Mobile Television in Italy: Value Chains and Business Models of Telecommunications Operators

Prario, Benedetta

doi:10.1080/16522354.2007.11073443

Cited by 11 publications

(6 citation statements)

References 1 publication

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“…The service dimension serves as a reference to the other domains as the framework assumes that a business model should start with the demand side of a service offering and that the experienced consumer value should be considered one of the most relevant aspects of the mobile supply [3]. Together with pricing, content bundling is regarded as an essential part in the value proposition of mobile service platforms [33]. Because particularly premium content is seen as primary means for platform differentiation and competition, content acquisition should be considered a critical design issue in business modeling.…”

Section: Content Provision In Business Modelsmentioning

confidence: 99%

Content (non-)exclusivity in platform businesses the case of mobile broadcasting platforms

Evens

2010

2010 14th International Conference on Intelligence in Next Generation Networks

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By means of a literature review, the paper discusses the role of exclusive dealings for premium content in mobile broadcasting platforms. As first movers may benefit from exclusive access, alternative operators are facing significant barriers for accessing must-have content that may drive consumer uptake and subscription rates. In this paper, it is argued that exclusivity not only drives media markets but also forecloses them and hinders fair competition and radical innovation. Therefore, a platform-based broadcasting model with shared access and royalty-based revenues is proposed as all stakeholders -content producers, platform operators and consumers -may benefit from the non-exclusive distribution of premium content.

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Section: Content Provision In Business Modelsmentioning

confidence: 99%

Content (non-)exclusivity in platform businesses the case of mobile broadcasting platforms

Evens

2010

2010 14th International Conference on Intelligence in Next Generation Networks

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“…As a result, broadcasters' core business skills are shifting from scheduling to providing content. A portfolio strategy should be adopted to supply various digital platforms including mobile and online television services, which can be managed themselves or by independent operators (Prario, 2007). This may create possibilities for developing long-tail based business models and selling thematic niche content.…”

Section: Business Modelsmentioning

confidence: 99%

Value Networks and Changing Business Models for the Digital Television Industry

Evens

2010

Journal of Media Business Studies

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“…The mobile network operator bills the end users and pays Mediaset for the content. In the cases of Telecom Italia and Vodafone-which manage their own independent service platforms but rent network capacity from Mediaset network-they must also pay Mediaset for network operation services (Colapinto & Prario, 2009b;Prario, 2007).…”

Section: Mobile Televisionmentioning

confidence: 99%

Moving to a Multichannel and Multiplatform Company in the Emerging and Digital Media Ecosystem: The Case of Mediaset Group

Colapinto

2010

International Journal on Media Management

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In a moment of technological development, Mediaset Group, as most media incumbents, has to experiment with the revenue model, the industry value chain, and the enterprise model, including the use of partnerships and acquisitions, both in Italy and Spain. Mediaset needs to sense and respond rapidly to stay in synchrony with consumer behavior shifts. In the last decade, the company ventured in Internet, digital television (2004), pay-per-view (2005, starting from a smart card strategy), and mobile TV (2006); and got the current networked form of a fully international, integrated company. As a result, advertising is no longer the only revenue stream: Nowadays, Mediaset receives money from premium content access and from the renting of spectrum, widening the value created by new businesses (portfolio strategy). Relevant investments have been made on the content side: First, the acquisition of Endemol, a top editorial content company, enables Mediaset to act as leading producer in the television market. The success of Mediaset in the 2000s is also due to a networking logic and the ability to interlock with networks of finance, production, advertising, technology, and (more than others) politics. The incumbents are facing the arrival of the new media actors, often characterized by user-generated content and open distribution platforms in opposition to their business model based on content produced by professionals and distributed through proprietary platforms (

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Mobile Television in Italy: Value Chains and Business Models of Telecommunications Operators

Cited by 11 publications

References 1 publication

Content (non-)exclusivity in platform businesses the case of mobile broadcasting platforms

Content (non-)exclusivity in platform businesses the case of mobile broadcasting platforms

Value Networks and Changing Business Models for the Digital Television Industry

Moving to a Multichannel and Multiplatform Company in the Emerging and Digital Media Ecosystem: The Case of Mediaset Group

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