MEDIA MANAGEMENT strategy, business models and case studies.

Preface
Contents
About the Author
1: Foundations of Media Management
	1.1 Structure of the Textbook
	1.2 Development of Media Management
		1.2.1 Media Management as a Business Administration Discipline
		1.2.2 Development of Media Management and Media Economics
		1.2.3 Definition of Media Management
			Definition of Media
		1.2.4 Definition of the Media Sector
		1.2.5 Definition of Media Enterprises
		1.2.6 Media Economics
		1.2.7 Media Management
			Definition of Media Management
		1.2.8 Economic Significance of the Media
	1.3 Development of Media and Communication Applications
2: Characteristics of Media Management
	2.1 Market Definition in the Media Sector
	2.2 Multidimensional Competition
	2.3 Product Specifications
		2.3.1 Media Products as Combined Products
		2.3.2 Media Products as Public Goods
		2.3.3 Media Products as Services
		2.3.4 Media Products as Meritorious Goods
		2.3.5 Quality of Media Products
	2.4 Market Structure
		2.4.1 Concentration
		2.4.2 Market Entry Barriers
	2.5 Changes in Media Usage Pattern
	2.6 Changes in the Advertising Markets
	2.7 Media Competition and Convergence
		2.7.1 Digitalization
		2.7.2 Deregulation of the Information, Media, and Communication Markets
		2.7.3 Changes in User Preferences
	2.8 Environmental Changes and Dynamics in the Media Sector
3: Value Creation Systems of Media Enterprises
	3.1 Value Creation in Media Enterprises
	3.2 Core Assets and Core Competencies
		3.2.1 Analysis of Core Assets and Core Competencies in Media Enterprises
			Definition of Assets and Core Assets
			Definition of Competence and Core Competence
		3.2.2 Management of Core Assets and Core Competencies in Media Enterprises
	3.3 Business Models and Types of Business
		Definition of a Business Model
		3.3.1 Revenue Model
		3.3.2 Recipient Market
		3.3.3 Advertising Market
		3.3.4 Licenses
		3.3.5 Government Fees
		3.3.6 Production of Goods and Services Model
		3.3.7 Types of Business
		3.3.8 Content Integration
		3.3.9 Content Bundling
		3.3.10 Content Presentation
4: Functions of Media Management
	4.1 Strategic Management
		4.1.1 Strategic Development
		4.1.2 Strategy Options
			Focusing Strategies
			Integration Strategies
			Network Strategies
		4.1.3 Influencing Factors
			Costs
			Revenue Expectations
			Contract Conditions
			Competitors
			Government Regulations
		4.1.4 Procurement Strategies
	4.2 Production Management
		4.2.1 Influencing Factors
			Production Process
			Resources
			Production Costs
		4.2.2 Production Strategies
	4.3 Marketing
		4.3.1 Product and Program Policy
			Performance Core
			Packaging
			Brand Policy
			Services
		4.3.2 Price Policy
		4.3.3 Distribution Policy
		4.3.4 Communication Policy
	4.4 Organizational Management
		4.4.1 Organizational Differentiation
			Functional Organization
			Object-Oriented Organization
		4.4.2 Organizational Integration
			Integration Through Hierarchy
			Matrix Organization
			Project Organization
			Integration Through Guidelines and Plans
			Integration Through Self-Determination in Groups
5: Business Models and Value Creation in the Newspaper and Magazine Market
	5.1 Range of Products and Services
		5.1.1 Newspapers
		5.1.2 Magazines
	5.2 Interactions of Market Participants
	5.3 Value Creation Structures
	5.4 Core Assets and Core Competencies
	5.5 Business Models
		5.5.1 Revenue Models
		5.5.2 Service Creation Model
		5.5.3 Business Model for Newspaper Publishing
		5.5.4 Business Model for Magazine Publishing
6: Business Models and Value Creation in the Book Market
	6.1 Range of Services
	6.2 Interactions of Market Participants
	6.3 Value Creation Structures
	6.4 Core Assets and Core Competencies
	6.5 Business Models
		6.5.1 Revenue Models
		6.5.2 Service Creation Model
		6.5.3 Business Model of Book Publishing House
7: Business Models and Value Creation in the Movie Market
	7.1 Range of Services
	7.2 Interactions of Market Participations
	7.3 Value Creation Structures
	7.4 Core Assets and Core Competencies
	7.5 Business Models
		7.5.1 Revenue Model
		7.5.2 Service Creation Model
