Brands in international and multi‐platform expansion strategies: economic and management issues

Powerful media branding has historically facilitated successful international expansion on the part of magazine and other content forms including film and TV formats. Multi-platform expansion is now increasingly central to the strategies of media companies and, as this chapter argues, effective use of branding in order to engage audiences effectively and to secure a prominent presence across digital platforms forms a core part of this. Drawing on original research into the experience of UK media companies, this chapter highlights some of the key economic, management and socio-cultural issues raised by the ever-increasing role of brands and branding in the strategies of international and multi-platform expansion that are increasingly common- place across media

Incentives for Quality over Time – The Case of Facebook Applications

We study the market for applications on Facebook, the dominant platform for social networking and make use of a rule change by Facebook by which high-quality applications were rewarded with further opportunities to engage users. We find that the change led to quality being a more important driver of usage while sheer network size became less important. Further, we find that update frequency helps applications maintain higher usage, while generally usage of Facebook applications declines less rapidly with age

Why ownership pluralism still matters in a multi-platform world

This chapter examines the effects of changing technology on landscapes of media provision and consumption and considers whether the greater choice made possible by digital technology and changing patterns of consumption obviate the need for special interventions to restrict media ownership for the sake of pluralism. News Corporation's bid for BSkyB in 2011 clearly exemplified how, not least in times of technological change, patterns of ownership are shaped by economic and strategic factors. Digitisation has encouraged greater cross-sectoral convergence providing an extra spur towards strategies of diversification and multi-platform expansion in the media industry. Even so, and despite the transition to a more web-connected era, as this chapter argues there remain good grounds for concerns about the power wielded by dominant media organisations in relation to production and circulation of news, ideas and cultural and political values within contemporary societies

Towards an open cloud marketplace: vision and first steps

As one of the most promising, emerging concepts in Information Technology (IT), cloud computing is transforming how IT is consumed and managed; yielding improved cost efficiencies, and delivering flexible, on-demand scalability by reducing computing infrastructures, platforms, and services to commodities acquired and paid-for on-demand through a set of cloud providers. Today, the transition of cloud computing from a subject of research and innovation to a critical infrastructure is proceeding at an incredibly fast pace. A potentially dangerous consequence of this speedy transition to practice is the premature adoption, and ossification, of the models, technologies, and standards underlying this critical infrastructure. This state of affairs is exacerbated by the fact that innovative research on production-scale platforms is becoming the purview of a small number of public cloud providers. Specifically, the academic research communities are effectively excluded from the opportunity to contribute meaningfully to the evolution not to mention innovation and healthy mutation of cloud computing technologies. As the dependence on our society and economy on cloud computing increases, so does the realization that the academic research community cannot be shut out from contributing to the design and evolution of this critical infrastructure. In this article we provide an alternative vision that of an Open Cloud eXchange (OCX) a public cloud marketplace, where many stakeholders, rather than just a single cloud provider, participate in implementing and operating the cloud, thus creating an ecosystem that will bring the innovation of a broader community to bear on a much healthier and more efficient cloud marketplace

Will SDN be part of 5G?

For many, this is no longer a valid question and the case is considered settled with SDN/NFV (Software Defined Networking/Network Function Virtualization) providing the inevitable innovation enablers solving many outstanding management issues regarding 5G. However, given the monumental task of softwarization of radio access network (RAN) while 5G is just around the corner and some companies have started unveiling their 5G equipment already, the concern is very realistic that we may only see some point solutions involving SDN technology instead of a fully SDN-enabled RAN. This survey paper identifies all important obstacles in the way and looks at the state of the art of the relevant solutions. This survey is different from the previous surveys on SDN-based RAN as it focuses on the salient problems and discusses solutions proposed within and outside SDN literature. Our main focus is on fronthaul, backward compatibility, supposedly disruptive nature of SDN deployment, business cases and monetization of SDN related upgrades, latency of general purpose processors (GPP), and additional security vulnerabilities, softwarization brings along to the RAN. We have also provided a summary of the architectural developments in SDN-based RAN landscape as not all work can be covered under the focused issues. This paper provides a comprehensive survey on the state of the art of SDN-based RAN and clearly points out the gaps in the technology.Comment: 33 pages, 10 figure

Multi-platform media: how newspapers are adapting to the digital era

No abstract available

Public Fora Purpose: Analyzing Viewpoint Discrimination on the President’s Twitter Account

Today, protectable speech takes many forms in many spaces. This Note is about the spaces. This Note discusses whether President Donald J. Trump’s personal Twitter account functions as a public forum, and if so, whether blocking constituents from said account amounts to viewpoint discrimination—a First Amendment freedom of speech violation. Part I introduces the core legal devices and doctrines that have developed in freedom of speech jurisprudence relating to issues of public fora. Part II analyzes whether social media generally serves as public fora, whether the President’s personal Twitter account is a public forum, and whether his recent habit of blocking constituents from that account amounts to viewpoint discrimination. In doing so, Part II also addresses the applicability of the recent decision from the U.S. District Court for the Eastern District of Virginia, Davison v. Loudoun County Board of Supervisors—wherein a local county government official was held to have engaged in viewpoint discrimination for banning a constituent from her personal social media account—to the Knight First Amendment Institute at Columbia University’s pending case against the President for the same. Part III then suggests multiple approaches for courts to analyze these claims, while taking account of an analytical mismatch that occurs when trying to apply the Davison case to the case brought against the President

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

Digital curation and the cloud

Digital curation involves a wide range of activities, many of which could benefit from cloud deployment to a greater or lesser extent. These range from infrequent, resource-intensive tasks which benefit from the ability to rapidly provision resources to day-to-day collaborative activities which can be facilitated by networked cloud services. Associated benefits are offset by risks such as loss of data or service level, legal and governance incompatibilities and transfer bottlenecks. There is considerable variability across both risks and benefits according to the service and deployment models being adopted and the context in which activities are performed. Some risks, such as legal liabilities, are mitigated by the use of alternative, e.g., private cloud models, but this is typically at the expense of benefits such as resource elasticity and economies of scale. Infrastructure as a Service model may provide a basis on which more specialised software services may be provided. There is considerable work to be done in helping institutions understand the cloud and its associated costs, risks and benefits, and how these compare to their current working methods, in order that the most beneficial uses of cloud technologies may be identified. Specific proposals, echoing recent work coordinated by EPSRC and JISC are the development of advisory, costing and brokering services to facilitate appropriate cloud deployments, the exploration of opportunities for certifying or accrediting cloud preservation providers, and the targeted publicity of outputs from pilot studies to the full range of stakeholders within the curation lifecycle, including data creators and owners, repositories, institutional IT support professionals and senior manager