Mobile Services in Japan

2011 ◽  
pp. 118-150
Author(s):  
Jarkko Vesa
Keyword(s):  
United Kingdom ◽  
Business Models ◽  
Mobile Services ◽  
Mobile Business ◽  
The United Kingdom ◽  
Doing Business ◽  
Mobile Industry ◽  
European Markets

In the second section of this book, we will focus on the mobile industry in Japan and Europe, specifically in Finland and the United Kingdom. The goal is to use the various theories, models, and frameworks described in Section I to understand why the mobile industry looks like it does today and where the industry is going. Let us start with a brief overview of the mobile industry in Japan. The emphasizes is on the word “brief” because the intention is not to go very deep into the special characteristics of the Japanese way of doing business; neither does this book offer an in-depth description of mobile business in Japan — there are far better books and research reports for that. However, this chapter tries to pinpoint the features that are the most important for comparison of the business models in Japan and in the two selected European markets.

Analysis of the Forces Reshaping the Mobile Internet Business

2011 ◽  
pp. 19-45
Author(s):  
Hannu Verkasalo
Keyword(s):  
Business Models ◽  
End Users ◽  
Mobile Internet ◽  
Competitive Strategies ◽  
Mobile Business ◽  
Business Decisions ◽  
Value Network ◽  
Mobile Industry ◽  
New Business ◽  
Internet Business

This article studies the emergence of the mobile Internet business from six strategic perspectives, highlighting the ongoing transformations of the mobile industry. The article suggests that companies of the mobile industry can reconstruct their business models with six different kinds of choices: 1. Positioning differently in the value network, involving both vertical and horizontal movements. 2. Acquiring and developing critical assets and competencies to build sustaining and dynamic competitive strategies. 3. Inventing new mobile business models by utilizing the lessons from the Internet. 4. Integrating end-users in making and redefining services, optimizing pricing logic, introducing new business models with end-user originated content creation in mind, and making services easy to adopt by end-users. 5. Leveraging and focusing on disruptive, winning technologies that are changing the rules of the business. 6. Adapting to relevant policy schemes, and proactively planning and reconsidering business decisions under a dynamic regulatory environment.

Analysis of the Forces Reshaping the Mobile Internet Business

2010 ◽  
pp. 130-156
Author(s):  
Hannu Verkasalo
Keyword(s):  
Business Models ◽  
End Users ◽  
Mobile Internet ◽  
Competitive Strategies ◽  
Mobile Business ◽  
Business Decisions ◽  
Value Network ◽  
Mobile Industry ◽  
New Business ◽  
Internet Business

This article studies the emergence of the mobile Internet business from six strategic perspectives, highlighting the ongoing transformations of the mobile industry. The article suggests that companies of the mobile industry can reconstruct their business models with six different kinds of choices: 1. Positioning differently in the value network, involving both vertical and horizontal movements. 2. Acquiring and developing critical assets and competencies to build sustaining and dynamic competitive strategies. 3. Inventing new mobile business models by utilizing the lessons from the Internet. 4. Integrating end-users in making and redefining services, optimizing pricing logic, introducing new business models with end-user originated content creation in mind, and making services easy to adopt by end-users. 5. Leveraging and focusing on disruptive, winning technologies that are changing the rules of the business. 6. Adapting to relevant policy schemes, and proactively planning and reconsidering business decisions under a dynamic regulatory environment.

The Business of Multi-Platform Public Service: Online and at a Profit

2013 ◽  
Vol 146 (1) ◽  
pp. 103-113 ◽  
Author(s):  
James Bennett ◽  
Andrea Medrado
Keyword(s):  
United Kingdom ◽  
Public Service ◽  
Business Models ◽  
Video On Demand ◽  
Content Creation ◽  
Television Production ◽  
On Demand ◽  
The United Kingdom ◽  
The Creation ◽  
Privately Owned

In this article, we explore the notion of hybrid public service media (PSM) in relation to two interconnected issues: economic and platform hybridity. We examine the creation of PSM content by privately owned, commercially driven independent production companies in the United Kingdom as a hybrid economic arrangement. In so doing, we ask not only whether public service can act as a motivation beyond profit for production cultures and business models, but also whether PSM can be created at a profit without compromising the fulfilment of public service values. In relation to platform hybridity, we study examples of interlinking public service content created, delivered and distributed across multiple platforms (as opposed to merely video-on-demand services). In particular, we are interested in how such multi-platform texts might fulfil public service, but also the way in which multi-platform content creation brings together digital and television production cultures to produce hybrid PSM business models and cultures.

