Breaking boundaries: Smallness and the dynamics of European audiovisual industries in the age of streaming

This report offers an in-depth analysis of the major economic developments in the music industry. It looks at music companies, and covers the production and distribution of recorded music, including online distribution, and the competition which these companies face from other online music providers. It also looks at the organisation of live performances and the exploitation of music copyright, though data on how these activities contribute to revenues in the sector are less systematically available. The analysis integrates data from this project’s statistical report and includes a database of the major music publishing companies plus two company case studies (EMI and Spotify). The report is divided into six chapters. Following the introduction in Chapter 1, Chapter 2 introduces the sector and its main economic and technological features. Chapter 3 analyses the value network of the music industry, identifying the transformations taking place in the value network and business model as a result of the on‐going digitization process. Chapter 5 identifies the main regulatory issues affecting the economic position of the EU music publishing industry. Finally, Chapter 6 weighs the strengths and weaknesses of the European music publishing industry against the opportunities and threats posed by digitization and the internet. The study is based on a review and synthesis of the available literature and reports and on official (Eurostat) and unofficial (trade organisations and consultancies) data on the music publishing industry.

This report offers a quantitative statistical approach to the Media and Content Industries (MCI). It is based on official data sources and complemented with data from non-official data sources. The current OECD definition of the MCI sector is discussed, as regards the limitations of the definition itself and of its operationalization. The approach taken in the collection of data, and also problems with data availability, are dealt with.\nThe official data sources consulted include Eurostat data for EU Member States, the OECD and national statistical offices. In addition, the report draws on a number of non-official sources which complement official statistics and contribute to a better analysis and understanding of the economic profile of the MCI sector, particularly when describing new developments not (yet) covered by official statistics. Data from non-official sources to describe some emerging trends regarding the effect of ICT on the MCI are also provided. \nThe study contains an economic profile of the Media and Content Industries for the individual EU Member States and for the US, Japan, India and China.

<p><em>A new field of e-book distribution has emerged and developed in Ukraine due to the impact of digital technology on the publishing industry.</em></p><p><strong><em>This research aims to</em></strong><em>: Identify the key players in the field of digital distribution of e-books by Ukrainian publishers from 2011 to 2023. Analyse and describe the value propositions and business models of digital book distribution start-ups in Ukraine.</em></p><p><strong><em>Research methodology. </em></strong><em>The study analyses the value propositions and business models of various companies operating in e-book distribution in Ukraine, using the case study method and mystery shopping. The generalisation of the data obtained as a result of the case study was achieved by using historical, analytical, synthetic and comparative methods, classification methods and a systematic approach.</em></p><p><strong><em>Results. </em></strong><em>Thirteen players were found to be active in e-book distribution between 2011 and 2023 (seven entered the market in 2011</em><em>–</em><em>2018 and another six in 2019</em><em>–</em><em>2023), with three platforms closing in the last five years. Of the ten active players, six specialise in e-book sales with a «digital only» business model (Booxters, Booknet, Chytanka, Librarius, Pocketbook) and four are online bookstores with an omnichannel business model, selling both print books and e-books (Yakaboo, KnigoLand, Knygarnya «E», Nash format). The main business model for all players in e-book distribution is direct sales, although distributors are increasingly adopting combined business models (direct sales plus subscription). A positive trend is the implementation in the field of digital distribution of e-books in Ukraine of business models that are popular in foreign digital publishing, in particular, self-publishing (Booknet) and e-book lending (Librarius). Important for the development of Ukrainian digital book production and sales is the focus of distributors on ensuring closed access and strict protection of book content against piracy sharing.</em></p><p><strong><em>The novelty </em></strong><em>lies in the development of a chronological list of the main players who have worked (or are working) in the field of digital distribution of Ukrainian e-books; identifying their business models and analysing their value propositions: e-book formats, types of access to content and ways of protecting content.</em></p><p><strong><em>Practical significant</em></strong><em>. The results of this research will be used in lectures for students of the educational program «Publishing and editing» in Ukrainian universities, and will also draw the attention of the publishing community to the problems of the development of digital book publishing.</em></p><p><strong><em>Key words</em></strong><em>: bookselling, business models, digital distribution, digital book publishing, e-book, field of digital distribution, omnichannel.</em></p>

