從競合理論探討台灣OTT TV業者與內容業者的合作現況與瓶頸

Abstract

近年境外OTT業者不斷通過整併影視資源的方式來建構龐大的競爭優勢，透過大量資金投入內容產製，帶來更大的消費市場，形成正向獲利循環之效益。雖然台灣OTT市場存在諸多商業合作模式，但並未發展出較為緊密且穩定的合作生態圈。因此本研究透過深度訪談業者並結合競合策略來剖析台灣OTT市場的競合動態，以找出OTT市場的合作瓶頸與業者不願深化合作之原因。\n本研究分析結果顯示，業者並不是不合作，而是市場中存在資金循環困境之風險，使得業者無法確定資金投入於內容產製後能否有效回收，導致決策趨於保守，進而影響產製端的發展，形成一負向風險循環。此外，根據本研究賽局模型之分析，業者合作是為了降低成本（C）以提高最終效益（P），也就是合作不一定會創造產業的正循環效益，卻是創造效益的一種途徑。本研究進一步歸納OTT市場資金循環效益中尚未解決之痛點，分別為：一、決策者認為投資風險太大且難以回收；二、製作的品質或內容與跨國規模製作競爭；三、台劇創造的流行文化與閱聽慣性的建立。最後本研究建議，未來在政策規劃上需要針對資金的投入與效益形成之關聯性做更詳實的規劃；除了政策外，正向循環效益需要平台端與內容端在合作上建立一致的內容行銷與經營共識，以共同建構合作大於競爭的友善發展環境。

In recent years, overseas OTT operators have been building a huge competitive advantage by merging media resources and investing a large amount of capital in content production, which in turn brings a larger market through original content, forming a positive profit cycle. Although there are many OTT business cooperation models in Taiwan, close partnership and stable cooperation ecosystem has not been formed and developed. Therefore, this study analyzes the co-opetition dynamics of the Taiwan OTT market through in-depth interviews with industry operators and co-opetition strategies to find out the bottlenecks of cooperation in the OTT market and the reasons that industry operators are reluctant to deepen cooperation.\nThe study found that it is not that the operators do not cooperate, but that there is a risk of capital circulation dilemma in the market, which makes the operators unsure of whether the capital invested in content production can be effectively recovered. The resulting conservative decision making therefore affects the development of the production side, forming a negative risk cycle. In addition, according to the analysis of this study`s model, operators cooperate in order to reduce costs (C) and increase ultimate profits (P), which means that cooperation does not necessarily create positive cyclical benefits for the industry, but is a means to create benefits. Therefore, this study further summarizes the unresolved pain points of capital cycle benefits in the OTT market, which are: 1) decision makers consider the investment risk too high and difficult to recover; 2) the quality or content of production competes with multinational model production; 3) the popular culture created by Taiwanese dramas and the establishment of viewing habits. Finally, this study suggests that more detailed planning is needed in the future in terms of policy planning with regard to the correlation between capital investment and benefit formation. As for the operation of OTT, both platform side and content production side should establish a consistent consensus on content marketing and operation to form a positive profit cycle in order to jointly build a friendly development environment where cooperation is more important than competition.