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디지털 컨텐츠 비지니스 모델 : OTT & Telco의 전략(2019-2023년)

Digital Content Business Models: OTT & Telco Strategies 2019-2023

리서치사 Juniper Research
발행일 2019년 02월 상품 코드 327876
페이지 정보 영문
가격
£ 1,990 ₩ 2,971,000 Web Access - Deep Dive Strategy & Competition (Enterprise Wide License)
£ 1,990 ₩ 2,971,000 Web Access - Executive Summary (Enterprise Wide License)
£ 2,990 ₩ 4,465,000 Web Access - Deep Dive Data & Forecasting (Enterprise Wide License)
£ 4,090 ₩ 6,108,000 Web Access - Full Research Suite (Enterprise Wide License)


디지털 컨텐츠 비지니스 모델 : OTT & Telco의 전략(2019-2023년) Digital Content Business Models: OTT & Telco Strategies 2019-2023
발행일 : 2019년 02월 페이지 정보 : 영문

이 페이지에 게재되어 있는 내용은 최신판과 약간 차이가 있을 수 있으므로 영문목차를 함께 참조하여 주시기 바랍니다. 기타 자세한 사항은 문의 바랍니다.

디지털 컨텐츠 비지니스 모델(Digital Content Business Model)에 관한 동향에 대해 조사했으며, 디지털 컨텐츠 시장 추이와 변화, MNO 및 OTT 사업자의 비지니스 모델 검증, 캐리어 빌링 시장 기회, 경쟁 환경과 주요 프로바이더 개요, 지역·기기·과금 유형별 디지털 컨텐츠 매출 예측 등의 정보를 정리했습니다.

전략과 경쟁

제1장 디지털 컨텐츠 파괴 : 시장 발전

  • 서론
  • 매출을 생성하기 위한 리니어에서 스트리밍 VoD로의 이동
  • 온디멘드 서비스 증가
    • 비디오
    • 음악
  • OTT는 계속해서 컨텐츠 서비스를 개발
    • FAANG : 스트리밍된 컨텐츠의 게이트 키퍼
    • BAT vs. FAANG : 세계의 디지털 리더십을 둘러싼 싸움
    • Telco : OTT 기업의 파트너인가 아니면 경쟁 상대인가?
  • 스포츠에서 e스포츠로
    • 게임 사업체가 없기 때문에 세계적인 게임 이벤트 창출이 용이
    • Intel & ESL은 세계적인 e스포츠의 인기를 뒷받침
    • 오퍼레이터는 컨텐츠 서비스를 강화하기 위해 e스포츠 분야에 참여

제2장 적응 전략 : MNO, 캐리어 빌링

  • 서론
  • 빌링 관계의 유효화
    • 캐리어 빌링 촉진요인
    • 다이렉트 캐리어 빌링의 주요 과제

제3장 경쟁 환경

  • 서론
  • 벤더 분석
    • 벤더 평가 기준
  • 벤더 분석 : 능력 평가와 시장 지위
    • 벤더의 그룹화
    • Juniper의 경쟁 웹 분석
    • 제약과 분석
  • 주요 벤더 개요
    • Infomedia
    • DOCOMO Digi
    • Bango
    • Boku
    • DIMOCO
    • Fortumo
    • Centili(Infobip)
    • txtNation/MessageCloud
    • mGage
    • NTH Mobile
      • 기업 개요
      • 지역적 전개
      • 주요 고객과 전략적 제휴
      • 제공 내용에 관한 견해
      • Juniper의 견해 : 주요 강점과 전략적 발전 기회

데이터 및 예측

제1장 조사 방법 및 전제조건

  • 서론

제2장 컨텐츠 수익화 예측 : 전체 디바이스

  • 디지털 컨텐츠 시장
  • 어느 컨텐츠인가?
  • 어느 빌링 메커니즘인가?

제3장 컨텐츠 수익화 예측 : 게임

  • 디지털 게임 시장
  • 디지털 게임 : 어느 빌링 메커니즘인가?