This thesis paper examines the business of media production in the broadcast and digital film industry. There will be always a renewing demand for education, and in recent years the creation of many new forms of media for educational purposes have exploded into the marketplace. Today’s Internet technology delivers content to massive audiences with faster speed and efficiency than ever before experienced in known history. As new generations of people are affected by the impacts of climate change, everyone living on Earth will need to adapt. A common desire for clean and sustainable sources of energy is growing, while people also yearn to be informed. How will humanity generate energy sustainably? Capitalizing on this theme, through a documentary film production, is the essence of this thesis. The business of producing and delivering educational video media has the power to positively influence and inform people of all walks of life. In particular, there is a special demand for informing and inspiring people about the solutions available to humanity’s urgent and growing energy demands. Energy technologies are evolving quickly, and these technological advancements must be shared and debated for educational and inspirational value. This paper seeks to exploit the demand and value for this knowledge through digital media distribution. Distribution of film through both traditional broadcast and modern digital methods has a proven market value. The key argument of this thesis is that marketing through digital media distribution empowers small-companies to compete successfully against large corporate players, allowing them to produce and distribute meaningful and thought provoking productions at a profit. This paper will deliver an in-depth marketing plan for a start-up film production company to create an inspirational product. The start-up company “Stone Soup Productions” is based in Taipei, Taiwan, and will collaborate with “Ethical Film Productions,” based in Vancouver, Canada, to produce a 13-part documentary film product titled “The Great Energy Debate”. The business model and marketing plan for the company will demonstrate how future digital film products will be brought to market for distribution and revenue generation. The business plan, the focus of this paper, is aimed at generating medium to generous profits through direct online distribution of digital film productions. Some reasons for why this is feasible are due to the fact that people are now more willing to pay for online content while the cost of production continues to decrease dramatically because the digital film industry and related technologies continue to evolve. The method of distribution outlined in this thesis is completely changed from the model of the past. This new business model takes advantage of what is now possible with the current state of technology. Digital film distribution through multiple sales platforms maximizes exposure, leading to increased sales, wider audiences and more efficient distribution costs.

Macroeconomic tendencies are causing deep changes in cinematographic industry, with the aggravating factor that the internationalization of the communicative phenomenon has been joined both to the metropolis and to the periphery. Approximations have been made often on this dichotomy that now includes the problem on the unique stage from the technological and digital revolution. One of the challenges that must be confronted is the audiovisual payment consumption. The digital distribution is affecting deeply the business models and the way to recover investments and profits that are obtained by the movies. The second challenge will be the investment, this is very important in cinema´s case. The cinematographic industry has less money than needs and mostly depends on public supports. The investment is centered in national movies, whereas the market is international. The banks show reticence to betting for the cinema and to investing in, like happens with diffusion networks and telecommunications operators, who are not prepared yet. A last challenge is distribution and international exchanges with third countries. European Union, the major world´s commercial associate, foments the cooperation with third countries. How is it possible to associate the cinema with European Union´s cooperation policies?

The goal of this paper is to sketch the value chain and the business models of the online distribution of music. The perspective of the online digital music market is rather deceiving but the opportunities seem to remain high. Considering the rise of the P2P networks of free music digital files, it seems reasonable to assume this new way to distribute music meets consumer needs. Based on a review of the literature and executive interviews, the paper presents the traditional distribution models; then it addresses how P2P piracy deals with the copyright issues, and describes some emergent business models that could be an answer to illegal digital music distribution.

This article explores the dynamic film and television industry’s operational system and diverse business models. The industry has adapted its strategies in response to globalization, technological advancements, and changing consumer behaviors. The operational system encompasses stages from development to exhibition, ensuring creative ideas translate into compelling content. Business models include the product-oriented, market-oriented, and Business Model 2.0. The digital revolution has ushered in the Long Tail, DIY, and 360-degree models, reshaping distribution and engagement. Applying field theory, the article examines the industry as a structured field where actors vie for different capitals. This multidimensional analysis deepens our understanding of how these models drive the industry’s evolution. The article discusses how the relationship between creating content and making money has become more complex due to the growth of streaming platforms and online distribution. This has led to a need for new ways to make money from content, such as subscription services, ads, and pay-per-view. The industry is focused on finding ways to make consistent profits.

