question:;jhf fund : خلاصه کتاب Media Firms: Structures, Operations and Performance Edited by Robert G. Picard Turku School of Economics and Business Administration, Finland شرکت های رسانه ای: ساختارها، عملیات و عملکرد ویرایش شده توسط رابرت جی پیکارد دانشکده اقتصاد و مدیریت بازرگانی تورکو، فنلاند فصل اول Chapter 1: The Centrality of Media Firms by Robert G. Picard فصل 1: مرکزیت شرکت های رسانه ای نوشته رابرت جی پیکارد - Introduction: This chapter begins with acknowledging the pivotal role of media firms in media economics, yet it highlights a significant gap in research—there’s minimal focus on individual media firms at the company level. Historical research trends favored industry-wide or theoretical considerations over the scrutiny of real companies and their concrete operant decisions. - Limitation of Dominant Approaches: Existing research often relies heavily on industrial organization and market analysis at a broader level, leaving little room to understand how individual media entities operate and make decisions. The author suggests that to grasp media market dynamics fully, an in-depth examination of the individual companies is essential. - COMPANY STUDIES EXPLORE DIFFERENCES IN FIRMS: This section underscores the fundamental role of companies in shaping the media landscape. Each firm contributes through a series of activities: raising capital, hiring employees, creating and marketing media products, and establishing their growth paths or facing decline. The varied behaviors of these firms highlight the diversity of media economics. - Theory of the Firm: The classical economic “Theory of the Firm” is mentioned to emphasize that the primary objectives of a firm are the maximization of profit and enhancement of company value. Delving into historical economic writings reveals that the application of this theory to media firms demands a nuanced understanding that many generalizations fail to capture. - Company Differences: Companies differ in their pursuit of profit versus company value. Strategic choices, influenced by factors such as company size, type of ownership, and geographic location, lead to diverse corporate behaviors and objectives. The author argues that internal philosophies, strategies, and objectives can lead to varying operational decisions even among similar media companies. - Market and Company Structures: The discussion here centers on how the array of choices made by companies leads to different market structures, operational modes, and performances within the industry. Each company’s approach can significantly influence its competitive success and longevity. - A FOCUS ON MEDIA AND COMMUNICATION FIRMS: Picard introduces the core intent of the book — an in-depth exploration of media and communication firms from a company-level perspective. This part highlights the need to improve our understanding of economic pressures and managerial decisions that dictate market and company structures as well as their performance. - Subsequent Sections and Case Studies: The author introduces the selection of studies and case studies included in the book, which were originally presented at a renowned media economics conference. These studies focus on various aspects of media firms, including product and service development, strategic business decisions, and methodological approaches to examining company performance: - Terje Gaustad’s transaction cost-based framework for analyzing media companies. - Allan Brown looks at how the introduction of digital television reshaped the Australian media landscape. - Richard van der Wurff investigates professional information providers’ strategies amid industry changes. - Analyses by Angel Arrese and Mercedes Medina consider the response of financial news entities to new media challenges. - Piet Bakker explores how free daily newspapers impact traditional publishing. - Marina Pavlikova provides insights into the internet’s evolution in Russia. - Alan Albarran and Terry Moellinger assess the world’s foremost media corporations. - Jan Helgesen delves into newspaper companies expanding internationally. - Li-Chuan Mai examines the differential outcomes of satellite TV firms in Taiwan based on various strategic factors. - David Goff studies how major European telecom companies adapt to economic and technological shifts. - Aldo van Weezel discusses journalistic quality control in the context of increasing competition. - Tasos Politis addresses changes in workforce demands due to cross-media publishing. - Mikko Gronlund focuses on customer satisfaction metrics within the graphic arts sector. - Conclusion: The chapter wraps up with an emphasis on the broader implications that these company-level analyses have for the understanding of media economics. The differing strategies and outcomes explored throughout the chapter call for further, focused research in this field to enhance policy-making and strategic planning in media industries. فصل دوم Chapter 2: Joint Product Analysis in the Media and Entertainment Industries: Joint Value Creation in the Norwegian Film Sector by Terje Gaustad فصل 2: تجزیه و تحلیل محصول مشترک در صنعت رسانه و سرگرمی: خلق ارزش مشترک در بخش فیلم نروژ اثر Terje Gaustad Introduction: In this chapter, Terje Gaustad points out that despite growing scholarly attention, research on interfirm relations within media economics has been limited. He references prior scholarly work that emphasizes the importance of cooperation among firms, especially in advanced economies and creative industries. Crucial Transactions and Joint Products in the Media Sectors: Gaustad argues that the production and distribution of media and entertainment often involves collaboration between entities to create what he refers to as joint products. The value of each party’s contribution to a joint product hinges on crucial transactions that occur between them. These interfirm collaborations are non-standard and heavily dependent on the final product’s value created jointly. The Motion Picture Industry: The chapter primarily focuses on the movie sector, presenting the concept of joint products as they exist between movie producers and distributors. Production includes assembling the actual film, while distribution involves marketing and circulating the movie to reach the audience. The cumulative product, or movie’s image, is shaped by both these stages. Transaction Cost Analyses of Joint Products: Gaustad introduces the use of New Institutional Economics to analyze production and distribution in media. Specifically, he employs transaction cost reasoning to understand these crucial transactions. Reducing transaction costs is vital for optimizing the value of the joint product created by the