Digital Cable TV Networks

2011 ◽  
pp. 542-556
Author(s):  
Ran Wei ◽  
Zizhong Zhao
Keyword(s):  
Value Chain ◽  
Business Models ◽  
The Internet ◽  
Technological Evolution ◽  
Cable Tv ◽  
Economic Forces ◽  
Recent Developments ◽  
Telecommunications Services ◽  
Digital Cable Tv ◽  
Key Terms

This chapter focuses on digital cable TV networks as a convergent network with telecommunications networks and the Internet that provides broadcasting TV and radio, telecommunications services, and IP-based publishing and e-commerce. The chapter first traces the technological evolution of cable TV, highlighting recent developments in digitalization and convergence. The transformation of cable TV networks from channel operators to unified platforms is discussed. In doing so, the key terms and concepts in cable TV technology are introduced. The technological, political, regulatory, and economic forces behind the convergence are also identified. Furthermore, this chapter examines the value chain and collaborative opportunities among the participants in the digital cable TV revolution. User-centered business models of managing digital cable TV networks are proposed.

The future of the Internet of Things: toward heterarchical ecosystems and service business models

2018 ◽  
Vol 33 (6) ◽  
pp. 749-767 ◽  
Author(s):  
Seppo Leminen ◽  
Mervi Rajahonka ◽  
Mika Westerlund ◽  
Robert Wendelin
Keyword(s):  
Internet Of Things ◽  
Business Model ◽  
Value Chain ◽  
Large Scale ◽  
Business Models ◽  
The Internet ◽  
Content Type ◽  
Industry Collaboration ◽  
New Business ◽  
The Internet Of Things

Purpose This study aims to understand their emergence and types of business models in the Internet of Things (IoT) ecosystems. Design/methodology/approach The paper builds upon a systematic literature review of IoT ecosystems and business models to construct a conceptual framework on IoT business models, and uses qualitative research methods to analyze seven industry cases. Findings The study identifies four types of IoT business models: value chain efficiency, industry collaboration, horizontal market and platform. Moreover, it discusses three evolutionary paths of new business model emergence: opening up the ecosystem for industry collaboration, replicating the solution in multiple services and return to closed ecosystem as technology matures. Research limitations/implications Identifying business models in rapidly evolving fields such as the IoT based on a small number of case studies may result in biased findings compared to large-scale surveys and globally distributed samples. However, it provides more thorough interpretations. Practical implications The study provides a framework for analyzing the types and emergence of IoT business models, and forwards the concept of “value design” as an ecosystem business model. Originality/value This paper identifies four archetypical IoT business models based on a novel framework that is independent of any specific industry, and argues that IoT business models follow an evolutionary path from closed to open, and reversely to closed ecosystems, and the value created in the networks of organizations and things will be shareable value rather than exchange value.

Cultural Tourism O2O Business Model Innovation

2020 ◽  
pp. 406-423
Author(s):  
Chao Lu ◽  
Sijing Liu
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Business Models ◽  
Business Model Innovation ◽  
Utilization Efficiency ◽  
The Internet ◽  
Enterprise Value ◽  
Model Research ◽  
The Social ◽  
Tourism Enterprises

It is absolutely not an accidental phenomenon that the development of Internet overlaps with boom of business model research. The emergence of the Internet has greatly promoted the development and study of business models. This paper focuses on exploration of O2O business model innovation by analyzing the main types, evolution and driving factors of Chinese Internet business model, taking Ctrip as the example. From the social prospective, O2O business model improves value and feeling of the customer experience as well as the operational efficiency of the enterprise value chain and utilization efficiency of social resources. This paper has also put forward what Ctrip can enlighten the development of tourism enterprises.

scholarly journals Business Models and Internet of Things

2019 ◽  
Vol 13 (1) ◽  
pp. 1192-1203
Author(s):  
Dragos Tohanean ◽  
Anca Vasilescu
Keyword(s):  
Internet Of Things ◽  
Value Chain ◽  
Business Models ◽  
New Technologies ◽  
Value Added ◽  
The Internet ◽  
Real Time Processing ◽  
New Business ◽  
The Internet Of Things ◽  
New Business Models

