The Study on Business Model of Online Music Website – a case of KKBOX
碩士 === 世新大學 === 傳播管理學研究所(含碩專班) === 100 === In the twenty-first century, music industry has been tremendously impacted by the developments of digitalization and technology which make original consumers possible to free download and share digital music files by using peer to peer software through the...
| Main Authors: | , |
|---|---|
| Other Authors: | |
| Format: | Others |
| Language: | zh-TW |
| Published: |
2011
|
| Online Access: | http://ndltd.ncl.edu.tw/handle/47788707533968981383 |
| Summary: | 碩士 === 世新大學 === 傳播管理學研究所(含碩專班) === 100 === In the twenty-first century, music industry has been tremendously impacted by the developments of digitalization and technology which make original consumers possible to free download and share digital music files by using peer to peer software through the internet illegally. Therefore, the original consumption of music records continuously decreases for many years which forces music companies to launch lawsuits against the unauthorized online music platforms. For the purpose to survive, music companies seek for the suitable business model to have corporation with the legal-authorized online music website.
In this research we have attempted to focus target on the online music website named KKBOX. By the theory framework of resources-based theory connected with strategic alliances viewpoint helped us to clarify the core resources and critical capabilities of online music website.
We have respondents from seven interviewers having practical experiences and awareness in music industry by the method of depth interview and secondary analysis to clarify our research target.
From our research we realized the key successful factors of KKBOX comprised technical research ability and plentiful music content. The valuable core resources of website including: the number of users, website brand and music data. The ability of website including: low employee withdrawal rate and high technical platform usage. The major factors influence the strategic alliances including: the willingness of cost sharing and market expanding ability.
|
|---|