transaction parties. Transaction Attributes in Motion Pictures: Asset specificity (the degree to which investments are tailored to a particular transaction) is identified as a significant attribute in the governance structure of transactions. The author discusses how investments in production typically have a high level of asset specificity, whereas distribution investments can vary. Economic Properties of Transaction-Specific Investment: Media and entertainment products, like movie projects, often possess public good characteristics and economies of scale. Gaustad points out the interchangeability between production and distribution investments and the importance of having a multiplicative production function, where every input is crucial for valuable output. Production-Distribution Relations in Norwegian Film: The chapter delivers insights into the Norwegian film sector based on a pilot study. It explores how production-distribution collaboration occurs, the specific investments made, and the potential underperformance of distributors due to the structure of public funding. Joint Products and Crucial Transactions in Other Sectors: Finally, Gaustad briefly applies the joint product analysis framework to other media and entertainment industries, identifying relationships similar to the production-distribution interplay of the film sector in music, publishing, and television sports. Concluding Remarks: The author suggests that the transaction cost joint product model offers valuable insights into the interdependence of production and distribution in media and entertainment. This model helps to understand relationships not only in film but in other sectors and could assist in improving industry practices and regulations. This chapter effectively demonstrates how analysing crucial transactions and the creation of joint products within different segments of the media industry, particularly the Norwegian film sector, can reveal the complexities and dynamics that influence the success and failure of media products. By dissecting these relationships and examining them through the lens of transaction cost economics, Gaustad offers a framework that has the potential to enhance our understanding of the media and entertainment industries’ economic interactions. فصل سوم Chapter 3: From Analogue to Digital Television Broadcasting: A Case Study of Australia and Australian Firm Experiences by Allan Brown فصل 3: از پخش تلویزیونی آنالوگ به دیجیتال: مطالعه موردی تجربیات استرالیا و شرکت استرالیا توسط آلن براون In Chapter 3 of book, Allan Brown explores the significant shift from analogue to digital television broadcasting, focusing on Australia’s experience as one of the early adopters of this technology. The transition began on January 1, 2001, and it represented a crucial development in the broadcasting sector. Introduction: Brown begins by highlighting the technological advantages of digital broadcasting over its analogue predecessor, noting improvements in picture and sound quality, the ability to multiplex (multichanneling), and enhanced programming. He also discusses how digital broadcasting allows for interactive services, or “datacasting.” Industry Structure and Spectrum Economics: From an industry perspective, digital broadcasting is more economical with spectrum use than analogue. In Australia, considerable space allocated to analogue signals could be reduced with digital, allowing for more players and services in the market. Challenges and Government Policies: The transition to digital presents challenges to governments and regulators. Incumbents who benefit from limited competition might resist changes seeking to sustain their established positions. Brown emphasizes the need for successful adoption and analogue switch-off to fully realize digital television’s benefits. Australian Television Firms: Brown introduces the main types of television broadcasting firms in Australia, ranging from commercial free-to-air networks, subscription-based operators, to publicly funded broadcasters like ABC and SBS. He also notes the high earnings yield for major networks before interest and taxes. Digital Television Policy in Australia: Australia’s approach to digital broadcasting is covered under the Television Broadcasting Services (Digital Conversion) Act 1998, which is based on European DVB standards. The policy entails additional spectrum allocation (without charge) to existing broadcasters, mandatory simulcasting in standard and high-definition formats, and restrictions on multichannelling for private commercial broadcasters. There are stringent transmission quotas, a prohibition on private FTA broadcasters offering subscription-based services, and no plans to issue new commercial broadcasting licenses before 2007. Transition to Digital Broadcasting – The First Year: One year after the start of digital broadcasts, the uptake among consumers was low, partly due to the lack of multichannelling for commercial broadcasters and restrictions on services. Public broadcasters launched new digital channels aimed at children and youth, but commercial broadcasters’ contributions were modest. Datacasting and Interactive Services: Brown discusses the lack of progress in the datacasting sector due to policies that have confined the range of programs and services datacasters are allowed to provide. The auction for datacasting licenses was cancelled due to companies assessing that imposed restrictions undermined viability. Conclusion: The chapter concludes that Australia’s digital transition has been largely influenced by private sector interests, particularly existing commercial television firms, which have shaped government policy to their benefit by stalling competition and market evolution. Brown suggests that unless the government revises its digital policies to encourage take-up by viewers, the full potential of digital television will remain unrealized. Brown criticizes the Australian government’s digital television policy, contending that it heavily favors incumbent operators and restricts the entry of new players and services that could benefit consumers. He also points out the challenges involved in the transition for broadcasters and the low adoption rate of digital receivers by consumers. The government’s digital policy will undergo several reviews in the coming years, possibly leading to changes in the regulations. فصل چهارم Chapter 4: Competition, Innovation, and Performance of Professional Information Providers by Richard van der Wurff فصل 4: رقابت، نوآوری و عملکرد ارائه دهندگان اطلاعات حرفه ای اثر ریچارد ون در ورف Introduction: Van der Wurff underscores the significance of professional information—which is vital for skilled workers to