Spotify的营销战略分析

-1-ChapterFourAnalysisofSpotify’sSTPMarketingStrategyThemusicstreamingplatformSpotify,lessthanfifteenyearsafteritsestablishment,hasoccupied36%oftheglobalstreamingindustrymarket.Alargepartofitssuccessisattributedtopersonalizedmarketingactivities.Inordertoattracttheattentionofsocialmediaandyoungconsumers,Spotify’smarketingstrategykeepsupwiththehottopicsandchangeseveryyear.Inaddition,itcleverlyutilizesdatatoprovidea“year-endreview”function,enhancingthebondbetweenthecompanyandtheaudience,andcreatingapersonalizedandfriendlyuserexperience.Spotifyimprovesitsglobalcompetitivenessandlocalserviceexperiencewithbrandthinking.4.1Spotify’sMarketSegmentationMarketsegmentationistheprocessofdividingalargermarketintosmallergroupsofconsumerswhohavesimilarneeds,characteristics,orbehaviors.Thishelpsbusinessestobetterunderstandtheircustomersandcreatemoretargetedmarketingstrategiesandproductofferings.InthecaseofTesla,marketsegmentationplaysanimportantroleinreachingspecificcustomergroupsandtailoringitsproductsandmarketingeffortstotheirneeds.4.1.1DemographicSegmentationAlthoughthebrandispopularamongallagegroups,itismorepopularamongyoungaudiences.29%ofSpotifyusersaremillennials,and26%ofusersareundertheageof24.ThedevelopmentofSpotifyoriginatedafterthemillenniumandisalsoanappthatgrewwithit.Duringthedesignprocess,designerswillalsocombinepopularmethodsandapproachestocatertothecurrentagegroup.Anditwillhighlightthepopulardirectionofthesoftwarebycombiningthecurrentstyleofyoungpeoplewhoenjoylisteningtomusic.Forexample,thepopularmusicnowadaysishighlysoughtafterbyyoungpeople,whoareoftenamongtheagesmentionedabove.Themusicindustryisyoung,andtherankingofmusicchartsisdeterminedbyyoungpeople,andthepopularityofmusicisalsodefinedbyyoungpeople.Mostofthesongsreleasedbysingersandcompaniesarealsosuitableforthecurrentagegroup.Infact,in2020,Spotifywasthemostpopularonlinemusicserviceamongpeopleaged12to34intheUnitedStates.Incontrast,Spotifyaccountsfor19%ofusersaged55andabove.Differentcountrieshavedifferentlisteninghabits,suchasTeenPop,Rap,electronicmusicandsoonwhichhavebeenpopularamongpeopleaged12to34intheUnitedStatesinrecentyears.Thepopularmusicamongthe55+agegroupisJazzandCountryMusic.Spotifyhascapturedthetastechoicesofthecurrentpopulationandlaunchedcorrespondingsectionsinthesoftwareforpeopleofdifferentagestochoosefrom.Asmentionedabove,Spotify’soperationissimple,allowingbothyoungerandolderagegroupstofreelyoperateSpotifytoselectsongsthatuserslike.Thisisalsodifferentfromothermusicsoftware,stabilizingalargepartoftheaudience.Spotify’sfreevalue-addedsubscriptionisverypopularamongyoungusers.71%offreeSpotifyusersareundertheageof35.Spotify’ssubscriptionincludestwomodes:freeandpaid.ThefreemodewilldisplayadvertisementswhenusingSpotify,whilethepaidmodewillnot.Mostyoungpeoplestillprefertousethefreemode,whichcansavemoneyandlistentodiversemusic.Ontheotherhand,theadvertisingcontentappearinginSpotifyalsocaterstothemajorityofyoungpeople.Mostyoungpeoplebrowsetheirfavoriteadvertisingcontentwhilelisteningtomusic,andevenconsumeorshopbasedontheadvertisingcontent.Spotify’smovenotonlymeetstheneedsofyoungpeople,butalsomeetsthedevelopmentneedsofSpotifyandadvertisers.Ofcourse,takingintoaccountanothergroup,achargingmodelhasbeenestablished,whichallowsthemtoblockadvertisementsandfocusonlisteningtomusic.4.1.2GeographicSegmentationIntheopeningofInvestorDay,DanielEkreiteratedthethreecornerstonesofSpotify’ssuccess.Inhisopinion,Spotifystandsoutinthemarketthankstothreecoreelements-ubiquity,personalization,andfreemium.SpotifyhasthelargestcustomersegmentationinEurope,with66millionusersinEurope,48millionintheUnitedStates,33millioninLatinAmerica,and18millioninotherregionsoftheworld.Thisisrelatedtotheuser’susagehabits,asmanyusersprefertouselocalsoftwarefromtheirhomecountryorstate.Therearenotsomanyobscuretricksinusage,butrathersuitableoperationsforlocalpeople.ThepopularityofSpotifyfirstleddeveloperstonegotiateandsecureEuropeancopyrights.Withthedevelopmentofpopularity,developersgraduallynegotiatedandobtainedcopyrightsintheUnitedStates,LatinAmerica,andotherregions.Fromtheabovedata,itisnotdifficulttoseethatpeoplefromalloverthecountryhavealotofloveanduseforSpotify,anditisstillontherise.ThisisattributedtotheadvantagesofSpotifyanditsoperationsaregraduallyglobalized.IntheUnitedStates,thetargetaudienceisfrequentusersofaudiostreamingservices.30%ofAmericanlistenerslistentomusicappseverymonth,and28%listeneveryweek,afigurethathassteadilyincreasedoverthepastdecade.Thisisalsorelatedtothecurrentpopularityanddevelopmentofmusic.Asoneofthethreegiantsofmusicapps,Spotifyalreadyhashighlisteningdataratesof30%and28%.ThedevelopmentofAmericanpopmusiccannotdowithoutthesupportofstreamingmedia,andtheoperationofstreamingmediacannotdowithouttheplatformofmusicsoftware.Spotifyhappenstoprovideafullyacceptedplatform.TheUnitedStatesisthetrendandbenchmarkofmusicdevelopmentinEuropeandAmerica.AlmosteveryonewantstobreakintoEuropeandAmericabyreleasingsongs.ThesuccessofasingerinbreakingintotheEuropeanandAmericanmusicindustrydependsontheperformanceofthereleasedsongs.Thelevelofperformancealsocomesfromtheplaybackvolumeinthesongsoftware,andtheplaybackvolumecanalsoindicatewhethertheaudienceislargeorsmall.ThereasonwhySpotify'slisteningdatahasonlyincreasedsignificantlyisdirectlyrelatedtotheabovesituation.4.1.3BehavioralSegmentationSpotifyuserstypicallyenjoythepersonalizedexperienceprovidedbytheplatform.Morethanone-thirdofthetimespentonSpotifyislisteningtoplaylists,with36%beingcreatedandsharedbyotherusers.Afterusingitforalongtime,userswillfindthatSpotifyalwaysreleasessomeplaylists,someofwhicharefrequentlylistenedtoandcollectedbyusers.Thesongsthatuserslikearealsoauniquepleasureamongdifferenttypesofplaylists.Spotifywillalsohelpsomecivilianmusiciansachievetheirdreams.Spotifyhelpsmusiciansgrowbyacquiringastartupthatprovidescreativetoolsforthem:in2017,itacquiredSoundtrap,acloudbasedcollaborativeaudioworkstation;In2018,acquiredLoudrtohelpidentifyandpaymusicroyalties;In2019,SoundBetterwasacquiredtoprovideacustomizedworktradingplatformforproducers,singers,songwriters,engineers,andothermusicandcreativeprofessionals.Inaddition,thecompanyhasinvestedmoreinlearningandexperiencetoolsformusicians,suchas“SpotifyforArtists”thatprovideblogs,seriesofseminars,self-servicedigitaladvertisingtools,andrecordingstudiowebsites;The“ArtistPromotions”serviceallowsmusicianstopaySpotifytopromotetheirnewmusictopeoplewhohavealreadylistenedtotheirmusicorhavesimilartastestothecurrentaudience.Similartothemusicsector,thecompanyhasfullyenteredthepodcastindustrythroughacquisitions.Accordingtotheservicecontentoftheacquiredcompany,itisnotdifficulttofindthatpodcastproductionandmatchingusershavealsobecomethefocusofthecompany’sattention.Forexample,Chartablefocusesonpodcastanalysisandservescreatorswithdataassupport;Whooshkaaenablescreatorsandmarketerstocreate,host,share,analyze,andprofitfrompodcasts;Megaphoneprovidespodcasttechnologyforcreators.4.2Spotify’sTargetMarketTargetmarketreferstoaspecificgroupofcustomersthatabusinessaimstoreachwithitsproductsorservices.Identifyingthetargetmarketisanimportantpartofdevelopingamarketingstrategy,asithelpsbusinessestounderstandtheneedsandpreferencesoftheirpotentialcustomersandtailortheirproductsandmarketingeffortsaccordingly.4.2.1AudiobookTargetMarketForSpotify,differenttypesofdevicehardwarearetheir“infrastructure”,whichhasbeenprovensuccessfulinthefieldsofmusicandpodcasting.Whattheyneedtodonextistoextendtheapplicationvalueoftheseearlyinvestmentstothecontentfieldofaudiobook.Secondly,personalizationreferstoSpotify’sabilitytopersonalizedrecommendmusic.AccordingtoSpotify’suserresearchdata,over81%ofuserslikeSpotify’spersonalizedrecommendationsthemost.Intheeyesofmanysurveyedusers,personalizationisnotonlythereasontheyregisterforSpotify,butalsothereasontheystay.Inotherwords,Spotify’spersonalizedexperienceimprovesuserstickinessandretentionrate.Next,Spotifywillalsoapplytheirstrongpersonalizedrecommendationcapabilitiestothepodcastfield,findingtherightpodcastcontentfortherightaudience.Asforaudiobook,Spotifyhasjuststarted.However,theaudiobookmarketwiththehighestreferencepenetrationratehasreachednearly50%ofthemarketshare,whichalsomeansanopportunityof$70billionannually.Incontrast,theannualrevenuein2021wasapproximately$10.3billion,whichnaturallymadeSpotifyambitiousinthefaceofahugepotentialmarket.4.2.2MusicPeripheralProductsTargetMarketWiththegradualincreaseofthemusicmarket,moreandmoremusicenthusiastsarenotlimitedtothewaytheylistentomusic.Inadditiontochoosingonlinemusiclisteningmethods,theyalsochooseofflinemusiclisteningmethodssuchasvinylrecords,VCDdiscs,andmagnetictapes.Spotifyconductssurveysandresearchonpeople’shobbies,andchoosestocosellvinylrecords,VCDs,andtapeswiththeirfavoritesingersandcompanies.Ontheonehand,theseproductswillbecountedassalesforsingersandcompanies,andontheotherhand,theyalsosatisfytheaudience’sdesiretopurchase.Inthisway,theselistenerswillnotonlylistentothemusicbutalsochoosetheirfavoriteplaybackmedia.ThismusicbundlingstrategyhasgreatlyacceleratedthedevelopmentofSpotifyandhasalsoreceivedpraisefromtheindustryandusers.Onthispathofsuccess,Spotifyhasalsodiscoveredmanyfanswhowillconsumeandpursuesingers.Inadditiontolistingsomeofthesinger’sofficialrecords,theyalsocollaboratewiththesingertolaunchT-shirts,hats,scarves,andaseriesofsingerrelatedproductsforsale.SingerswillalsoincreasetheiralbumsalesthroughSpotifywhilereleasingtheiralbums.Theywillalsolistexclusiveproductsandcreateexclusiveplaylistsforfanstochoosefromandlistento.Themusicperipheralbundlingstrategynotonlyincreasesthepopularityofsingersbutalsosatisfiesthedesiresofmusicfans,whilealsobringingSpotifyfameandlargeprofits.TheuseofonearrowandthreeeagleshasalsoledtoSpotify’sthrivingresults.Thisissomethingthatmanyindustriesneedtolearnfrom.4.2.3PaidandFreeVersionsTargetMarketForalongtime,Spotify’srevenuemodelisacombinationoffreeadvertisingsupportservicesandpremiumpaidsubscriptions.Theoperationmechanismofthismodelistopassonthispartofcosttoadvertisersbyprovidinguserswithcontentproductswithadditionaladvertisementsforfree.Iftheuserwantstocanceltheadvertisement,theyneedtopaytobecomeamember.Atthesametime,subscriptionuserswillalsoreceiveunlimitedrightssuchascuttingsongs,playingoffline,andlisteningtosongsacrossregions.ThepaidversionofSpotifycanenjoyprivilegessuchasnoadvertising,offlinemusiclistening,notrackrestrictions,andhigh-qualitymusic.Thefreeversion,ontheotherhand,hasmanyrestrictionsandoftenincludesadvertisements,makingitimpossibletoenjoytheseprivileges.TheSpotifypaidversionhasbettersoundquality,withupto320kbit/sofmusictolistento,andthefreeversionhasamaximumof160kbit/s.TheSpotifypaidversiondoesnothaveanyadvertisements.Thereareapproximately7typesofadvertisementsinthefreeversion,mainlyvideoadvertisements,audioadvertisements,andbanneradvertisements.ThefreeversionofSpotifyonlyhas15popularplaylistsopentousers,andotherplaylistscanonlybelistenedtorandomly.Andthereareonly6opportunitiestocutsongsperhour.Spotifymemberuserscandownloadsongsofflineandusethemwithoutaninternetconnection,whilethefreeversionuserscanonlyusethemwithaninternetconnection.TheSpotifyfreeversionoffers14daysofcrossdistrictlistening.Forexample,iftheuserhasanIndianaccount,theycanlistentomusicanywhereabroadwithin14days.After14days,youneedtologinagaintotheIPaddressoftheoriginalregistrationlocation/countryinordertocontinueusingit.AndSpotifymembershavenorestrictionsandcanlistentomusicwithoutrestrictions.4.3Spotify’sMarketPositioningMarketpositioningreferstotheprocessofidentifyingandtargetingaspecificgroupofconsumerswhoaremostlikelytobuyacompany’sproductsorservices.Thisinvolvesanalyzingthemarket,understandingconsumerneedsandpreferences,andcreatingamarketingstrategythateffectivelycommunicatesthecompany’svaluepropositiontothetargetaudience.4.3.1AComprehensiveMusicEcosystemSpotify’smarketpositioningistocreateacomprehensivemusicecosystem,includingmultipledimensionssuchasmusiccontent,musicsocializing,musice-commerce,musiceducation,etc.,tomeetusers’musicneedsindifferentscenarios,whilealsoprovidingastageformusicianstoshowcasetheirtalentsandrealizetheirdreams.Spotifyhasseveralpotentialcompetitiveadvantages,whichgivethecompanyanadvantageoveritscompetitors.OneofSpotify’smainadvantagesisitscompletemusiclibrary,whichisconsistentwiththecurrentconsumerdemandformusicandsustainableproducts.Inaddition,Spotify’scommitmenttoinnovationandcutting-edgetechnologykeepsthecompanyaheadinproductdevelopmentanddifferentiation.Spotify’sdirectsalesmodeltoconsumersisalsoapotentialcompetitiveadvantage,asitallowscompaniestobypasstraditionaldealernetworksandmaintaingreatercontrolovercustomerexperience.4.3.2A

Leader

in

Music

