...1.2 billion in 2008. [3 Sherwin] It seems that music companies finally found some efficient ideas to overcome illegal downloaders. Do music companies actually increase their profits? And how did music companies start adjusting the situation? The purpose of the research paper is to figure out the main reasons why music sales finally increased, any differences to market music products and if the situation of music companies and musicians has improved or not. Findings * Development of Music Stream Services Rather than regarding Internet as a “main virus” of sales declination, music companies use digital media to expand their business. Launch and growth of music streaming services, mainly Spotify, has caused significant loss on illegal downloading service. Before launching...
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...pAssignment: Business Modeling Business Modeling Group 1: Thomas Westelaken, Sebastiaan de Monte, Chris Hoedemakers, Daniëlle Peverelli, Teije Oudshoorn Assignment: Business Modeling Group 1: Thomas Westelaken, Sebastiaan de Monte, Chris Hoedemakers, Daniëlle Peverelli, Teije Oudshoorn Assignment: Business Modeling Table of Contents 1. 2. Introduction .......................................................................................................................................... 4 Story ...................................................................................................................................................... 5 2.1. 2.2. The case (spotify) .......................................................................................................................... 5 The business model canvas........................................................................................................... 6 Customer segments (CS) ....................................................................................................... 7 Value Propositions (VP)......................................................................................................... 9 Channels (S)......................................................................................................................... 10 Customer Relationships (CR)............................................................................................... 11 Revenue Streams...
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...E-Business Technologies The affects of the iPod on music industry Table of Contents Section 1: Introduction Page 4 Section 2: Technology Adoption Page 4 Section 3: Value Chain Page 5 Section 4: Relationships Page 6 Section 5: Conclusion Page 7 Section 6: References Page 7 Introduction The purpose of this report is to discuss the functions and features of Apple’s innovative MP3 player. I will be relating to the Schumpeterian model, as to how the iPod led to rapid mainstream adoption, whilst similar products failed. I will also consider the opportunities which promoted this device and the challenges that the Apple iPod currently face, highlighting the effects on the traditional music industry value chain, compared to the current value chain. In addition, I will discuss how the iPod developed working relationships which has assisted in Apple’s e-business success. I will then finish by concluding my findings. Technology Adoption The Schumpeterian model looks at the relationship between technological innovation and business activity. According to Perez (2002) there are five typical stages of each wave, which I will briefly describe. Irruption The Apple iPod was launched in 2001, a sleek and stylish MP3 player with an easy user interface, compressing digital audio files the iPod holds up to 1,000 songs...
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...Innovative Models for Doing Business in the Music Industry Table of Contents 1 Introduction 1 2 Reasons for Changes in Consumer Thinking 2 2.1 New Technology Changes the Way Consumers Experience Media 3 2.2 Development of P2P File Sharing 3 2.2.1 Generation 1: Napster 3 2.2.2 Generation 2: The Pirate Bay 4 3 Company Attitudes Towards Changing Business Climate 5 3.1 The Industry Reaction on File Sharing 5 3.2 Technologial Countermeasures 6 3.3 Taking Chances with the New Climate 7 4 Analysis of Different Business Models and Market Conditions 9 4.1 A New Business Model – A Good Business Model? 10 4.1.1 Streaming Media Services 11 4.1.1.1 Spotify 12 4.1.2 Single-song Download Services – Online Music Stores 13 4.1.3 Music Rental Services 14 4.2 Study Case: Tip-Jar - The Radiohead Business Model 15 4.3 Study Case: CD-giveaway - The Prince Business Model 16 5 Conclusions 18 References 19 Introduction The emergence of new media, digital technology, and changing consumer expectations has given the music industry the challenging task of scrutinizing their own business models and methods, forcing companies to revise their business structure and adopt new sources of revenue for the twenty-first century. The main goal of this study was to find out the trends which have affected the industry past years and shaped it towards the present state, reveal how the current climate is, and point out some possible future success factors and new models of...
