Rethinking Business Models for the Creative Industries <ul><ul><li>Alberto Cottica </li></ul></ul><ul><ul><li>The Hub </li...
Motivation, problem area <ul><li>The meeting of technology and the creative industries  makes new products and services po...
Research Objectives <ul><li>The cognitive approach to innovation theory: </li></ul><ul><ul><li>Innovations happens in the ...
Research approach, Methodology <ul><li>Two ICTs-CIs focus groups, asked to discuss across-sector innovation projects </li>...
Major Outcomes/Results <ul><li>The book publishing group  was split in two according to the attitude vs. technology </li><...
Major Outcomes/Results <ul><li>The music group : higher knowledge of relevant technologies, but controversies about key is...
Major Outcomes/Results <ul><li>Creative consumer communities </li></ul><ul><li>The readers community: </li></ul><ul><ul><l...
Conclusion and outlook <ul><li>What we found: </li></ul><ul><li>Attempts to launch new products/services in the book publi...
Conclusion and outlook <ul><li>What we propose </li></ul><ul><li>Design an environment for innovative thinking: </li></ul>...
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Rethinking Business Models for the Creative Industries

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Rethinking Business Models for the Creative Industries

  1. 1. Rethinking Business Models for the Creative Industries <ul><ul><li>Alberto Cottica </li></ul></ul><ul><ul><li>The Hub </li></ul></ul><ul><ul><li>Italy </li></ul></ul>
  2. 2. Motivation, problem area <ul><li>The meeting of technology and the creative industries makes new products and services possible </li></ul><ul><li>Many high value services never happened (MMS, WebTV, online music by subscription...)‏ </li></ul><ul><li>Why so many failures? </li></ul><ul><ul><li>“ Old economy corporations don't understand technology” </li></ul></ul><ul><ul><li>“ Engineers don't understand consumers” </li></ul></ul><ul><ul><li>“ The ontology of marketing is changing fast” </li></ul></ul>
  3. 3. Research Objectives <ul><li>The cognitive approach to innovation theory: </li></ul><ul><ul><li>Innovations happens in the context of “generative” relationships </li></ul></ul><ul><ul><li>These need a balance between (cognitive) similarity and heterogeneity </li></ul></ul><ul><ul><li>Innovation is the redefinition of the attributes of agents and artifacts (seeing things in a new way)‏ </li></ul></ul><ul><li>Our core hypothesis: </li></ul><ul><ul><li>The failure rate in launching new hi-tech products and services in the Cis is a consequence of insufficient heterogeneity within innovating teams </li></ul></ul>
  4. 4. Research approach, Methodology <ul><li>Two ICTs-CIs focus groups, asked to discuss across-sector innovation projects </li></ul>
  5. 5. Major Outcomes/Results <ul><li>The book publishing group was split in two according to the attitude vs. technology </li></ul><ul><li>“ Traditionalist” </li></ul><ul><ul><li>Business-as-usual approach </li></ul></ul><ul><ul><li>Focus on traditional competitive drivers </li></ul></ul><ul><ul><li>ICTs for stocks-and-logistics </li></ul></ul><ul><ul><li>Lack of appropriate metaphors for thinking about social interaction on the net. Fear of losing control. </li></ul></ul><ul><li>“ Tech savvy” </li></ul><ul><ul><li>Familiar with sophisticated web communication strategies </li></ul></ul><ul><ul><li>lack of knowledge about the book market </li></ul></ul>
  6. 6. Major Outcomes/Results <ul><li>The music group : higher knowledge of relevant technologies, but controversies about key issues </li></ul><ul><li>“ Inter-firm cooperation on innovation projects is good – or bad?” </li></ul><ul><li>“ Shoot first, ask questions later – or vice versa?” </li></ul><ul><li>A cultural and political problem: is copyright protection a hindrance to innovative business models? </li></ul>
  7. 7. Major Outcomes/Results <ul><li>Creative consumer communities </li></ul><ul><li>The readers community: </li></ul><ul><ul><li>is well defined and motivated (80K “strong readers” in Italy)‏ </li></ul></ul><ul><ul><li>has successful offline interaction loci (experiential bookshops, festivals, meet-the-author etc.)‏ </li></ul></ul><ul><ul><li>online interaction loci are not so well developed. Companies are indifferent </li></ul></ul><ul><li>The music community: </li></ul><ul><ul><li>has successful offline interaction loci (shows, festivals etc.)‏ </li></ul></ul><ul><ul><li>online communities have caught on. Companies are experimenting, but </li></ul></ul><ul><ul><li>typically not the same companies that do business in the traditional parts of the industry </li></ul></ul>
  8. 8. Conclusion and outlook <ul><li>What we found: </li></ul><ul><li>Attempts to launch new products/services in the book publishing and music industry tend to be led by culturally homogeneous teams with a strong ICT background. </li></ul><ul><li>Within-team heterogenity is “too low”, so </li></ul><ul><li>The pool of fine-tuned market knowledge of traditional companies is insufficiently tapped </li></ul><ul><li>This seems to be the result of industry-level diverging narratives which makes cooperation difficult or impossible in the short term </li></ul><ul><li>Across-company heterogeneity is “too high” </li></ul>
  9. 9. Conclusion and outlook <ul><li>What we propose </li></ul><ul><li>Design an environment for innovative thinking: </li></ul><ul><ul><li>build a team with different backgrounds </li></ul></ul><ul><ul><li>give it a real market experiments to carry out to pick up “weak” market signals at an early stage </li></ul></ul><ul><ul><li>allow time for cognitive disturbances to sink in </li></ul></ul><ul><li>The team should </li></ul><ul><ul><li>integrate ICTs and CIs competences </li></ul></ul><ul><ul><li>integrate online and offline practices </li></ul></ul><ul><ul><li>integrate field test and model building activities </li></ul></ul><ul><li>Living Labs as a test bed? </li></ul>

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