In this project we study how the introduction of modern video streaming and content recommendation technologies changes the way households watch and consume media. We explore emergent consumer behaviors (e.g. binge viewing) and their consequences for household’s purchases and for firm’s content distribution strategies. We also investigate the merits of several commercial and regulatory strategies for converting pirates into payers of legal content: we study how channel competition, website blocking, and cutting funding sources of illegal content distributors can curb digital piracy. Our research will inform firms and policy makers on how to manage their content libraries better in the digital age.
The way people consume TV is changing. A rising number of households are now consuming media contents on platforms other than traditional TV. Providers of pay-TV services have been responding to these competitive threats by approximating the TV viewing experience to that of the Internet. The way convergence technologies shape user’s media consumption behaviour and their effectiveness in retaining or even increasing TV’s audiences is still largely unknown and in this task, we study their impact on consumer behaviour.
Broadband Internet brought along a phenomenon commonly known as digital piracy. It did not take long before industry players started to take legal action against providers of infringing content and to exert pressure upon legislators. In this task, we investigate the effectiveness of a number of piracy control strategies targeting both suppliers of pirated content and its users.
Internet-based distribution technologies have allowed digital retailers and distribution platforms to make a vast number of titles available to consumers. Large content catalogues offer old and new content simultaneously. By introducing new products, in addition to the fixed costs of adding new content, the firm may cannibalize sales of existing products. A digital retailer’s optimal content strategy will depend on the expected revenue generated by the entire catalogue, which is often a complex function of the business model.
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