06.02.2011
Anderson, Chris
2008 (2006)
The Long Tail: Why the Future of Business is Selling Less of More
92
no shit
03.02.2011
category: PhD sources
tags: Academia, Business, Conceptual, Creative Destruction, Economics, Entrepreneurship, Evolution
tags: Academia, Business, Conceptual, Creative Destruction, Economics, Entrepreneurship, Evolution
Shane, Scott Andrew
2003
A General Theory of Entrepreneurship: The Individual-Opportunity Nexus
4
Definition-entrepreneurship:
“Entrepreneurship is an activity that involves the discovery, evaluation and exploitation of opportunities to introduce new goods and services, ways of organizing, markets, processes, and raw materials through organizing efforts that previously had not existed (Venkataraman, 1997; Shane and Venkataraman, 2000).”
8
“the entrepreneurial process requires some form of innovation. By innovation, I do not mean that all entrepreneurial efforts require the grand Schumpeterian (1934) innovations that result in new combinations that spur creative destruction. [...] the entrepreneurial process can involve a type of innovation that is much milder, such as placing a restaurant on a different corner of an intersection from existing restaurants, or using different recipes or employees in a new restaurant in the same location as an old one. [for example Venkataraman, 1997] pointed out that this milder form of innovation is often associated with Kirznerian (1997), rather than Schumpeterian, entrepreneurial opportunities.
However, even Kirznerian opportunities involve innovation. By definition, entrepreneurship cannot involve the perfect imitation of what has been done before. The simple fact that it involves the recombination of resources into a new form according to the judgment of the entrepreneur means that entrepreneurship involves some innovative activity.”
10
“The conceptual framework that underlies this book is quite straightforward. Because the economy operates in a continual state of disequilibrium and change, situations arise in which people can transform resources into a form (new goods and services, new ways of organizing, new methods of production, new markets or new materials) that they believe will have greater value than their cost to create (Venkataraman, 1997). The entrepreneurial process begins with the perception of the existence of opportunities, or situations in which resources can be recombined at a potential profit. Alert individuals, called entrepreneurs, discover these opportunities, and develop ideas for how to pursue them, including the development of a product or service that will be provided to customers. These individuals then obtain resources, design organizations or other modes of opportunity exploitation, and develop strategies to exploit the opportunities.”
01.02.2011
Varian, Hal R.
1992
Microeconomic Analysis
414f
Definition-public good
Definition-club good
Definition-private good
01.02.2011
Johnson, Mark W.
Christensen, Clayton M.
Kagermann, Henning
2008
Reinventing Your Business Model
52
“a recent American Management Association study determined that no more than 10% of innovation investment at global companies is focused on developing new business models.”
52f
Definition-business model:
“A business model, from our point of view, consists of four interlocking elements that, taken together, create and deliver value. The most important to get right, by far, is the first.”
- Customer value proposition (CVP). A successful company is one that has found a way to create value for customers – that is, a way to help customers get an important job done. By “job” we mean a fundamental problem in a given situation that needs a solution.
- Profit formula. The profit formula is the blueprint that defines how the company creates value for itself while providing value to the customer.
- Key resources. The key resources [not all, just the important ones] are assets such as the people, technology, products, facilities, equipment, channels, and brand required to deliver the value proposition to the targeted customer.
- Key processes. Successful companies have operational and managerial processes that allow them to deliver value in a way they can successfully repeat and increase in scale.
53
“These four elements form the building blocks of any business. The customer value proposition and the profit formula define value for the customer and the company, respectively; key resources and key processes describe how that value will be delivered to both the customer and the company.”
54
“The most important attribute of a customer value proposition is its precision: how perfectly it nails the customer job to be done – and nothing else.”
56
“Rules, norms, and metrics are often the last element to emerge in a developing business model. They may not be fully envisioned until the new product or service has been road tested. Nor should they be. Business models need to have the flexibility to change in their early years.”
“Pursuing a new business model that’s not new or game-changing to your industry or market is a waste of time and money.”
58
“Creating a new model for a new business does not mean the current model is threatened or should be changed. A new model often reinforces and complements the core business [...].”
59
“Successful new businesses typically revise their business models four times or so on the road to profitability.”
“We recommend companies with new business models be patient for growth (to allow the market opportunity to unfold) but impatient for profit (as an early validation that the model works). A profitable business is the best early indication of a viable model.”
Bob Higgins: “”I think historically where we [venture capitalists] fail is when we back technology. Where we succeed is when we back new business models.”"
31.01.2011
Elberse, Anita
2008
Should You Invest in the Long Tail?
