Eli M. Noam - Media and Digital Management

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Eli M. Noam

Media and Digital Management

Eli M. Noam

Columbia Business School, Columbia University, New York, NY, USA

ISBN 978-3-319-71344-1 e-ISBN 978-3-319-72000-5

https://doi.org/10.1007/978-3-319-72000-5

Library of Congress Control Number: 2017964229

corrected publication 2019

The Editor(s) (if applicable) and The Author(s) 2019

This work is subject to copyright. All rights are solely and exclusively licensed by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed.

The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use.

The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made. The publisher remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

Cover image Maxim Basinski/Alamy Stock Vector

Cover design by Fatima Jamadar

This Palgrave Macmillan imprint is published by the registered company Springer Nature Switzerland AG

The registered company address is: Gewerbestrasse 11, 6330 Cham, Switzerland

The copyright year of this book has been revised: The correction is available at

Contents

I Overview

II Production

III Marketing

IV Feedback Loop

C1

List of Figures

Figure 2.1 The three legs of media

Figure 3.1 Universal Studios lot 1936

Figure 3.2 Networked production

Figure 3.3 Tradeoffs in the development process

Figure 3.4 Gantt schedule for book production

Figure 3.5 Critical Path Method (CPM)

Figure 3.6 PERT chart example for music video production (schematic)

Figure 4.1 Bell Labs R&D Facilities in Holmdel and Murray Hill, NJ in their heyday

Figure 4.2 R&D project selectivity and success rate

Figure 4.3 Investment horizons in innovation

Figure 4.4 Dimensions of consumer acceptance

Figure 4.5 Risk-reward diagram of projects

Figure 5.1 Example for an HRM Organizational Structure

Figure 5.2 Risk and Employee Selection

Figure 5.3 Techco Internal Labor Market Map

Figure 5.4 Company Employment Pyramid

Figure 5.5 Disney Internal Labor Market Maps by Division

Figure 5.6 The Composition of Risk of Disney and its Peers

Figure 5.7 Compensation of Employees Relative to Contribution

Figure 5.8 Disneys Compensation Profile (Wages in $000)

Figure 5.9 What Matters Most to IT Technologists

Figure 5.10 Maslows Hierarchy of Needs

Figure 6.1 Corporate Organizational Chart

Figure 6.2 The Optimal Leverage Ratio

Figure 6.3 Cost of Capital and Optimal Capital Structure

Figure 6.4 Funding Options over the Life Cycle of a Company

Figure 7.1 Hierarchy of intellectual property rights by frequency

Figure 7.2 GE trademarked logo

Figure 7.3 Mapping of the Prior-Art interrelationship of patents

Figure 7.4 Intellectual asset audit map

Figure 7.5 The Flow of Rights and License Fees

Figure 8.1 Organizational Chart of a Corporate Legal and Public Affairs Function

Figure 8.2 Decision Tree for Decision to Litigate

Figure 8.3 Company Reaction Curve for Optimal Investment in Litigation

Figure 9.1 Collection Methodology

Figure 9.2 Comb Analysis: Divergences in Evaluating Product Factors by Dell and its Retail Distributors

Figure 9.3 Organizing and Classifying the Data

Figure 9.4 Attribute Importance

Figure 9.5 Anomaly Detection

Figure 9.6 Clustering

Figure 9.7 Association

Figure 9.8 Feature Extraction

Figure 9.9 Econometric Regression Analysis: Magazine Subscriptions and Income

Figure 9.10 Sampling

Figure 9.11 Stages of Product Penetration

Figure 10.1 Coverage of reader segments by major magazine

Figure 10.2 The Bass model: diffusion of adoption

Figure 10.3 Marketing dashboard

Figure 11.1 Price elasticity of demand

Figure 11.2 Willingness to Pay

Figure 12.1 Bertelsmann physical vs electronic distribution

Figure 12.2 Economics of scale in media industries (schematic)

Figure 12.3 Capital intensity and media industry concentration (Average 30 Countries)

Figure 12.4 Non-sharing model of producers to retailers

Figure 12.5 Distribution model #2: The Bus or The RingFiber network ring around Africa

Figure 12.6 Distribution model #3: tree-and-branch

Figure 12.7 Star distribution

Figure 12.8 Multi-star distribution

Figure 12.9 Distribution Model #5: Mesh network

Figure 12.10 Capacity cost, revenues, and net gain

Figure 12.11 Typical distribution windows from release date, c .2014

Figure 13.1 Disney social accounting report

Figure 14.1 SWOT analysis

Figure 14.2 Appraising Comcasts resources and capabilities

Figure 14.3 The growth share matrix

Figure 14.4 Radar chart

Figure 14.5 Decision tree for Comcast

Figure 14.6 Balanced scorecard

List of Tables

Table 3.1 Net present value of a film project

Table 3.2 Theater budgets (Subcategories partial)

Table 3.3 Activities-based cost allocation

Table 3.4 Example for daily cost overview accounting

Table 3.5 Film investments, revenues, and ROI

Table 4.1 Ranking and scoring R&D projects

Table 4.2 ROI of projects

Table 7.1 Intellectual Asset Value in GEs Divisions

Table 8.1 Cost-Benefit of Investment in Litigation

Table 8.2 Illustration for Cost and Value of Lobbying

Table 9.1 Golden Years Magazine Circulation Reports (Schematic)

Table 9.2 Conjoint Analysis Example: The Importance of Attributes of MP3 Players (Scale 110)

Table 10.1 Worlds largest advertising agencies by revenue (2017)

Table 10.2 The cost-effectiveness of different marketing activities

Table 10.3 Cost-Effectiveness of Magazines in Advertising to Aerobics Users

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