Industry Expertise in the Digital Media Industry: Specialization vs. Disruption of Online Business Models

2017 ◽  
pp. 181-193
Author(s):  
Clemens Trautmann
Keyword(s):  
Digital Media ◽  
Business Models ◽  
Media Industry ◽  
Industry Specialization ◽  
Online Business ◽  
Industry Expertise

Motivations and Mediated Consumption Habits of Users of Mixed-Martial-Arts Online Message Boards

2016 ◽  
Vol 9 (4) ◽  
pp. 440-459 ◽  
Author(s):  
Terry Eddy ◽  
Lamar Reams ◽  
Stephen Dittmore
Keyword(s):  
Digital Media ◽  
Martial Arts ◽  
Business Models ◽  
Message Board ◽  
Mixed Martial Arts ◽  
Message Boards ◽  
Ultimate Fighting Championship ◽  
Online Message Boards ◽  
Online Business ◽  
Consumption Habits

As online business models have evolved, learning what drives users’ consumptive behaviors has gained increasing interest to sport researchers and sport properties. An increasing number of sport properties are expanding, and deriving revenues from, their presence on digital-media platforms (e.g., MLB, NBA, NFL, UFC, WWE, etc.). Of the sport properties mentioned, none are more reliant on digital-media activity than the Ultimate Fighting Championship. As such, the purpose of this study was to examine the motivations and related consumption habits of users of non-subscription-based (i.e., free-to-use) online message boards. Findings suggest that message-board users find value in the opportunities for interactivity and that heavy online mixed-martial-arts users watch more events and purchase more merchandise than those who spend less time online.

scholarly journals From audiences to data points: The role of media agencies in the platformization of the news media industry

2021 ◽  
pp. 016344372110298
Author(s):  
Ida Willig
Keyword(s):  
Digital Media ◽  
News Media ◽  
Media Industry ◽  
Ethical Challenges ◽  
Media Audiences ◽  
Data Points ◽  
The Public Sphere ◽  
The Many ◽  
Marketing Budgets

Media agencies have become one of the key actors in the contemporary media industry: by channelling marketing budgets to some media and some platforms and not to others, media agencies play an important role in creating the digital media infrastructure and laying the tracks of the public sphere. Yet we know very little about these commercial middlemen between advertisers and audiences, what they do, and how we should understand their role in the digital media ecology. This article discusses the role of media agencies in relation to platformization with a focus on the news media sector. Based on interviews, publicly available material and trade journals, the article depicts an industry deeply engaged in digitizing, tracking and commodifying media audiences, while at the same time aware of ethical challenges of the digital media infrastructure. This leads to a call for more political attention and critical research on the democratic implications of the new value chains between platforms, advertisers, audiences, media agencies and news media as well as the many tech companies providing derived digital services and products.

Examining the boundaries of journalism in the digital age : a SEM test of digital transitions in newsrooms

2017 ◽  
Author(s):  
◽  
Yanfang Wu
Keyword(s):  
Social Media ◽  
Structural Equation ◽  
Online Survey ◽  
Business Models ◽  
Equation Model ◽  
Sem Analysis ◽  
Media Industry ◽  
Cross Sectional ◽  
News Organizations ◽  
Use Of Social Media

[ACCESS RESTRICTED TO THE UNIVERSITY OF MISSOURI AT AUTHOR'S REQUEST.] The debate about boundaries in journalism amid the rise of citizen journalism, the crisis of business models in the news industry and the use of social media in the news-gathering and dissemination process, has become a central focus in the media industry and academia. There is no doubt that the digital transition is a trend. Based on the Carlson's (2015) boundaries of journalism theory and Shoemaker and Vos' (2009) levels of analysis in the gatekeeping theory, administering a cross-sectional, self-administered questionnaire, national online survey (N=1063), conducting a Structural Equation Model (SEM) analysis, the study seeks to find out the relationships between socialization and perceptions of digital impact on journalism, journalists and news organizations. The findings showed news organizations' social media culture affects journalists' use of social media. Twitter interactivity mediates journalists' social media internalization and their attitude toward social media. However, this mediating effects does not apply to Facebook and other social media interactivity. The distinguishing line between reporters and editors is blurring in news organizations. Older journalists (age>40) are picking up social media as additional journalistic tools and developing a positive attitude toward them. However, there still may be a long way to go before old journalists become experts in social media.