perform their jobs—in today’s rapidly evolving economy and the upcoming information society. Ensuring equal access to diverse and high-quality professional information is crucial for balanced growth in political, social, and economic spheres. Digitisation of Professional Information Publishing: This section discusses how digitization is driving changes in the number, type, and strategies of professional information providers. Digitization lowers costs associated with publishing, which in turn allows providers to cater to increasingly niche audiences and attracts entries by non-publishing entities. Overview of the Dutch Professional Information Market: The professional information industry in the Netherlands is characterized by strong market segmentation. There are about 1,000 publishers ranging from medium size to large corporations with global reach—Reed-Elsevier, VNU, and Wolters Kluwer being the prominent examples—each dominating certain niches. Market Segmentation and High Subscription Income: The professional information market in the Netherlands heavily focuses on subscription income rather than advertising revenue. This dependence influences publishers to offer distinct, tailor-made products that foster market segmentation and limit competition. Digital Strategies of Publishers: Traditional publishers view digitization as both a challenge and an opportunity. To counter the influx of “free” digital information providers, traditional publishers focus on offering customized, high-quality content, exclusive relationships with content producers, and complete copyright control over content. Online Activities and Publications: Most publishers are embracing online presence by developing websites as extensions of their print publications. The web presence ranges from basic information about the publisher and its offerings to full-fledged services targeting registered members or subscribers. Strategic Groups on Professional Information Markets: Van der Wurff postulates two classifications: publishers operating in information markets that target niches with specialized offerings, and those in attention markets that provide diverse products to broader audiences. The Agricultural Print Information Market: The chapter looks at the change in the Dutch agricultural information market throughout the 1990s, focusing on trade journals. There was a notable drop in average circulation but an increase in subscription prices, as well as a reduction in diversity of content provided by information market journals. The Agricultural Online Information Market: The transition to digital has led to a proliferation of websites providing agricultural information, though the internet’s landscape is dominated by non-traditional information providers. Traditional publishers’ websites still play a pivotal role by delivering content that caters to professional needs. Conclusions: Van der Wurff concludes that digitization has resulted in increased competition between traditional and non-traditional information providers. He suggests that traditional publishers can maintain a competitive edge by offering high-quality, differentiated products. Digitization has led to a more diverse information market, contributing to the improvement of market performance. فصل پنجم Title: Competition Between New and Old Media in Economic and Financial News Markets Authors: Angel Arrese and Mercedes Medina, University of Navarra عنوان: رقابت بین رسانه های جدید و قدیمی در بازارهای خبری اقتصادی و مالی نویسندگان: Angel Arrese و Mercedes Medina، دانشگاه ناوارا Introduction The Chapter begins by acknowledging the dominance of new media and new media companies in the economic and financial news markets over the past decade. The Internet and digital businesses, categorized as “new media,” have introduced both challenges and opportunities, reshaping strategies for traditional media. Historical Perspective on Economic and Financial News Markets The authors outline the evolution of specialized economic journalism, highlighting the accomplishments of renowned media businesses like Dow Jones, Financial Times Group, Bloomberg, and others. Historical context is provided, showing how these entities became benchmarks in the dissemination of economic content. The narrative traces the emergence of notable financial news entities during key economic periods, like the late 19th century, the post-World War II era, and critical moments of the 20th century, emphasizing their response to economic crises and the changing landscape of financial journalism. Growth of New Media Business in Economic and Financial News A significant shift occurred with the entry of new media forms, such as specialized economic television and radio channels, and online services, into the market for economic and financial news. The 1990s, characterized by economic prosperity and technological advancements, saw the rise of financial TV channels like CNBC and Bloomberg Television, alongside internet-based financial news services that became indispensable for investors. This growth is credited to the increasing public interest in financial information and the global nature of financial markets which were fueled by developments in information technology. New Media’s Impact on Economic and Financial News The explosion of financial news sites in the mid-1990s is discussed, along with the various types of new competitors in this sector. These included search engines that evolved into portals, new online financial media, online financial services, and websites of financial institutions. The competitive landscape is illustrated by detailing popular web services and their features, highlighting the diversity of information sources available online. Strategy of the Old Media: Multimedia Brand Names and Alliances Established media brands have had to transition from a single-product focus to a multimedia strategy, becoming brand names with diversified content spanning different media channels. This multi-platform approach was driven by the need to stay relevant and competitive against the backdrop of the explosive growth of the internet. The article discusses how organizations like Dow Jones and Financial Times Group adopted multimedia strategies, formed strategic partnerships, and expanded internationally to maintain their standing in the financial news market. Conclusions The conclusion reflects on the expectation that a new period of adjustment awaits the economic and financial news sector, where both new and old media are finding ways to coexist and adapt to a changing environment. Despite the challenges posed by new media, established journalistic brands have shown resilience by evolving into versatile, multimedia information