Understanding Cabinet Government

2021 ◽  
pp. 1-30
Author(s):  
Patrick Weller ◽  
Dennis C. Grube ◽  
R. A. W. Rhodes
Keyword(s):  
United Kingdom ◽  
The Netherlands ◽  
Policy Analysis ◽  
Political Systems ◽  
Job Description ◽  
Political Policy ◽  
The United Kingdom ◽  
Doing Business ◽  
The Common ◽  
Institutional Architecture

This chapter introduces the idea of cabinet government as a way of doing business in executive government. Even though often written off as no longer functional, it still survives, even if there is no single job description. This chapter introduces the three key questions of the book: ➢ What dilemmas do cabinet governments face? ➢ In what way do they differ across countries? ➢ Why is there a common thread to all systems despite different constitutional and institutional architecture? The chapter examines the different approaches to cabinet government: constitutional, institutional, public administration, and policy analysis. It explains why the authors adopted an interpretivist approach where traditions and beliefs shape the choices of individuals. The chapter identifies the common dilemmas that must be managed in all political systems: the process, political, policy, leadership, and accountability dilemmas. It also identifies the five examples of cabinet government systems the book considers: the United Kingdom, Australia, Denmark, the Netherlands, and Switzerland.

scholarly journals Diversification and Internationalization in the European Single Market: The British Exception

2017 ◽  
Vol 91 (2) ◽  
pp. 279-299 ◽  
Author(s):  
Michael Mayer ◽  
Julia Hautz ◽  
Christian Stadler ◽  
Richard Whittington
Keyword(s):  
European Union ◽  
United Kingdom ◽  
Single Market ◽  
The European Union ◽  
The United Kingdom ◽  
Long Run ◽  
European Single Market ◽  
Diversification Strategies ◽  
European Business ◽  
European Markets

This article examines the long-run impact of the 1992 completion of the European Single Market on the diversification and internationalization of European business. It does so at a particular moment of crisis: the exit of the United Kingdom from the European Union (“Brexit”). The article finds that completion of the European Single Market is indeed associated with significant and widespread changes in the strategies of European businesses between 1993 and 2010. European business has converged on more focused diversification strategies and followed similar patterns of internationalization. The most significant exception is the consistently low level of British business's commitment to European markets. The distinctiveness of British internationalization is, in a sense, Brexit foretold.

scholarly journals Commercial Public Service Broadcasting in the United Kingdom: Public Service Television, Regulation, and the Market

2016 ◽  
Vol 18 (7) ◽  
pp. 639-654 ◽  
Author(s):  
Phil Ramsey
Keyword(s):  
United Kingdom ◽  
Public Service ◽  
Business Models ◽  
Regulatory System ◽  
Television System ◽  
The Public ◽  
The United Kingdom ◽  
Communication Approach ◽  
The Uk ◽  
First Time

The commercial public service broadcasters (PSBs) in the United Kingdom (UK) make a significant contribution to the country’s public service television system, alongside the BBC. Operating under the UK communications regulator Ofcom, the commercial PSB channels ITV, Channel 4, and Channel 5 are required to broadcast varying levels of public service content. This places these channels in a different category to all other market broadcasters in the UK. By taking a critical political economy of communication approach, this article examines how the regulatory system functions to secure public service provision in television. A particular focus is placed on the first-run originations quotas, which govern the levels of programming that are originally produced or commissioned by a commercial PSB, and broadcast for the first time in the UK. It is argued that while fulfilling the public service remit, the commercial PSBs gain significant benefits that contribute to the underpinning of their business models.

Sign in / Sign up

Export Citation Format

Share Document