![[MIS] 사운드버즈(Soundbuzz) 실패와 미래(영문)-1](http://images.happyhaksul.com/thumb/456/455395-0001.gif)
![[MIS] 사운드버즈(Soundbuzz) 실패와 미래(영문)-2](http://images.happyhaksul.com/thumb/456/455395-0002.gif)
![[MIS] 사운드버즈(Soundbuzz) 실패와 미래(영문)-3](http://images.happyhaksul.com/thumb/456/455395-0003.gif)
![[MIS] 사운드버즈(Soundbuzz) 실패와 미래(영문)-4](http://images.happyhaksul.com/thumb/456/455395-0004.gif)
![[MIS] 사운드버즈(Soundbuzz) 실패와 미래(영문)-5](http://images.happyhaksul.com/thumb/456/455395-0005.gif)
![[MIS] 사운드버즈(Soundbuzz) 실패와 미래(영문)-6](http://images.happyhaksul.com/thumb/456/455395-0006.gif)
![[MIS] 사운드버즈(Soundbuzz) 실패와 미래(영문)-7](http://images.happyhaksul.com/thumb/456/455395-0007.gif)
![[MIS] 사운드버즈(Soundbuzz) 실패와 미래(영문)-8](http://images.happyhaksul.com/thumb/456/455395-0008.gif)
![[MIS] 사운드버즈(Soundbuzz) 실패와 미래(영문)-9](http://images.happyhaksul.com/thumb/456/455395-0009.gif)
![[MIS] 사운드버즈(Soundbuzz) 실패와 미래(영문)-10](http://images.happyhaksul.com/thumb/456/455395-0010.gif)
![[MIS] 사운드버즈(Soundbuzz) 실패와 미래(영문)-11](http://images.happyhaksul.com/thumb/456/455395-0011.gif)
![[MIS] 사운드버즈(Soundbuzz) 실패와 미래(영문)-12](http://images.happyhaksul.com/thumb/456/455395-0012.gif)
![[MIS] 사운드버즈(Soundbuzz) 실패와 미래(영문)-13](http://images.happyhaksul.com/thumb/456/455395-0013.gif)
![[MIS] 사운드버즈(Soundbuzz) 실패와 미래(영문)-14](http://images.happyhaksul.com/thumb/456/455395-0014.gif)
![[MIS] 사운드버즈(Soundbuzz) 실패와 미래(영문)-15](http://images.happyhaksul.com/thumb/456/455395-0015.gif)
![[MIS] 사운드버즈(Soundbuzz) 실패와 미래(영문)-16](http://images.happyhaksul.com/thumb/456/455395-0016.gif)
![[MIS] 사운드버즈(Soundbuzz) 실패와 미래(영문)-17](http://images.happyhaksul.com/thumb/456/455395-0017.gif)
![[MIS] 사운드버즈(Soundbuzz) 실패와 미래(영문)-18](http://images.happyhaksul.com/thumb/456/455395-0018.gif)
![[MIS] 사운드버즈(Soundbuzz) 실패와 미래(영문)-19](http://images.happyhaksul.com/thumb/456/455395-0019.gif)
![[MIS] 사운드버즈(Soundbuzz) 실패와 미래(영문)-20](http://images.happyhaksul.com/thumb/456/455395-0020.gif)
분야
pptxCompetitive forces model
1. Traditional Competitors
2. New Market Entrants
3. Substitute Products & Services
4. Customers
5. Suppliers
2. MORE Profit by service &contents and Hardware
3. Keen on expanding the brand to China
4. Mobile centric Soundbuzz
(mobile music 70%, internet music 30%)
B2C model in music store market
Why iTunes just can succeed?
1. High compatibility with iPod, iPad, Mac PC
2. ‘Synergy’ Effect
High performance
in mp3 player and music store market
Serving not only mp3 files, but App store applications
Soundbuzz used B2B and B2C models
But they are unsuccessful…