providers. The authors suggest that these brands, by leveraging their well-established reputations and adapting to digital formats, will continue to play leading roles in serving the information needs of their audiences. فصل ششم Chapter 6, “Reinventing Newspapers: Readers and Markets of Free Dailies,” authored by Piet Bakker فصل ششم، «اختراع مجدد روزنامه ها: خوانندگان و بازارهای روزنامه های رایگان»، تالیف پیت باکر Introduction to Free Dailies in the Netherlands On June 21, 1999, two free newspapers were launched, marking a notable event in the Dutch newspaper market which is characterized by mergers and concentration. Both papers were distributed for free to public transport users, five days a week. With 700,000 combined circulation after two years, they captured 14% of the total weekday circulation. Free papers are not a new concept but have mostly been weekly, local, and advertisement-driven. The new free dailies are different, produced daily for a wide urban audience, greatly competing with existing paid newspapers thanks to their cheap distribution and small editorial teams. The Rise of the New Free Dailies The Netherlands is not the sole example, with the free daily trend starting in Sweden in 1995 and later spreading internationally. As of 2001, Metro International reported 21 editions in 15 countries. The spread has led to “newspaper wars” in some cities and the marketplace is dynamic, with continuous introductions and closures of free dailies. Frameworks for Analysis Limited research has been conducted on free dailies, with some studies available from Sweden, the Netherlands, and Switzerland. The main questions pertain to economic and legal challenges related to competition and market dynamics. Economic Issues The entry of free dailies significantly impacts newspaper markets. Questions center around reader reactions and market changes, especially since these dailies often attract a younger demographic. Using a substitution/cumulation model, changes in readership and market shifts are examined, revealing diverse potential short-term and long-term effects. Readers of Free Dailies Statistics often sourced from publishers suggest that free newspapers are more popular with younger audiences. Research conducted in Zurich and the Netherlands confirms this, showing that a significant proportion of free daily readers are under 35. Business Models Various strategies are employed by publishers of free dailies. Non-local firms aim for profit, while local firms may publish free papers defensively or preventively. Some markets show cross-subsidization and price-dumping practices, posing challenges for competition and innovation. Conclusion The free newspaper sector appears stable with over 30 titles surviving and attracting younger readers. However, competition and market stability raise questions that demand deeper investigation to understand long-term effects and the nature of the new readership. فصل هفتم Chapter 7: Media Business Online: Features and Strategies of Runet by Marina Pavlikova فصل هفتم: تجارت آنلاین رسانه: ویژگی ها و استراتژی های Runet اثر مارینا پاولیکووا Introduction At the sunset of the 20th century, amid economic instability and growing consumer power in Russian industrial hubs, there was a surge in developing professional media resources on the Runet, the Russian segment of the Internet. The online media landscape was anticipated to become a profitable venture, making the prospect of pioneering and funding Internet-oriented media projects highly attractive for investors and media moguls. WHO “PLAYS” ON RUNET? MAIN ACTORS The Internet is seen as a component of natural human evolution and a foundation for an information market. Profiting from online publishing requires understanding social adaptation to technological innovations, market promotion strategies, and identifying successful models. It was noted at a conference by IPRA/Wan that the Internet comprises “Content, Commerce, and Communities” along with “Portals, Partners, and Possibilities.” Although Russian media ventures have faced challenges adapting to this model, examples of successful foreign projects suggest that utilizing strategic combinations of the “three Cs and Ps” is vital. Russian media owners are following various strategies, and while Western models might seem like a blueprint, the Russian path has unique characteristics. The Russian Media Sector on the Net The Runet media sector’s development has faced problems despite a more comprehensive and serious adoption of the Internet by businesses and the population. The evolution of Internet media in Russia can be divided into four stages: 1. The First Period (1990-1998): The beginning years were marked by limited dominant players and low investments, with resources mainly created by the Russian Diaspora abroad and the emergence of influential future media project leaders. 2. The Second Period (1998-2000): A spike in creating professional media resources, including the adoption of newswires and offline analogues, corresponded with political elections, leading to increased investments from media and political groups. 3. The Third Period (2000): An investment boom occurred with Russian and Western investors. Though some ventures failed, others persisted, with media “oligarchs” also showing interest in the Internet, elevating online media standards. However, mistakes like imitating traditional newspapers and misjudging the online market’s uniqueness hindered progress. 4. Period: 2001 Onwards: Partnerships among media firms were essential, often carried out through link exchanges to promote brands and drive traffic, as illustrated by coverage during the September 2001 tragedy. RATINGS OF MASS MEDIA ON THE RUNET: MENTIONABLE AND INFLUENTIAL Frequent visits to online media sites have been a measure of success but it’s increasingly clear that targeting specific audiences for niche advertising is more effective. Ratings may indicate competitiveness, but they don’t guarantee economic efficiency. Surveys and monitoring of traditional media references to online outlets help gauge those media’s influence. The service provided by the Fund of Effective Policy (FEP) is one example of attempting to quantify influential power in the online space. CONTENT PRODUCING: A VARIANT OF “SECOND HAND”? The question of whether to offer paid or free access to content has decisively swung in favor of free content, except in niche markets for professionals and corporate users. Despite this, the pay for content model faces challenges such as low Internet penetration and purchasing capacity. Traditional offline newspapers have struggled to monetize their online presence, with subscription models providing limited