Thank you for the insightful presentation. I don't currently use an online music service as I enjoy listening to music from my personal collection. However, services like Spotify that offer large catalogs and personalized recommendations seem quite compelling. Being able to stream a wide variety of music for a low monthly fee is very convenient compared to purchasing individual songs.
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Small cells and femtocells are needed to address increasing mobile traffic demands and provide better coverage and service. They offer several benefits:
1) They provide more network capacity and better performance by offloading traffic from the macro network. This keeps pace with exponentially growing traffic demands.
2) They enable lower capital and operating expenses compared to traditional macro cells by reducing costs of site acquisition, installation, and power/maintenance needs.
3) They improve the user experience indoors where most data is used by enhancing service availability, data rates, and quality of service in bandwidth-constrained areas.
The document discusses current trends in telecommunications towards multimedia communication and IP Multimedia Subsystems (IMS). It describes how IMS provides a standardized environment for delivering multimedia services across both fixed and mobile networks through convergence. The evolution of access networks, core networks, transport and service delivery are enabling new multimedia applications and services anywhere through fixed mobile convergence.
The document summarizes research being conducted by Telefónica Digital into leveraging large amounts of digital data ("big data") as a new economic asset. It discusses how Telefónica Digital is carrying out extensive research to analyze pervasive data generated through daily digital activities in order to understand human behavior and identify opportunities for new services. The research aims to extract value from raw data, similar to how oil must be refined to extract its economic value. The document also notes the potential of big data to provide insights and improvements in emerging markets.
An internet service provider called MWEB Business suffered a security breach when hackers gained access to their web-based customer account management system through a third party vendor. This exposed customer login and password details. While MWEB responded quickly by notifying customers and resetting passwords, the breach caused issues like loss of customer trust and potential legal/financial risks. To prevent future incidents, MWEB needs to improve security measures like using digital certificates, intrusion detection, audits, and identity management.
This document discusses improving customer experience through better network and IT quality management. It proposes a three-level framework to: 1) fix basic technical issues, 2) align network/IT workflows with customer perspectives, and 3) exceed customer expectations through predictive analytics. The approach considers both improving customer experience and agent work conditions. Incremental benefits are gained at each maturity level.
The document summarizes a debriefing meeting about integrating information and communication technologies (ICT) into an existing drought early warning system (DEWS) in Ethiopia. Key findings show that while DEWS has been successful in information sharing, ICT opportunities are feasible with a strategic plan that builds on existing strengths and takes risks using participatory approaches. Recommendations include keeping the ICT approach simple, participatory, focused on the future while leveraging existing communication pathways and stakeholder relationships. Maps presented show current DEWS information flows and potential opportunities to incorporate SMS, internet, databases to improve data collection, reporting, and decision making.
Market Intelligence Group is a privately owned Swiss company that designs and develops technology solutions to connect customers with customized content. Their solution allows customers to control communications with clients by organizing content delivery through secured webpages, apps, emails and reports. It provides news, data, videos and other content to inform customers anytime from any device.
Cybera - Network & Utility Initiatives - visionCybera Inc.
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Small cells and femtocells are needed to address increasing mobile traffic demands and provide better coverage and service. They offer several benefits:
1) They provide more network capacity and better performance by offloading traffic from the macro network. This keeps pace with exponentially growing traffic demands.
2) They enable lower capital and operating expenses compared to traditional macro cells by reducing costs of site acquisition, installation, and power/maintenance needs.
3) They improve the user experience indoors where most data is used by enhancing service availability, data rates, and quality of service in bandwidth-constrained areas.
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The document summarizes research being conducted by Telefónica Digital into leveraging large amounts of digital data ("big data") as a new economic asset. It discusses how Telefónica Digital is carrying out extensive research to analyze pervasive data generated through daily digital activities in order to understand human behavior and identify opportunities for new services. The research aims to extract value from raw data, similar to how oil must be refined to extract its economic value. The document also notes the potential of big data to provide insights and improvements in emerging markets.
An internet service provider called MWEB Business suffered a security breach when hackers gained access to their web-based customer account management system through a third party vendor. This exposed customer login and password details. While MWEB responded quickly by notifying customers and resetting passwords, the breach caused issues like loss of customer trust and potential legal/financial risks. To prevent future incidents, MWEB needs to improve security measures like using digital certificates, intrusion detection, audits, and identity management.
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Datalicious is a data analytics agency founded in late 2007 that has grown to provide 360-degree data services to clients across industries. It combines analysts and developers with carefully selected partners to turn data into actionable insights and execute smart, data-driven marketing campaigns. The document discusses Datalicious' history and services, which include data platforms, analytics, insights, and campaigns to help clients optimize their marketing strategies.