		7.5.3 Movie Production and Distribution
8: Business Models and Value Creation in the TV Market
	8.1 Range of Services
		8.1.1 Free-TV
		8.1.2 Pay-TV
		8.1.3 Teleshopping and Call-in-TV
	8.2 Interactions of Market Participants
	8.3 Value Creation Structures
	8.4 Core Assets and Core Competencies
	8.5 Business Models
		8.5.1 Revenue Models
		8.5.2 Service Creation Model
		8.5.3 Business Models
9: Business Models and Value Creation in the Radio Market
	9.1 Range of Services
	9.2 Interactions of Market Participants
	9.3 Value Creation Structures
	9.4 Core Assets and Core Competencies
	9.5 Business Models
		9.5.1 Revenue Models
		9.5.2 Manufacturing Model
		9.5.3 Business Model of Established Private Radio Providers
10: Business Models and Value Creation in the Music Market
	10.1 Range of Services
		10.1.1 Record Producers
		10.1.2 Music Publishing House
	10.2 Interactions of Market Participants
	10.3 Value Creation Structures
	10.4 Core Assets and Core Competencies
	10.5 Business Models
		10.5.1 Business Model of Record Producers
		10.5.2 Business Model of Music Publishing Houses
11: Business Models and Value Creation in the Video and Gaming Market
	11.1 Range of Services
	11.2 Interactions of Market Participants
	11.3 Value Creation Structures
		11.3.1 Game Hardware Industry
		11.3.2 Game Software Industry
	11.4 Core Assets and Core Competencies
	11.5 Business Models
		11.5.1 Revenue Model
		11.5.2 Manufacturing Model
		11.5.3 Business Model of a Console Manufacturer
12: Business Models and Value Creation in the Internet Market
	12.1 Range of Services
	12.2 Interactions of Market Participants
	12.3 Value Creation Structures
	12.4 Core Assets and Core Competencies
	12.5 Business Models
		12.5.1 Content
		12.5.2 Commerce
		12.5.3 Context
		12.5.4 Connection
		12.5.5 Business Models in Social Media
			Definition Social Media
13: International Media Management
	13.1 Introduction
		13.1.1 Definition and Characteristics of International Media Management
			Definition International Media Management (Wirtz 2003b)
		13.1.2 Specifics of International Media Management
	13.2 Internationalization Strategies of Media Companies
		13.2.1 Market Entry and Market Cultivation Strategies
			Export
			Licensing
			Joint Ventures and Strategic Alliances
			Direct Investment-Related Solo Efforts
			Mergers
		13.2.2 Target Market Strategies
			Market Presence Strategies
			Market Selection Strategies
			Market Segmentation Strategies
		13.2.3 Timing Strategies
	13.3 Sections of International Media Management
		13.3.1 Procurement Management of International Media Companies
		13.3.2 Production Management of International Media Companies
		13.3.3 Marketing Management of International Media Companies
			Product Policy of International Media Companies
			Price Policy of International Media Companies
			Distribution Policy of International Media Companies
			Communication Policy of International Media Companies
14: Integrated Media Conglomerates and Cross-Media
	14.1 Introduction
	14.2 Fundamentals of Cross-Media Management
		Definition cross-media (Wirtz 2013b)
		Definition cross-media management (Wirtz 2013b)
		14.2.1 Manifestations of Cross-Media
		14.2.2 Causes and Catalysts of Cross-Media
		14.2.3 Cross-Media Strategies, Processes, and Success Factors
	14.3 Integrated Value-Added Structures and Business Models
		14.3.1 Dimensions of Integration Strategies
		14.3.2 Characteristics of Integration Strategies
		14.3.3 Evaluation of Integration Strategies
	14.4 Development Prospects
15: Case Studies
	15.1 Google/Alphabet Case Study
		15.1.1 Google´s Organizational History and Development
		15.1.2 Google´s Integrated Business Model
		15.1.3 Google´s Market Environment
		15.1.4 Case Analyses and Structure of Solutions
		15.1.5 Google Case: Questions and Solutions
	15.2 Market-Specific Case Studies
		15.2.1 Craigslist Case Study
		15.2.2 Knopf Doubleday Publishing Case Study
		15.2.3 Fox Filmed Entertainment: The Blockbuster ``Avatar´´ Case Study
		15.2.4 Hulu Case Study
		15.2.5 Last.fm Case Study
		15.2.6 iTunes Case Study
		15.2.7 Xbox One X Case Study
		15.2.8 21st Century Fox Case Study
References