revenue. Many online news resources are accused of offering ‘second-hand’ content, heavily sourced from the same information agencies which lead to a homogenization of reporting and little in the way of true exclusivity. This chapter by Pavlikova outlines the complexities and multifaceted nature of the Runet’s media landscape, concluding that without the development and support of exclusive content, even the most popular or influential brands can face an uncertain future. The key takeaway is that in the Runet media marketplace, success may hinge not just on offering content, but on differentiating it as unique and valuable to a discerning online audience. فصل 8 Chapter 8: The Top Six Communication Industry Firms: Structure, Performance and Strategy فصل 8: شش شرکت برتر صنعت ارتباطات: ساختار، عملکرد و استراتژی by Alan B. Albarran and Terry Moellinger from the University of North Texas Introduction The chapter begins by discussing the mergers and acquisitions in the 1980s and 1990s which led to an oligopoly in the global media industry. These major companies, known as megamedia or transnational media corporations, aim to dominate media markets to maximize their market share and revenues and seek efficiencies to reduce costs. The chapter focuses on six major media conglomerates: AOL Time Warner, Bertelsmann AG, News Corporation, Viacom, Vivendi Universal, and the Walt Disney Company. These were chosen because of their significant involvement in media, with media activities making up at least half of their assets. STRUCTURE OF THE TOP SIX FIRMS This section looks at the internal structure and organization of the six media conglomerates and provides a table with basic descriptions of each company’s revenue, market capitalization, employees, and corporate officers and directors. Mission Statements of the Conglomerates Mission statements of these companies are explored, showcasing their individual goals, objectives, and focus on entertainment, customer service, and financial aspirations. COMPANY ANALYSES This part of the chapter includes detailed analyses of each conglomerate, discussing their history, organization, and strategic elements. 1. AOL Time Warner (AOL TW): AOL Time Warner emerges as a preeminent conglomerate, engaging in a breadth of activities, such as online information services, cable TV services, and photographic supplies. AOL TW has a multi-faceted structure that includes divisions like interactive services (America Online), broadcast networks (Turner Broadcasting and HBO), publishing (Time Inc.), music (Warner Music Group), film entertainment (Warner Bros.), cable systems (Time Warner Cable), and AOL Time Warner Interactive Video. Financially, AOL TW displays a strong performance, with a focus on content creation and distribution, and flexibility in content repurposing across various platforms. AOL TW’s historical milestones include notable mergers and acquisitions, building upon its strong brand presence in media. 2. The Walt Disney Company: Originating in 1923, Walt Disney Company made its mark with the creation of Mickey Mouse in 1928. Known for its animation prowess and theme parks, Disney has expanded into a full-fledged media and entertainment enterprise. It continues to prioritize family entertainment and emphasize strong brand identities. Disney’s structure is characterized by brands leading each division and the company demonstrates a clear commitment to corporate synergy and image management. 3. Vivendi Universal: Vivendi Universal, formed through the merger of Vivendi, Seagram, and Canal+, manages a diverse portfolio. This company stands apart with its industrial involvement in water, waste, energy, and telecom services, acting as a financial buffer against media market downturns. Originating in the mid-19th century, Vivendi has strategically separated its stable utility business from its riskier media ventures, facilitating additional acquisitions without the need for raising new capital. 4. Viacom: Viacom’s identity is deeply associated with its CEO and majority owner, Sumner Redstone. With strategic acquisitions over the years, Viacom has centered its strategy on brand appeal across demographics and media types. Viacom’s multi-division approach includes notable entities like CBS, UPN, MTV Networks, Paramount Pictures, and more, securing its place as a major content provider in television, radio, movies, and theme parks. 5. Bertelsmann AG: Bertelsmann AG, a privately held titan, remains 71% owned by the Bertelsmann Foundation with the significant influence of the Mohn family. Starting in 1835 with a book publishing firm, Bertelsmann has grown to encompass publishing, music, magazines, and television, with a strategic focus on high-quality content delivery. Despite its size, Bertelsmann maintains a private structure that differentiates it from other publicly-traded media giants. 6. News Corporation: News Corporation, under Rupert Murdoch’s leadership, began as a regional Australian newspaper inherited in the early 1950s and has since grown into a leading media mogul. With brands such as Twentieth Century Fox, The Times, and the New York Post, News Corp operates across book publishing, satellite and cable TV, films, and more. Its structure spans divisions in TV, publishing, and movies, reflecting a strong global distribution network. In summary, these international entities have a significant impact on the global media market, each following distinct strategies for content production and distribution, strategic partnerships, and diversifications both within and beyond media-related assets. The future will witness whether they further consolidate their positions or whether new players emerge in the media oligopoly landscape. PERFORMANCE OF THE TOP SIX FIRMS The chapter shifts to look at the financial performance of the firms, noting variation in financial ratios and earnings. It presents tables with financial data and performance ratios, including profit margins and return on assets. STRATEGY OF THE TOP SIX FIRMS This section lists the macro-level business strategies observed among the firms, including content development, distribution methods, repurposing of content, strategic partnerships and alliances, and corporate-level diversification across various media and non-media assets. SUMMARY AND CONCLUSIONS The chapter concludes by recognizing the dominance of these global media conglomerates and the pressure they place on smaller firms in the industry. It acknowledges the reality of a global media oligopoly and the challenge this presents for regulators and society in general. Overall, the chapter offers an in-depth examination of how the six media firms have structured themselves, their