9 key points of KTV entertainment industry trend analysis in 2015

The KTV market in 2015 was a year of comprehensive reshuffle. With the influx of investors and the influence of national policies, some nightclubs have also transformed into mass-market KTVs. Market competition is an inevitable phenomenon of the development of the market economy. The era of competition and integration has arrived, and the future is an era of coexistence of competition and cooperation.

NO.1 Post-90s will become the main customers of the new generation

Exploration, interaction, and focus on experience are the hallmarks of the post-90s, and they are also the fastest growing customer group of KTV. It is estimated that in 2015, mass-market KTVs will account for more than 50% of all customers. With the increase in consumers born in the 1990s and even the 2000s, the KTV industry must be more transparent, more proficient in technology, and focus on emotional resonance and customer contact.

NO.2 Customers pay more attention to their own health

Dim lights, smoky and polluted air, unknown snacks and drinks will make your customers farther and farther away from you. As modern people pay more and more attention to personal health and wellness, operators must of course respond to customer needs. The independent fresh air system of the box has long been the standard of most brand stores. Only with sufficient air exchange can the guests in the box be kept from being bothered by dirty smoke at all times. If fragrance, air filtration, and even oxygen bar system can be added to the fresh air, it is difficult for such a box not to be popular.

NO.3 Internet thinking and industry subversion

Internet thinking such as online and offline interaction, customer participation, focus on customer experience, and free economy will take root and blossom in the traditional KTV industry. "The wool comes from the cow, let the bear pay the bill, and the bear still makes money." The future free KTV should not be far away. This free and the source of the price war are fundamentally different. The emergence of new business models may change the industry outlook and pose a greater direct competitive threat to traditional KTV.

NO.4 Technological innovation to meet the needs of the younger generation of consumers

In the future, not only will song ordering become more and more intelligent, but all aspects of the KTV experience may also become more intelligent. More and more customers will prefer to use technology instead of manual services. Digital KTV will gradually become popular, and traditional KTV positions such as floor waiters, receptionists, supermarket services, cashiers, and even front desk staff will gradually retreat.

Mobile song ordering, online reservations, Alipay payments, smart lighting, wifi coverage, USB charging, wireless panels, etc. have begun to become popular. In the future, countless new technologies will bring consumer experiences that are invading the KTV industry.

NO.5 Cross-industry integration will be a trend

Taipei Pure K, which integrates mass-market and bar, the marriage of online singing and offline Mai Song, hot pot + KTV, movies + KTV, etc. These are just the beginning. There will be more cross-industry integration in 2015. Competition is becoming increasingly fierce, but the mass-market KTV industry is still a new industry with a history of just over 20 years. In the current traditional market, various capitals, industries, and many companies are still eager to enter this industry to share a piece of the pie, so cross-industry cooperation and beachhead enclosure will become a major trend in the industry.

NO.6 Traditional KTV: Counterattack and transformation

Under the guidance of innovative thinking, the counterattack of some traditional old-brand KTVs is still very powerful. Integrating Internet thinking, increasing interactivity, innovating marketing models, developing chains, creating brands, focusing on customer experience, etc. have become the key areas of these traditional KTV counterattacks.

Traditional KTVs are actively rising up. On the one hand, it is the development need of these enterprises with self-improvement mechanisms, and on the other hand, it is also the reality of the KTV industry today. At this stage, the needs of the country, society, and the new generation of consumers are changing. The traditional KTV business model that has remained unchanged for 20 years is out of date and out of trend, so transformation and active response to change are very important.

NO.7 Chain development remains strong

The result of market competition is polarized development. The development of chain KTVs with talents, management skills, and scale will not stop. Opening stores, mergers, and acquisitions are all necessary. And those KTVs that only focus on hardware investment, despise management, and lack innovation will inevitably have difficulties. Being merged and acquired may be their best ending.

NO.8 Careful cultivation, asking for profit from service

The excellent products and big-name drinks in KTV supermarkets are increasingly accepted by customers. If your store is not positioned at the lowest end, timely introduction of some imported snacks and high-end drinks will surely increase customers' desire to buy. If the water bar still sells the kind of blended concentrated "juice" that costs more than ten or twenty yuan a barrel, I believe your customers will be farther and farther away from you. Similarly, fruit plates, snacks, and simple meals can only win the favor of customers if they are refined. Refined and professional, KTV operators need to learn.

NO.9 Resource integration, win in 2015

The future market still requires relevant enterprises to reach cooperation and coexistence, and attack the market in the form of group. This requires each brand enterprise to be good at sharing interests with others, making good use of the leverage principle of resource integration, developing same-industry and cross-industry alliances, complementing each other's advantages, exerting the power of group operations, and innovating profit models, so that allied enterprises can enjoy each other's maximum value and achieve complementary win-win results.