A practical guide for understanding online business models

2019 ◽  
Vol 15 (1) ◽  
pp. 71-82 ◽  
Author(s):  
Won Kim
Keyword(s):  
Business Models ◽  
Business Plan ◽  
Marketing Strategies ◽  
Business Strategies ◽  
Content Type ◽  
Search Results ◽  
Practical Guide ◽  
Online Business ◽  
Proper Perspective ◽  
Google Search

Purpose There is a lack of clarity about what online business models are. The top 20 Google search results on online business models are articles that explain online business models. However, each of them deals with just one or two elements of business strategies. The list of business models is also a mixture of business strategies. This paper aims to provide practical guide that puts these business models into proper perspective. Design/methodology/approach A business model includes all key elements of the business, marketing and operational strategies. There are many such elements. The author has reviewed the popular use of the term online business models and found that just five of the key elements can put almost all of them into proper perspective. Findings Five elements of the business and marketing strategies constitute a practical guide for understanding, discussing and even designing the first working draft of a business plan. Practical implications The practical guide will serve as a robust vehicle for understanding, discussing and even designing the first working draft of a business plan. The current haphazard use of the term online business models does not shed light on online business models. Originality/value The author has examined 20 top Google search results for “online business models” and “business models”. These are articles that talk about 3-17 “business models”. The author examined all of them and confirmed that the five key elements of the business and marketing strategies can put all of them into proper perspective.

scholarly journals Bisnis Vlogging dalam Industri Media Digital di Indonesia

2018 ◽  
Vol 15 (1) ◽  
Author(s):  
Jimi Narotama Mahameruaji ◽  
Lilis Puspitasari ◽  
Evi Rosfiantika ◽  
Detta Rahmawan
Keyword(s):  
Social Media ◽  
Digital Media ◽  
Media Studies ◽  
Significant Role ◽  
Support Systems ◽  
Media Industry ◽  
Video Content ◽  
New Business ◽  
Digital Media Studies

This study explores the phenomenon of Vlogger as a new business in the digital media industry in Indonesia. Vlogger refer to social media users who regularly upload a variety of video content with various themes. We used case study to describe and analyze Youtube’s significant role in managing Vlogger communities, and also design support systems to make the communities growth and sustainable. We also explore Vlogger role as Online Influencer. This study is expected to be one of the references related to Vlogger phenomenon in the context of digital media studies in Indonesia.

Using Real Options Theory to Evaluate Strategic Investment Options for Mobile Content Delivery

2012 ◽  
pp. 310-331
Author(s):  
Divakaran Liginlal ◽  
Lara Khansa ◽  
Stella C. Chia
Keyword(s):  
Real Options ◽  
Strategic Alliances ◽  
Business Models ◽  
Media Industry ◽  
Strategic Investment ◽  
Engineering Managers ◽  
Managerial Flexibility ◽  
Resource Requirements ◽  
New Business ◽  
Mobile Content Delivery

With a rich fare of localized content, but limited regional media outlet channels, mobile content generates new business opportunities for Media News, a small media company with considerable growth potential. Two business models are considered: partnering with wireless service providers and strategic alliances with mobile content syndicators. First, the models are evaluated based on their resource requirements, market share acquisition, revenue generation, and nature, scope and control of content and bandwidth. Then, real options analysis is used to value Media News’ managerial flexibility in responding to uncertainty in investment choices specific to the media industry. The modeling approach, analytical methods, and decision support tools employed in this paper serve as exemplar for engineering managers involved in strategic investment decisions, especially in emerging areas such as mobile commerce.