performance, and the strategies they employ to dominate the communication industry globally. فصل 9 Chapter 9, “The Internationalisation of Norwegian Newspaper Companies” by Jan E. S. Helgesen from Norwegian School of Management BI فصل نهم، «بین‌المللی‌سازی شرکت‌های روزنامه نروژی» نوشته یان ای اس هلگسن از دانشکده مدیریت نروژی BI Introduction: The chapter opens by describing how deregulation in the financial sector during the 1980s and 1990s led to media company mergers and acquisitions across borders. Despite national restrictions in Norway, media firms were incentivized to expand internationally due to looser European Union regulations outside Britain. Greenfield Ventures and Oligopolistic Reaction: Greenfield ventures are extensively researched in internationalization, and the concept of oligopolistic reaction is explored through examples from U.S. firms. Oligopolistic reactions and bandwagon effects are less evident in newspaper industry acquisitions. SWOT Analysis of Newspapers: A SWOT analysis delves into the strengths, weaknesses, opportunities, and threats faced by the newspaper industry. It highlights newspapers’ strength in local markets but notes the challenges of profitability and changing readership dynamics. Three Norwegian Cases: The chapter examines the international expansion of three Norwegian media houses: Schibsted, Orkla Media, and A-pressen, detailing their strategic moves into various European markets and their differing financial strengths and business approaches. The Internationalisation Process of Schibsted: This section focuses on Schibsted’s aggressive expansion into Sweden, Estonia, Switzerland, and Spain, emphasizing their strategy and acquisition tactics. The Internationalisation Process of Orkla Media: Orkla Media’s growth, particularly in Poland and Eastern Europe, is discussed. Their strategy of acquiring leading local newspapers and issues such as entering a market through joint ventures and focusing on strong local brands are examined. The Internationalisation Process of A-pressen: A-pressen’s strategy diverges from others due to its financial constraints. Its focus on Russia is seen as a risky but potentially necessary move for growth, considering its domestic position. Internationalisation of Newspapers: This section talks about the possibility of internationalising newspapers through various methods such as syndication, duplication of business models, and entering foreign markets through shared printing mills. Foreign Market Entry: The chapter reviews different foreign market entry strategies (such as licensing, joint ventures, wholly owned subsidiaries) and highlights the importance of market control and reducing the risk of knowledge dissemination when entering a new market. Conclusions and Implications: The final part of the chapter concludes that internationalisation of the business model appears to be an emerging approach. It suggests that modern print technology and reorganization models present new possibilities and challenges, essentially requiring high control modes to manage foreign operations effectively. فصل 10 Chapter 10: “Company Size, Operational Type, Ownership Structure and Business Strategy: An Analysis of Taiwanese Satellite Channel Companies” فصل 10: "اندازه شرکت، نوع عملیات، ساختار مالکیت و استراتژی کسب و کار: تحلیلی از شرکت های کانال ماهواره ای تایوانی" Introduction: This chapter examines the impact of company size, operational type, and ownership structure on the business strategies of Taiwanese satellite channel companies following regulatory changes in 1999. It highlights the competitive landscape, with local and foreign entrants like STAR TV and HBO increasing the market’s dynamism, making the development of effective business strategies crucial. معرفی: Background: The growth of the satellite television industry in Taiwan is tied to CATV and legislative developments, with significant expansion post the introduction of the Cable Television Law in 1993 and the Satellite Law in 1999. Early satellite channel re-transmissions were unauthorized, leading to government confiscation of facilities until the eventual legalization of private satellite dish ownership. زمینه: Foreign Satellite Channels in Taiwan: Foreign channels like STAR Chinese, TVBS, and others expanded into Taiwan, faced with a challenging competitive environment. Global channels often worked through domestic agencies for distribution, revealing a complex network of media stakeholders. کانال های ماهواره ای خارجی در تایوان: Literature Review: Strategic management research has traditionally focused on resource allocation, long-term objectives, and environmental responses. Porter’s celebrated model of competitive strategies faces criticism for its perceived limitations in media industries, prompting calls for alternative or broader strategic frameworks reflecting the complexity of the sector. بررسی ادبیات: Company Size, Operational Type, Ownership Structure, and Business Strategy: In media businesses, various factors like company size, operational modality, and ownership structures appear to influence corporate strategies. The chapter hypothesizes and tests these relationships specifically within Taiwanese satellite channel companies. اندازه شرکت، نوع عملیاتی، ساختار مالکیت، و استراتژی کسب و کار: Research Methods: The study employs a survey methodology targeting the top management of satellite channel firms to ascertain their strategic preferences. Factor analysis is used to assess the relevance of Porter’s generic strategies to company practices. روش های پژوهش: Data Analysis: Differences in business strategies correlate with company size, with strategies such as cost-control and differentiation notably affected. The analysis reveals deviations from Porter’s model, suggesting more than three generic strategies are at play in the Taiwanese satellite television sector. تحلیل داده ها: Discussion: Taiwanese companies often adopt cost-control strategies due to the recession and market dynamics. However, the study suggests more varied strategic planning is necessary beyond cost management. بحث: Conclusion: The chapter concludes that Porter’s generic strategies do not fully capture the range of strategic approaches within the Taiwanese satellite channel industry. It calls for the development of a new strategic model tailored to the specific nuances and perspectives of the East Asian media landscape. نتیجه: فصل 11 Chapter 11:An Assessment of the Broadband Media Strategies of Western European Telecoms” فصل 11:"ارزیابی راهبردهای رسانه پهن باند مخابرات اروپای غربی" This chapter provides an analysis of the broadband strategies adopted by four major Western European telecommunication providers—British Telecom (BT), Deutsche Telekom (DT), France Telecom (FT), and Telefónica—in the face of regulatory changes, increased competition, and technological advancements. Introduction: The analysis focuses on the impact of deregulation on telecoms, which lost revenue in traditional services but found new income through internet-related services. Broadband is seen as crucial for unleashing the Internet’s full potential for services such as video-on-demand and data needs for SMEs. The chapter discusses the slow opening of networks to competitors, regulatory challenges, and the expectation that broadband will reach a critical mass in Europe by 2006. معرفی: The Transformation of Telecoms: The chapter begins by tracing the evolution of telecoms from government monopolies to privatized entities competing in a deregulated market. It highlights how these companies have adjusted to changes brought about by the convergence of technology, economics, and politics, and it lays out the common objectives and the unique approaches of each firm. تحول در مخابرات: Focus on Western European Telecoms: Each telecom’s strategy is detailed with respect to organizational structure, investments, and market presence. Emphasis is placed on the role of broadband technology in their business models and the corresponding actions they’ve taken to expand their services and partnerships. تمرکز بر مخابرات اروپای غربی: United Kingdom - British Telecommunications plc (BT): BT’s divisional structure and efforts to reduce debts are covered, along with its strategies to promote broadband to consumers and the challenges faced in unbundling the local loop for competitors. بریتانیا - British Telecommunications plc (BT): France - France Telecom (FT): FT’s diverse operations and strategic actions, including the acquisitions of Orange and Freeserve, are discussed, as well as the company’s broadband and digital content ambitions. فرانسه - فرانس تلکام (FT): Germany - Deutsche Telekom AG (DT): DT’s dominance in Europe is showcased, along with its broadband initiatives, competition dynamics, restructuring efforts, and international expansion plans, particularly in mobile services with T-Mobile and T-Online. آلمان - Deutsche Telekom AG (DT): Spain - Telefónica, S.A.: Telefónica’s strategic positioning through its diversified lines of business is explained, from securing market share in Spanish-speaking countries to growing in mobile and internet services. The chapter also covers Telefónica’s content production, broadband infrastructure, and regulatory challenges. اسپانیا - Telefónica، S.A.: Discussion on Convergence Strategies: The chapter discusses how the convergence of different technological, economic, and political forces has influenced the companies’ strategies. All firms have invested in broadband and mobile services, aiming to become leaders in digital content provision as well. بحث در مورد استراتژی های همگرایی: Conclusion: Concluding the chapter, the author reflects on the current state of broadband services in Europe and the potential scenarios for cooperation and competition between telecoms and digital broadcasters. The uncertainty surrounding viable business models for broadband content delivery is acknowledged. نتیجه: فصل 12 Chapter 12: “Measurement of the Productivity and Quality of Journalistic Work on the Internet” فصل 12: اندازه گیری بهره وری و کیفیت کار روزنامه نگاری در اینترنت This chapter explores the concepts of productivity and quality in the context of media companies, particularly focusing on Internet news sites. The study seeks to understand the relationship between the quality of journalistic work and productivity, specifically for online media in Chile. Introduction: The author establishes that media companies aim to generate profit while also contributing to societal development by promoting valued norms and attitudes. High-quality products are considered a priority objective for such companies, and the chapter delves into the significance of intellectual labor, predominantly carried out by journalists, in achieving this goal. معرفی: Objectives and Scope: The research aims to understand quality and productivity in media companies, with an emphasis on online news sites. Quality in journalism is associated with the accuracy and depth of content, the immediacy of news delivery, and adherence to ethical standards. Productivity is linked to efficient resource management and effective goal achievement. اهداف و محدوده: The Search for Quality: The chapter reviews the evolution of quality management, transitioning from product-centered approaches to people-centered ones. Key quality management theorists such as Juran, Deming, and Crosby are discussed. Special attention is paid to service companies where quality is a determining factor in client retention and competitive edge. The concept of quality in media companies is often defined less by presence and more by the absence of flaws. Quality journalism is considered essential not only for financial profitability but also for fulfilling the societal responsibilities of the press. جستجوی کیفیت: Quality of Media: Quality in media implies creating content that is accurate, objective, well-edited, timely, and reflective of the audience’s values. However, there is a scarcity of literature specifically addressing quality management in media. Notable works by Bogart and the American Society of Newspaper Editors highlight the presence or lack of journalistic quality based on various factors, including accuracy, impartiality, and investigative zeal. کیفیت رسانه: Productivity of Journalistic Work: The concept of productivity in media is explored, where productivity is a balance between production factors to achieve the maximum product output with minimal effort. This includes both efficiency and effectiveness in the journalistic workflow. The chapter notes a gap in the literature regarding productivity management in media companies. بهره وری از کار روزنامه نگاری: Research of Chilean Online Media: Insights from interviews with editors of Chilean online media provide a local perspective on journalistic quality. The study reveals that while there is recognition of quality as a measurable attribute, it is often associated with content characteristics. Moreover, it becomes clear that there are no established standards of journalistic quality in the surveyed media. تحقیق رسانه آنلاین شیلی: Quality and Productivity Management of a Media Company: Total Quality Management (TQM) philosophies are proposed for improving journalistic quality, emphasizing organizational culture, employee training, communication, and customer-centric approaches. مدیریت کیفیت و بهره وری یک شرکت رسانه ای: Conclusions: The chapter concludes that a focus on