Product Launch in a Declining Environment: The Blu-ray Disc – Opportunities and Struggle

Increasingly ICT-based virtual products are challenging physical products and markets. Obsolescence has become a real effect for an augmented number of established industries due to the facilitation of access, consumption, and permanent, immediate availability, which dematerialised products provide. Once again, Schumpeter’s Wind of Creative Destruction intensifies organisations’ permanent struggle for survival (1950). This paper presents long-term research in the optical disc industry, which has presented the optical disc format of Blu-ray as its latest innovation. It is an example of how an established industry launches a new product for finding new opportunities, but fights desperately against market resistance. The degree of innovation, the Blu-ray represents, may not be sufficient in the overarching battle of the physical place versus the virtual space (Kotler et al. 2002, Lam. 2004, Lamont et al. 1993, Scardigli et al. 1988). As the US market research institute In-Stat highlights, the optical disc market has declined for the 10th year in sequence (Kaufhold. 2010, IFPI. 2010). Sufficient evidence is available that the replication industry of optical discs may be confronted with an endgame scenario. The market climate may already be too hostile to support this industry’s desire for a renewal of consumers’ acceptance of the physical product, here the Blu-ray disc, and to create new market opportunities in the struggle against the industry’s potential obsolescence (Harrigan et al. 1983). Despite strong efforts of promotion and powerful market approaches, the Blu-ray disc could not find inroads to markets yet making this format sustainably successful. Evidence is that after a short period of time, Blu-ray discs’ available manufacturing capacities outperform consumers’ demand by >30%, consumer and replication prices fall sharply and many of the Home Entertainment’s content providers have little or no use for this format being a commodity and based on mass production (dvd-intelligence. 2010a, Kaufhold. 2010, Killer-Korff. 2010). Therefore, as research among the replication industry indicates, it presently seems more as though the Blu-ray format may not fulfil this industry’s needs and, with reference to Abernathy et al.’s research, may not lead to the renewal of industrial dynamics in a declining marketplace (1983, 1984). Further explanation for reasons can be found in the theories of innovation based on Utterback’s, Christensen’s and Christensen et al.’s studies of disruptive and discontinuous innovation (1996, 2003, 2003, 2004). Following the paper presented at the Sixteenth Annual South Dakota International Business Conference, this paper presents research about the Blu-ray format’s market problems. The introduction of the Transilience Organisation Innovation Map provided a conceptual approach for the initial explanation of the underlying reasons (Oestreicher. 2009). Research among European replication firms since concludes for Blu-ray that innovation in technology alone is not sufficient, when innovation’s second stream of market linkages is involved (Abernathy et al. 1983, 1984). The paper presents explanations, why the Blu-ray disc may not be sufficiently strong to support the replication industry in overcoming the odds impacting their strategic opportunities in a declining and eventually disruptive environment (Lamont et al. 1993, Yoo. 1992). The research methods applied are grounded theory and case study (Goulding. 2002, Charmaz. 2009, Eisenhardt. 1989, Davies. 2006). The overall intention of this long-term research is to contribute to a theory, which may also be relevant for other industries, like the publishing industry, whose struggle against dematerialisation of content is presently starting (Picard. 2003). Key Words: Radical vs. marginal innovation, Ideal Final Result, endgame strategies, theories of innovation, Blu-ra

Why Blu-ray vs. HD-DVD is not VHS vs. Betamax: The co-evolution of standard-setting consortia

Extensive research has been conducted on the economics of standards in the last three decades. To date, standard-setting studies emphasize a superior role of demand-side-driven technology diffusion; these contributions assume the evolution of a user-driven momentum and network externalities. We find that consumers wait for a dominant standard if they are unable to evaluate technological supremacy. Thus, supply-side driven activities necessarily need to address a lacking demand-side technology adoption. Our paper focuses on Blu-ray vs. HD-DVD as an illustrative case of consortia standard wars. One central role of consortia is to coordinate strategic behavior between heterogeneous agents, e.g. incumbents, complementors (content providers) and others, but also to form a coalition against other standard candidates. More precisely, we argue for signalizing activities through consortia events. We depict the essential role of consortia structures for the recently determined standard war between the High-Definition disc specifications Blu-ray and HD-DVD. Therefore, the paper suggests that unique supply-side dynamics from consortia structures, consortia announcements and exclusive backing decisions of firms determined the standard-setting process in the Blu-ray vs. HD-DVD standard war. This study is based on the following data: movie releases and sales numbers, membership affiliation for structural consortia analysis, and an in-depth event study. A detailed comparison of the technological specifications of both standard specifications supports our argument that there was no technological supremacy of one standard candidate from a consumer-oriented usecase perspective. We furthermore clarify that content providers (complementors) such as movie studios and movie rental services feature a gate-keeping position in the Blu-ray vs. HD-DVD standard war. In the case of Blu-ray, film studios decided the standard war because the availability of movie releases, but not technological supremacy, made the standard attractive to consumers. Finally, we find that there is a co-evolution of the consortia in terms of membership dynamics. Particularly, firm allegiance of heterogeneous agents plays a crucial role. --Blu-ray,HD-DVD,standard wars,co-evolution,consortia,event study

