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Bmg Entertainment Case Study

1048 words - 4 pages

BMG EntertainmentO modelo de negócios da indústria da música, e especialmente da BMG, foi desenvolvido com o objetivo de colocá-la no topo da cadeia de poder. A BMG era o intermediário para que o trabalho dos produtores de conteúdo (compositores, letristas, artistas, etc.) pudesse chegar aos distribuidores e, então, aos consumidores. Com a internet, os consumidores, que sempre efetuaram suas compras em lojas físicas, também poderiam adquirir músicas e álbuns fazendo download direto da web, sem a necessidade de deslocar-se para alguma loja. Com essa possibilidade de distribuir conteúdo musical de forma virtual, era possível eliminar os centros de distribuição e promover uma conexão direta entre artistas e consumidores. Dessa forma, para que a BMG continuasse com sua posição de destaque, era necessário que ela adotasse uma estratégia de distribuição digital de músicas, atendendo as necessidades de seus consumidores e mantendo-se, assim, no controle (mesmo que limitado) deste meio. Portanto, era imprescindível a implementação dessa forma de distribuição, a fim de comprovar que tal método era, de fato, eficiente.No entanto, era possível observar que havia algumas ameaças a este novo modelo de negócios. Essa nova forma de distribuir música prejudicaria as operações já estabelecidas na indústria da música, assim como muitas empresas que há muito tempo controlavam o mercado. Apesar de essa indústria ter se adaptado com o passar dos anos para atender as novas tecnologias (gravadores de áudio, CDs, etc.), os impactos da internet ofereciam um conjunto de desafios novos e grandes às empresas. Para a BMG, um desses desafios era o fato dela possuir mais de 200 labels e operar em 53 países, tendo fábricas em muitos desses países como Brasil, Argentina, Alemanha e Estados Unidos, e sua produção alcançar dois milhões e meio de discos por dia. Com a criação desse novo canal de distribuição, existia a possibilidade de haver uma competição entre o conteúdo digital e o conteúdo físico oferecidos por ela, aumentando as chances de seus centros de distribuição físicos serem pouco ou nada utilizados.Outra ameaça que existia era devido à quantidade de conteúdo que era controlado pela BMG. Apesar de todo o investimento que deveria ser feito em ferramentas antipirataria, era impossível afirmar que elas seriam eficazes o suficiente para proteger as mais de setecentas mil músicas que a empresa possuía.Essa tecnologia também trouxe oportunidades ao modelo vigente de negócios da BMG. Uma das mais...

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