1. How would you evaluate Mathias Dopfner’s strategic leadership in the face of the digital revolution? What key strategic actions did he take and how were they different from how most other publishers approached the situation? How successful is the company’s digital transformation as it stands in 2014?
2. What did Kai Diekmann, Peter Wurtenberger, and Martin Sinner learn from their 10 months in Silicon Valley and how did they incorporate these lessons into Axel Springer’s transformation? Moreover, what signals did their trip send to the organization?
3. What are the strategic challenges that Axel Springer faces in the next three to five years and how should they be addressed? In particular, what should be Axel Springer’s global strategy? How should Dopfner navigate the dynamics between his firm’s local (e.g., classifieds) and international (e.g., advertising) interests?
4. Beyond 2014, who is best positioned to take advantage of the evolving digital landscape: the old media content experts or the new media technology experts? Why? How can Axel Springer effectively fight against Google and other firms that may negatively impact the “Fair Search and Fair Share” environment referenced in the case?
5. If you were Mathias Dopfner, what would you like the digitally transformed publishing industry to look like in 2020? How would you want to strategically position Axel Springer in the transformed industry, and what would be the distinctive competencies necessary to occupy, defend, and leverage that desired strategic position? In particular, what would be the role of the company’s Silicon Valley outpost to support a winning corporate strategy?
1. Mathias Dopfner’s strategic leadership undertakes certain key actions like digitalization in the recent global marketplace. Market leadership in German language core business helps in attaining profitable growth in the near future. Corporate values ensure creativity as well as integrity for future analysis purpose (Murphy & Murphy, 2012). Mathias Dopfner is the CEO of Axel Springer in the US in and around the world. He aims at achieving topmost position in the new global digital business. It requires comparison with other digital publishing companies for establishing plans. Axel Springer plan becomes one of the global digital media company in parallel with Oslo-based Schibsted Media Group as well as South Africa based Naspers. Mathias Dopfner conducts making minority investments as well as inside view in business enterprise. It is advisable in reducing dependency on print acting as a source of earnings. It claims seventy two percent earnings from the digital business. Mathias Dopfner focus mainly on transporting smarts from one business to another. He does not encourage venturing into strong e-commerce as well as understanding the business at the same time (Zahra & Ali, 2012). It aims at transferring knowledge from the potential audiences as unique ways for application of published DNA. Mathias Dopfner found out that new ways for acquisition of data considers as independent business entities altogether. Mathias Dopfner believes in connecting customers data in case of reading in shopping events. It enhances data types as well as warehouse building in bringing fundamental strategies in digital publishing company. Mathias Dopfner spreads news that business drives traffic into digital classifieds ijn synergies of new digital news as well as digital commerce for the same.
2. From the ten months Silicon Valley project, Kai Diekmann, Peter Wurtenberger and martin Sinner learned certain key ideas on Axel Springer transformation. Axel Springer’s Digital Transformation incorporates lesson for learning from Silicon Valley. In the year 2012, Axel Springer continues in transition for full digitalization. It implements in creation of strategic product development as Axel Springer ideas as well as nurturing creative talents in media in form of Axel Springer Media Entrepreneurs (Henry, 2011). It stresses on early stage conference for aggregation, filtering as well as selection of photos in Pixlee. Kai Diekmann, Peter Wurtenberger and martin Sinner are responsible for central marketing division Axel Springer Media Impact. Their mission is to conduct framework for team development in possessing new entrepreneurial ideas in case of digital growth. It exchanges ways as well as networking with local companies and universities in Silicon Valley. In modern integrated media company, growth creates combined creative content as well as innovative IT solutions and persuasive marketing concepts. It selects ideal team for addressing mission statement in and about digital growth to Silicon Valley. It returns with Silicon Valley, managers undertake current tasks as well as responsibilities at Axel Springer once again. Axel Springer and Plug Play Tech Center leads accelerator as well as startup investors based upon Silicon Valley. It signs agreement for establishment of accelerator programs in case starting projects at Germany and Europe (Vernon & Wortzel, 2012). It aims at supporting as well as accelerating innovative digital business ideas in case of implementation purpose.
