Valuation of Alternative Business Models in Information, Communication and Media Markets

2010 ◽  
Vol 6 (2) ◽  
pp. 69-89
Author(s):  
Álvaro Nascimento ◽  
Fernando Santos
Keyword(s):  
Value Chain ◽  
Real Option ◽  
Business Models ◽  
User Preferences ◽  
Information Communication ◽  
A Value ◽  
Real Option Approach ◽  
Media Markets ◽  
Telecom Operator ◽  
Telecommunications Services

Information, Communication and Media Markets (ICMM) are in a process of tremendous change. IP-based technologies and services such as broadband and triple/quadruple-play are realities that have the ability to enforce the convergence of so far parallel industries, that is, Telephony, Internet, and Broadcast. In this paper, the authors derive a scenario where a telecom operator aims to design, develop, and validate a global B3G (Beyond 3rd Generation) framework to support secure, personalized, and pervasive telecommunications services built on heterogeneous network and service infrastructures. The authors rethink the telecommunications architecture and business models to enable easy, seamless, and pervasive access to content and services, while supporting user preferences and context. This proposal involves significant changes in current industry business models. A value chain approach allows the identification of different scenarios, where the firm faces several options from which to choose. The authors investigate operators’ decision process and evaluates the project based on its flexibility, using a real option approach.

Valuation of Alternative Business Models in Information, Communication and Media Markets

2012 ◽  
pp. 332-353
Author(s):  
Álvaro Nascimento ◽  
Fernando Santos
Keyword(s):  
Value Chain ◽  
Real Option ◽  
Business Models ◽  
User Preferences ◽  
Information Communication ◽  
Real Option Approach ◽  
Media Markets ◽  
Telecom Operator ◽  
Telecommunications Services ◽  
Pervasive Access

Information, Communication and Media Markets (ICMM) are in a process of tremendous change. IP-based technologies and services such as broadband and triple/quadruple-play are realities that have the ability to enforce the convergence of so far parallel industries, that is, Telephony, Internet, and Broadcast. In this paper, the authors derive a scenario where a telecom operator aims to design, develop, and validate a global B3G (Beyond 3rd Generation) framework to support secure, personalized, and pervasive telecommunications services built on heterogeneous network and service infrastructures. The authors rethink the telecommunications architecture and business models to enable easy, seamless, and pervasive access to content and services, while supporting user preferences and context. This proposal involves significant changes in current industry business models. A value chain approach allows the identification of different scenarios, where the firm faces several options from which to choose. The authors investigate operators’ decision process and evaluates the project based on its flexibility, using a real option approach.

Digital Cable TV Networks

2011 ◽  
pp. 542-556
Author(s):  
Ran Wei ◽  
Zizhong Zhao
Keyword(s):  
Value Chain ◽  
Business Models ◽  
The Internet ◽  
Technological Evolution ◽  
Cable Tv ◽  
Economic Forces ◽  
Recent Developments ◽  
Telecommunications Services ◽  
Digital Cable Tv ◽  
Key Terms

This chapter focuses on digital cable TV networks as a convergent network with telecommunications networks and the Internet that provides broadcasting TV and radio, telecommunications services, and IP-based publishing and e-commerce. The chapter first traces the technological evolution of cable TV, highlighting recent developments in digitalization and convergence. The transformation of cable TV networks from channel operators to unified platforms is discussed. In doing so, the key terms and concepts in cable TV technology are introduced. The technological, political, regulatory, and economic forces behind the convergence are also identified. Furthermore, this chapter examines the value chain and collaborative opportunities among the participants in the digital cable TV revolution. User-centered business models of managing digital cable TV networks are proposed.

Biotechnology business models: An Indian perspective

1969 ◽  
Vol 15 (3) ◽  
Author(s):  
Viren Konde
Keyword(s):  
Value Chain ◽  
Business Models ◽  
Cost Effective ◽  
Global Scale ◽  
Chain Structure ◽  
Biotechnology Industry ◽  
General Description ◽  
Business Plans ◽  
A Value ◽  
Biotechnology Companies

A typical business model consists of three components – value proposition, value-chain structure and revenue generation. These components are used to give a general description of a business. The biotechnology industry is not really characterised by specific business models and neither is there one single model for success. The sector is not only characterised by an enormous diversity, but is also driven by innovations, which makes the prediction of future development rather difficult. The enormous flexibility of biotechnology companies is a strength that has helped them survive in times of economic difficulties. In years of crisis, companies have managed to reorient themselves, change their business plans or even switch markets. Several Indian firms have focused their businesses on the development, manufacturing and marketing of biopharmaceuticals and providing services. The Indian companies appear well positioned to leverage their cost-effective manufacturing capabilities to corner some of the market share and compete on a global scale. This paper discusses the various business models and strategies adopted by the biotechnology companies that directed the growth of the biotechnology industry in the country based on the techno-economic dynamics and the key challenges faced by these firms.

A comparison of e‐business models from a value chain perspective

2012 ◽  
Vol 7 (1) ◽  
pp. 83-101 ◽  
Author(s):  
Xiaohuan Zhang ◽  
Alex Williams ◽  
Yiannis E. Polychronakis
Keyword(s):  
Value Chain ◽  
Business Models ◽  
A Value

Influence of social networks on business processes’ development

2020 ◽  
Vol 19 (12) ◽  
pp. 2225-2252
Author(s):  
E.V. Popov ◽  
V.L. Simonova ◽  
O.V. Komarova ◽  
S.S. Kaigorodova
Keyword(s):  
Social Networks ◽  
Social Media ◽  
Business Models ◽  
Business Processes ◽  
Digital Economy ◽  
Theoretical Understanding ◽  
Sales Channels ◽  
A Value ◽  
The Impact

Subject. The emergence of new ways of interaction between sellers and buyers, the formation of new sales channels and product promotion based on the use of digital economy tools is at the heart of improving the business processes. Social networks became a tool for development; their rapid growth necessitates theoretical understanding and identification of potential application in enterprise's business process digitalization. Objectives. We explore the role of social media in the digitalization of business processes, systematize the impact of social networks on business processes of enterprises in the digital economy. Methods. The theoretical and methodological analysis of social networks as a tool for digitalization of company's business processes rests on the content analysis of domestic and foreign scientific studies, comparison, generalization and systematization. Results. We highlight the key effects of the impact of social networks on the business processes of the company; show that the digitalization of business processes should be considered in the context of a value-based approach, aimed at creating a value through the algorithmization of company operations. We determine that social networks are one of the most important tools for digitalization of company's business processes, as they have a high organizational and management potential. We also systematize the effects of social media on company's business processes. Conclusions. We present theoretical provisions of the impact of social networks on business processes of enterprises, which will enable to model and organize ideas about the development of digital ecosystems and the formation of business models.

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