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The global leader in semiconductors wanted to improve its online sampling function to drive sales. It partnered with Infosys to create a customized e-commerce solution combining guided selling, catalogs, and storefronts. The solution helped drive sales and provided opportunities to collaborate, innovate, and expand business. It provided accurate research and ordering of products to both existing and prospective customers.
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1. What pilot system did BP implement? Why was it important for BP to have such a solution?
2. What are BP’s benefits resulting from the introduced system? What other branches could
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3. How do you think Virtual Teamwork has changed operational processes at BP?
4. Can you imagine the use of KM solutions described in the case in the educational field (universities, scientific institutes)?
Made and presented for the course Management Information Systems at Viadrina University, winter term 2012/2013.
Nordea goes Green with IT
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4. Visit the page https://www.cdproject.net. What is the CDP’s aim? What organizations are involved? Are you pro or against such organizations? Explain why?
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2. Outline
1. Analyze Soundbuzz and its business strategy. What
strategies did it develop for dealing with the competition?
2. What are the critical elements for an online music service?
Using the value chain model, analyze Soundbuzz’s business
processes.
3. Why did Motorola acquire Soundbuzz? What synergies will
be created through this partnership?
4. What else could Soundbuzz do to improve its business
model? What can it learn from iTunes?
3. Porter’s competitive forces model
New market entrants Substitute products
Soundbuzz
Competitors
Customers Suppliers
4. New market entrants
Licensing deals
Launch of an online music store
Strategies
Lycos Asia
Licensing agreements with record labels
B2B model
5. Substitute products
Music files provided illegally
Freely shared files
Digital music for a monthly fee
CDs
TV and radio
Strategies
Big database/ mediabase
Partnerships with mp3 player manufacturers
6. Customers
Individuals
Mp3 player manufacturers
Music portals
Strategies
B2C model
Diversification
Partnerships with Trivnet and ISPs
Partnerships with mp3 player manufacturers
7. Suppliers
Record companies
Independent labels
Unsigned artists
Strategies
Partnerships with recording companies
Digital rights management technology
Artist-upload interface
8. Competitors
Nokia music store
Sony Ericsson music store
Companies with a monthly fee (e.g. Spotify)
Possible: iTunes and Amazon.com
Strategies
Partnerships
Big database/mediabase
B2C and B2B models
9. Main strategies
Product differentiation
B2B and B2C models
Wireless and device areas
Focus on market niche
Asia-Pacific region
Lycos Asia promotion
Customer and supplier intimacy
Partnerships
Web-site
Multiple-billing channels
10. Critical elements
Big and up-to-date database
High quality files
Easy to use, convenient, good-
looking website
Various and fast access to the
music (different platforms)
Different payment systems,
affordable prices
Safety and security of the content
(licenses/copyrights)
Forming distribution partnerships
11. Value chain model
Ac usic
Infrastructure and Management
M
ce
ss
SUPPORT Forming Distribution
to
M
ACTIVI- Partnerships
ar
gi
TIES Digital Rights Management Technology
n
Servers (Web, Database, Licenses, Media)
Music Process Distributi Payment Security,
s ent ic
on via Systems Maintenance,
s
Data- files for
vi fer u
n
de dif us M
Web, & Customer
gi
base & different
ar
Licenses channels Apps, Advertis Service
M
on rio
Devices ement
ce
Va
PRIMARY ACTIVITIES
12. Motorola & Soundbuzz
“With the resources of Motorola, we are now able to immediately
expand the digital music offerings available to our customers – and
Motorola’s rapidly growing installed base of handsets throughout the
region.”
Sudhanshu Sarronwala,
CEO of Soundbuzz
http://mediacenter.motorola.com
Has: Wants:
Customer database Expansion of music
Music database offerings
Widespread in Asia-Pacific
13. Motorola & Soundbuzz
“Music is the heart and soul of the mobile entertainment experience,
and with Soundbuzz as a part of our family, Motorola has the biggest
heart and the most soul in mobile music in Asia.”
Ian Chapman-Banks,
Vice-President of Mobile Devices Marketing for Motorola Asia-Pacific.
http://mediacenter.motorola.com
Has: Wants:
Brand Expansion of Motomusic
Handsets beyond China
14. Success?
They do not operate anymore - shut down in
2009!
