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In addition to playing a "price war", smart TV can also be played in order to attract users?
In 2005, the smart TV industry began to spark a "living room battle," with Shanda launching a TV box product that was once flooding the market. However, it wasn't until 2013 that LeTV truly ignited the explosion of smart TVs online. Since then, tech giants like BAT, traditional TV manufacturers, and internet companies such as PPTV, Xiaomi, and Xiao Wei have entered the competition, turning the living room into a battleground for innovation and user engagement.
For five years, from 2013 onward, the "living room battle" has seen both progress and challenges. On one hand, there were advancements like curved and quantum TVs, with major manufacturers gradually improving their TV operating systems. On the other hand, there were negative aspects such as internal competition and poor user experiences.
By 2017, the smart TV market experienced significant fluctuations. LeTV, once a rising star, started to decline. Additionally, rising panel prices between April 2016 and mid-2017 affected consumer confidence and increased manufacturing costs, leading to conflicts in price wars among smart TV brands.
Today, there are over 74 smart TV brands and more than 1,600 models on the market—more than the number of notebook computer models. Despite this, smart TVs haven’t reached the same level of popularity as smartphones. Users are becoming more discerning, and aggressive price wars haven’t necessarily led to large-scale growth. As a result, manufacturers are gradually moving toward rational competition, aiming to build sustainable success through better strategies.
The key to success lies in the combination of **Product + Content + Service**. Traditional TV brands like Skyworth Cool, Konka KKTV, Hisense VIDAA, and TCL Thunderbird have launched sub-brands to rebrand themselves and leverage their existing strengths. However, some manufacturers have over-marketed without delivering quality products or services. For example, excessive boot-up ads (up to 45 seconds) can damage user experience and harm brand reputation.
From a user perspective, the main expectations for smart TVs revolve around three areas: **product quality, content availability, and service support**. Hardware specifications, design, UI, and system performance are crucial. With users becoming more informed, they research various options before purchasing, considering factors like curved TVs, laser TVs, and room size. Price is also a key factor—too high or too low can deter buyers. Manufacturers need diverse product lines, such as small 32-inch models and large 65-inch TVs, to meet different needs. PPTV, for instance, offers a wide range of sizes and competitive pricing.
Content has become a major selling point for smart TVs, with most brands claiming to offer "big and full" libraries. However, this generic approach doesn’t differentiate them. Positioning is key—PPTV stands out by focusing on sports content, securing exclusive rights to top leagues and events, and offering expert commentary. This creates a strong brand image in the minds of users.
Service is another critical area. Logistics, installation, usage guidance, and after-sales support all impact user satisfaction. A single failure in any of these areas can lead to dissatisfaction and negative word-of-mouth.
Smart TV manufacturers must integrate product, content, and service effectively. Only through this synergy can they achieve long-term success. Companies like Xiaomi, PPTV, and others must focus on these three pillars to stay competitive.
To move toward rational development, **Innovation + Channel + Word of Mouth** is essential. The era of price wars is fading, as it only harms the industry. Instead, innovation should focus on real user needs, not just marketing gimmicks. PPTV’s open strategy, which shares content and platforms with partners, has helped expand its reach and improve user access.
Channel distribution is equally important. Retailers like Suning provide valuable sales channels, while strong word-of-mouth from satisfied customers can drive growth. PPTV, for example, gained traction due to its football content and affordable pricing, creating a loyal user base.
Ultimately, **the user is king**. Many companies claim to prioritize users, but when profits take precedence, user satisfaction often declines. Smart TV manufacturers must focus on long-term value, including user payments, peripheral products, and overall experience. As payment habits mature, TV-based subscriptions and in-app purchases will become more common.
Looking ahead, the smart TV industry is showing signs of recovery. Manufacturers must balance old and new customers, and the "living room battle" remains intense. Rational competition, combined with innovation and user-centric approaches, will define the future of the smart TV market.
Ethernet Passive Optical Network (EPON), outlined by IEEE 802.3ah, could be a point to multipoint (Pt-MPt) topologyenforced with splitters. Together with fibre PMDs that support this topology. EPON relies upon a mechanism named MPCP (Multi-Point control Protocol), that uses messages, state machines, and timers, to regulate access to a P2MP topology. A EPON network consists of an optical line terminal（OLT)） at the service provider’s main office and variety of Optical Network Units (ONUs) close to finish users. EPON OLT, additionally referred to as an optical line terminal, is a device that is the service supplier termination of a passive optical network. It provides 2 main functions: To perform conversion between the electrical signals utilized by the service provider’s equipment and also the fiber optic passive element signals utilized by the passive optical network. To coordinate the multiplexing between the conversion devices on end of that network (called either optical network terminals or optical network units).