A few days ago, a large number of hardware manufacturers and mobile phone manufacturers released new television products one after another. Some of them basically used hardware stacking and parameter summarization methods in their marketing and promotion, but they did not keep up with their own content shortcomings and operating weaknesses. mention. Until most consumers rushed to listen to such marketing terminology to purchase these TVs, they discovered that the TVs they bought had no source of content, and had too few services. At best, they could only be used as electronic photo albums.
This can not help but think of the earliest domestic manufacturers entering the Internet smart TV Le Le LeTV in the launch of super TV series products did not only work hard from the hardware and parameters, but the music in the music as LeTV, LeTV, Le Sports Other related content resources, as their important competitiveness, have taken the lead in proposing the idea of ​​operating products based on super-telephone back-end user data and related ecological content and services. However, LeTV’s move has suffered from the mockery of most manufacturers. Because these manufacturers think that the so-called content source is just a ghost, they simply believe that the most important competition for TV manufacturers is to return to the hardware competition. Under this concept, these misjudged vendors finally suffered a loss.
However, the response of these manufacturers is also extremely fast. After realizing their own market misjudgments, they immediately returned to the carbine to revive video content in an attempt to redefine the status of the smart TV field. The LeTV model has also become the target of other manufacturers to follow suit. But at present, LeTV Super TV "content operation" may become the biggest threshold for competitors to follow. In the following, we may analyze the layout of content areas from various vendors. Currently, the following are mainly divided into the following categories:
1. Cooperation between traditional manufacturers and video sites: the distribution of benefits and operating rights
In the years when traditional television led ordinary family life, most of the traditional television manufacturers have been able to enjoy themselves.
However, with the rise of the Internet and smart concepts, smart TVs are like a spring night into millions of households, and successive smart TV brands have mushroomed. Most consumers have also turned their attention to emerging smart TVs when choosing TV products. Because compared to traditional TVs, the emerging Internet smart TVs have a more convenient way of handling, as well as massive content sources that can be broadcast anywhere, as well as light and stylish designs and product innovations, especially LeTV Super TVs. The deadly crux of what traditional TV makers do not have.
Without their own content, these traditional manufacturers must make way for emerging smart TV manufacturers.
Although some visionary traditional TV manufacturers have realized this problem, they have taken cooperation with related video websites, film and television distribution agencies, etc., but this type of cooperation based on business needs, the final result will inevitably involve the commercial interests. Allocation problems. In addition, the point that must be mentioned is that the problem of cooperation between traditional manufacturers and video agencies is the issue of the right to operate. Video agencies can use the content of traditional TV manufacturers, but they will not give operating rights to traditional TV manufacturers. This way, for traditional TV manufacturers, although the content demand problem is solved, it still does not solve the root problem.
2. Internet company Xiaomi invests 1 billion: failed to solve operational problems such as data mining and content arrangement
Millet doing mobile phones to do smart TV, the nature of the problem is still the same as the traditional TV manufacturers facing the outcome, but Xiaomi's genius is that it through 1 billion in cash injections and hired Chen Hao as the head of the high-paying, attempted to build through Xiaomi ecological video content to cope with competition. Objectively speaking, Xiaomi's decision is correct, and it is also an emergency policy that meets Xiaomi's current status quo. However, under the premise of correct decision-making, the problem faced by Xiaomi's content source is that the unavoidable cost is whether the investment can be exchanged for expected returns.
It is reported that 1 billion in cash has so far consumed most of the money, but Chen Hao's entry into Xiaomi has also been more than half a year away from Xiaomi's content service today.
Although Xiaomi has injected and controlled relevant content resources in this process, and has also invested billions of dollars in copyright and content purchases, for Xiaomi, the establishment of a video ecology is not merely a matter of investing money. Operations and development issues, as well as user data control on the platform, will also be a shortcoming of Xiaomi. For Xiaomi who is good at marketing, it also means the final operation rights and decision-making rights. For example, although Xiaomi has 1 billion US dollars in exchange for a certain amount of video content and resources, Xiaomi can't arrange these contents and Recommended and other operations. In the final analysis, these issues are still cups that have no content advantage for Xiaomi. Moreover, even if there is content, the lack of CDN nodes to transmit content will still face great difficulties.
In this respect, LeTV has much more advantages:
First of all, LeTV has its own content, so it can be personalized to operate its own content.
Second, LeTV has its own ecosystem of hardware, software, cloud platform, EUI, content services, and applications, but Xiaomi does not have this complete ecological chain advantage.
Again, Xiaomi TV still uses sales hardware, but LeTV products are entering an era of service model as a competitive advantage. This is also manifested in its launch of the offline LePar Experience Store, as well as the purchase of video content members to reduce or give away hardware products. Etc.
3, market choices: parameters to the left, experience and service to the right
Smart TVs are different from notebook computers or other hardware products. One of the greatest values ​​of smart TVs lies in the content building experience and related services. In the current smart TV market, content, display technologies, and channel advantages are the methods of competition. Although endless, none of these methods can achieve differentiation in building competitive barriers and rise.
On the other hand, consumer demand has gradually increased with the advent of the Internet. In particular, as hardware configurations become more homogenous and cost-effective today, the era of hardware parameters as a means to attract consumers is over. Building the ultimate user experience and service is the real ultimate focus of competition.
LeTV built its own ecological platform based on "platform + content + terminal + application", which brought a new atmosphere to the super TV market and also provided a better promotion for consumers' experience. This is a Actively create ecological services and experience-oriented strategies. Other vendors often fail to provide users with more services and the ultimate experience because of lack of content and the thinking of content operations. In fact, just looking at "content management" alone, LeTV may already be ahead of other manufacturers, and it has established a barrier to competition.
In this era, users and markets will only recognize services and experiences, and information such as parameters may not be so important to consumers.
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