Electronic recommender systems and digital distribution as such have transformed many industries. Digital games is one of those industries where the transformation is particularly evident, as more and more games are appearing on the market, and most of the titles are published by independent game developers. Due to electronic recommender systems developers can now self-publish their content without the mediation of third parties and additional costs for their services. This change has significantly decreased the costs of game production, distribution, and marketing, allowing more studios to engage in releasing their games on their own. However, it is unclear how the developers themselves perceive the effect of electronic recommender systems of their business models. This paper presents a qualitative study on the impact of electronic recommender systems in context of independent game development. Based on semi-structured expert interviews with active game developers who have been engaged in promoting their games through electronic recommender systems, our study provides insights on how independent game developers perceive those systems as part of their value chain and their business model. The results of the study concern to (i) independent game developers to establish, adapt, review, or improve their business model, and (ii) providers and developers of electronic recommender systems as indication of needs and requirements as well as expectations of their potential content creators.

This paper analyzes how technological change and digitalization in the Spanish publishing sector is challenging existing business models and encouraging publishers to modify their portfolios of products and competencies. A qualitative analysis (case study) of three Spanish publishers is carried out. The practical implications of the research are that digital products and services are still considered secondary to the analog book. On the other hand, the proportion of titles available in digital formats is still small. To all this, the lack of a common dominant design for digital publication is added, which represents an uncertainty for editors, to which must be added the lack of institutional support. For the time being, Spanish publishers are simply selling digital versions of their paper books on digital distribution platforms, trying to minimize risks by betting on positively contrasted works in the traditional paper-based business model.

Targeting the present situation and problems of Internet business model, and summarizing literatures on business model research, this paper puts forward a new definition of business model for a novel Internet digital content distribution platform. Then the paper presents a mapping approach to educe system logic function design from the business model, which could improve the completeness of system design and success rate of system deployment. The platform designed with the innovative business model could help the Internet governance and low carbon economy.

This study examines how disruptive sustainable business models (DSBMs) drive sustainability transitions across micro, meso , and macro levels of socio-technical systems. Analyzing 29 case companies, the research identifies five key drivers of DSBM development and scaling: technological experimentation, entrepreneurial initiative, user-driven innovation, industry collaboration, and regulatory support. These drivers interact with seven critical factors: industry dynamics, organizational structure, geographical context, innovation ecosystems, regulatory environment, policy coherence, and market readiness that shape how DSBMs evolve from niche innovations to regime-level change. Drawing on and extending the Multi-Level Perspective (MLP) framework, the study demonstrates how firms actively couple business model innovation with institutional change across levels. The findings highlight that DSBMs achieve large-scale impact by leveraging policy mixes that destabilize unsustainable practices while supporting innovation scaling. The role of adaptive governance frameworks and cross-sectoral policy coherence is crucial for aligning DSBMs with global sustainability goals, such as the Paris Agreement. Moreover, the study offers a novel contribution by conceptualizing DSBMs as recursive and cross-scalar instruments of transition agency. This research contributes to the literature on sustainability transitions by integrating business model innovation more explicitly into MLP theory and providing evidence of how firm-level agency interacts with structural change. • Disruptive sustainable business models operate across niche, regime, and landscape levels. • Business model innovation drives sustainability transitions beyond technological change. • Policy fragmentation constrains the scaling of disruptive sustainable business models. • Adaptive governance enables firms to challenge and reconfigure unsustainable regimes. • Evidence from 29 firms reveals sector-specific transition pathways.