PERAN PENDAPATAN DAN UKURAN BADAN LAYANAN UMUM TERHADAP AKREDITASI BADAN LAYANAN UMUM PENDIDIKAN DI INDONESIA

APBN revenue and revenue from BLU services (PNBP) are the main sources of revenue to the Public Service Agency (BLU) in providing services to the public in accordance with their functions. Despite being supported by revenue, BLU is also supported by facilities and infrastructure in the form of assets owned. These three aspects are important for BLU in order to improve the quality of public services and the quality of BLU as an institution reflected in the BLU’s accreditation. This study aims to determine the effect of APBN revenues, BLU service revenues, and the size of BLU on accreditation of BLU of education. This research is a quantitative study using secondary data and multiple regression analysis methods. Purposive sampling was chosen as the method of sampling and obtained 44 samples from 12 universities for 5 years. The results of the study showed that APBN revenue and PNBP revenue did not have a positive effect on BLU accreditation, while the size of BLU had a positive effect on BLU accreditation. Based on the results of this study, BLU of education needs to consider aspects determined by BAN-PT in granting accreditation other than income aspect, improve organizational culture, and increase efficiency and effectiveness in revenue management. ABSTRAKPendapatan APBN dan pendapatan jasa layanan BLU (PNBP) merupakan sumber utama penerimaan pada Badan Layanan Umum sebagai resource dalam pemberian layanan kepada masyarakat sesuai dengan tugas dan fungsinya. Selain didukung oleh penerimaan, BLU juga ditopang oleh sarana dan prasarana dalam bentuk aset yang dimiliki. Ketiga aspek ini menjadi aspek penting bagi BLU dalam rangka meningkatkan kualitas layanan kepada masyarakat maupun kualitas instansi BLU yang dicerminkan dalam akreditasi institusi BLU. Penelitian ini bertujuan untuk mengetahui pengaruh pendapatan APBN, pendapatan jasa layanan BLU, dan ukuran BLU terhadap akreditasi BLU pengelola pendidikan. Penelitian ini merupakan penelitian kuantitatif dengan menggunakan data sekunder dan metode analisis regresi berganda. Purposive sampling dipilih menjadi metode dalam pengambilan sampel dan diperoleh 44 sampel dari 12 perguruan tinggi selama 5 tahun. Hasil penelitian menunjukkan bahwa pendapatan APBN dan pendapatan PNBP tidak berpengaruh positif terhadap akreditasi BLU, sedangkan ukuran BLU berpengaruh positif terhadap akreditasi BLU. Berdasarkan hasil penelitian ini, BLU pengelola pendidikan perlu mempertimbangkan aspek-aspek lain yang ditentukan oleh BAN-PT dalam pemberian akreditasi di luar aspek pendapatan, memperbaiki budaya organisasi, serta meningkatkan efisiensi dan efektivitas dalam pengelolaan pendapatan

Inovasi Badan Layanan Umum (BLU) dalam Meningkatkan Pendapatan di Masa Pandemi COVID-19

The COVID-19 pandemic has had a fairly severe impact on entities providing services to the community, including the Public Service Agency or Badan Layanan Umum (BLU). This study aims to describe the various innovations carried out by the Public Service Agency (BLU) to improve services and optimize Non-Tax State Revenue (PNBP). The research was conducted with a qualitative approach with data collection using literature studies and document analysis. The results of the study indicate that the innovations carried out by the BLU include (a) increasing the optimization of assets managed by the BLU; (b) implementation of the strategy for digitizing business processes and BLU services; (c) increasing the synergy of BLU services; and (d) cutting costs and tariffs for BLU services. This innovation is carried out in order to continue to provide the best service while still trying to achieve efficiency and productivity, even in the unfavorable conditions of the COVID-19 pandemic.Pandemi COVID-19 memberikan dampak yang cukup berat bagi entitas pemberi layanan kepada masyarakat, termasuk Badan Layanan Umum (BLU). Penelitian ini bertujuan untuk mendeskripsikan mengenai berbagai inovasi yang dilakukan oleh Badan Layanan Umum (BLU) untuk meningkatkan pelayanan dan mengoptimalkan Penerimaan Negara Bukan Pajak (PNBP). Penelitian dilakukan dengan pendekatan kualitatif dengan pengumpulan data menggunakan studi literatur dan analisis dokumen. Hasil penelitian menunjukkan bahwa inovasi yang dilakukan oleh BLU antara lain (a) peningkatan optimalisasi aset yang dikelola oleh BLU; (b) penerapan strategi digitalisasi proses bisnis dan layanan BLU; (c) peningkatan sinergi layanan BLU; dan (d) pemangkasan biaya dan tarif layanan BLU. Inovasi tersebut dilakukan agar tetap dapat memberikan pelayanan terbaik dengan tetap berusaha mencapai efisiensi dan produktifitas, walaupun dalam kondisi pandemi COVID-19 yang kurang menguntungkan

