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Article

Pieter Nooren, Andra Leurdijk and Nico van Eijk

Video distribution over the internet leads to heated net‐neutrality related debates between network operators and over‐the‐top application providers. The purpose of this

Abstract

Purpose

Video distribution over the internet leads to heated net‐neutrality related debates between network operators and over‐the‐top application providers. The purpose of this paper is to analyze this debate from a new perspective that takes into account all of the assets that companies try to exploit in the so‐called battle for eyeballs in video distribution.

Design/methodology/approach

The systematic value chain analysis is used to determine the points along the value chain where net neutrality interacts with video distribution. The inputs to the analysis are the existing and proposed policy measures for net neutrality in Europe and in the USA, and a number of net neutrality incidents that have led to discussions earlier.

Findings

The paper finds that the current and proposed policy measures aimed at net neutrality each contribute to a certain extent to their intended effects. However, the analysis also shows that they are likely to lead to new debates in other parts of the value chain, as players try to compensate the loss of influence or revenue streams by rearranging the ways in which they exploit their assets.

Practical implications

Further and new debates are expected in the areas of peering and interconnection, distribution of resources between over‐the‐top and managed services and the role of devices with tightly linked search engines, recommendation systems and app stores.

Originality/value

The new perspectives offered by our value‐chain based analysis are valuable for policy makers who aim to promote net neutrality and simultaneously stimulate competition and innovation throughout the value chain.

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Article

Divya Madnani, Semila Fernandes and Nidhi Madnani

The outbreak of COVID-19 saw a robust increase in viewership of over-the-top (OTT) media platforms. This study aims to investigate the impact of COVID-19 on OTT platforms…

Abstract

Purpose

The outbreak of COVID-19 saw a robust increase in viewership of over-the-top (OTT) media platforms. This study aims to investigate the impact of COVID-19 on OTT platforms in India, as it has led to reshaping consumer content preferences.

Design/methodology/approach

The authors have conducted primary research by doing a survey and focus group discussion. The first study has focused on the impact of various factors such as time, content, convenience, satisfaction and work from home (WFH) on OTT platforms during the COVID-19 crisis and the second study has focused on change in behavior of people before and during lockdown using visual representation.

Findings

The findings of this study show that lockdown has played a major role in the increase in viewership of OTT platforms, as people working from home are also using OTT platforms more. The average hours spent on OTT have increased from 0–2 to 2–5 h and average spending that users are willing to make on OTT platforms is Rs 100–300 (per month). The satisfaction level of customers is directly related to space to watch with family, time to use OTT platforms, the quality of content on OTT platforms and preference of OTT platform over television. Also, factors such as age group, occupation, city and income groups also determine the usage of the OTT platform.

Originality/value

The main contribution of this paper is to analyze the customer needs that impact their satisfaction level.

Details

International Journal of Pervasive Computing and Communications, vol. 16 no. 5
Type: Research Article
ISSN: 1742-7371

Keywords

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Article

Shiva Koul, Suhas Suresh Ambekar and Manoj Hudnurkar

The purpose of this paper is to determine, rank and form composite relational factors that impact the millennial consumer’s mind-set when they opt for an access-based…

Abstract

Purpose

The purpose of this paper is to determine, rank and form composite relational factors that impact the millennial consumer’s mind-set when they opt for an access-based subscription of an over-the-top (OTT) platform service. In the competitive rising Indian market of OTT platforms, there is a need to understand what factors drive the subscription of a service for a company strategizing to build up on their customer base or for a company seeking to retain its customers.

Design/methodology/approach

The approach includes determining factors that impact the buying behavior of the consumer and have them ranked by the survey participants in order of their importance as a factor in considering a subscription of an OTT platform service. Questionnaire as a method is used for primary data collection in this research. Using “purposive sampling,” participants of the survey were determined based on their age group and current or historic consumption of at least one OTT platform service. The survey was conducted for the millennial viewership from Tier I and Tier II cities that have good internet connectivity over their mobile phones.

Findings

The result of this research is a ranking of factors based on their importance as perceived by the millennial consumers and then form composite factors, which have similarities in responses.

Practical implications

This research enables the consumers of the information to dwell on the factors that prove to be of comparative importance to the consumer and plan/forecast their strategies and further research studies accordingly.

Originality/value

A research along similar lines has been conducted for US-based OTT platforms. However, this research is specific for Indian consumers and platforms and holds significance because of growth in the Indian OTT market.

Details

International Journal of Innovation Science, vol. 13 no. 1
Type: Research Article
ISSN: 1757-2223

Keywords

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Article

Juan José Ganuza and María Fernanda Viecens

This paper aims to focus on the interplay between the market of contents and telecom operators. Traditional telecom operators are vulnerable to the new markets and…

Abstract

Purpose

This paper aims to focus on the interplay between the market of contents and telecom operators. Traditional telecom operators are vulnerable to the new markets and services that appear as a consequence of accessibility to the Internet and, in particular, in the face of over-the-top content as Netflix.

