FoMMT an der LMU München

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Lerne jetzt mit Karteikarten und Zusammenfassungen für den Kurs FoMMT an der LMU München.

Beispielhafte Karteikarten für FoMMT an der LMU München auf StudySmarter:

Business Model Canvas

Beispielhafte Karteikarten für FoMMT an der LMU München auf StudySmarter:

What are effective solutions to online piravy?

Beispielhafte Karteikarten für FoMMT an der LMU München auf StudySmarter:

Taxonomy of Internet Business Models

Beispielhafte Karteikarten für FoMMT an der LMU München auf StudySmarter:

Strategic properties of the Internet

Beispielhafte Karteikarten für FoMMT an der LMU München auf StudySmarter:

Paper: What has the Internet changed?

Beispielhafte Karteikarten für FoMMT an der LMU München auf StudySmarter:

What are arguments for/against net neutrality?

Beispielhafte Karteikarten für FoMMT an der LMU München auf StudySmarter:

What is one-sided pricing, what two-sided pricing and who should be charged (content provider or users)?

Beispielhafte Karteikarten für FoMMT an der LMU München auf StudySmarter:

Characteristics that form the neutrality policy debate?

Beispielhafte Karteikarten für FoMMT an der LMU München auf StudySmarter:

Paper: What is network neutrality?

Beispielhafte Karteikarten für FoMMT an der LMU München auf StudySmarter:

Future of Competition on the Internet

Beispielhafte Karteikarten für FoMMT an der LMU München auf StudySmarter:

Core Elements of an Internet Business Strategy

Beispielhafte Karteikarten für FoMMT an der LMU München auf StudySmarter:

Differences of online news to VoD and music streaming

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Beispielhafte Karteikarten für FoMMT an der LMU München auf StudySmarter:

FoMMT

Business Model Canvas
How an organization creates, delivers and captures value
1. Customer: Customer Relationship, Customer Segments, Channels
2. Offer: Value Proposition
3. Infrastructure: Key Partners, Key Activities, Key Resources
4. Finance: Cost Structure, Revenue Streams

FoMMT

What are effective solutions to online piravy?
– offering the content combined with ads (in video) (Advertising model) -> high convenience
– Value and convenience (Apple Match -> make every song accesablie on every device for a subscription fee – > leveraging piracy than punishing it)
– Establishing adequate limits of
applying takedown services and
supporting technologies: activly delet unauthorized content form web servers. -> used when there is a high level of piracy in a industry
– Follow the math:
Design models that model the impact of online piracy on a company -> decision support how to act against piracy

FoMMT

Taxonomy of Internet Business Models
5 (not mutually exclusive) categories
– Content (collect, select, remix, distribute, distribute and/or present)
– Connection and Communication (physical communication and/or communication or participation in community) e.g. freemium models
– Context (relevant information, reducing complexity) e.g. Google
– Commerce (trade products and services) e.g. Amazon, eBay

FoMMT

Strategic properties of the Internet
– Distribution Channel
– Scalability
– Ubiquity (broadband and mobile access)
– Universality (global ability)
– Mediating technology (inter-organizationally, directly btw. buyers and sellers dis-intermediation, new forms of intermediaries re-intermediation)
– Network externalities (direct and indirect)
– Customer engagement (direct communication, UGC, crowdsourcing)
– Reduced information asymmetries
– Transaction cost reducer

FoMMT

Paper: What has the Internet changed?
– Internet has changed traditional ways to gain competitive advantage businesses adapt strategies and reconfigure their value chains
– Internet as important distribution channel new consumer demands, IGC, new forms of CR and engagement
– Intensified competition
– Increased transparency shift from seller to buyer market
– Co-opetitive inter-firm arrangements
– Platforms
– Hybrid competitive strategies
–> Choosing appropriate business model is crucial

FoMMT

What are arguments for/against net neutrality?
For –> Content Provider
– Harder time reaching end users for content providers, reducing the benefits that end users receive from their internet connection.
– Deter content providers from innovating
– ISPs are strategically degrading the quality of the non-priority lane in order to drive traffic to a paid-for prioritized lane 

Against –> ISPs
– Efficient management of congestion due to differentiating charges and treatment of
– Providing an ongoing incentive to invest in faster service and innovate

FoMMT

What is one-sided pricing, what two-sided pricing and who should be charged (content provider or users)?
1-sided: The most basic definition of net neutrality is to prohibit payments from content providers to internet service providers –> if heterogeneity among content providers is particularly pronounced
2-sided: if such payments from content providers to internet service providers were permitted –> if heterogeneity among end users is particularly pronounced

FoMMT

Characteristics that form the neutrality policy debate?
– complementarity between inputs provided by different firms
– the direction and size of the flow of traffic and the flow of payments
– potential market power by some firms—in particular, access internet service providers

FoMMT

Paper: What is network neutrality?
ISPs should be required to treat all data from all content providers in the same way
Opposite:
– ISPs could slow down delivery of certain content– or even blocking it – so that it would not cause congestion and hinder other kinds of service,
– contracts to provide preferential treatment to the services of some content providers, giving their data a “fast lane” to users, so that other traffic would receive a “slow lane” during moments of congestion and arrive later

FoMMT

Future of Competition on the Internet
– Ability to adapt business models to environmental changes quickly and frequently
– Extraordinary competencies in Internet technologies and in-depth knowledge about the industry anticipate technological change, development of costs, and future capabilities of rivals
– Firms fail to pursue the opportunities for value creation and capture arising from leveraging the company-wide opportunities of digital transformation
– Establishing smaller, flexible, and autonomous corporate units to solving the ‘innovator’s dilemma’
– Business value co-creation more widespread than in traditional markets
– Skills needed for the future: ecosystem management, big data, consideration of regulatory frameworks regarding net neutrality and user privacy
– Adhering to conventional business strategies, models, and practices for too long can be an unpleasant experience

FoMMT

Core Elements of an Internet Business Strategy
– How to provide value and generate revenue, required core capabilities and resources, protection from imitation
– Porter’s 5 Forces: Threat of new Entry ↑, Buyer Power ↑, Threat of Substitutes ↑, Supplier Power ↓, Competitive Rivalry ↑
– Sources of Competitive Advantage: Dynamic capabilities (adapt to market changes), complementary assets, partnerships, creation of switching costs, organizational structures encouraging experimenting, learning about customer desires, crowdsourcing

FoMMT

Differences of online news to VoD and music streaming
– Movies are exclusive (low quality and inconvenient & illegal access to pirated movies); whereas most news are provided with little differences by many (free) sources
– News often perceived as “less fun”, no “cliffhanger experience”, lower temporal consumption level lower WTP
– VoD and music streaming platforms offer great portfolio range for various interests and preferences, whereas newspapers tend to speak to very specific demographic / target group and have a comparatively low content output

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