Business today's media is seeking to build on the legacy, rather than kill them
The World Wide Web is now two decades old. When he was still a traditional novelty, hear you much talk about "disruptive." Those companies and the people who will transform the world on the head with these new technologies in a way unexpected and frightening.
The language describing the disruptors seemed to be particularly frightening for traditional businesses, peppered with language on "chop," "eyes" and other words that the Unisex crowd uses only Halloween.
Their goals were actually disruptive: they wanted to make the traditional media companies kneel before the power of what was then called, "new media". If this is passed to all income market than collateral damage, while it; It is a small price to pay for a brave, new digital world.
Nothing can remain disruptive forever. Over time, the Web and the people who first of all, increased. Now, a generation of workers has been the Web in their lives for almost so that they can remember in today's labour market, they not seek, and obviously as hell down corporations that still give them pay cheques. More importantly, their ambition is more constructive than destructive.
Managed digital today, either virtual creation of independent companies or start-ups which were incubated within businesses, can still have an absolutely transformative effect on a market. But their goal is not to simply shoot everything what is there.
Instead, they want to do new, sustainable, substantial business.
The fact that they are also redefining the market containing the legacy companies is just an interesting side effect.
Take Netflix. Now that he arrived on a large scale, it is clear how it has changed the market for video-rental of physical previous Blockbuster and similar companies. But Netflix goal was never, "Let's destroy this bad, old society"; It was simply to offer its customers a better experience - an experience which incidentally redefined the way video rental market.
Consider things in this way, we can see the modern, digital companies like redefiners not endocrine disruptors. This means that our conversations on the transformation of digital media cannot take anything granted-, we must take into account what is changed in the generation since the Web was born.
Experience, no technology: endocrine disruptors were driven out by the pure joy, geek of the technology, often creating features for the sake of functionality. Redefiners are indigenous to the era Web and applications - strongly focused on actual experiences of customers and so view technology as an important tool, and not as a goal to end in itself.
The best customers, not most of the customers: instead of attacking traditional businesses by saying, "we want all customers to fly", or by settling for just a subset of the early adopters to a small audience, Geek, redefiners of today have a strategy focused on laser targeting of customers the most valuable, influential and profitable in a legacy business.
Live "freemium" or die: endocrine disruptors could be contained with a business model of "losing money on every sale, but make up volume", but redefiners have a default assumption of a "freemium" business model Payment systems arrived at maturity to make subscriptions or purchases a one click process, and combining a level paid with a free entry service range now helps companies around the world of media and technology to build serious new companies.
The objective is sustainable development: If the disruptors of old content to simply cause trouble or harm for legacy media companies, the ambitions of redefiners of today are much more wide, which seeks to establish important, growing businesses. A Web site, media starting today revenues, many employees and perhaps even a stock rated credible, while in contrast to the original dot-com bubble.
It is important to highlight these distinctions, because many decisions in the world of media today still cling to outdated views of objectives and success stories, new actors of the technology. Equally important, the era of the redefiner is not limited to start-ups: companies can play, too. In adopting the virtual model of startup, building a business redefiner is not inconsistent with a large, established corporate culture. In fact, given that large media companies bring existing assets such as public and deep content-catalogues to the table, they can have a significant advantage in this new era.
The intersection of technology and the media is no longer on turning things on their heads and in the hope that some good results come from it. Instead, it markets redefinition by constructing new significant businesses that are exempt from the burden of their analog ancestors. And this time, the combination of startup-style energy with the discipline of the leading brands of media in the world may cause really the best of both worlds.
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