제4장 컨텐츠 수익화 예측 : 비디오

  • 비디오 컨텐츠 시장
  • 비디오 컨텐츠 : 어느 빌링 메커니즘인가?

제5장 컨텐츠 수익화 예측 : 음악

  • 디지털 음악 시장
  • 디지털 음악 : 어느 빌링 메커니즘인가?

제6장 컨텐츠 수익화 예측 : 전자출판

  • 전자출판 시장
  • 전자출판 : 어느 빌링 메커니즘인가?

제7장 컨텐츠 수익화 예측 : 라이프스타일

  • 라이프스타일 컨텐츠 시장
  • 라이프스타일 컨텐츠 : 어느 빌링 메커니즘인가?
LSH 19.02.18

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

Key Features:

  • 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

Key Questions:

  • 1. Which OTTs and telcos are investing significantly in the development of original content?
  • 2. How are OTTs and telcos successfully monetising sporting content?
  • 3. What revenues can telcos derive from carrier billed content over the next 5 years?
  • 4. Which carrier billing companies are generating the highest levels of end user spend?
  • 5. Which types of digital content will have the largest growth over the next 5 years and why?

Companies Referenced:

  • Interviewed: Bango, Centili (Infobip), DIMOCO, mGage, NowTV, NTH Mobile,
  • Profiled: Bango, Boku, Centili (Infobip), Infomedia, DOCOMO Digital, DIMOCO, Fortumo, mGage, NTH Mobile, txtNation.
  • 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.

