Value Networks and Changing Business Models for the Digital Television Industry

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

“…Owing to the considerable sunk costs in platform development and content acquisition, the market tends towards fierce competition and monopoly structures. However, as [40] argues, exclusive rights purchase reflects the one-sided merchant mode and leaves no opportunities for a multiplatform strategy as other parties are denied access to crowd-pulling supply. Value creation in broadcasting markets is changing as content is progressively being rented through licensed access rather than being bought by platform operators.…”

“…This business model opposes to the two-sided platform model that allows affiliated sellers to sell directly to affiliated buyers. Consider video on demand applications such as YouTube, whereby content is provided to the platform and income is shared among the content provider and the platform owner [18]. As [17] argues, "two-sidedness is not a 0-1 notion: rather, there is a continuum of forms of intermediation".…”

“…Value creation in broadcasting markets is changing as content is progressively being rented through licensed access rather than being bought by platform operators. Given the transition towards externalitydriven platforms and the rise of the retail model (pay-per-view) questions have arisen whether exclusive dealings really are the most profitable strategy for premium programming producers [37][38][39][40][41].…”

Co-opetition of TV broadcasters in online video markets: A winning strategy?

“…Although it is impossible to accurately predict tomorrow's business model for TV broadcasting and distribution, there is, however, little doubt that the future value creation models in digital TV will fundamentally differ from those applied in analogue industries (Evens, 2010). Hence, the article focuses on the fundamental organisational change that the TV industry witnesses following the popularity of online video services.…”

Hooked on lit screens

“…Several researchers have also directly explored the relationship between television, new media, and the Internet (Palmer, 2006;Vukanovic, 2009;Doyle, 2010;Evens, 2010;Gunter, 2010) and their implications for media management (Anderson, 2006;Ulin, 2013;Voguel, 2014;Doyle, 2015). Previous studies about the evolution of consumption habits are important for the purposes of this study (Evans, 2011 In the case of Spain, such issues have been addressed from a number of research perspectives including the interrelationships between television, convergence, business models, and new technologies (Arrojo, 2010 As a reading of the relevant academic literature reveals, not only have the interconnected multiplatform environment and digitalization had an impact on audience viewing habits, they have also had a profound impact on the audiovisual industry itself in terms of its production and distribution processes (Doyle, 2016), as well as on the business models that underpin it.…”