SONYLIV OTT: FIX VALUE PROPOSITION OR REPOSITION
CASE STUDY SOLUTION
e
pl
CASE OVERVIEW
m
Sa
In 2023, SonyLIV, a prominent player in India’s rapidly expanding over-the-top (OTT) streaming service
industry, appointed Mr. Danish Khan as its new business leader. Despite prior accomplishments in
revitalizing the platform and achieving notable growth in subscribers and revenue, Khan faced formidable
n
challenges in his new role. The key challenges were substantial expenses in customer acquisition and
content management in an intensely competitive market. This case probes critical strategic questions:
tio
• Which customer segments should SonyLIV focus on, and does the platform need to reassess its
subscription model?
lu
• Should it contemplate collaborating with industry rivals to access content and engage in cross-
promotion?
So
• Alternatively, should it explore any other strategies to enhance its market share and financial
performance?
OBJECTIVES
• Explain the OTT platforms’ offerings through the lens of service marketing.
• Analyze the potentials and expectations of the different consumer segments.
• Review SonyLIV’s subscription models in light of the competition’s pricing plans.
• Propose a strategic plan of action to make SonyLIV successful in light of competition.
The Case Solution Starts From page 6
,DISCUSSION QUESTIONS
e
1. What are the distinctive features of OTTs as service platforms?
pl
2. Should SonyLIV revamp its positioning in light of OTT segments and competition?
3. Considering how OTT services are priced, should SonyLIV change its pricing strategy?
m
4. What would you suggest for SonyLIV in its pursuit of higher market share?
Sa
n
tio
lu
So
The Case Solution Starts From page 6
,CASE ANALYSIS
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pl
SWOT Analysis of SonyLIV
m
Sa
Strengths
•
n
Financially, SonyLIV is part of Culver Max Entertainment Pvt. Ltd. (formerly known as Sony Pictures
Networks India) and may not be lacking in funds. The platform is not burdened with being the primary
tio
business of the organization.
•
lu
•
•
So
Weaknesses
• Not enough international (Hollywood) content compared to Netflix, Amazon Prime Video India, and
Disney+ Hotstar.
•
•
•
Opportunities
•
•
The Case Solution Starts From page 6
, e
pl
m
Sa
n
tio
lu
So
ANALYSIS
1. What are the distinctive features of the OTTs as service platforms?
OTT platforms, being services, differ from manufactured goods in four fundamental characteristics:
intangibility, inseparability, perishability, and variability. In the product service continuum, OTT services
may be classified as experienced goods. These goods do not completely fit the intangibility characteristic
of services. One can argue that there is a tangible form to an OTT platform because of the user interface
(websites and apps). Further, OTT services can be accessed and experienced by consumers, and the
switching costs are not as binding as opposed to goods. Literature states that, unlike tangible goods that the
The Case Solution Starts From page 6
, EXHIBIT -1: FRAMEWORK FOR VRIO DISCUSSION
disadvantage
competency
Competitive
Competitive
advantage
Organized
Valuable
Imitable
Core
Rare
e
pl
m
Sa
n
tio
lu
So
The Case Solution Starts From page 6
CASE STUDY SOLUTION
e
pl
CASE OVERVIEW
m
Sa
In 2023, SonyLIV, a prominent player in India’s rapidly expanding over-the-top (OTT) streaming service
industry, appointed Mr. Danish Khan as its new business leader. Despite prior accomplishments in
revitalizing the platform and achieving notable growth in subscribers and revenue, Khan faced formidable
n
challenges in his new role. The key challenges were substantial expenses in customer acquisition and
content management in an intensely competitive market. This case probes critical strategic questions:
tio
• Which customer segments should SonyLIV focus on, and does the platform need to reassess its
subscription model?
lu
• Should it contemplate collaborating with industry rivals to access content and engage in cross-
promotion?
So
• Alternatively, should it explore any other strategies to enhance its market share and financial
performance?
OBJECTIVES
• Explain the OTT platforms’ offerings through the lens of service marketing.
• Analyze the potentials and expectations of the different consumer segments.
• Review SonyLIV’s subscription models in light of the competition’s pricing plans.
• Propose a strategic plan of action to make SonyLIV successful in light of competition.
The Case Solution Starts From page 6
,DISCUSSION QUESTIONS
e
1. What are the distinctive features of OTTs as service platforms?
pl
2. Should SonyLIV revamp its positioning in light of OTT segments and competition?
3. Considering how OTT services are priced, should SonyLIV change its pricing strategy?
m
4. What would you suggest for SonyLIV in its pursuit of higher market share?
Sa
n
tio
lu
So
The Case Solution Starts From page 6
,CASE ANALYSIS
e
pl
SWOT Analysis of SonyLIV
m
Sa
Strengths
•
n
Financially, SonyLIV is part of Culver Max Entertainment Pvt. Ltd. (formerly known as Sony Pictures
Networks India) and may not be lacking in funds. The platform is not burdened with being the primary
tio
business of the organization.
•
lu
•
•
So
Weaknesses
• Not enough international (Hollywood) content compared to Netflix, Amazon Prime Video India, and
Disney+ Hotstar.
•
•
•
Opportunities
•
•
The Case Solution Starts From page 6
, e
pl
m
Sa
n
tio
lu
So
ANALYSIS
1. What are the distinctive features of the OTTs as service platforms?
OTT platforms, being services, differ from manufactured goods in four fundamental characteristics:
intangibility, inseparability, perishability, and variability. In the product service continuum, OTT services
may be classified as experienced goods. These goods do not completely fit the intangibility characteristic
of services. One can argue that there is a tangible form to an OTT platform because of the user interface
(websites and apps). Further, OTT services can be accessed and experienced by consumers, and the
switching costs are not as binding as opposed to goods. Literature states that, unlike tangible goods that the
The Case Solution Starts From page 6
, EXHIBIT -1: FRAMEWORK FOR VRIO DISCUSSION
disadvantage
competency
Competitive
Competitive
advantage
Organized
Valuable
Imitable
Core
Rare
e
pl
m
Sa
n
tio
lu
So
The Case Solution Starts From page 6