Table of Contents

Deep Dive Strategy & Competition

1. Digital Content Disruption: Market Evolution

  • 1.1. Introduction
  • 1.2. Transitioning From Linear to Streaming VoD to Generate Revenue
    • 1.2.1. Market Status: Hulu
    • 1.2.2. Market Status: BBC iPlayer
      • Figure 1.1: iPlayer, Streaming Requests per year (bn), 2011-2018
  • 1.3. The Rise of On-demand Services
    • 1.3.1. Video
      • Figure 1.2: Annual Subscription Growth in Homes with a SVoD Subscription (%), Selected Services, UK, Q3 2017-Q3 2018
      • Figure 1.3: NowTV Offers for Specific Consumer Tastes, December 2018
      • i. Content Aggregation Opportunity
        • Figure 1.4: Video Content Revenue Per Capita ($m), 2023
    • 1.3.2. Music
      • Figure 1.5: Global Music Revenues (%), Split by Segment, 2017
      • Figure 1.6: Top 10 Music Markets, 2017
      • i. Voice Control to Increase Music Streaming Usage
        • Figure 1.7: Number of Smart Speakers in US Households (m), 2017-2018
        • Table 1.8: Spotify & Deezer Developments in Integrating Voice Functionality into Service Offerings
    • 1.3.2. Desire for On-demand Services on the Rise
      • Figure 1.9: Global Data Consumption by Mobile Devices (EB) Split by Usage Category, 2013-2018
      • Figure 1.10: Global Video Data Traffic Via Mobile Devices & Connected TVs (EB/Annum) 2017-2023
      • i. Fixed Networks
        • Figure 1.11: Global Upstream/Downstream Traffic Share (%), 2018
  • 1.4. OTTs Continue Developing Content Offerings
    • Figure 1.12: Annual Budgets for TV Programming ($m), 2018
    • 1.4.1. FAANG: Gatekeepers to Streamed Content
      • Figure & Table 1.13: FAANG Group Annual Revenues ($m), 2010-2017
      • i.Netflix's International Play to Fend Off Compition
      • ii. Netflix Open to Collaboration to Expand its Presence
        • Table 1.14: January 2019 Price Increases on Netflix Plans
      • iii. Facebook Launches Watch TV
        • Figure 1.15: Facebook Watch Logo
      • iv. Apple to Gauge Interest of Apple Device Owners with Original Content
      • v. Google: The World's Primary Search Engine
      • vi. YouTube Content Available for Free Viewing with Adverts
      • viii. FAANG's Future in Question
        • Table 1.16: Market Capitalisation Loss of FAANG from 52 Week Highs to 20 th November 2018
        • Figure 1.17: Decrease (%) in Value of FAANG Stocks from 52 Week High to 20 th November 2018
    • 1.4.2. BAT vs FAANG: The Battle for Global Digital Leadership
      • i. SWOT Analysis of BAT
      • Figure 1.18: SWOT Analysis of Alibaba
      • Figure 1.19: SWOT Analysis of Baidu
      • Figure 1.20: SWOT Analysis of Tencent
    • 1.4.3. Telcos: Partners or Competitors of OTT players?
      • i. IPTV or VoD?
        • Figure 1.21: AT&T U-Verse & DIRECT TV Now Subscribers, Q4 2005-Q3 2008
      • ii. Telcos Redefine Entertainment Experience via Content Acquisition & Digital Platform Building
        • Table 1.22: AT&T Subscription Plans with Warner Media Content, 2019
      • iii. Expanding Content Delivery via Augmentation of Portfolios
      • iv. New Business Models: the MNO OTT Content Play
        • Figure 1.23: Sprint Wireless Bundle Packages with Hulu TV & TIDAL Music Streaming, 2018
  • 1.5. Sport: A Key Content Battleground
    • 1.5.1. Twitter Enter Sports Streaming Arena
    • 1.5.2. Sports a No-go Area for Netflix
    • 1.5.3. Telcos Jump on the Sports Streaming Band Wagon
    • 1.5.4. Amazon Targets Existing Prime Members who are also Sports Fans
    • 1.5.5. Telia Invests in SolidTango
    • 1.5.6. Telstra Partners with Kayo to Enhance Sports Viewing & Maintain Subscriber Loyalty
    • 1.5.7. BT Enters Sports Arena with Broadcast of European Football
      • Figure 1.24: TV Premier League Broadcast Rights Revenue (£m), 1997-
    • 1.5.8. Sky's Sport Content Offerings
    • 1.5.9. Monetising Sports Content
    • 1.5.10. Amazon Tests Sports Streaming Waters by Acquiring UK Premier League Broadcasting Rights
      • Table 1.25: Premier League Rights Packages, 2019-2022
      • i. Will Amazon Profit or Lose from Streaming the English Premier League?
      • ii. Next Steps for Amazon UK in Sports
  • 1.6. From Sports to eSports
    • 1.6.1. Absence of Gaming Organising Entities Facilitates Easy Creation of Global Gaming Events
    • 1.6.2. Intel & ESL Aim to Drive Popularity of eSports Worldwide
    • 1.6.3. Operators Enter eSports Space to Enhance their Content Offerings

2. Adaptive Strategies: MNOs & Carrier Billing

  • 2.1. Introduction
    • Figure 2.1: Base Line Analysis of Global Mobile Subscriber Growth: ARPU & Operator Billed Service Revenues
  • 2.2. Leveraging the Billing Relationship
    • Table 2.2: Carrier Billing Availability by Selected Storefront, 2017-2018
    • Table 2.3: Google Play/Facebook Carrier Billing Availability by Operator, Largest Unbanked Markets, December 2018
    • Figure 2.4: Android/iOS Smartphones without Carrier Billing Options for App Store or Google Play, 2018
    • 2.2.1. Carrier Billing Drivers
      • Figure 2.5: Adults Without a Bank Account Worldwide, 2017
      • Figure 2.6: Unbanked Adult Populations (%) Split by 8 Key Regions, 2018
      • Table 2.7: Average Data Tariff, INR per GB, 2014-2017
      • Figure 2.8: Typical Challenges MNOS Face When Implementing DCB
      • Figure 2.9: Billing Mechanism Conversion Rate Comparison, Low Value Purchases: Credit Card vs. Direct Carrier Billing
      • Table 2.10: ARPU Lift in Monthly Spend by MobiFone Users via Google Play DCB, September 2017
    • 2.2.2. Key Direct Carrier Billing Challenges
      • Figure 2.11: Journey of customer awareness of DCB services
      • Figure 2.12: Juniper Challenge Assessment Matrix, Content Carrier Billing