ApplicationsSpotify’scorecompetitiveadvantageliesinitsabilitytoprovidehigh-performancemusicappswithluxuriousdesignandinnovativetechnology.Thecompany’sfocusonsustainabledevelopmentandecologicalfriendlinessisalsoakeypartofitsbrandidentityandvalueproposition.Bypositioningitselfasaleaderinmusicapps,Spotifycanestablishauniquemarketpositionthatsetsitapartfromtraditionalmusicapps.Spotify’sfocusoninnovationandcutting-edgetechnologyalsoallowsthecompanytodifferentiateitselffromitscompetitorsandmaintainitspositionasanindustryleader.4.3.3MobileMusicCommunitySpotify’spositioningisamobilemusiccommunity,withyoungusersasthemainbodyand“playlists”asthecorecarrier.Personalizedrecommendationsenhanceusers’socialattributes,formingausercenteredmusicecosystem.Spotify’smarketingstrategyfocusesonpreciseadvertisingandcommunicationtargetingitscoreaudience.Thecompanyutilizessocialmediaanddigitaladvertisingtoreachouttoyoung,technologicallyproficientconsumersinterestedinsustainabletransportationandcutting-edgetechnologies.Spotify’smessageemphasizesthecompany’smissiontocreateasustainablefutureandreduceitsdependenceontheinherentdevelopmentmodelofmusicapps,whichresonateswithconsumerswhoarepassionateaboutnewsoftware.ChapterFiveImprovementMeasuresforSpotifyMarketingSpotifyagainpointedtoincreasedcompetitionfromstreamingservices.Despitebeingthelargestplatformwithnearly489millionusers,othersinthespacearecatchingupfast.Applemusicalonehas590millionglobalusersonitsplatform.However,inthelastthreeyears,manynewstreamingserviceshavealsobeenlaunchedastraditionalentertainmentcompaniesrealizethatstreamingisthefuture.Therivalryislikelytointensifyovertime.Inordertoattractalargenumberofusers,Spotifymuststrengthenthecompany’sdevelopmentthroughitsownreformsandimprovements.Analyzetheproblemfromoneself,learnfromthestrengthsofothersoftware,andlistentotheopinionsofalargenumberofusers.Intheeraofstreamingmedia,thedevelopmentisfast,andthedeclineisalsofast.OnlybycontinuouslyoptimizingoneselfcanSpotifyachievelong-termsuccess.5.1ExpandingtheScopeofUserIPRegistrationIthasalwaysbeenknownthatSpotify’sregistrationisnotglobal,itisonlyactiveinEuropeandAmerica,sousers’registrationpermissionsarelimited.Differentcountrieshavedifferentsoftwareusagehabits,andmoreimportantly,peopleineachcountryprefertousetheirowncountry’ssoftware.Takingmusicasanexample,China’smusicchartsplacemoreemphasisondatafromNetEaseCloudMusic,QQMusic,andKugouMusic.InforeignregionssuchastheUnitedStates,themusicchartsintheUnitedStatesplacemoreemphasisonSpotify,AppleMusic,AmazonMusic,andmore.Astheworldbecomesmorediverse,localpeoplearenolongerlimitedtotheirowncountry’smusic,butarealsoactivelypursuingmusicfromothercountries.Therefore,peoplewillalsousemorediversemusicsoftwareandopenupanewworldfrommusicsoftwaredifferentfromtheirowncountry.InresponsetothelimitationsoftheIPregistrationscopeofSpotifysoftware,wehopethatSpotifycompanycanseizethisnewopportunitytoexpandtheIPregistrationscope,sothatmorepeoplecanlistentomusicfromdifferentcountriesandexperiencetheircultures,whilealsoimprovingthecompany’sdevelopment.5.2ImprovingtheUsers’ExperienceAsofnow,bothnewandoldusersofSpotifyhaveraisedconcernsabouttheuserexperience.Thisisreflectedinissuessuchasnocomments,incompletelyrics,someerrorsandinabilitytoscroll,lackofmusicvideos,andlowmusicquality.Inordertomeetthecurrentmarketandthedevelopmentofourowncompany,reformandinnovationareinevitable,especiallywhenthesefunctionsthatarenotavailablecanbereflectedinothersoftware.Theultimateresultcanonlybeuserlossandmarketelimination