Abstract Information technology has massively transformed the world of business over the past fifty years - first individual functional areas within companies (“first wave”), later increasingly also cross-divisional value-added processes and trade (“second wave”). Those companies that recognized the tremendous economic potential of these upheavals and consistently adapted, profited enormously - many others, however, fell dramatically. At the same time, innovative startups emerged that successfully created and occupied new markets. With the Internet of Things (IoT), the third digital wave is currently rolling up. Their impact will be enormous - both for our everyday lives and for many industries that have so far been largely spared the disruptive power of digital transformation. Accordingly, the challenges facing most companies today are: understanding more complex competition, acquiring new digital technologies, making existing offerings smart, developing new services, networking production, efficiently analyzing vast amounts of data, and building viable organizations to push all this forward. The IoT is a driver for digitization. By analyzing machine data, the use of sensors and the intelligent real-time processing of huge amounts of data in the cloud, new business models are created. With the information gained, companies are able to improve their value chain. However, one of the most difficult issues in this context for many companies is how they can further develop their existing business model or establish successful new business models that will be based on new technologies and IoT. To investigate resulting impacts, we draw on the existing business models and deduct specifics for the Internet of Things. Building on this, in order to reach the aims of the paper the authors will use a descriptive research method and a case study in order to present how new business models work with the IoT.

scholarly journals Strategies of E-Commerce Business Value Optimization

2005 ◽  
pp. 2653-2657 ◽  
Author(s):  
Ada Scupola
Keyword(s):  
Electronic Commerce ◽  
Value Chain ◽  
Business Models ◽  
Organizational Structures ◽  
The Internet ◽  
Digital Networks ◽  
Digital Products ◽  
Electronic Networks ◽  
Information Products ◽  
America Online

The Internet economy is becoming an integral part of many countries’ economies, creating new jobs, giving rise to new companies like the dot coms and transforming traditional jobs and traditional companies. The Internet is increasingly becoming a part of the basic business model for many companies as organizations around the world are adopting new e-business models, integrated solutions to explore new ways of dealing with customers and business partners, new organizational structures and adaptable business strategies (Singh & Waddell, 2004). There are many definitions of electronic commerce (e.g., Wigand, 1997). Here, a classic definition by Kalakota and Whinston (1996) is adopted, where e-commerce is “the buying and selling of information, products and services via computer networks today and in the future via any one of the myriad of networks that make up the ‘Information Superhighway (I-way)’” (p.1). A distinction between physical and digital products can be made. A digital product is defined as a product whose complete value chain can be implemented with the use of electronic networks; for example, it can be produced and distributed electronically, and be paid for over digital networks. Examples of digital products are software, news, and journal articles. The companies selling these products are usually Internet-based “digital dot coms” such as Yahoo and America Online. On the contrary, a physical product cannot be distributed over electronic networks (e.g., a book, CDs, toys). These products can also be sold on Internet by “physical dot coms”, but they are shipped to the consumers. The corporations using electronic commerce are distinguished into “bricks and mortar” companies, hybrid “clicks and mortar” companies (such as Amazon.com) and pure dot coms (Barua & Mukhopadhyay, 2000).

scholarly journals Growth of Indian biotech companies, in the context of the international biotechnology industry

2005 ◽  
Vol 11 (2) ◽  
Author(s):  
Utkarsh Palnitkar
Keyword(s):  
Product Development ◽  
Value Chain ◽  
Business Models ◽  
Low Cost ◽  
Biotechnology Industry ◽  
Potential Market ◽  
Key Players ◽  
Recent Developments ◽  
Market Opportunities ◽  
Biotechnology Sector

The paper discusses the evolution and growth of Indian biotech companies in recent years. It focuses on the alternative business models key players in the industry have adopted and highlights the activities and achievements of some of the globally competitive companies across various segments of the market. The paper also chronicles recent developments in the industry with respect to international alliances, product development and investment and expansion. Increasingly, India is being recognised as a country that combines low-cost research and manufacturing capabilities with a rapidly improving climate for intellectual property (IP) creation and protection. Efforts are being made by Indian companies to move up the value chain in niche areas within the biotechnology sector. There is indeed a clear opportunity for global players to leverage the India advantage by collaborating with Indian companies and exploring potential market opportunities.