3. Competitive Landscape

  • 3.1. Introduction
  • 3.2. Vendor Analysis
    • 3.2.1. Vendor Assessment Criteria
      • Table 3.1: Juniper Leaderboard Vendor Capability Assessment Criteria
  • 3.3. Vendor Analysis: Capability Assessment & Market Positioning
    • Table 3.2: Carrier Billing Vendor Analysis Scoring Matrix: Capability & Capacity vs Product & Position
    • Figure 3.3: Juniper Leaderboard for Carrier Billing, 2018
    • 3.3.1. Vendor Groupings
      • i. Summary
      • ii. Established Leaders
      • iii. Leading Challengers
      • iv. Disruptors & Emulators
    • 3.3.2. Juniper Competitive Web Analysis
      • Figure 3.4: Juniper Competitive Web: Selected Carrier Billing Providers
    • 3.3.3. Limitations & Interpretation
  • 3.4. Selected Vendor Profiles
    • 3.4.1. Infomedia
      • i. Corporate
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
      • iv. High Level View of Offerings
      • v. Juniper's View: Infomedia Key Strengths & Strategic Development Opportunities
    • 3.4.2. DOCOMO Digital
      • i. Corporate
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
      • iv. High Level View of Offerings
      • v. Juniper's View: DOCOMO Digital Key Strengths & Strategic Development Opportunities
    • 3.4.3. Bango
      • i. Corporate
        • Table 3.5: Bango Financial Performance Snapshot (£m), 2016-
        • Figure 3.6: Bharti Airtel bundled offer including Amazon Prime Video
        • Figure 3.7: Illustration of Audiens Business Model
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
        • Table 3.8: Select Bango Publicly Announced Activations, September 2016-January 2018
      • iv. High Level View of Offerings
      • v. Juniper's View: Bango Key Strengths & Strategic Development Opportunities
    • 3.4.4. Boku
      • i. Corporate
        • Table 3.9: Major Shareholders of Boku, 2019
        • Table 3.10: Boku Financials ($m), 2017-2018
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
      • iv. High Level View of Offerings
      • v. Juniper's View: Boku Key Strengths & Strategic Development Opportunities
    • 3.4.5. DIMOCO
      • i. Corporate
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
      • iv. High Level View of Offerings
      • v. Juniper's View: DIMOCO Key Strengths & Strategic Development Opportunities
    • 3.4.6. Fortumo
      • i. Corporate
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
        • Table 3.11: Organisations using Fortumo's DCB platform, 2016-
      • v. Juniper's View: Fortumo Key Strengths & Strategic Development Opportunities
    • 3.4.7. Centili (Infobip)
      • i. Corporate
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
      • iv. High Level View of Offerings
        • Figure 3.12: Centili cGate End-To-End Mobile Payment Platform
        • Figure 3.13: Centili cGate Offerings To Merchants
      • v. Juniper's View: Centili's Key Strengths & Strategic Development Opportunities
    • 3.4.8. txtNation/MessageCloud
      • i. Corporate
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
      • iv. High Level View of Offering
      • v. Juniper's View: txtNation Key Strengths & Strategic Development Opportunities
    • 3.4.9. mGage
      • i. Corporate
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
      • iv. High Level View of Offering
      • v. Juniper's View: mGage Key Strengths & Strategic Development Opportunities
    • 3.4.10. NTH Mobile
      • i. Corporate
      • ii. Geographic Spread
      • iii. Key Clients & Strategic Partnerships
      • iv. High Level View of Offerings
      • v. Juniper's View: NTH Mobile Key Strengths & Strategic Development Opportunities

