|
|
Disruptive Technology and Local MediaProduct Type: Market Research ReportPublished by: Borrell Associates Inc. Published: June 2007 Product Code: R2670-26 Description We have released a condensed public version of this industry-exclusive report from 2002. Written in partnership with Professor Clark Gilbert of Harvard Business School, it explains why traditional media companies should adjust their organizational models as to properly embrace Internet opportunity. But many still haven’t. We now forecast that the newspaper industry will experience a $1 billion annualized net loss despite their gains on the Internet. The response of many local media outlets continues to be counterproductive. Even given smart management and a high degree of awareness, no company has been able to achieve new net gain by tackling a disruptive technology with an integrated management approach. With the right approach however, opportunities for growth abound. If your media company is struggling with revenue losses you’ll find this report a must read.Table of Contents Chapter 1 - Introduction to Disruptive Technology Chart 1: Sustaining Vs. Disruptive Technology Why Commitment to Disruption is so Difficult Chart 2: The Challenge of Commitment to Disruptive Technology What Happens When Firms Do Commit? - Examples Chart 3: The Challenge of Commitment to Disruptive Technology What Explains the "Cramming" Phenomenon Disconnect with Corporate Venturing Advice Chart 4: Staged Resource Commitment and Adjusting Strategy Chart 5: Disruption Creates New Net Growth Chart 6: Seeing Disruption as Opportunities for Growth, Not Loss Chart 7: Minicomputers Disrupt Mainframes Chart 8: Disruptions in Cardiovascular Surgery Summary Lessons Disruption and Newspapers Chapter 2 - Organizational Structure Database Infrastructure Sales Force Selling the Value Proposition Chart 9: General Branding Effectiveness Chart 10: Relative Cost-Effectiveness for Branding Chart 11: % of New Content 2x As High With Separated Operations Chart 12: Site Traffic 60% Higher With Separated Sites Chart 13: Difference in Motivation Leads to Difference in Performance Conclusion Integration or Separation - A Lesson from Early Cable Television |
|
||||||||
MindBranch has been the leading provider of industry and investment research from more than 550 independent research firms since 1992. With over 90,000 market research reports, MindBranch is your trusted source of competitive business intelligence. |