The global internet market(s): a reconstruction of the views of the industry

2020 ◽  
Vol 22 (2) ◽  
pp. 109-133 ◽  
Author(s):  
Jean Paul Simon
Keyword(s):  
Value Chain ◽  
Business Models ◽  
The Internet ◽  
Comprehensive Overview ◽  
Content Type ◽  
Theoretical Contribution ◽  
The Past ◽  
Internet Markets ◽  
Innovative Products ◽  
Internet Market

Purpose This paper aims to provide a synthesis of the evolution of the global internet markets through an assessment of their economic strength. It is an attempt to describe the various segments of the internet value chain and the evolution of the markets. It aims at briefly summing up the very dynamics of the sector, of the various subsectors while looking at the business models and the market capitalization. Design/methodology/approach The paper is a descriptive paper, presenting market trends, based on desk research and trade press. It is not meant to provide any theoretical contribution but attempting to reconstruct the views from the industry as documented by trade literature. Hence, the paper relies mostly on industry and consultancy data. The paper builds on a database collected by the author over the past 30 years and the selection of the relevant data to document and identify the trends and offer a synthesis of the views of the industry. Findings The paper shows how over the past 30 years the internet has changed dramatically from both a quantitative (reaching more and more users worldwide and witnessing a dramatic growth of all markets) and qualitative (offering an array of innovative products and services enabled by the deployment of new networks) and the availability of new devices. The paper reveals how each technological wave ushered in a series of innovation and new services, boosted the foundation and the growth of pioneering companies. Research limitations/implications Taking into account the lack of official data, the industry data used should be treated as just signals of potential trends, but sufficient to give an overview of the evolution of the global internet markets. Furthermore, detailed studies should complement this descriptive approach. The approach does have obvious methodological and theoretical limits, not providing a robust methodological framework just offering a reconstruction of the trends as documented by the trade publications. However, it concludes highlighting some of the tensions and contradictions. Practical implications The paper closes with a summary of the main transformations and considers some future developments. The paper draws some lessons from some failures and from the strategies of firms. Social implications The paper hints at the way users developed “unique” behaviors using social media, taking advantage of the new opportunities to exchange with others. The paper hints at some regulatory issues and challenges. Originality/value The paper briefly sums up the very dynamics of the global internet market(s). It attempts to characterize some of the main features of their evolution and of the main segments. If offers a comprehensive overview of available data.

Valuation of Alternative Business Models in Information, Communication and Media Markets

2012 ◽  
pp. 332-353
Author(s):  
Álvaro Nascimento ◽  
Fernando Santos
Keyword(s):  
Value Chain ◽  
Real Option ◽  
Business Models ◽  
User Preferences ◽  
Information Communication ◽  
Real Option Approach ◽  
Media Markets ◽  
Telecom Operator ◽  
Telecommunications Services ◽  
Pervasive Access

Information, Communication and Media Markets (ICMM) are in a process of tremendous change. IP-based technologies and services such as broadband and triple/quadruple-play are realities that have the ability to enforce the convergence of so far parallel industries, that is, Telephony, Internet, and Broadcast. In this paper, the authors derive a scenario where a telecom operator aims to design, develop, and validate a global B3G (Beyond 3rd Generation) framework to support secure, personalized, and pervasive telecommunications services built on heterogeneous network and service infrastructures. The authors rethink the telecommunications architecture and business models to enable easy, seamless, and pervasive access to content and services, while supporting user preferences and context. This proposal involves significant changes in current industry business models. A value chain approach allows the identification of different scenarios, where the firm faces several options from which to choose. The authors investigate operators’ decision process and evaluates the project based on its flexibility, using a real option approach.