Motorola effected by the rapidly growth of the
smartphone market
Changing market situations, new competitors
Different customer expectations
15. Improvements and iTunes
DRM free downloads possible
Soundbuzz based on Windows Media
Player, only accessible through the
Internet explorer not convenient
Bundle: iTunes and iDevices
Not only music but also other media
Organizing and playing files
Streaming and flexible prices more
popular
16. Thank you!
Do you use an online music service?
Which one and why?
Editor's Notes
“ Hello! We are going to talk about the company Soundbuzz, the first digital music retailer in the Asia-Pacific region in 2000. Unfortunately, this company doesn’t exist anymore since 2009 and during the presentation we will realize why it is so.”
“ Moreover, we will answer some questions dealing with Soundbuzz’s business strategy and the critical elements of an online music service.”
“ First of all let’s consider the Porter’s competitive forces model and discuss Soundbuzz’s strategies for dealing with them.”
“ New market entrants. The main barrier for entering the market legally is licensing deals with music publishers and record companies, which are always not so easy to do. The next step is launching an online music store. However this is not a big problem nowadays. Soundbuzz applied the following strategies for better performance in comparison with possible new market entrants: In 2000 Soundbuzz signed a digital music deal with the Internet portal Lycos Asia to distribute music on its networks They signed many licensing agreements with famous record companies (we will see them on the following slides) In 2001 it launched a Business To Business model. “
“ Substitute products. These include: Music files provided illegally Freely shared files in local networks Digital music based on a monthly fee Music compact disks Television and music channels, radio For competing with these substitutes Soundbuzz was maintaining and updating a big mediabase and creating partnerships with mp3 player manufacturers for delivering music to customers through their devices. “
“ The customers of the company are individuals, mp3 player manufactures and from 2001 other music portals such as Hewlett-Packard’s digital music service. The strategies for attracting and retaining customers were: The Business To Customer model: selling the music directly to the customers through their own website Diversification in the range of products (including digital services for mobile devices, video music etc.) Partnerships with payment provider Trivnet and Internet Service Providers (ISPs) for convenient multiple billing channels Partnerships with mp3 player manufacturer, such as Creative Technology and Reigncom.”
“ The suppliers of Soundbuzz are record companies, independent record labels and unsigned artist as well. Soundbuzz created partnerships with all major labels – Sony, BMG, Warner Music, EMI and Universal – provided Digital rights management technology and even an Artist-upload interface for new unknown musicians.“
“ Soundbuzz made some important steps to become a strong competitor in the digital music market. As we ’ ve already told there were partnerships with Lycos Asia, major record companies, mp3 player manufacturers, maintenance of big data and mediabase, implementing both B2C and B2B models and more. But still such strong competitors as Nokia and Sony Ericsson music stores threatened the success of Soundbuzz which was comparatively smaller and was only accessible via the Internet Explorer browser. “
“ So, as we can see Soundbuzz applied three main strategies: product differentiation, focus on market niche and customer and supplier intimacy.”
The online music market is still growing. In the past few years however, there were great changes in the business models and type of distribution, new market entrances are usual and a lot of services are shut down as fast as the are coming. So let us have a look at the critical elements for an online music service. Due to the growing mobile platform, the music must be in a universal format for different devices, there should be a large database and different payment models. Especially the last point is open for discussion because some people don’t want to pay so much for music. Streaming is becoming more popular.
Soundbuzz made an effort to meet the critical elements of an online music service. We can see that in the value chain model. Their primary activies were: Building a large database with major record labels and independent artist Process and distribute music and ringtones on different devices Making partnerships and offering different payment systems To do these supporting activities they operated web and media servers and secured the files via DRM. By selling the music to their customers they generated their revenue.
It complemented the objectives of the Soundbuzz in expansion of music offerings.”
“ In 2008 Motorola signed the agreement to acquire Soundbuzz. The main aim was to to expand thei music service Motomusic beyond China into India, Southeast Asia, Australia and New Zealand. ”
Although Soundbuzz made such an effort to stay on top of the market, the competitors eventually became too successful. Even Motorola could not rescue them. This was because of different reasons. Illegal shared files are still popular. Their business model was old - Customers wanted more than just music. The competitors attracted their customers with a broader offering. Moreover Motorola also struggled because of the smartphone market, especially the big competition of Apples iPhone.
Soundbuzz could or should have made some improvements. Especially iTunes is a good example. There you can get more media, like videos, tv shows, ITunesU, books, apps, podacasts. There is one ID for purchasing everything and the platform can be used to organize and play the media as well. It works perfectly with all iDevices and even Windows. With the new iCloud service, music is accessible from everywhere. Also streaming services becomes more and more popular. Listening to music for a monthly or (quarterly fee) Online playlists and social media sharing options.