.Perhapsthereasonfornotupdatingthesefamiliarfeaturesforusersistocreatetheirownsoftwarefeatures,butintermsofuserhabits,thesearealsoindispensable.Asamusicsoftwarethatservesthepeople,thereshouldalsobefunctionsthatservepeople’shabits.Hopethatfutureupdatescanpayattentiontothisaspect.5.3MoreCompleteOperationGuidanceforNewUsersDuetothefactthatSpotifyhasnotbeenlaunchedinmainlandChina,iOSusersneedtoswitchtotheUSregioninmainlandChina.Iftheswitchissuccessful,theycansearchanddownloadintheAppStore,whileinnonmainlandChina,theycandirectlysearchanddownloadintheAppStore?AndroiduserscansearchfordownloadsintheGooglePlaystoreorsearchfordownloadsontheweb.RegisterSpotify.QQmail,NeteaseEmail,GoogleEmail,etc.canbeusedtoregisteremail.Aftersuccessfulregistration,itcanbeusedwithoutaVPNforhalfamonth.Theaccountwillautomaticallyexiteveryhalfamonth,andyouneedtoreconnecttotheVPNtologintotheaccount.Afteropeningthesoftwarepage,thedifferencebetweenitanddomesticmusicsoftwareisnotsignificant,makingiteasytogetstarted.Althoughtheusagemethodscanbeeasilymasteredbyeveryone,peoplehopetoexpandandreducethelimitationsofVPN,whichisnotyetamediumthateveryonecanmaster.Spotifyisbothdifficultandeasytosay.Butthemorehopeisstilltofacethevastnumberofnewuserswhocaneasilyhandletheoperationmethod,sothatmorepeoplecanstartthesoftware,ratherthangivingupthesoftwarebecausetheycannotunderstandthebeginner’sguideandreducingtheageofmoreoperations.ChapterSixConclusionThisarticleanalyzesSpotify’smarketingstrategyandexploresthedevelopmentofonlineappsinthebigdataenvironment.ThisprovidesmanyenterpriseswithmorereferencepointsforSpotify’sfuturedevelopment,andisbeneficialforawakeningenterprisesinvariousfieldsofsociety.Itencouragesthepublictoparticipateinnewtypesofworkandencouragesenterprisestoexplorenewareasofdevelopment.Inthispaper,enterpriseappsrepresentedbySpotifygraduallygrowandbecomerepresentativesofmodernsocialenterpriseapps;BystudyingSpotify’smarketingstrategy,ontheonehand,wehopetopromoteanddeveloptheapp,andontheotherhand,wealsohopetoprovideanewmarketingstrategyforotherenterprises.Since2020,themusicdevelopmentindustryinEuropeandtheUnitedStateshasbeenseverelyhitbythenovelcoronavirusepidemic.Mostsingershavestoppedthereleaseofrecordsandcanceledconcertwork,resultinginasignificantlossofcompetitiveadvantageinmusicsoftware.ButSpotifyisnolongerafraidofdifficulties,usingitsbrand’sappealtoconnectmorecompaniestoworkremotelyaroundtheworld,buildinginspiringplaylists,andcollaboratingwithartiststolaunchmusicworksthatcallforeveryonetopayattentiontosafety.DuringtheCOVID-19,Spotifyaddedabout1millionnewusersintheUSandCanadianmarketseverymonth,and2millionnewusersinotherplaces.Inthefuture,Spotifyneedstocontinueinnovatingitstechnologicalapplicationsbydynamicallymeasuringconsumerhabitsandvarioussocialconnections,providinguserswithacinemalevelvisualexperienceandsocialfunctions,andfurtherdisruptingandinnovatingexistinglisteningmodes.Spotify’srapidrecoveryaftertheepidemicisimpressive.Theepidemichashadaseriousimpactonthemusicindustry,butSpotifyisaddressingthesechallengesthroughcontinuousinnovationandchange,suchaslaunchingcustomizedrecommendations,improvingadvertisingtechnology,andoptimizingnewmarketentrystrategies.ThesemeasureshelpSpotifymaintainrapidgrowt