Design/methodology/approach

The authors build a conceptual framework to analyze the response strategies by telecom operators in the context of an evolving TV technology.

Findings

They argue that the technology that enabled bundling of services was the entry door of telecom operators to the content market and that, nowadays, online TV may be their exit door if they do not display innovative strategies to remain in this market.

Originality/value

This is the first paper exploring the interplay between the market of contents and telecom operators with a focus in countries from Latin America.

Details

info, vol. 16 no. 5
Type: Research Article
ISSN: 1463-6697

Keywords

Content available
Case study

Jitender Kumar, Ashish Gupta and Sweta Dixit

The case study illustrated strategic, marketing, financial and operational challenges faced by Netflix in India's growing SVoD market. This case is appropriate in courses…

Abstract

Learning outcomes

The case study illustrated strategic, marketing, financial and operational challenges faced by Netflix in India's growing SVoD market. This case is appropriate in courses such as Strategic Management, Business Strategy, Marketing Management and International Marketing for postgraduate MBA students, other graduate-level management programs and undergraduate-level students. The case was developed to raise awareness among students, to understand the complex nature of the technology-driven industry, to survive in the highly competitive market, to set up a company that serves the huge Indian market. This case delves into the dynamics of marketing on the Indian market, characterized by unorganized players such as local cable television; torrent downloads and organized and established players, low digitalization rates, language barriers, low internet penetration, lack of infrastructure, price-sensitive consumers. Due to up-gradation in technology, internet penetration, an increase in smartphone users, and the market has undergone a notable amount of change, due to a lot on new entrants, competitions, substitutes. The case states various obstacles, for a multinational company while entering the market such as India and how they are required to strategize, mold their marketing mix, need to analyze en-cash their strength, overcome their weakness, take maximum advantage of opportunities and modify their strategies to face huge challenges. The specific learning outcome of the case will help students to understand the strategy that multinational companies can adopt to sustain, compete in emerging countries such as India and within that emerging market such as streaming videos on demand (SVoD). This case will help students to understand the importance of internal and external resources, which help multinational companies to make strategies based on these resources. The case study offers learners the opportunity to explore the strategy in a dynamic environment. This case also highlights the critical issues that should be addressed by multinational companies when entering into a foreign market. The case highlights the importance of analyzing the competitive environment in which it’s going to compete and sustain. It can be used to introduce Ansoff’s growth matrix, internal and external factor analysis and porter’s five forces in the delivery of course for both regular and executive programs. The case should be offered in the middle term periods of the course. Additionally, the case could be used in marketing courses to indicate the importance of scanning the business environment in marketing activities for any organization. The case illustrates the strategies that companies can undertake to expand the market, introduce new products, as per the requirement of business environment and concerns linked with innovating approaches to support the organization to satisfy a larger number of price-sensitive consumers from varied backgrounds.

Case overview/synopsis

Netflix has been optimistic about the potential growth of the Indian market. It will grow slowly and gradually and become profitable. The SVoD market in India has been price sensitive. There are no plans for cheaper prices. Netflix had a long way to go. The pricing model of Netflix was a hurdle in its growth, but the future of Netflix in India was bright. There have been numerous challenges in terms of government regulations, pricing structure and an increase in the number of competitive players on the market. Netflix believed that Indian audiences enjoyed “Bollywood” film productions but watched low-quality soap opera content on television. Television audiences were a massive untapped market for their brand of original, exclusively produced content. Can Netflix come up with a marketing and growth strategy, or else they might be looking to lose market share and revenue. Should a new product such as Amazon and MI fire stick be introduced in the existing market like their competitors? Should they enter the existing market with existing products, or should they seek a new market in India, such as the rural market, the Pyramid market, the Tier II market and the City III market? Should they diversify into a new market with new products? How Netflix should plan its market communication if it wants to launch a new product or if it wants to reposition its existing product. Netflix had to rethink its strategies and also needed to address these issues so that they could travel smoothly on Indian roads. High marketing budget and aggressive promotions helped Netflix India to make a profit in its first year.

Complexity academic level

Postgraduate MBA students, other graduate-level management programs and undergraduate-level students.

Supplementary materials

Teaching notes are available for educators only.

Subject code

CSS 11: Strategy.

