數位音樂平臺之商業模式研究：以獨立音樂市場為例

Business Model of Digital Music Platform: Study on Independent Labels

王維伶(Wei-Ling Wang)

指導教授 ： 吳相勳

元智大學/管理學院/經營管理碩士班(國際企業學程)/碩士(2013年)

https://doi.org/10.6838/YZU.2013.00186

摘要

隨著網路科技的發展，數位音樂平臺已漸漸成為音樂產業發展的趨勢。然而在眾多的數位平臺經營下，焦點似乎都放在如iTunes等較大平臺的運作，使得同生存於市場上的其他音樂平臺被忽略。本研究透過探討Naxos, Nettwerk, Audio Network 以及風潮音樂，四家國內外獨立品牌音樂公司的音樂平臺商業模式，探討數位時代中的音樂平臺經營策略。
本研究發現，非主流音樂平臺的經營模式分為三類：（1）以Naxos為代表的低成本製作平臺型（Low-Cost Creation Platform），音樂買家可以最低價格買入音樂，而音樂賣家可以維持演出機會；（2）以Nettwerk為代表的使用者涉入平臺型（Consumer Involvement Platform），音樂買家涉入音樂製作過程，音樂賣家則可以創立個人品牌；（3）以Audio Network為代表的媒合平臺型（Matching Platform），音樂賣家將音樂元素切割後，以單一定價售予音樂買家。透由三者的深入研究，我們可以提供國內音樂平臺成長策略的建議。本研究即建議風潮音樂應針對該平臺不同客群，以不同的商業模式提供服務，例如，針對商業使用音樂市場，媒合平臺型將有助於風潮音樂擴大市場；而針對一般音樂消費者，則應考慮採用使用者涉入平臺作法。

關鍵字

獨立音樂產業 ； 平臺策略 ； 網路關係

並列摘要

With the evolution of the internet, the development of digital music platforms has become a trend in the music industry. Although there are many music platforms, people seem to pay more attention to the operations of bigger platforms such as iTunes. As a result, other platforms existing in the same industry are neglected. This study looks at business models of platforms belonging to four independent music labels in different countries and discusses strategies for managing music platforms in the digital era.
This study found that non-main stream music platforms can be categorized into three different models. The first one takes Naxos’ “low-cost creation platform” as an example. Music buyers can buy music at a very low price, and music providers can maintain their business opportunities. Nettwerk’s “consumer involvement platform” represents the second type of model. Music buyers are able to be involved in the process of music production, and music providers are able to create their own brands. The third type is the “matching platform” used by Audio Network. Music providers separate out music elements and then sell them to buyers as single items. By researching these three types of platforms, this study can offer suggestions for improving the growth of music platforms in Taiwan. This study also suggests that Wind Music should offer different business models to different customer segments. For example, according to commercial usage in the music industry, a matching platform can help Wind Music to expand its market. Also, they might consider using a consumer involvement platform to serve the general public.

並列關鍵字

Independent music industry ； Platform strategy, ； Network effect

參考文獻

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