Co-opetition of TV broadcasters in online video markets : a winning strategy?

This article focuses on TV broadcasters adopting co-opetition strategies for launching online video services. It is claimed that the emergence of online video platforms like YouTube and Netflix is driving TV broadcasters to collaborate with their closest competitors to reduce costs and reach the necessary scale in the global marketplace. The article sheds light on online video platforms that were developed following a co-opetition strategy (Hulu and YouView). The establishment of joint ventures in online video, however, has been scrutinised by competition authorities which fear that collaboration between close competitors lessens rivalry and reduces consumer choice. Therefore, several co-opetition projects (among others BBC’s Kangaroo and Germany’s Gold) have been prohibited by competition authorities

Mktg

A new approach to learning the principles of marketing, MKTG is the Asia–Pacific edition of a proven, innovative solution to enhance the students' learning experience. Concise, yet complete, coverage supported by a suite of online learning aids equips students with the tools required to successfully undertake an introductory marketing course. Paving a new way to both teaching and learning, MKTG is designed to truly connect with today's busy tech-savy student. Students have access to online interactive quizzing, videos, podcasts, flashcards, marketing plans, games and more. An accessible, easy-to-read text along with tear out review cards complete a package which helps students to learn important concepts faster

The Impact of E-Commerce Strategies on Firm Value: Lessons from Amazon.com

Managers would like to understand which strategies generate value in e-commerce environments, and researchers are just beginning to explore this issue. Which strategies are useful and which are not? In a step towards answering this question, we estimate the impacts of several competitive strategies on the value of Amazon.com, the well-known Internet retailer, during its first 1000 days as a publicly traded firm. The strategies analyzed include pricing, offline expansion, alliance formation, product line expansion, and service improvement. The results provide insight into the usefulness of various ways of competing online and could be useful for strategic planning in new Internet ventures.alliance; competitive advantage; competitive strategy; event studies; internet; valuation

BECOMING A GLOBALLY COMPETITIVE PLAYER: THE CASE OF THE MUSIC INDUSTRY IN JAMAICA

This paper uses the NSI approach to examine the prospects for industrial development in Jamaica, a small middle-income developing country. It argues that the present state of the Jamaican NSI is not adequately developed to provide the necessary support to ensure that one of its key emerging industries – the music sector – becomes competitive on global markets. It suggests various policy options aimed at industrial upgrading and better integration with those markets. The type of applied research presented here is highly original and speaks to a wider audience, as it represents a novel attempt to operationalize the concept of NSI in a developing country context, with particular reference to the music and entertainment sector, which is not traditionally treated in the NSI context. This sector, however, has been selected as one of the leading emerging sectors for the Jamaican economy identified in its national industrial policy.

Europeana communication bug: which intervention strategy for a better cooperation with creative industry?

Although Europeana as well as many GLAMs are very engaged - beside the main mission, i.e. spreading cultural heritage knowledge- in developing new strategies in order to make digital contents reusable for creative industry, these efforts have been successful just only in sporadic cases. A significant know how deficits in communication often compromises expected outcomes and impact. Indeed, what prevails is an idea of communication like an enhancement “instrument” intended on the one hand in purely economic (development) sense, on the other hand as a way for increasing and spreading knowledge. The main reference model is more or less as follows: digital objects are to be captured and/or transformed by digital technologies into sellable goods to put into circulation. Nevertheless, this approach risks neglecting the real nature of communication, and more in detail the one of digital heritage where it is strategic not so much producing objects and goods as taking part into sharing environments creation (media) by engaged communities, small or large they may be. The environments act as meeting and interchange point, and consequently as driving force of enhancing. Only in a complex context of network interaction on line accessible digital heritage contents become a strategic resource for creating environments in which their re/mediation can occur – provided that credible strategies exist, shared by stakeholders and users. This paper particularly describes a case study including proposals for an effective connection among Europeana, GLAMs and Creative Industry in the framework of Food and Drink digital heritage enhancement and promotion. Experimental experiences as the one described in this paper anyway confirm the relevance of up-to-date policies based on an adequate communication concept, on solid partnerships with enterprise and association networks, on collaborative on line environments, on effective availability at least for most of contents by increasing free licensing, and finally on grassroots content implementation involving prosumers audience, even if filtered by GLAMs

The Impact of Internet on the Market for Daily Newspapers in Italy

Recent years have seen a surge in websites that provide news for free and, up to the end of 2001, daily newspapers in Italy have shown a growing trend towards making available online for free; the exact articles published on paper. To assess whether on-line news and traditional daily newspapers are substitute, complement or independent goods, I model the choice between different daily newspapers as a discrete choice among differentiated products. Considering the availability of a website as a newspaper characteristic and controlling for other observable and unobservable characteristics of newspapers and of the outside good, I estimate a logit model of demand on market level data from 1976 to 2001 for the main national daily newspapers in Italy. Results suggest that opening a website had a negative impact both on the sales of the newspaper who opened it and on those of its rivals. I calculate the implied short-run and approximated long-run losses in both sales and profits and provide some evidence of the additional negative effect stemming from the general availability of Internet and on-line news. Results also contribute to explaining why, starting from the end of 2001, many publishers introduced a fee to read on-line the paper edition of the newspaper.daily newspapers, Internet, websites, substitution, discrete choice models, product differentiation, dynamics, market level data