Details

Emerald Emerging Markets Case Studies, vol. 10 no. 3
Type: Case Study
ISSN: 2045-0621

Keywords

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Article

Sungbum Park, Sang-ug Kang and Hangjung Zo

The purpose of this paper is to examine how user-perceived video quality, measured by computer assisted web survey, interacts with content richness (CR) and interactivity…

Abstract

Purpose

The purpose of this paper is to examine how user-perceived video quality, measured by computer assisted web survey, interacts with content richness (CR) and interactivity (IA). It also analyzes how those internet protocol television (IPTV) idiosyncrasies impacts audience perceptions (perceived usefulness (PU) and perceived resistance (PR)) and actual subscriptions.

Design/methodology/approach

A computer assisted web survey was administered in Korea to collect data. A structural equation model and Z-test analyses were conducted to address the research hypotheses.

Findings

User-perceived video quality influences audience perceptions (PU and PR) through interaction with CR and IA. Subscriber perceptions have a causal relationship with IPTV subscriptions.

Practical implications

Balanced improvement of the IPTV value chain, from content to technical (platform, network, and terminal) perspectives, are necessary for IPTV diffusion. Also, IPTV providers should establish the diffusion strategies, minimizing the user-perceived restrictiveness as well as maximizing the PU.

Originality/value

This study shows computer assisted assessment of video quality can be applied to behavior science. The research model suggests PR, which has been relatively unnoticed is included in existing technology acceptance theories. The introduced antecedents of IPTV subscriptions can be referred to as key performance indicators regarding new media adoption studies.

Details

Information Technology & People, vol. 29 no. 2
Type: Research Article
ISSN: 0959-3845

Keywords

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Article

Carlos A. Diaz Ruiz, Jonathan J. Baker, Katy Mason and Kieran Tierney

This paper aims to investigate two seminal market-scanning frameworks – the five-forces analysis and PESTEL environmental scanning tool – to assess their readiness for…

Abstract

Purpose

This paper aims to investigate two seminal market-scanning frameworks – the five-forces analysis and PESTEL environmental scanning tool – to assess their readiness for anticipating market-shaping acts.

Design/methodology/approach

Drawing on the market-shaping literature that conceptualizes markets as complex adaptive systems, this conceptual paper interrogates the underlying assumptions and “blind spots” in two seminal market-scanning frameworks. The paper showcases three illustrative vignettes in which non-industry actors catalyzed market change in ways that these market-scanning frameworks would not be able to anticipate.

Findings

Marketing strategists can be “blindsided” as seminal market-scanning frameworks have either too narrow an interpretation of market change or are too broad to anticipate specific types of market-shaping acts. The assumptions about markets that underpin these market-scanning frameworks contribute to incumbents being slow to realize market-shaping acts are taking place.

Research limitations/implications

The authors extend market-scanning to include a type of managerial myopia that fails to register the socially embedded, systemic nature of complex contemporary markets. Furthermore, the paper provides an “actors-agendas-outcomes” scanning framework that offers awareness of market-shaping acts.

Originality/value

This paper is the first to consider market-scanning frameworks from a market-shaping perspective.

Details

Journal of Business & Industrial Marketing, vol. 35 no. 9
Type: Research Article
ISSN: 0885-8624

Keywords

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Abstract

Details

Strategizing
Type: Book
ISBN: 978-1-78973-698-4

Abstract

Details

Information Pollution as Social Harm: Investigating the Digital Drift of Medical Misinformation in a Time of Crisis
Type: Book
ISBN: 978-1-80071-522-6

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Article

Stuart E. Jackson

Most business organizations put lots of thought and effort into how to sell and deliver to customers a product or service that meets their needs at a particular point in

Abstract

Purpose

Most business organizations put lots of thought and effort into how to sell and deliver to customers a product or service that meets their needs at a particular point in time. But they often neglect to think about what is important to the customer to get the most value from the product or service after the sale is complete. For example, customers may be concerned about product maintenance, ongoing monitoring, protection in the event of breakdowns or the need to fund overhaul or replacement of the product when it wears out. The author discusses case examples of companies that do a good job of anticipating and addressing these needs, which often leads to highly profitable recurring revenue streams for providers. The author proposes six key strategies for companies considering going down this path.

Design/methodology/approach

In this article, the author cites a number of case examples of businesses that have built recurring revenues from after‐sales service offerings. Examples industries included in the article include the consumer home services and commercial capital equipment. The author then draws lessons that can be applied broadly by any company considering ways to build recurring service revenues from its customers.

Findings

The author proposes six strategies for building service plan businesses: create awareness of potential losses; lower the barriers to sign up; make it an easy add‐on; incentivize front‐line salespeople; make it self‐renewing; and trade on your company's good name.

Originality/value

This article sheds light on the economics and benefits of well‐designed service plans. When done well, this can often transform a servicing cost center into a highly profitable business line that can help carry product businesses through lean periods of new product sales.

Details

Journal of Business Strategy, vol. 32 no. 2
Type: Research Article
ISSN: 0275-6668

Keywords

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