1 The Digital Games Market . 15
Figure & Table 3.1: Digital Games Revenues ($m) Split by 8 Key Regions 2018-2023 . 15
3.2 Digital Games: Which Billing Mechanism? . 16
Table 3.2: Digital Games Content Billed to Direct Carrier Billing (%) Split by 8 Key Regions 2018-2023 . 16
Figure & Table 3.3: Digital Games Spend Billed to Direct Carrier Billing ($m) Split
by 8 Key Regions 2018-2023 . 17
Figure & Table 3.4: Operator Share of Digital Games Revenues Billed to Direct
Carrier Billing ($m) Split by 8 Key Regions 2018-2023 . 18
4. Content Monetisation Forecasts: Video
4.1 The Video Content Market . 20
Figure & Table 4.1: Video Content Revenues ($m) Split by 8 Key Regions 2018-2023 . 20
4.2 Video Content: Which Billing Mechanism? . 21
Figure 4.2: Video Content Billed to Direct Carrier Billing (%) Split by 8 Key Regions, 2018 to 2023 . 21
Figure & Table 4.3: Video Content Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023 . 22
Figure & Table 4.4: Operator Share of Video Content Revenues Billed to Direct
Carrier Billing ($m) Split by 8 Key Regions 2018-2023 . 23
5. Content Monetisation Forecasts: Music
5.1 The Digital Music Market . 25
Figure & Table 5.1: Digital Music Revenues ($m) Split by 8 Key Regions 2018-2023 . 25
5.2 Digital Music: Which Billing Mechanism? . 26
Table 5.2: Digital Music Revenues Billed to Direct Carrier Billing (%) Split by 8
Key Regions 2018-2023Top of the Document . 26
Figure & Table 5.3: Digital Music Revenues Billed to Direct Carrier Billing ($m)
Split by 8 Key Regions 2018-2023 . 27
Figure & Table 5.4: Operator Share of Digital Music Revenues Billed to Direct
Carrier Billing ($m) Split by 8 Key Regions 2018-2023. 28
6. Content Monetisation Forecasts: ePublishing
6.1 The ePublishing Market. 30
Figure & Table 6.1: ePublishing Revenues ($m) Split by 8 Key Regions 2018-2023 . 30
6.2 ePublishing: Which Billing Mechanism? . 32
Table 6.2: Digital Publishing Revenues Billed to Direct Carrier Billing (%) Split by
8 Key Regions 2018-2023 . 32
Figure & Table 6.3: ePublishing Content Billed to Direct Carrier Billing ($m) Split
by 8 Key Regions 2018-2023. 33
Figure & Table 6.4: Operator Share of Other ePublishing Revenues Billed to
Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023 . 34
7. Content Monetisation Forecasts: Lifestyle
7.1 The Lifestyle Content Market . 36
Figure & Table 7.1: Lifestyle Content Revenues ($m) Split by 8 Key Regions 2018-2023 . 36
7.2 Lifestyle Content: Which Billing Mechanism? . 37
Table 7.2: Other Connected Device Content Billed to Direct Carrier Billing (%)
Split by 8 Key Regions 2018-2023 . 37
Figure & Table 7.3: Lifestyle Content Revenues Billed to Direct Carrier Billing
($m) Split by 8 Key Regions 2018-2023 . 38
Figure & Table 7.4: Operator Share of Lifestyle Content Revenues Billed to Direct
Carrier Billing ($m) Split by 8 Key Regions 2018-2023. 39
ページTOPに戻る
Juniper Research社のコンテンツ・デジタルメディア分野での最新刊レポート
本レポートと同じKEY WORD（ott）の最新刊レポート
よくあるご質問
Juniper Research社はどのような調査会社ですか?
ジュニパーリサーチ社(Juniper
Research)は2001年の創立以来、モバイルとデジタル技術を専門に調査・出版事... もっと見る
調査レポートの納品までの日数はどの程度ですか?
在庫のあるものは速納となりますが、平均的には 3-４日と見て下さい。
但し、一部の調査レポートでは、発注を受けた段階で内容更新をして納品をする場合もあります。
発注をする前のお問合せをお願いします。
注文の手続きはどのようになっていますか?
1)お客様からの御問い合わせをいただきます。
2)見積書やサンプルの提示をいたします。
3)お客様指定、もしくは弊社の発注書をメール添付にて発送してください。
4)データリソース社からレポート発行元の調査会社へ納品手配します。
5) 調査会社からお客様へ納品されます。最近は、pdfにてのメール納品が大半です。
お支払方法の方法はどのようになっていますか?
納品と同時にデータリソース社よりお客様へ請求書（必要に応じて納品書も）を発送いたします。
お客様よりデータリソース社へ（通常は円払い）の御振り込みをお願いします。
請求書は、納品日の日付で発行しますので、翌月最終営業日までの当社指定口座への振込みをお願いします。振込み手数料は御社負担にてお願いします。
お客様の御支払い条件が60日以上の場合は御相談ください。
尚、初めてのお取引先や個人の場合、前払いをお願いすることもあります。ご了承のほど、お願いします。
データリソース社はどのような会社ですか?
当社は、世界各国の主要調査会社・レポート出版社と提携し、世界各国の市場調査レポートや技術動向レポートなどを日本国内の企業・公官庁及び教育研究機関に提供しております。
世界各国の「市場・技術・法規制などの」実情を調査・収集される時には、データリソース社にご相談ください。
お客様の御要望にあったデータや情報を抽出する為のレポート紹介や調査のアドバイスも致します。
|
|