Aspek Hukum Badan Layanan Umum

Reformasi administrasi publik makin gencar dilakukan dewasa ini, terutama pasca dikenalnya konsep Doktrin New Public Management (NPM) atau Reinventing Government. NPM merupakan pola transformasi manajemen atau pola transformasi fungsi pemerintahan. Negara Indonesia mengadopsi pemikiran NPM dengan melakukan reformasi keuangan negara yang mulai bergulir sejak akhir tahun 2003. Transformasi beberapa kegiatan pemerintah, itulah cikal bakal lahirnya konsep Badan Layanan Umum (BLU). BLU adalah instansi di lingkungan Pemerintah yang dibentuk untuk memberikan pelayanan kepada masyarakat berupa penyediaan barang dan/atau jasa yang dijual tanpa mengutamakan mencari keuntungan. Dalam melakukan kegiatannya didasarkan pada prinsip efisiensi dan produktivitas. BLU ada di tingkat Pusat, ada pula di tingkat daerah. Adapun instrumen hukum yang mengatur soal BLU, ada berupa Undang-Undang, Peraturan Pemerintah, dan Peraturan Menteri Dalam Negeri. Tulisan ini, di samping mengulas soal aspek hukum BLU, juga diberikan contoh kasus BLU, yaitu penerapan BLU pada rumah sakit milik pemerintah. Selanjutnya, analisis lebih menukik lagi pada pemecahan masalah, yakni perlu-tidaknya BLU dibuatkan lagi dalam bentuk Peraturan Daerah

The Blended Learning Unit, University of Hertfordshire: A Centre for Excellence in Teaching and Learning, Evaluation Report for HEFCE

The University of Hertfordshire’s Blended Learning Unit (BLU) was one of the 74 Centres for Excellence in Teaching and Learning (CETLs) funded by the Higher Education Funding Council for England (HEFCE) between 2005 and 2010. This evaluation report follows HEFCE’s template. The first section provides statistical information about the BLU’s activity. The second section is an evaluative reflection responding to 13 questions. As well as articulating some of our achievements and the challenges we have faced, it also sets out how the BLU’s activity will continue and make a significant contribution to delivery of the University of Hertfordshire’s 2010-2015 strategic plan and its aspirations for a more sustainable future. At the University of Hertfordshire, we view Blended Learning as the use of Information and Communication Technology (ICT) to enhance the learning and learning experience of campus-based students. The University has an excellent learning technology infrastructure that includes its VLE, StudyNet. StudyNet gives students access to a range of tools, resources and support 24/7 from anywhere in the world and its robustness, flexibility and ease of use have been fundamental to the success of the Blended Learning agenda at Hertfordshire. The BLU has comprised a management team, expert teachers seconded from around the University, professional support and a Student Consultant. The secondment staffing model was essential to the success of the BLU. As well as enabling the BLU to become fully staffed within the first five months of the CETL initiative, it has facilitated access to an invaluable spectrum of Blended Learning, research and Change Management expertise to inform pedagogically sound developments and enable change to be embedded across the institution. The BLU used much of its capital funding to reduce barriers to the use of technology by, for example, providing laptop computers for all academic staff in the institution, enhancing classroom technology provision and wirelessly enabling all teaching accommodation. Its recurrent funding has supported development opportunities for its own staff and staff around the institution; supported evaluation activities relating to individual projects and of the BLU’s own impact; and supported a wide range of communication and dissemination activities internally and externally. The BLU has led the embedding a cultural change in relation to Blended Learning at the University of Hertfordshire and its impact will be sustained. The BLU has produced a rich legacy of resources for our own staff and for others in the sector. The University’s increased capacity in Blended Learning benefits all our students and provides a learning experience that is expected by the new generation of learners in the 21st century. The BLU’s staffing model and partnership ways of working have directly informed the structure and modus operandi of the University’s Learning and Teaching Institute (LTI). Indeed a BLU team will continue to operate within the LTI and help drive and support the implementation of the University’s 2010-2015 Strategic plan. The plan includes ambitions in relation to Distance Learning and Flexible learning and BLU will be working to enable greater engagement with students with less or no need to travel to the university. As well as opening new markets within the UK and overseas, even greater flexibility for students will also enable the University to reduce its carbon footprint and provide a multifaceted contribution to our sustainability agenda. We conclude this executive summary with a short paragraph, written by Eeva Leinonen, our former Deputy Vice-Chancellor, which reflects our aspiration to transform Learning and Teaching at the University of Hertfordshire and more widely in the sector. ‘As Deputy Vice Chancellor at Hertfordshire I had the privilege to experience closely the excellent work of the Blended Learning Unit, and was very proud of the enormous impact the CETL had not only across the University but also nationally and internationally. However, perhaps true impact is hard to judge at such close range, but now as Vice Principal (Education) at King's College London, I can unequivocally say that Hertfordshire is indeed considered as the leading Blended Learning university in the sector. My new colleagues at King's and other Russell Group Universities frequently seek my views on the 'Hertfordshire Blended Learning' experience and are keen to emulate the successes achieved at an institutional wide scale. The Hertfordshire CETL undoubtedly achieved not only what it set out to achieve, but much more in terms of scale and impact. All those involved in this success can be justifiably proud of their achievements.’ Professor Eeva Leinonen, Vice Principal (Education), King's College, Londo

