•  
  •  
  •  
  •  
  •  
  •  

Today UK-headquartered supermarket chain Tesco announced the acquisition of a 90% stake in UK streaming music service We7. It hasn’t been the easiest of journeys for We7, with the plucky English start-up simultaneously fighting off incursions onto its home turf from the Nordics (Spotify) and the French (Deezer).

As Music Ally reminds us, We7 has had to shift to a Pandora-style personalised radio model to stay relevant. Now, “the appeal of Tesco (for We7) is clear: the retailer offers almost unparalleled scale, thanks to its 6,234 stores around the world and millions of shoppers every week”.

Tesco might at first sight seem something of an unusual bedfellow for We7, but Tesco has very big digital content aspirations. The We7 purchase follows the acquisition of streaming video service BlinkBox and is another building block in Tesco’s bid to build a paid content offering that appeals to its mass market, mainstream customer base. ‘Mass market paid content’ may be an oxymoron right now but if anyone is going to take paid content mainstream it will most likely be a mass market brand. And yet it will be far from plain sailing for Tesco.

 

Tesco’s paid content strategy is both aggressive and defensive.

Tesco has been aggressively – and in the main, successfully – pursuing non-grocery revenues for a number of years now. (Though a recent dip in overall revenues has seen a commitment to a renewed focus on core grocery products). Paid content is a product line which would clearly be new revenue opportunity for Tesco and music would be the obvious lowest common denominator hook for pulling consumers into a blended paid content offering. It is a strategy that has worked well for Apple and to some extent Amazon.

The role of Amazon brings us to the defensive play for Tesco. Tesco hasn’t always had the smoothest of relationships with the music industry, particularly the retailing element of it. Like supermarket chains in many other markets Tesco has pursued a strategy of loss leading with a relatively limited selection of front line and classic catalogue CD titles. Its aggressive pricing strategy has helped bring CD prices tumbling down (great for consumers, less good for record label margins) and it has sometimes tried to bend the rules to get stock cheaply (such as sourcing from Eastern Europe).

Tesco does all of this because it helps footfall in store and because it helps migrate its customer base up the product ladder from baked beans, to CDs, to computers and so on. All of which is remarkably similar to Amazon’s strategy, the difference being that Amazon use CDs (and books and DVDs) as the entry point on the product ladder. As CD sales decline though the ability to use CDs as a customer acquisition hook diminishes. Amazon knows this all too well, hence its aggressive – but thus far only modestly successful – pursuit of an MP3 store strategy. Now Tesco can see the writing on the wall too.

 

Selling paid content from the supermarket aisle

The task is more robust for Tesco than it is for Amazon. All of Amazon’s customer relationships are digitised because it is an online retailer. Tesco though, despite being a global leader – at one time the global leader – in online retailing does not have a digital relationship with the majority of its customers transactions. As Amazon will attest, it is already challenging enough trying to persuade customers in an online environment opt for digital versions of products even when they are positioned alongside physical versions and more cheaply. The task is nigh on impossible in a supermarket aisle. Which is where I think We7 will come in. It is a much more straightforward – though still not easy – task to get customers to visit a free online content destination, such as a streaming music offering, than it is to get them to dive straight into buying digital content.

A smart move for Tesco would be to use We7 to power a free music offering that is available only to holders of its Tesco Clubcard loyalty scheme. This would give customers another reason to opt into the Clubcard scheme if they haven’t yet, and for those that have it would give them reason to start engaging with it online. Once it has customers engaged with free streaming music Tesco then has a much easier task of migrating portions of those consumers to paid digital music, whether downloads or subscription.

In short We7 could and should become the foundation stone of Tesco’s walled-freemium music strategy. Tesco have talked a decent digital music game for years now without notable success. A £10 million (€12.3m) investment in We7 could well prove to be a very cheap pass to the big time.

 

Mark Mulligan is an independent music industry analyst. This is an edit of a post originally published on his blog, here. Check out Mulligan’s past midemblog posts here; and be sure to follow him on Twitter, too!



  •  
  •  
  •  
  •  
  •  
  •  

About Author

Research Focus Mark serves Consumer Product Strategy professionals. He is a leading expert on music and digital media. Mark came to Forrester through its acquisition of JupiterResearch, where he ran Jupiter's European research and data teams. Prior to joining JupiterResearch, Mulligan spent five years working in media consultancy and market research managing projects and delivering international projects. Previous Work Experience Mark came to Forrester through its acquisition of JupiterResearch. Mark joined Jupiter in May 2000. He regularly appears on TV, radio, and in the press, commenting on the European music industry, including BBC television and radio, ITV, CNN, BusinessWeek, The Economist, the Financial Times, The Guardian, and The Wall Street Journal Europe. He frequently speaks at conferences such as Popkomm, In the City, London Calling, and Midem. Mark was also a recording artist.

1 Comment

Leave A Reply


*