Architectures for Rich Internet Real-Time Games

2011 ◽  
pp. 226-231
Author(s):  
Matthias Häsel
Keyword(s):  
Real Time ◽  
Game Design ◽  
Business Models ◽  
Online Games ◽  
Rich Internet Application ◽  
Adobe Flash ◽  
Multiplayer Online Games ◽  
Time Interaction ◽  
Large Audience ◽  
Online Business

Many researchers regard multiplayer online games as the future of the interactive entertainment industry (Brun, Safaei, & Boustead, 2006; El Rhalibi & Merabti, 2005; Sharp & Rowe, 2006). In particular, due to advances in game design and the availability of broadband Internet access to the enduser, multiplayer online games with real-time interaction have come into wide use (Aggarwal, Banavar, Mukherjee, & Rangarajan, 2005; Claypool & Claypool, 2006; Yasui, Yutaka, & Ikedo, 2005). The majority of these games are made up by classic software titles that need to be installed on the players’ machines (El Rhalibi & Merabti, 2005). Browserbased multiplayer games, on the contrary, can be run instantly from a Web site, but have, due to technical limitations, long been round-based, strategy-focused games. However, with the ongoing evolvement of Rich Internet Application (RIA) technology (Allaire, 2002) such as Adobe Flash and Java, browser-based online game development has reached a point where also real-time games can be produced and distributed to a large audience quickly and easily. Browserbased games can be utilized in conjunction with e-business offers in a very simple way and hold a number of exciting possibilities for new online business models, new markets, and new growth (Kollmann & Häsel, 2006; Sharp & Rowe, 2006). However, as the browser is a very different operating environment and interactive experience from that of classical game software, browser-based multiplayer real-time games involve gaming architectures that are distinct from their classical counterparts. A major challenge when designing and implementing such architectures is that multiplayer online games are highly vulnerable to propagation delays resulting from redundant communication, bottlenecks, single points of failure and poor reactivity to changing network conditions (Ramakrishna, Robinson, Eustice, & Reiher, 2006). As latency from input of information to its output determines gameplay and fairness (Brun et al., 2006), the game architecture has to be designed in a way that it mitigates latency effects and meets the expectations of the players (Claypool & Claypool, 2006). Elaborating on the example of an online tabletop soccer game with two remote players, this article discusses two architectural models that can be applied to implement browser-based multiplayer real-time games using RIA technology.

Cross-Channel Cooperation

2009 ◽  
pp. 299-304
Author(s):  
Tobias Kollmann
Keyword(s):  
Business Models ◽  
Business Processes ◽  
Core Competencies ◽  
Cost Effective ◽  
Real Economy ◽  
New Business ◽  
Online Business ◽  
Transfer Of Information ◽  
Digital Channels ◽  
Net Economy

The rapid growth of Internet technologies induced a structural change in both social and economic spheres. Digital channels have become an integral part of daily life, and their influence on the transfer of information has become ubiquitous. An entirely new business dimension that may be referred to as the Net economy has emerged. Internet-based e-ventures that are operating at this electronic trade level are based on innovative and promising online business models (Kollmann, 2006). But also traditional enterprises that are operating at the physical trade level (real economy) increasingly utilize digital channels to improve their business processes and to reach new customer segments. With the Internet, the cooperation between enterprises reached a new level of quality. The wide, open, and cost-effective infrastructure allows a simple, fast exchange of data and thus a synchronization of business processes over large distances. Particularly for e-ventures introducing their new business ideas, online cooperation is a promising strategy as it enables the partners to create more attractive product offers and represents a basis for more efficiently and effectively communicating and distributing their product offers (Kollmann, 2004; Volkmann & Tokarski, 2006). Online cooperation, however, does not incorporate off-line channels such as print media, stores, or sales forces. For the combined management of online and offline channels, cooperation can be expected to hold an outstanding potential. Partnering with companies from the Net economy may help traditional enterprises to reach new market segments without extending themselves beyond their core competencies—and vice versa. In this context, cross-channel cooperation can be defined as the collaborative integration of online and offline business models aiming at attaining positive synergetic effects for the involved partners by a complement of competencies. (Kollmann & Häsel, 2006, p. 3) Cross-channel cooperation can be regarded a new management task that is worthwhile to be examined in more detail. Although researchers have broadly covered the area of online cooperation, a comprehensive study on cross-channel cooperation has not been undertaken up to now. Particularly the question arises, which cooperation forms represent feasible strategies for both e-ventures and traditional enterprises. Besides its contribution to literature, this article is intended to assist practitioners in evaluating the benefits of crosschannel cooperation for their own businesses.

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