96
“For Chris Anderson, the strategic implications of the digital environment seem clear. “The companies that will prosper,” he declares,“will be those that switch out of lowest-common-denominator mode and figure out how to address niches.” But my research indicates otherwise. Although no one disputes the lengthening of the tail (clearly, more obscure products are being made available for purchase every day), the tail is likely to be extremely flat and populated by titles that are mostly a diversion for consumers whose appetite for true blockbusters continues to grow. It is therefore highly disputable that much money can be made in the tail.”
“The companies that will prosper are the ones most capable of capitalizing on individual best sellers.”
23.01.2011
Höijer, Birgitta
2008
Ontological Assumptions and Generalizations in Qualitative (Audience) Research
283
“Advocates of more quantitative methods claim that qualitative methods only give exploratory, descriptive and specific knowledge, which is of limited scientific interest.
Qualitative researchers counter that statistical generalizations, sometimes labelled empirical generalization or extrapolation (Danemark et al., 2002; Eriksson, 2006), which are characteristic of quantitative research, are not valid for qualitative research.”
287
288
“As a multidisciplinary field, media and communication studies houses a mixture of positions combined with a good share of ambivalence.”
289
290
“Ontology and methodologies are often taken for granted in different schools of thought, and not seen as something to be brought up and discussed. This can be especially problematic in a multidisciplinary research field such as media and communication studies, which quite eclectically borrows approaches from a variety of schools with different ontologies.”
“The discussion has followed three steps in the qualitative research process: the construction of the research material, the selection of informants and generality of the results. Although researching people has been in focus, most of the discussion is valid for qualitative research in general.”
“you may claim that generalization is also possible from a qualitative study, for example, if you believe in cultural homogeneity and that the informants or cases can therefore be seen as spokespersons for or representatives of their culture or subculture. Beliefs in universality as well as a position of structuralism, including critical realism, are also ontological positions that make generalizations based on a limited number of informants or cases possible.”
-> Methodology
290f
“These absolute positions are, however, not very common in media and communication studies. Behind many studies we instead find some combi- nation of ontological assumptions, or rather an ontology that simultaneously asserts social variation and cultural homogeneity or structuralism. This is possible if we consider the complexity and multidimensionality of social phenomena. I have tried to demonstrate the methodological consequences that this entails.
Whatever the ontological position we profess ourselves adherents of, it is important to provide some sound theoretical arguments for the position. Furthermore, it is important to show how the study in question, its methods and empirical and analytical findings relate to that position.“
23.01.2011
Livingstone, Sonia
2010
Giving People a Voice: On the Critical Role of the Interview in the History of Audience Research
Following Lazarsfeld, interviews have been conducted as “powerful interviewer and obedient interviewee” (p. 566). Then audience research moved on to try and learn from the audience. But with the emergence of New Media researchers tend to forget this. They talk of ‘now people are active and they used to be passive,’ which of course is BS. And they tend to talk about ‘the user’ and listen less.
569f
“This reminds us that at the heart of the interview is not only speech but also listening. A poorly conducted interview may be marked both by an interviewee reluctant to speak and by an interviewer who fails to listen carefully. But ask we must, and listen we must, for it is vital to go out and meet the audiences we theorize about.”
21.01.2011
Müller, Eggo
2009
Formatted Spaces of Participation: Interactive Television and the Reshaping of the Relationship Between Production and Consumption in van den Boomen, M et al ~ Digital Material: Tracing New Media in Everyday Life and Technology
Analyses the relationship of TV producers and consumer in our convergence culture. Looks at 3 case studies. Aktenzeichen XY, Big Brother, and YouTube.
20.01.2011
Debord, Guy
2002 (1967)
The Society of the Spectacle
Dumbing down and keeping the people sedated so they don’t think and come up with stupid ideas like questioning the leadership.
Thesis 25
“The spectacle keeps people in a state of unconsciousness [...]” until eventually “[...] all community and all critical awareness have disintegrated [...]“
20.01.2011
Vorderer, Peter
Steen, Francis F.
Chan, Elaine
2006
Motivation in Bryant, J et al ~ Psychology of Entertainment
3
“Why do human beings, across a range of different cultures and historical periods, seek out and enjoy the experience of entertainment? Why do they select and create certain types of situations – and not others – to entertain themselves? Why do they seek entertainment so often, fur such long periods of time, and in so many different situations and settings? To ask these questions is to adopt the perspective that entertainment is a response to a certain set of opportunities rather than a feature of a particular media product itself.”