3. This question addresses strategic challenges faced by Axel Springer in the next three to five year time. It requires Dopfner in navigating the dynamics in and between local (classifieds) as well as international in form of advertising interests. Axel Springer implements global strategies based upon journalism. Paid models include all business models funded by paying readers. Marketing models funded by advertising customers. It focuses on digital transformation of society as well as business opportunity in shaping culture out of values. It divides into analogs and digital camps (Frynas & Mellahi, 2011). Classifieds was one common area that needs consideration as far as possible. Other area was performance marketing. Axel Springer was an early investor in Zanox that was an affiliated marketing startup. Ideaolo was another price comparison site that considers as the market leader in Germany. Axel Springer indulges in investment in Stepstone at the same time. Dopfner got convinced with the online classifieds in starting small scale business operations. In the initial growth push, Springer looked in for Startups as well as trying in launching own new brands like Schibsted. Dopfner decides on policies for investing in new business models for attainment of future sustainability growth in the upcoming years. It invested mostly in companies in form of clear track record as well as huge growth potential at the same time (Mann & Götz, 2012). Dopfner strategies were to opt for bigger investments in companies like Zanox. It calls for applications at the interview in form of business models.
4. As per the given case, it is commented that new media technology experts proves better positioning in comparison with evolving digital landscape (Ghobadian, 2012). This particular statement based upon Google as well as other similar firms for offering content over Internet on free basis. In comparison with old media, content expert’s charges for the content for delivering to the customers. In order to compete with industry giants in the upcoming era, Axel Springer requires offering free of cost content to the potential customers. For generation of income, companies from the old media generate revenues. It offers different companies for the option in advertising their brands in and over articles, news as uploaded in Axel Springer. It ensures reliable content for the users for free availability. Addition to that, Axel Springer needs to compete with rival firm like Google. It requires usage of similar models as well as offers customers free content. Axel Springer has the capacity in fighting with large giant Google in positioning innovative ways for fair search and fair share in business activities. Axel Springer positions itself in becoming biggest publisher in the house of journalism. It aims at informing and advising readers independently in every form. It strengthens freedom as well as democracy in open minds of readers (Fahey & Randall, 2012). It is difficult for Axel Springer in competing with giant firms like Google. Google has large database as well as free content availability. It is essential for Axel Springer in conducting similar business strategy in gauging readers as well as providing quality assessment for free news articles. It serves as competitive strategy for Axel Springer in generation of reasonable profits in threatening firm like Google.
5. In place of Mathias Dopfner, it is advisable that Axel Springer should actively shapes digitalization and ensures future opportunity in the media market. It should position itself in becoming economically successful in the near future (Bishop & Hydoski, 2012). By 2020, Axel Springer should digitally transform publishing industry for acquired status in being hub as international recognition. Dopfner should attain excellence in incorporation of digital systems for business operations for the same. Addition to that, it presents ways for gaining quality as well as competitive products in potential markets. Digitally transformed publishing industry should ensure ways for grounding in Europe as well as other parts of the world in the year 2020 (Effron, Gandossy & Goldsmith, 2012). It is likely to attract entrepreneurial attentions in parts in and around the world. It involves people with little knowledge in relation with quality products offerings in the most appropriate way. This particular publishing industry should ensure development of new technologies for matching and winning with competitors. It should make strategies in winning with big giant technology firms like Google as well as Apple for the same. In aligning with latest business techniques, Axel Springer, compete in competitive firms as well as new media technology experts. It uses bottom down approach for effective decision making process in an effective way.
Reference List
Bishop, T. & Hydoski, F. (2012). Corporate resiliency. Hoboken, N.J.: Wiley.
Effron, M., Gandossy, R., & Goldsmith, M. (2012). Human resources in the 21st century. Hoboken, N.J.: J. Wiley & Sons.
Fahey, L. & Randall, R. (2012). The portable MBA in strategy. New York: Wiley.
Frynas, J. & Mellahi, K. (2011). Global strategic management. Oxford: Oxford University Press.
Ghobadian, A. (2012). Strategy and performance. New York: Palgrave Macmillan.
Henry, A. (2011). Understanding strategic management. Oxford: Oxford University Press.
Mann, C. & Götz, K. (2012). Borderless business. Westport, Conn.: Praeger.
Murphy, P. & Murphy, A. (2012). Strategic management for tourism communities. Clevedon: Channel View Publications.
Vernon, H. & Wortzel, L. (2012). Strategic management in the global economy. New York: John Wiley.
Zahra, S. & Ali, A. (2012). The Impact of innovation and technology in the global marketplace. New York: Haworth Press.
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