Medknow Publications: a success model in the digital era

2015 ◽  
Vol 5 (8) ◽  
pp. 1-18
Author(s):  
Rojers Puthur Joseph
Keyword(s):  
Value Chain ◽  
Business Models ◽  
Publishing Industry ◽  
Society Journal ◽  
Disruptive Innovation ◽  
Scholarly Journal ◽  
The Internet ◽  
Content Type ◽  
Journal Publishing ◽  
For Profit

Subject area Innovation Strategy/Entrepreneurship. Study level/applicability The case can be used in an MBA/postgraduate management program for a course on Innovations Strategy with a focus on disruptive innovation, specifically in relation to disruption in the value chain with the adoption of new technologies or for a course on Entrepreneurship focusing on the opportunities created by the Internet-based technologies for start-up businesses. Alternatively, it can be used in a course on e-commerce strategies, particularly to demonstrate the efficiency of online distribution vis-à-vis physical channels. Case overview The case illustrates how Medknow Publications created a profitable e-commerce model out of a struggling conventional business, namely, the learned society journal publishing. It also provides a useful ground to discuss the challenges faced by the conventional scholarly journal publishing models, the current crisis in scholarly journal publishing and how Medknow, a disruptive business model innovation, would address these issues. Besides, the case illustrates how Medknow created a sustainable “for-profit” alternative to the prevailing not-for-profit models of open access publishing. Expected learning outcomes After the analysis and discussion of this case, students will be able to: appreciate how technological innovation can disrupt existing business models; understand how digitization helps improve the efficiency of value chain in the content industry, particularly the scholarly journal publishing industry; and appreciate that the flexibility of digitized content and the global reach of the Internet have the potential to transform the scholarly journal publishing industry for good. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

scholarly journals The Economic Foundation of Library Copyright Strategies in Europe

2021 ◽  
Vol 31 (1) ◽  
pp. 1-40
Author(s):  
Giuseppe Vitiello
Keyword(s):  
Value Chain ◽  
Scholarly Communication ◽  
Book Trade ◽  
Economic Forces ◽  
Recent Developments ◽  
Solid Foundation ◽  
Economic Foundation ◽  
Good For ◽  
The Difference ◽  
Stm Publishers

The author critically examines the evolution of open access libraries from the TULIP project (1991) to more recent developments. At the same time, he emphasises the role of libraries as key agents of national book policies through Public Lending Rights. After having shown the difference between the scholarly communication and the book chains, both in printed and digital form, the author points to the position that libraries hold on the distribution segment of the chains and how they are unable to turn power relations among actors to their own advantage. If content if king, organisations distributing content are normally king-makers, as the example of STM publishers clearly shows. Nevertheless, fragmentation and the assumption that what is good for libraries is also good for users do not allow libraries to understand the needs of the different stakeholders present in the value chain and provide appropriate services to them. This aspect is emphasised further in the book trade, where libraries have been hesitant in realising the economic foundation of copyright regulations which consists of trading off “the costs of limiting access to a work against the benefits of providing incentives to create the work in the first place” (Landes & Posner). After having examined library copyright strategies both in the book trade and in scholarly communication with a thorough discussion on (e-)lending and controlled digital lending, the author claims that copyright regulations are not written in the sky but on a solid foundation of economic forces which shape the book and information chains. Libraries’ strategies should aim to reinforce their relevance in the distribution segment and demonstrate their ability to provide services to all actors in the value chain. This role should also impact on the normalisation of library-publisher relations.

Cultural Tourism O2O Business Model Innovation

2020 ◽  
pp. 25-41
Author(s):  
Chao Lu ◽  
Sijing Liu
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Business Models ◽  
Business Model Innovation ◽  
Utilization Efficiency ◽  
The Internet ◽  
Enterprise Value ◽  
Model Research ◽  
The Social ◽  
Tourism Enterprises

It is absolutely not an accidental phenomenon that the development of Internet overlaps with boom of business model research. The emergence of the Internet has greatly promoted the development and study of business models. This paper focuses on exploration of O2O business model innovation by analyzing the main types, evolution and driving factors of Chinese Internet business model, taking Ctrip as the example. From the social prospective, O2O business model improves value and feeling of the customer experience as well as the operational efficiency of the enterprise value chain and utilization efficiency of social resources. This paper has also put forward what Ctrip can enlighten the development of tourism enterprises.

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