Deep Dive Data & Forecasting

1. Methodology & Assumptions

  • 1.1. Introduction
    • Figure 1.1: Methodology for Calculating Digital Content Revenues by Country, Region & Device Type

2. Content Monetisation Forecasts: All Devices

  • 2.1. The Digital Content Market
    • Figure & Table 2.1: Digital Content Revenues ($) Split by 8 Key Regions 2018-2023
    • Figure & Table 2.2: Digital Content Revenues ($m) Split by Device Type & 8 Key Regions 2023
  • 2.2. Which Content?
    • Figure & Table 2.3: Digital Content Revenues ($m) Split by Content Type 2018-2023
  • 2.3. Which Billing Mechanism?
    • Table 2.4: Digital Content Annual Spend (%) Split by Billing Mechanism 2018-2023
    • Table 2.5: Digital Content Billed to Direct Carrier Billing Split by 8 Key Regions (%) 2018-2023
    • Figure & Table 2.6: Digital Content Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023
    • Figure & Table 2.7: Operator Share of Digital Content Revenues Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023

3. Content Monetisation Forecasts: Games

  • 3.1. The Digital Games Market
    • Figure & Table 3.1: Digital Games Revenues ($m) Split by 8 Key Regions 2018-2023
  • 3.2. Digital Games: Which Billing Mechanism?
    • Table 3.2: Digital Games Content Billed to Direct Carrier Billing (%) Split by 8 Key Regions 2018-2023
    • Figure & Table 3.3: Digital Games Spend Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023
    • Figure & Table 3.4: Operator Share of Digital Games Revenues Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023

4. Content Monetisation Forecasts: Video

  • 4.1. The Video Content Market
    • Figure & Table 4.1: Video Content Revenues ($m) Split by 8 Key Regions 2018-2023
  • 4.2. Video Content: Which Billing Mechanism?
    • Figure 4.2: Video Content Billed to Direct Carrier Billing (%) Split by 8 Key Regions, 2018 to 2023
    • Figure & Table 4.3: Video Content Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023
    • Figure & Table 4.4: Operator Share of Video Content Revenues Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023

5. Content Monetisation Forecasts: Music

  • 5.1. The Digital Music Market
    • Figure & Table 5.1: Digital Music Revenues ($m) Split by 8 Key Regions 2018-2023
  • 5.2. Digital Music: Which Billing Mechanism?
    • Table 5.2: Digital Music Revenues Billed to Direct Carrier Billing (%) Split by 8 Key Regions 2018-2023Top of the Document
    • Figure & Table 5.3: Digital Music Revenues Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023
    • Figure & Table 5.4: Operator Share of Digital Music Revenues Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023

6. Content Monetisation Forecasts: ePublishing

  • 6.1. The ePublishing Market
    • Figure & Table 6.1: ePublishing Revenues ($m) Split by 8 Key Regions 2018-2023
  • 6.2. ePublishing: Which Billing Mechanism?
    • Table 6.2: Digital Publishing Revenues Billed to Direct Carrier Billing (%) Split by 8 Key Regions 2018-2023
    • Figure & Table 6.3: ePublishing Content Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023
    • Figure & Table 6.4: Operator Share of Other ePublishing Revenues Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023

7. Content Monetisation Forecasts: Lifestyle

  • 7.1. The Lifestyle Content Market
    • Figure & Table 7.1: Lifestyle Content Revenues ($m) Split by 8 Key Regions 2018-2023
  • 7.2. Lifestyle Content: Which Billing Mechanism?
    • Table 7.2: Other Connected Device Content Billed to Direct Carrier Billing (%) Split by 8 Key Regions 2018-2023
    • Figure & Table 7.3: Lifestyle Content Revenues Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023
    • Figure & Table 7.4: Operator Share of Lifestyle Content Revenues Billed to Direct Carrier Billing ($m) Split by 8 Key Regions 2018-2023
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