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dc.contributor.authorHacklin, Fredrik
dc.contributor.authorKlang, David
dc.contributor.authorBaschera, Pius
dc.contributor.editorDiehl, Sandra
dc.contributor.editorKarmasin, Matthias
dc.date.accessioned2019-04-22T12:27:48Z
dc.date.available2019-04-22T12:27:48Z
dc.date.issued2013
dc.identifier.isbn9783642361623
dc.identifier.doi10.1007/978-3-642-36163-0_3
dc.identifier.urihttp://hdl.handle.net/20.500.12127/6216
dc.description.abstractWhen technologies converge, entire industry sectors are likely to do the same. In order for such transitions to succeed, not only are novel products and services needed, so too is the design of appropriate business models. In this context, it is particularly important from a firm’s perspective to critically question any affiliation to a particular industry. Instead, the business model should become the focus of innovation activities. Using a structured approach, managers can analyze their existing business model with respect to a converging industry sector early on, in order to be able to adapt it well in time to newly emerging market conditions.
dc.language.isoen
dc.publisherSpringer
dc.subjectBusiness Model
dc.subjectIndustry Sector
dc.subjectMusic Industry
dc.subjectTechnological Convergence
dc.subjectBusiness Line
dc.titleMedia and convergence management
dc.title.alternativeManaging the convergence of industries: Archetypes for successful business models
dc.source.beginpage25
dc.source.endpage36
dc.source.numberofpages376
dc.contributor.departmentETH Zürichen_US
vlerick.knowledgedomainEntrepreneurship
vlerick.typebookBook Chapter
vlerick.vlerickdepartmentEGS
dc.identifier.vperid222419


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