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1、DiplomainAdvancedStrategyUniversityofOxford(Saïd)BusinessSchoolAnAssessmentofSocialMediaBusinessModelsandStrategicImplicationsforFutureImplementationJuly2010JeanetteCarlsson,NewMediaLeader,Communications,IBMGlobalBusinessServicesAnAssessmentofSocialMediaBusinessModelsandStrategicImp
2、licationsforFutureImplementationAbstractThispaperexaminesthegrowthofsocialmedia,theirKeytechnology,mediaandorganizational(TMO)shiftsusageandvaluecreationwithfutureimplications.Ashapingtheindustryareanalysedandimplicationsreviewofcurrentsocialmediamodelsandrelevantdrawnforthefutureof
3、theindustry,playerstrategies,academicliterature,supportedbyinterviewswithlead-businessmodelsandvaluecreation.ingsocialmediaexecutivesandthoughtleadersforThepaperconcludesthatscale,learning,differentia-thispaper,showsbroaddiversityofcategories,playerstion,(open)innovationandcomplemen
4、taryplayers/andapplications.resourcesarecriticaltosustainingcompetitiveadvan-Thepaperexaminesthemaincategories,businesstage,andwilldrivesectorrealignment/consolidation,modelsandusagebydifferentplayers(socialnet-includingacrosssectors(e.g.socialmedia/mobile).works,advertisers/brands,
5、businesses),drawingonThekeythreatstocurrent(mainlyadvertising-based)earlyindustryexamples,includingthosethathavebusinessmodelscomefrommonetizationchallengesfailed.andpotentialuserbacklashondataprivacyissues,whichmaybefatalforsome.Theindustryinterviewsandreviewofthescholarshipone-bus
6、inessmodelsbringoutkeythemesinsocialWithscaleacriticalcompetitivedifferentiator,thebigmediabusinessmodelsandfuturedirections,andpro-playerswilllikelygetbiggerandthesmallacquired.videdifferentperspectivesonwhatconstitutesvalueHowever,theindustrycanultimatelyonlyaccommo-insocialmedia.
7、Basedontheseinsights,thepaperdateafewbigplatformplayers.Winnerswillbethoseattemptstoassesswhatvaluehasbeencreatedby/towhodonotonlybuildsizebutalsorespondtouserdifferentindustryconstituentstodate.needsfor‘global’connectivity,byofferinggatewaystootherplatforms,andtakeabroaderviewofval
8、uecreationthanpurel