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...Apple Inc. Management project Apple Inc. has stakes in several areas of technology including PCs, tablets, cell phones, portable media devices, and digital music distribution. There are threats from each area that Apple has to constantly monitor and overcome. Apple uses its own OS and on its own hardware which has both advantages and disadvantages. Since Apple has more control using this method their products are high-quality or sometimes referred to as premium. However there is less room for customization and the consequences can be seen on several of their product lines. One example is in the wireless market, where new cell phones are being released frequently. Apple has the iPhone and the iOS which are only updated once a year. Meanwhile there is another highly popular OS called Android and is developed by Google and given away for free. Several cell phone manufactures then create phones and use the Android OS which can be customized by the manufacture or simply left the way it is. With different manufactures, Android based phones are released more frequently and have different features which give consumers a variety of options. Features that are a direct threat to the iPhone include increased screen size, removable storage, and more options for customization. The latest iPhones always start at $199 USD with a 2-year contract and a similar Android phone is about the same. One major issue is the fact that the $199 version has 16GB of storage and for more storage (32GB)...
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...Apple Incorporated: The Definition of Success Business Policy October 31, 2011 Table of Contents Contents Company Overview 3 Business Model and Scope 3 Primary Strategy 3 Target Market 4 Apple, Inc. Background Investigation 4 Industry and Competitive Analysis 5 External and other pertinent market conditions 6 SWOT Analysis 6 Financial Analysis 7 Action Plan & Recommendations 7 Epilogue 8 Works Cited 9 . Company Overview What is the definition of success? Apple Inc. surpasses this criteria of being a dominate business that's close to perfection. With record high performances, this company proves it is a force to be reckoned with. Along with 300 retail stores worldwide, the company provides a solid product line to keep it thriving. Through their creativity and design, this company continues to prosper while meeting the definition of success head on. One advantage Apple has is its ability to focus on what the customers want. They show this by making unique products that are a "must have" for consumers everywhere. Their product line consists of manufacturing computer software, personal computers, and consumer electronics. Their most well-known products are Macintosh computers, iPod, iPhone, iPad, Apple TV. Their most popular software lines include Mac OSX operating system, iTunes, iLife, Aperture, iOS (Apple Inc.) Business Model and Scope Apple’s business model is to make the best products, be the first to introduce...
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...Indian School of Business ISB007 February 15, 2013 Deepa Mani | Geetika Shah Sony Music (India) February 2012. Vivek Paul, Director of Digital Media Initiatives at Sony sat with Shridhar Subramaniam, President, India and Middle East, Sony Music Entertainment, in his Santa Cruz, Mumbai office and mulled over the remarkable changes that the music industry in India had witnessed over the past few years. With the rapid growth in Internet penetration and usage, technology was driving music production, access and consumption. Sales from digital platforms had surpassed sales from traditional physical formats, such as CDs and tapes. With the distribution of digital music in India largely skewed towards the telecom business, music was increasingly being accessed via mobile devices, including smartphones and tablets. Artists were reaching out to consumers directly through many innovative platforms, and live performances were gaining more traction. Independent (“indie”) artist business models were rising in popularity and creating further fragmentation in the market. Overall, the role of the recording company seemed to be diminishing. While some of the leading companies in the music industry were testing the waters in the digital space, new players, including technology companies, were quickly entering the market with various new platforms and services. Distribution, in the form of music streaming services and e-commerce sites, was changing the way music was being bought and consumed...
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...Environmental Analysis: SWOT analysis Strength: 1. Customer loyalty combined with expanding closed ecosystem 2. Apple is a leading innovator in mobile device technology 3. Strong financial performance ($10,000,000,000 cash, gross profit margin 43.9% and no debt) 4. Brand reputation 5. Retail stores 6. Strong marketing and advertising teams. Weaknesses: 1. High price 2. Incompatibility with different OS 3. Decreasing market share 4. Patent infringements 5. Further changes in management 6. Defects of new products 7. Long-term gross margin decline Opportunities 1. High demand of iPad mini and iPhone 5 2. iTV launch 3. Emergence of the new provider of application processors 4. Growth of tablet and smart phone markets 5. Obtaining patents through acquisitions 6. Damages from patent infringements 7. Strong growth of mobile advertising market 8. Increasing demand for cloud based services Threats 1. Rapid technological change 2. 2013 tax increases 3. Rising pay levels for Foxconn workers 4. Breached IP rights 5. Price pressure from Samsung over key components 6. Strong dollar 7. Android OS growth 8. Competitors moves in online music market Strengths 1. Customer loyalty combined with expanding closed ecosystem. While at first Apple’s closed ecosystem was a weakness for the business, this has now changed. First, Apple now has a full range of apps, software and products that are interlinked and support each other. Second, new products and supplements...
