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Music Business Models Patrik Wikström Jönköping International Business School
[object Object],[object Object],[object Object],[object Object],[object Object]
<1>
[object Object],[object Object],[object Object],[object Object],Magretta 2002; Osterwalder 2004
[object Object],E.g. Osterwalder 2004
E.g. Osterwalder 2004 A framework for making money Types of business models A business model of a specific firm
Business model building blocks Value Proposition How do we get and keep our customers? Who are our main partners, suppliers, alliances? What are our key capabilities and resources What do we offer? Who are our customers? How do we reach our customers? A visual description of how we operate, collaborate and create value. E.g. Osterwalder 2004 Partner Network Value Configuration Core Capabilities Channels Customer Relationships Target Customer
Value configuration (chain) Value Proposition Partner Network Value Configuration Core Capabilities Channels Customer Relationships Target Customer Production value chain Distribution value chain Content selection & processing Transformation of content into distributable form Distribution Marketing & promotion Content acquisition & creation
Value configuration (network) Value Proposition Partner Network Value Configuration Core Capabilities Channels Customer Relationships Target Customer audience approval risk willingness + oblivion - intellectual property development novelties ? + attractiveness of IP portfolio + + marketing effort licensing effort + + profit profit gap pressure required profit +/- +/- +/- + + + - + royalties + + + + + + media presence + + technology & regulation audience fragmentation marketing efficiency - + content demand + media outlets audience volatility media risk willingness playlist entry barriers + + + - + - + revenues audience reach marketing licensing audience action
Value configuration (what to include?) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Value Proposition Partner Network Value Configuration Core Capabilities Channels Customer Relationships Target Customer
Business model building blocks Value Proposition What are our costs? What are our revenues? Our pricing? Is this a viable business? Partner Network Value Configuration Core Capabilities Channels Customer Relationships Target Customer Cost Structure Revenue Streams
In practical terms – what does “the thing” look like ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Business models vs. Strategy Business models ignore competition & implementation
Business models vs. Business process models (1) economic logic vs. implemented activities
Business models vs. Business process models (2) “ business modeling” ≠ designing business model
</1>
<2>
 
[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Value Configuration audience approval risk willingness + oblivion - intellectual property development novelties ? + attractiveness of IP portfolio + + marketing effort licensing effort + + profit profit gap pressure required profit +/- +/- +/- + + + - + royalties + + + + + + media presence + + technology & regulation audience fragmentation marketing efficiency - + content demand + media outlets audience volatility media risk willingness playlist entry barriers + + + - + - + revenues audience reach marketing licensing audience action
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
</2>
<3>
Value Proposition Partner Network Value Configuration Core Capabilities Channels Customer Relationships Target Customer Cost Structure Revenue Streams
Value Proposition Partner Network Value Configuration Core Capabilities Channels Customer Relationships Target Customer Cost Structure Revenue Streams
Value Proposition
I. Music-to-Users vs. Users-to-Advertisers ,[object Object]
User control: Playlists (formatted or personalized); On-demand ,[object Object]
On-Service vs. Off-Service ,[object Object]
Digital Rights Management: Locked or Unlocked ,[object Object]
Sound: Quality; codec; compression ,[object Object]
License: Temporary; permanent; creative commons
Bundling: None, pure, mixed... ,[object Object]
Value Proposition (summary)
Customer Relationships
One-off ,[object Object]
Membership ,[object Object]
Subscription ,[object Object]
Vendor lock-in ,[object Object]
Customer Relationship (summary)
Revenue Streams
Advertising revenues
User payments
Price levels (user payments)
Compulsory licenses ,[object Object]
Revenue Streams (summary) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Cost Structure
Royalties
Alternative compensation to rights holders
And all the other costs of course… ,[object Object],[object Object],[object Object],[object Object]
Cost Structure (summary) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
</3>
<4>
Three cases
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
 
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
</4>
Patrik Wikström Media Management and Transformation Centre Jönköping International Business School Jönköping, Sweden [email_address]

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Mbm

  • 1. Music Business Models Patrik Wikström Jönköping International Business School
  • 2.
  • 3. <1>
  • 4.
  • 5.
  • 6. E.g. Osterwalder 2004 A framework for making money Types of business models A business model of a specific firm
  • 7. Business model building blocks Value Proposition How do we get and keep our customers? Who are our main partners, suppliers, alliances? What are our key capabilities and resources What do we offer? Who are our customers? How do we reach our customers? A visual description of how we operate, collaborate and create value. E.g. Osterwalder 2004 Partner Network Value Configuration Core Capabilities Channels Customer Relationships Target Customer
  • 8. Value configuration (chain) Value Proposition Partner Network Value Configuration Core Capabilities Channels Customer Relationships Target Customer Production value chain Distribution value chain Content selection & processing Transformation of content into distributable form Distribution Marketing & promotion Content acquisition & creation
  • 9. Value configuration (network) Value Proposition Partner Network Value Configuration Core Capabilities Channels Customer Relationships Target Customer audience approval risk willingness + oblivion - intellectual property development novelties ? + attractiveness of IP portfolio + + marketing effort licensing effort + + profit profit gap pressure required profit +/- +/- +/- + + + - + royalties + + + + + + media presence + + technology & regulation audience fragmentation marketing efficiency - + content demand + media outlets audience volatility media risk willingness playlist entry barriers + + + - + - + revenues audience reach marketing licensing audience action
  • 10.
  • 11. Business model building blocks Value Proposition What are our costs? What are our revenues? Our pricing? Is this a viable business? Partner Network Value Configuration Core Capabilities Channels Customer Relationships Target Customer Cost Structure Revenue Streams
  • 12.
  • 13. Business models vs. Strategy Business models ignore competition & implementation
  • 14. Business models vs. Business process models (1) economic logic vs. implemented activities
  • 15. Business models vs. Business process models (2) “ business modeling” ≠ designing business model
  • 16. </1>
  • 17. <2>
  • 18.  
  • 19.
  • 20.
  • 21.
  • 22.
  • 23.
  • 24.
  • 25.
  • 26.
  • 27.
  • 28. </2>
  • 29. <3>
  • 30. Value Proposition Partner Network Value Configuration Core Capabilities Channels Customer Relationships Target Customer Cost Structure Revenue Streams
  • 31. Value Proposition Partner Network Value Configuration Core Capabilities Channels Customer Relationships Target Customer Cost Structure Revenue Streams
  • 33.
  • 34.
  • 35.
  • 36.
  • 37.
  • 38. License: Temporary; permanent; creative commons
  • 39.
  • 42.
  • 43.
  • 44.
  • 45.
  • 50. Price levels (user payments)
  • 51.
  • 52.
  • 55. Alternative compensation to rights holders
  • 56.
  • 57.
  • 58. </3>
  • 59. <4>
  • 61.
  • 62.
  • 63.
  • 64.
  • 65.
  • 66.
  • 67.
  • 68.
  • 69.  
  • 70.  
  • 71.
  • 72.
  • 73.
  • 74.
  • 75. </4>
  • 76. Patrik Wikström Media Management and Transformation Centre Jönköping International Business School Jönköping, Sweden [email_address]