The transformation of audiovisual media companies: The cases of Mediaset (Italy) and Antena 3 (Spain)

Medina, Mercedes; Prario, Benedetta

doi:10.1016/j.scoms.2013.10.001

Cited by 6 publications

(4 citation statements)

References 13 publications

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“…For example, game developers can obtain not only direct income from players buying games and related props, but also licensing fees by authorizing downstream additional products (such as popular game dolls, clothing, or character collection cards). In general, the greater the acceptance or popularity of a game, the greater the likelihood that the game developer will profit through multiple channels [60]. Therefore, this paper suggests that the higher the acceptance and popularity of the game, the more successful the game is, in other words, the better the product performance will be.…”

Section: Measures (1) Dependent Variablementioning

confidence: 96%

“…Product performance is to capture successful games. Games can often generate multiple profit models [60]. For example, game developers can obtain not only direct income from players buying games and related props, but also licensing fees by authorizing downstream additional products (such as popular game dolls, clothing, or character collection cards).…”

Section: Measures (1) Dependent Variablementioning

confidence: 99%

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When Do You Enter? Entrepreneurial Firms’ Entry Timing and Product Performance in the Digital Platform Market

et al. 2023

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The digital platform market has evolved into a critical location for firms to engage in innovation and entrepreneurship. However, there is no clear answer to the question of when entrepreneurial firms should enter the digital platform market in order to gain a sustainable competitive advantage. A balanced panel and an individual fixed effect model were built using monthly product data from game developers on the Steam platform. Furthermore, in accordance with first-mover advantage theory, this study empirically investigated the impact of entry timing on product performance of entrepreneurial firms in the digital platform market, as well as the moderating effect of product updates. The results show that the impact of entrepreneurial firms’ entry timing on product performance in the digital platform market has a U-shaped relationship, which is moderated by product updates. These findings not only have implications for entrepreneurs looking to compete in the digital platform market, but also contribute to the sustainable development of the digital platform ecosystem.

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Section: Measures (1) Dependent Variablementioning

confidence: 96%

Section: Measures (1) Dependent Variablementioning

confidence: 99%

When Do You Enter? Entrepreneurial Firms’ Entry Timing and Product Performance in the Digital Platform Market

et al. 2023

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“…Thanks to the digital revolution, devices have a higher focus on online interactive media, Internet TV, over-the-top (OTT) content, on-demand streaming media, and home networking access (Deloitte, 2011;Accenture, 2012;Tyron 2012) and the traditional audiovisual companies are trying to adapt their products to these new devices (Weeds, 2008;Doyle, 2010;Medina et al, 2011;Medina and Prario, 2013). The main broadcasters have started to offer online contents on a payment basis.…”

Section: Introductionmentioning

confidence: 99%

The impact of digitalization on the strategies of pay TV in Spain

Medina¹,

Herrero²,

Etayo³

2015

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Introduction. The landscape of the audiovisual market has dramatically changed over the last thirty years, and even more so since the implementation of digital terrestrial television throughout Europe. New suppliers of audiovisual content have appeared and a range of pay-per-view and free-to-air services now compete against one another. Methodology. After all the changes, we wonder if there is still space for pay TV and how the strategy of pay TV operators might be developed. To do so, we will analyse current offerings according to three key factors: business models based on revenue and offering, clients, and competitors. Conclusions. After data analysis, we conclude that in spite of the threats to pay television operators, pay TV will be the engine of change, and the willingness to pay will increase. Most of the popular free-to-air contents, will become premium content.

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“…Las compañías tradicionales están tratando de adaptar sus ofertas a este nuevo ecosistema (Weeds, 2008;Doyle, 2010;Medina et al, 2011;Medina and Prario, 2013) y las más competitivas están empezando a ofrecer contenidos online de pago.…”

Section: Introductionunclassified

Impacto de la digitalización en la televisión de pago en España

Medina

Herrero

Etayo

2015

RLCS

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Impacto de la digitalización en la televisión de pago en EspañaThe impact of digitalization on the strategies of pay TV in Spain Abstracts[ES] Introducción. El mercado audiovisual se ha transformado radicalmente en los últimos treinta años, y especialmente tras la implementación de la televisión digital terrestre en Europa. Nuevos competidores están ofreciendo contenidos de pago y ahora operadores tradicionales de televisión en abierto también compiten con ofertas de pago. Metodología. Ante estas amenazas, nos preguntamos por el futuro de la televisión de pago y qué estrategia deberán seguir las compañías actuales. Para investigarlo, analizaremos las ofertas actuales bajo tres aspectos: el modelo de negocio basado en las fuentes de ingresos y la oferta, los clientes y los competidores. Conclusiones. Después de analizar los datos, concluimos que a pesar de las amenazas, la televisión de pago será el motor del cambio, y que los deseos de pagar por ver televisión aumentarán, siempre y cuando se tenga acceso a contenidos populares en exclusiva.[EN] Introduction. The landscape of the audiovisual market has dramatically changed over the last thirty years, and even more so since the implementation of digital terrestrial television throughout Europe. New suppliers of audiovisual content have appeared and a range of pay-per-view and freeto-air services now compete against one another. Methodology. After all the changes, we wonder if there is still space for pay TV and how the strategy of pay TV operators might be developed. To do so, we will analyse current offerings according to three key factors: business models based on revenue and offering, clients, and competitors. Conclusions. After data analysis, we conclude that in spite of the threats to pay television operators, pay TV will be the engine of change, and the willingness to pay will increase. Most of the popular free-to-air contents, will become premium content.

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The transformation of audiovisual media companies: The cases of Mediaset (Italy) and Antena 3 (Spain)

Cited by 6 publications

References 13 publications

When Do You Enter? Entrepreneurial Firms’ Entry Timing and Product Performance in the Digital Platform Market

When Do You Enter? Entrepreneurial Firms’ Entry Timing and Product Performance in the Digital Platform Market

The impact of digitalization on the strategies of pay TV in Spain

Impacto de la digitalización en la televisión de pago en España

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