The Challenges and Solutions of State Islamic Universities Post Remuneration Implementation

Purpose: The remuneration is a working reward system applied to the BLU-Satker. 15 of 19 PTKIN-BLU have already implemented remuneration. This research aims to identify the challenges of PTKIN BLU after implementing remuneration. Methodology: The research method used a qualitative method descriptive by adding quantitative data analysis. UIN Sunan Kalijaga Yogyakarta and UIN Sultan Maulana Hasanuddin of Banten are the samples in this research. They are representative of PTKIN BLU in big size and small size. Findings: Managers and employees of BLU who became the informant in this study stated that PTKIN BLU has challenges. BLU income has not been optimal, and an unobjective and measurable performance assessment system and have differences of opinion among BLU managers. However, some efforts have been made by PTKIN BLU to succeed in the implementation of remuneration. They are the strengthening of the business unit, the addition of a postgraduate department, and establishing and developing an adequate performance assessment system.  Novelty: This study identifies in more detail what challenges are faced when remuneration is applied so that it can affect the performance of employees and organizations. In addition, this study also identified the efforts of BLU managers to overcome these challenges and obstacles. Keywords: Remuneration, Public Service Agency (BLU), Performance

Why blu-ray vs. HD-DVD ist not VHS vs. Betamax: the co-evolution of standard-setting consortia

Extensive research has been conducted on the economics of standards in the last three decades. To date, standard-setting studies emphasize a superior role of demand-side-driven technology diffusion; these contributions assume the evolution of a user-driven momentum and network externalities. We find that consumers wait for a dominant standard if they are unable to evaluate technological supremacy. Thus, supply-side-driven activities necessarily need to address an absence of demand-side technology adoption. Our paper focuses on Blu-ray vs. HD-DVD as an illustrative case of consortia standard wars. One central role of consortia is to coordinate strategic behavior between heterogeneous agents, e.g. incumbents, complementors (content providers) and others, but also to form a coalition against other standard candidates. More precisely, we argue that agents signal standard-setting war outcomes through consortia events. We depict the essential role of consortia structures for the recently determined standard war between the High-Definition disc specifications Blu-ray and HD-DVD. Therefore, the paper suggests that unique supply-side dynamics from consortia structures, consortia announcements and exclusive backing decisions of firms determined the standard-setting process in the Blu-ray vs. HD-DVD standard war. This study is based on the following data: movie releases and sales numbers, membership affiliation for structural consortia analysis, and an in-depth event study. A detailed comparison of the technological specifications of both standard specifications supports our argument that there was no technological supremacy of one standard candidate from a consumer-oriented usecase perspective. We furthermore clarify that content providers (complementors) such as movie studios and movie rental services feature a gate-keeping position in the Blu-ray vs. HD-DVD standard war. In the case of Blu-ray, film studios decided the standard war because the availability of movie releases, but not technological supremacy, made the standard attractive to consumers. Finally, we find that there is a co-evolution of the consortia in terms of membership dynamics. Particularly, firm allegiance of heterogeneous agents plays a crucial role. --Blu-ray,HD-DVD,standard wars,co-evolution,consortia,event study

Women in Traditional Judaism: Rights, Roles, and Obligations

Author of On Women and Judaism: A View from Tradition, and How to Run a Traditional Jewish Household.https://digitalcommons.fairfield.edu/bennettcenter-posters/1240/thumbnail.jp