E-Business Models In The Travel Industry

Drawing on recently published data, this report examines some of the trends in travel e-commerce. Using a case study approach, the author examines in detail some of the e-business models impacting on the travel industry both in the Business-to-Business (B2B) and Business-to-Consumer (B2C) markets. Although B2C leisure transactions currently account for just 1% of the value of global travel, there is real potential for future growth. However to be successful both new entrants and existing players will need to ensure their e-business model adds value for the customer, otherwise their position in the value chain will be threatened. The most immediate potential for growth and profitability lies in the B2B market, particularly in the development of vertical portals or community extranets. These are virtual spaces enabling travel buyers and suppliers to trade online. The integration of legacy systems with Internet Protocol (IP) technology is taking place across a range of travel sectors and will provide the platform on which a wide range of e-business applications can be developed. This development will lead to the ultimate catalyst for travel e-business -- the convergence of data (internet), voice (telephone) and video (television)

Technology market intermediaries to facilitate external technology exploitation: The case of IP auctions

Recently the phenomena of external technology exploitation (ETE) has started to attract attention from scholars, businesses and politicians likewise alongside with a growth of the markets for technology. However, the markets for technology are still characterized by inhibiting obstacles that lead to high transaction costs, thus prohibit efficient transactions and result in market failure. Although, on the one hand the presence of obstacles lead to high transaction costs, the large market potential on the other hand provides incentives for technology market intermediaries (TMI) to develop new exploitation models to facilitate ETE transactions by reducing transaction costs. Throughout this paper we address the general research question of whether and how new exploitation models can actually facilitate ETE. To address this question, in a first step we generate insights into TMIs acting on the markets for technology and derived a conceptual basis for a further understanding of TMIs. Having carried out a detailed review of the literature, we develop a theory based typology for six TMI archetypes. Throughout this exercise we gain insights into the variety of different functions TMIs have on the markets for technology and various new ways how TMIs try to facilitate ETE transactions. Throughout the second part of this paper, we focus on IP auctions as one particular business model of the archetype “IP Broker”. We investigate this “young” business model presenting first insights into two qualitative studies. In a first step we derive a generic IP auction process based on a qualitative, empirical analysis of IP auction processes. We then translate these results into a theory based process view and derive a generic IP auction process as a specific type of an ETE process. Having thus generated a close understanding of the transaction process, we presented results from four cases of successful transactions, i.e. where patents were sold for particular high prices from two SMEs and two MNCs. The case studies are analyzed according to four main aspects including characteristics of the companies that exploited patented technologies (including motives and selection processes), the patented technology as such, the organization of the transaction and the companies’ perceptions regarding the success of the transactions. --

Commercialisation of innovations from the UK National Health Service

The potential opportunities offered by developing innovative ideas from staff within the UK National Health Service (NHS) was recognised in 2000 and this paper describes a regional organisation, Medipex, which was set up to undertake technology transfer and commercialisation of innovations from the NHS in Yorkshire. The approach adopted by Medipex has been shown to be a successful model for the commercialisation of IP, obtaining private sector investment and winning external recognition after its first three years trading. Analysis of the outputs demonstrates that though the majority of ideas emerge from service use, the innovations that have high-value commercial potential emerge from research undertaken in the hospitals

The Abertay Code Bar – unlocking access to university-generated computer games intellectual poperty

Progress report on a digital platform and dual licensing model developed to unlock access to a University repository of new and legacy computer games based Intellectual Property (IP) assets for educational and commercial use. The digital creative industries have been identified by a number of governments as a priority area in delivering sustainable economic growth. Code Bar is an innovation that allows digital products to be commercially successful beyond the end of the Dare competition or coursework submission. To be selected for Code Bar, game products must be well designed for both player and market; technically robust (i.e. operating consistently and reliably on a single/multiple platforms), and be free from ambiguity around 3rd party IP. We describe various technical, pedagogic and legal challenges in developing the digital platform, licensing model and packaging of computer games products for release through the platform. The model is extendable beyond computer games to other software products

"A step into the abyss" Transmedia in the UK Games and Television Industries

This article uses a media industries studies perspective to investigate the current state of transmedia production in the UK. Analysing the discursive statements of a range of industry participants from both UK television and games industries, the article reveals a series of contradictions and misunderstandings that may be limiting the effectiveness of multi-platform projects. By comparing overlapping discursive patterns around attitudes to risk, measures of success, authorship between the two industries, and repeated concerns over the balance of creative and commercial imperatives, the article argues that existing hierarchies of power between media industries threaten to derail future convergence

Enhancing IT investments productivity: Integrating network QOS and it indirect costs

Increasing productivity is considered one of the major driving factors for a successful business. From an Information Technology (IT) infrastructure perspective, obtaining an optimised performance of resources is expected to improve productivity. From a technical viewpoint, the introduction of Quality of Service (QoS) models have been perceived to optimise the performance of the organisation network backbone. These models aim to provide an acceptable level of service assurance to the newly introduced applications and services such as voice and video. From a management viewpoint, the proper management of IT investments indirect costs can lead to a reduction of the overall cost portfolio. Consequently, both benefits and productivity increase are likely to be realised. This paper introduces network QoS strategy within the hierarchy of business infrastructure. In addition, it aims to identify the relationship between network QoS and IT indirect costs. Such integration demonstrates how network QoS strategy can be used to control IT indirect costs as well as enhancing network performance

FairShares Model

The attached document provides an introduction to the FairShares Model, a new brand and concept for self-governing social enterprises operating under Company and Co operative Law

CREATe 2012-2016: Impact on society, industry and policy through research excellence and knowledge exchange

On the eve of the CREATe Festival May 2016, the Centre published this legacy report (edited by Kerry Patterson & Sukhpreet Singh with contributions from consortium researchers)

Challenges of open innovation: the paradox of firm investment in open-source software

Open innovation is a powerful framework encompassing the generation, capture, and employment of intellectual property at the firm level. We identify three fundamental challenges for firms in applying the concept of open innovation: finding creative ways to exploit internal innovation, incorporating external innovation into internal development, and motivating outsiders to supply an ongoing stream of external innovations. This latter challenge involves a paradox, why would firms spend money on R&D efforts if the results of these efforts are available to rival firms? To explore these challenges, we examine the activity of firms in opensource software to support their innovation strategies. Firms involved in open-source software often make investments that will be shared with real and potential rivals. We identify four strategies firms employ – pooled R&D/product development, spinouts, selling complements and attracting donated complements – and discuss how they address the three key challenges of open innovation. We conclude with suggestions for how similar strategies may apply in other industries and offer some possible avenues for future research on open innovation