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...9-710-467 REV: SEPTEMBER 1, 2010 DAVID B. YOFFIE RENEE KIM Apple Inc. in 2010 On April 4, 2010, Apple Inc. launched its eagerly anticipated iPad amid great hype. The multimedia computer tablet was the third major innovation that Apple had released over the last decade. CEO Steve Jobs had argued that the iPad was another revolutionary product that could emulate the smashing success of the iPod and the iPhone. Expectations ran high. Even The Economist displayed the release of the iPad on its magazine cover with Jobs illustrated as a biblical figure, noting that, “The enthusiasm of the Apple faithful may be overdone, but Mr. Jobs’s record suggests that when he blesses a market, it takes off.”1 The company started off as “Apple Computer,” best known for its Macintosh personal computers (PCs) in the 1980’s and 1990’s. Despite a strong brand, rapid growth, and high profits in the late 1980s, Apple almost went bankrupt in 1996. Then Jobs went to work, transforming “Apple Computer” into “Apple Inc.” with innovative non-PC products starting in the early 2000’s. In fact, by 2010, the company viewed itself as a “mobile device company.”2 In the 2009 fiscal year, sales related to the iPhone and the iPod represented nearly 60% of Apple’s total sales of $43 billion.3 Even in the midst of a severe economic recession, revenues and net income both soared (see Exhibits 1a through 1c). Meanwhile, Apple’s stock was making history of its own. The share price had risen more than 15fold since...
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...SWOT analysis of Apple Company background Name | Apple Inc. | Industries served | Computer hardware, Computer software, Consumer electronics, Digital distribution | Geographic areas served | Worldwide | Headquarters | U.S. | Current CEO | Tim Cook | Revenue | $ 156.508 billion (2012) | Profit | $ 41.733 billion (2012) | Employees | 72,800 (2012) | Main Competitors | Samsung Electronics Co., Ltd., Amazon.com, Inc., International Business Machines Corporation, Cisco Systems, Inc., Google Inc., Microsoft Corporation, Dell Inc., LG Electronics, Lenovo Group Limited, Hewlett-Packard Company, Sony Corporation and many others. | Apple Inc. is an American multinational corporation, which designs, manufactures and sells personal computers, consumer electronics and software, and provides related services. The business has experienced a tremendous growth from 2001 when it has introduced its iPod mp3 player. Apple Inc. is considered to be the most successful electronics company in the world. Mission Apple mission statement 2013 | “Apple designs Macs, the best personal computers in the world, along with OS X, iLife, iWork and professional software. Apple leads the digital music revolution with its iPods and iTunes online store. Apple has reinvented the mobile phone with its revolutionary iPhone and App Store, and is defining the future of mobile media and computing devices with iPad.” | Overview Apple’s mission is one of the poorest statements that can be found...
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...VERDICT in ASSOCIATION WITH SAS HOW THE UK WILL SHOP: 2013 Introduction Welcome to our forecast for UK retail in 2013 UK retailing is set for another year of tough trading as the hoped for economic recovery is put back further and austerity continues to reign. This Verdict/SAS research shows those sectors and retail channels best placed to weather the storm, and those that will struggle and sets the scene for retail in 2013, highlighting the strategies, trends and innovations that will best ensure survival and aid growth. For more information contact: Cindy Etsell Industry Marketing Manager – Commercial SAS UK & Ireland Wittington House Henley Road Marlow SL7 2EB Tel:: +44 (0)1628 490 929 ■ Mobile 07918 724 381 cindy.etsell@suk.sas.com www.sas.com/uk Maureen Hinton Practice Leader UK Retail Verdict Research 119 Farringdon Road London EC1R 3DA Tel: +44(0) 207551 9423 maureenh@verdict.co.uk www.verdict.co.uk About SAS SAS is the leader in business analytics software and services, and the largest independent vendor in the business intelligence market. About Verdict Verdict Research is the leading authority on retailing. Its research and publications provide executives in a wide range of business sectors with unrivalled independent analysis of retail sectors & trends. SECTION ONE INTRODUCTION & SUMMARY UK retail in 2013 – summary of key points UK retail set to grow by 1.8% in 2013 to £300.7bn – the highest rate of growth since the recession began...
