Strategy and performance of audiovisual streaming platforms
Purpose: This work aims to analyze and classify the competitive strategies of 37 streaming platforms and identify which strategic groups perform better globally. Design/methodology/approach: This study is based on the structure-conduct-performance paradigm and uses Porter's typology to reach it...
| Autores: | , , |
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| Formato: | artículo |
| Estado: | Versión publicada |
| Fecha de publicación: | 2023 |
| País: | Brasil |
| Recursos: | Revista Ibero-Americana de Estratégia (RIAE) |
| Repositorio: | Revista Ibero Americana de Estratégia - RIAE |
| Idioma: | inglés portugués |
| OAI Identifier: | oai:ojs.periodicos.uninove.br:article/22885 |
| Acesso em linha: | https://periodicos.uninove.br/riae/article/view/22885 |
| Access Level: | acceso abierto |
| Palavra-chave: | Audiovisual Streaming Industry Strategic Groups Competitive Strategies Performance Disruptive Digital Transformation Industry. Streaming Audiovisual Industria Audiovisual Industria Innovadora Industria disruptiva Grupos Estratégicos Estrategias Competitivas Desempeño Streaming audiovisual Setor audiovisual Indústria inovadora Indústria disruptiva Grupos estratégicos Estratégias competitivas Desempenho |
| Resumo: | Purpose: This work aims to analyze and classify the competitive strategies of 37 streaming platforms and identify which strategic groups perform better globally. Design/methodology/approach: This study is based on the structure-conduct-performance paradigm and uses Porter's typology to reach its goal. It classified the 37 platforms into their respective strategic groups based on eight strategic variables using k-means cluster analysis. Then, group performances were compared using ANOVA to test the mean differences of two performance variables. Originality/relevance: The audiovisual industry is experiencing a radical change in content consumption, distribution, and production. Streaming technology, which delivers content over the internet without downloads, increased flexibility and sparked a wave of adoption of audiovisual streaming platforms that destabilized other sectors, such as home video. Consequently, this phenomenon left a gap in studies about the strategy and performance of the industry, which this paper intends to fill. Main findings: As a result, 14% of the platforms studied were allocated to the Differentiation strategic group, 30% to Cost Leadership, 19% to Differentiation Focus, 8% to Cost Focus, and 30% were considered Stuck-In-The-Middle. We identified that the strategic groups present significant differences in performance, validating the applicability of Porter's typology. Theoretical contributions: The study found that broad-spectrum strategies such as Cost Leadership and Differentiation promote better performance than focus strategies at this industry stage. Surprisingly, Stuck-In-The-Middle companies also perform well, similar to companies with broad-spectrum strategies. |
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