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

Abstract

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 (

Dynamic Capabilities and Superior Firm Performance in the Uk Media Industry

“…These included; Aspirational statements made by the Chairman/CEO (Winter, 2003); Managerial Cognition (Tripsas and Gavetti, 2000); R&D costs (Helfat and Raubitschek, 2000, Steinbock, 2000, Macher and Mowery, 2009); An indication of product development (Helfat and Raubitschek, 2000), Steinbock, 2000, Winter, 2003, Danneels, 2002, Eisenhardt and Martin, 2000; Significant Investment in people, and or, processes (Zollo andWinter, 2002, Winter, 2003); Acquisition of other companies for their capabilities (Eisenhardt and Martin, 2000, Winter, 2003, Colapinto, 2010.…”

“…The factors that enable the development of a dynamic capability has been presented by numerous authors (Colapinto, 2010;Macher and Mowery, 2009;Winter, 2003;Danneels, 2002;Steinbock, 2000;Eisenhardt and Martin, 2000;Helfat, 2000;Karim and Mitchell, 2000) who have argued that this reconfiguration and refreshing of a firm's resource base can be achieved by four tangible resourced based approaches; investment in new organisational processes and routines; product innovation and development; forming strategic alliances; corporate acquisitions and mergers.…”

“…The renewal and reconfiguration of firm capabilities and competencies may be achieved through two means, organic resource investment or the acquisition of another organisations capabilities (Colapinto, 2010;Macher and Mowery, 2009;Winter, 2003;Danneels, 2002;Steinbock, 2000;Eisenhardt and Martin, 2000;Helfat, 2000;Karim and Mitchell, 2000).…”

Cybermedia economics: revenue model and sources of financing

“…Some microeconomic studies have been published that use case studies to analyze Internet media within large media groups like Prisa (Cea-Esteruelas, 2009), Mediaset (Colapinto, 2010) or the Portuguese Media Capital Group (Faustino, 2007 ).…”

The End of Television—Again! How TV Is Still Influenced by Cultural Factors in the Age of Digital Intermediaries

“…The concept of media ecosystem is used in many different ways, pointing to the increasing interdependence of different media and technologies and how developments in one sector affect others (Colapinto, 2010;Hiler, 2002;Lasica, 2003). In this context, the concept of ecosystem implies a perspective where existing national television companies are not judged solely on their own merits, but seen as vehicles to regulate and obtain results across the media market.…”