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...easier. Social media sites had been a popular means to connect with other people over the Internet. During the 1980's home computers were becoming more common in every household and social media sites were becoming more refined. According to Hendricks, (2013) The Internet relay chats, or IRCs, were first used in 1988 and were popularized into the '90s. The first popular social media site, Six Degrees, was created in 1997. The site enabled its users to upload a profile and make friends with the other users. By 2006, Facebook and Twitter both became available to users throughout the world. These sites still remain as the most popular social network on the Internet. After the success of these social media sites, other sites like Tumbler, Spotify, Foursquare and Pinterest began appearing to fill specific social network niches. Furthermore, Hendricks (2013) emphasized that, "there are a tremendous variety of social networking sites, and many of them can be linked to allow cross posting. This creates an environment where users can reach the maximum number of people without sacrificing the intimacy of person-to-person communication. We can only speculate about what the future of social networking may look in the next decade or even 100 years from now, but it seems clear that it will exist in some form for as long as humans are alive." Given the history of social media, there are still many social media sites appearing on the Internet. The most famous social media site now is Facebook...
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...Table of Content: 1. Executive Summary 2. Market Assessment 1.1 Company Introduction 1.2 Market Situation Analysis 1.3 PESTEL Analysis 1.4.1 Political 1.4.2 Economy 1.4.3 Social 1.4.4 Technology 1.4 SWOT Analysis 1.5.5 Strengths 1.5.6 Weakness 1.5.7 Opportunities 1.5.8 Treats 3. Market Segmentation 1 2.5 Primary Segmentation 2.6.9 Demographic Segmentation 2.6.10 Behavior of customer segmentation 2.6.11 Physiographic segmentation 2.6.12 Geographical segmentation 2.6 Secondary Segmentation 2.7.13 Customer Migration Segmentation. 4. Marketing Strategies 2 3.7 Ansoff Matrix 3.8 Boston Matrix 3.9.14 Problem Child 3.9.15 Star 3.9.16 Cash Cow 3.9.17 Dog 5. Marketing Mix 3 4.9 7P’s Analysis 4.10.18 Product 4.10.19 Pricing 4.10.20 Distribution 4.10.21 Promotion 4.10.22 People 4.10.23 Process 4.10.24 Place 4.10 SOSTAC 4.11.25 Situation 4.11.26 Objectives 4.11.27 Strategy 4.11.28 Tactics 4.11.29 Action 4.11 Positioning: 6. Total experience 4 5.12 Customer Perspective 5.13 Internal Perspective ...
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...qwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmqwertyuiopasdfghjklzxcvbnmrtyuiopasdfghjklzxcvbnmqwer...
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...APPLE INC IN RETAILING (WORLD) June 2014 SCOPE OF THE REPORT Scope All values expressed in this report are in US dollar terms, using a fixed exchange rate (2013). 2013 figures are based on part-year estimates. All forecast data are expressed in constant terms; inflationary effects are discounted. Conversely, all historical data are expressed in current terms; inflationary effects are taken into account. Retailing Disclaimer Much of the information in this briefing is of a statistical nature and, while every attempt has been made to ensure accuracy and reliability, Euromonitor International cannot be held responsible for omissions or errors. Figures in tables and analyses are calculated from unrounded data and may not sum. Analyses found in the briefings may not totally reflect the companies‟ opinions, reader discretion is advised. Non-Store Retailing Internet Retailing Non-Grocery Retailers Electronics and Appliance Specialist Retailers Apple Inc, goes from strength to strength thanks to unparalleled consumer loyalty and brand equity, superlative store experiences, a strong portfolio of products and a customer service strategy that sets it apart from its rivals. Lacking strong leadership store sales have struggled - sales per store in 2013 were flat. Appointment of ex Burberry CEO as new VP of Retail and Online is expected to provide much needed boost to Apple retail operations – both in store and online. STRATEGIC EVALUATION COMPETITIVE...
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