productivity, which combines quality and efficiency, is vital for media companies. The commitment to quality should be shared across the organization, influencing productivity and thereby affecting both profitability and societal contribution. The survey results from Chilean editors emphasize the need for better understanding and management practices regarding journalistic quality and productivity. نتیجه گیری: فصل 13 Chapter 13 :“The Influence of the Human Factors on the Performance of Media Enterprise: Case Studies on Cross-Media Publishing in Greek Media Enterprises” فصل 13: "تأثیر عوامل انسانی بر عملکرد شرکت های رسانه ای: مطالعات موردی در مورد انتشارات بین رسانه ای در شرکت های رسانه ای یونان" Introduction: This chapter addresses the impact of human factors on the performance of media enterprises, especially in the context of the structural changes occurring within the publishing industry. The focus is on cross-media publishing concepts, which integrate print and digital media platforms, and how these changes are affecting organizational structures and workflows. معرفی: Cross-Media Publishing Background: Traditionally, skills within the publishing industry were centered around print media. However, with cross-media publishing, there is a need for new skills to handle tools and technologies like XML, Internet publishing, and content management systems. The chapter explores the readiness of media enterprises and their employees for these new requirements. پیشینه انتشار چند رسانه ای: Methods: The study involves a combination of literature review and interviews with Greek media enterprises using questionnaires. The literature review includes industry studies, conference proceedings, and other relevant material on cross-media publishing, while the questionnaires seek to understand media enterprises’ familiarity with, and application of, cross-media technologies. مواد و روش ها: Emerging Components of the Cross-Media Publishing Process: The research identifies various components critical to cross-media publishing, such as the use of content management systems, XML for data processing, and new standards for production management. The discussion also highlights how traditional roles in graphic design and layout are evolving with the introduction of these technologies. اجزای نوظهور فرآیند انتشار چند رسانه ای: Competence of Human Capital for Cross-Media Publishing: The study raises concerns about the existing competence of human capital within media enterprises for cross-media publishing. There’s an emphasis on the need for individuals who can bridge the gap between traditional publishing skills and new competences required for emerging technologies. صلاحیت سرمایه انسانی برای انتشارات بین رسانه ای: Results: The findings from the questionnaires reveal a lack of in-depth knowledge among Greek media enterprises on cross-media technologies like asset management and XML. Most enterprises are using traditional file formats like PostScript and PDF, and there’s limited utilization of Internet-based applications for data exchange. نتایج: Discussion and Conclusions: The conclusions drawn from the study emphasize the necessity for media enterprises to adapt to cross-media publishing to remain competitive. The research suggests that media enterprises will need to restructure their workforce training and development to align with new technological requirements, including the importance of programming skills. It also highlights the need for further research in the adaptation of educational systems and the determination of new competences for cross-media environments. بحث و نتایج: فصل 14 Chapter 14 :“Customer Satisfaction, Price and Financial Performance: A Study of Finnish Printing Industry Companies” فصل 14: "رضایت مشتری، قیمت و عملکرد مالی: مطالعه شرکت های صنعت چاپ فنلاند" Introduction: This chapter discusses the Finnish printing industry’s challenges during post-recession recovery, focusing on customer satisfaction as a means of improving business performance. It investigates the connection between customer satisfaction, pricing strategies, and financial outcomes within the graphic arts companies in Finland. معرفی: Background and Approach: The printing industry in Finland faced significant economic decline in the early 1990s. The study examines current business conditions, noting that although there is increased turnover, businesses are as indebted as they were during the recession. Companies are now focusing on service quality and customer satisfaction as strategic avenues for improvement. پیشینه و رویکرد: Research Methods: The research is grounded in customer satisfaction theory and the expectation-disconfirmation paradigm, which suggests satisfaction results from products or services meeting or exceeding expectations. The study employs survey data collected via telephone interviews with customers of 55 Finnish printing companies to gauge satisfaction levels. روش های پژوهش: Customer Satisfaction Concepts: Customer satisfaction is outlined as a critical post-purchase evaluation modulated by expectations and the actual performance of goods or services. The disconfirmation model is highlighted as a key framework for understanding customer satisfaction, with components like reliability, responsiveness, assurance, empathy, and tangibles influencing satisfaction assessments. مفاهیم رضایت مشتری: Service Quality Measurement: The research looks into service dimensions established in literature and their impact on customer satisfaction. Particular emphasis is placed on the reliability of services and handling of service recovery following failures. اندازه گیری کیفیت خدمات: Correlation Analysis: The study involves correlation analysis between customer satisfaction and various service quality dimensions. Price emerges as a significant factor in customer decision-making, but it is not the dominant criterion for selecting a printing service provider. تجزیه و تحلیل همبستگی: Financial Performance Link: The research examines financial statements of printing companies to assess the connection between customer satisfaction and financial performance, revealing no strong direct relationship. Longitudinal analyses are suggested as a better approach to understanding this dynamic. لینک عملکرد مالی: Conclusions and Discussions: The chapter concludes that while customer satisfaction in the printing industry is paramount, especially in areas like service reliability, there is no immediate correlation with financial performance. It advises printing companies to focus on improving service quality to foster customer satisfaction, which may indirectly benefit financial performance over time. نتیجه گیری و بحث:

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