Purpose: The aim of this study is to explore the purpose of investigating the business model of "New Retail” which is crucial for understanding industry innovation, enhancing the customer experience, exploring business model innovation, assessing economic impact, and recognizing global influence. Theoretical framework: This comprehensive theoretical framework provides the foundation for analyzing the multifaceted dynamics of "New Retail" with the inclusion of value proposition, value network, revenue model, tacit knowledge, and explicit knowledge. Design/methodology/approach: The research methodology employed in this study encompasses a case study of innovative retail businesses, Super Species. It investigates how these businesses have leveraged technology to enhance customer experiences. Findings: The study's findings underscore the pivotal role of "New Retail" in reshaping the traditional retail landscape through technology-driven innovations. It elucidates the impact of "New Retail" on industry dynamics and its potential to secure competitive advantages through analyzing the business model. Research, Practical & Social implications: This research has implications for understanding the transformative power of "New Retail" in the retail industry. It provides insights into consumer expectations, policy influence, and the integration of online and offline retail. Additionally, it highlights the importance of new retail business model and its effects on economic and global dimensions. Originality/value: The originality of this study lies in its comprehensive examination of "New Retail" as a transformative force in the retail industry. It explores the interplay of digital technologies, consumer behavior, government policies, and innovative business models, shedding light on the unique value proposition and implications of "New Retail."

This chapter examines the competitive dynamics of the securities industry in Europe and seeks to identify the major sources of competitive advantage for firms participating in the European industry in the future. The future of the European securities industry will be affected not only by the forthcoming conversion to a single currency but also by a variety of developments and powerful forces that have been reshaping the global securities industry over the past fifteen years. Indeed, these developments have already changed the European securities industry more, perhaps, than have any other broad environmental changes throughout its long history.

The European steel industry must achieve deep greenhouse gas emission reductions to become climate neutral by 2050. New business models are often proposed as one of the key solutions but are mostly addressed in general terms, without elaborating on or systematically analyzing how these new business models are actually linked to specific mitigation measures or strategies. In this paper, we assess when and to what extent different emission reduction strategies in the EU steel industry have implications for business model innovation. Through a review of 42 recent publications on industrial decarbonization, we identify 9 types of decarbonization strategies for steelmaking and their emission reduction potential. The strategies achieve emission reductions through material efficiency, emission efficiency, or a combination of both. For each strategy, we analyze the need for incremental or radical changes in business models on the basis of a thorough reading of the business model literature. Our findings show that EU steel firms can pursue several strategies to decarbonize without having to radically innovate their business models. Importantly, material efficiency strategies, arguably key to decarbonization, imply more radical changes to business models than emission efficiency strategies. Our study is a first contribution to the systematic assessment of industrial decarbonization strategies from a business model perspective. It is also an attempt to bring more rigor to the understanding of the role of business models in industrial decarbonization.

Insects and their derivatives are increasingly recognised as a (more) sustainable and circular protein source for feed and food. The European insect industry is growing, but upscaling remains a challenge due to multiple uncertainties. This study analysed the robustness of three different business models for insect production for feed and food in six future scenarios. Business models and scenarios were identified through literature review and refined through expert elicitation (n = 5). The three business models comprised: (1) full-liner black soldier fly production for pet food , (2) decentralised black soldier fly production for aquafeed , and (3) mealworm processing cooperative for food . The six scenarios addressed uncertainties around the use of side streams, insect welfare, energy, and sustainability. We used the Business Model Stress Test in four focus groups with experts (n = 23) from six European countries. Heat maps for three distinct business models were presented, detailing the impacts of scenarios on business model components. Experts regarded full-liner black soldier fly production for pet food and mealworm processing cooperative for food as more robust than decentralised black soldier fly production for aquafeed . These differences were mainly related to the customer segments , value proposition , revenue structure , and cost structure . In full-liner black soldier fly production for pet food , stringent regulations were expected to have no negative impact on business model components, in contrast to liberal regulations with anticipated adverse effects. Examination of regulatory uncertainty indicated strict legislation’s advantageous expected impact on consumer trust in the pet food and food market. High energy prices were anticipated as a major challenge across all business models, while improved sustainability compliance was viewed positively. The classification in relatively more or less robust business models serves as a guide for business and policy in further developing the insect sector for feed and food in Europe.