OTT產業商業模式與創新平台

透過互聯網的發展，現今許多產業與服務有了不同的面貌，其中一個指標性案例就是影音服務革命。過往若是想要收看節目，僅有的方法為準時的待在電視機前等待喜歡的節目播放或是親自去電影院觀賞最新上映的電影。後來有了影片出租店或許給予觀眾一些彈性，但是仍然受到許多限制，例如想看的影片出租中或是可能有毀損的風險等。而在近幾年，OTT服務(Over-the-top media services)的出現讓使用者只要透過網路便能夠在任何時間、任何地點觀看自己喜歡的影片，給了觀眾很高的自由。本文於第貳章先介紹OTT的詳細定義並且依照不同指標進行分類。第參章先針對傳統電視系統以及OTT系統進行比較並且分別約略介紹目前兩者的商業模式，之後單獨介紹OTT產業國內外現況，並以產業龍頭Netflix為例講解其經營模式，在該章節最後，提出目前該產業面臨的一些挑戰，包括影片推薦精準度、版權問題、片源挑戰等。最後，將針對上述問題於第肆章中設計出新型平台，目的在於兩點，針對現有服務能夠更精準瞭解顧客需求並優化現有流程，另一點則是藉由新平台創造出現今還未有或是尚未普及的服務為顧客創造新價值。本文將以資料庫搭配演算法邏輯來改善舊有商業模式，資料庫由顧客資料表、影片資料表、觀賞資料表所組成。先透過觀賞時間分析篩選流程判斷該以顧客過去觀賞過的那一些影片作為依據進行推薦。接著針對顧客不同的需求，分別使用兩種演算法，提供客製化的個人推薦單以及針對顧客關鍵字所產出的線索推薦單。此外，透過與上述推薦流程相似的概念，本文也將設計一套廣告的播放邏輯，為不同的使用者播放適合的廣告，使瀏覽廣告的過程也能提供價值。針對平台片源，先介紹較為普遍的取得方式，接著將運用影片資料表與觀賞資料表的結合，制定「集中化」策略，作為激烈競爭下的折衷方案，並將上述策略延伸到後續的行銷活動上。最後，本文為了提高付費使用者比例，提供了包括音樂與社群的新服務，期望帶給使用者新體驗。

關鍵字

VCC ； VPS ； Netflix ； OTT ；影音串流；創新平台

並列摘要

With the improvement of the Internet, many industries and services have different look nowadays. One of the typical cases is the revolution of audio and video services. In the past, if you wanted to watch programs, the only way was staying in front of the television on time and waiting for your favorite TV show to be played. Or you might need to go to the cinema to watch the latest movie. Afterwards, the emergence of home movie rental stores maybe gave people a little flexibility, but there were still lots of restrictions. For example, the movie you wanted to rent had already been rented by other customers and there might be a risk of damage of DVDs. In the recent years, the development of over-the-top media services (OTT services) let users watch what they want to watch at any time and any place through the Internet, giving viewers a high degree of freedom. This article introduces the detailed definition of OTT and classifies it according to different indicators in Chapter 2. We compare the traditional TV system and the OTT system first and then briefly introduce the business models of the two respectively in Chapter 3. After that, we will separately introduce the current situation of the OTT industry at home and abroad, taking the industry leader --- Netflix as an example to explain its business model. In the end of this part, listing some challenges faced by the OTT industry currently, including accuracy of the recommender system, copyright issue, film source challenge, etc. Finally, to solve the problems above, we will design a new platform in Chapter 4. We have two purposes. For existing services, we can understand customers’ needs more accurately and optimize the current process. Another goal is to create new value for customers by using the new platform providing services that don’t exist or are not yet popular. This article will use the database and algorithms to improve the old business model. The database is composed of customer data table, film data table, and viewing experience data table. First, through the viewing time screening process, determine which movies that the customer has watched in the past should be used as the basis for recommendation. Next, according to the different needs of customers, using two algorithms respectively provides customers customized personal recommendation lists as well as clue recommendation lists based on the keywords entered by customers. In addition, through a method similar to the above recommendation process, this article will also design an advertisement playing logic to play appropriate advertisements for different users, so that the process of browsing advertisements can also provide value. For film resources, we will introduce the common methods of acquisition first, and then use the combination of the film data table and the viewing experience data table to formulate a "centralization" strategy as a compromise solution under the fierce competition, and extend it to marketing activities. Finally, in order to increase the proportion of paying users, we will add new features including music service and community mode to bring new experiences to users.