Soundbuzzs Business Process
Soundbuzz’s Business Process
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Soundbuzz, whose headquarters are in Singapore, operates in Asia as an online and mobile music company in partnership with other digital music player manufacturers and telecommunication carriers. (Liew, 2009 p.247) It was started in 1999 by four professionals of different fields.
A value chain is series of activities that an establishment operating in a particular industry performs in order to deliver a product or service that is valuable for the market whose primary activities are Inbound Logistics, Operations, Outbound Logistics, Marketing and Sales and Service while the secondary activities include Procurement, Human Resource management, Technological Development and Infrastructure (Porter, 1985, p. 14)
Value Chain Analysis is a three-step process:
1.Activity Analysis:
Soundbuzz was new in the market so pursued licensing of deals with a variety of recording labels and the launch of the music store that was online and also created a collection of music that was in digital format. They then created a number of exclusive promotions for HP. They then developed software that was used to integrate the music entertainment a part of multimedia messaging, ringtones and other services in the digital platform for mobile phones and devices. They also had the B2B model developed to further their cause. (Lau, 2007, p. 150)
Soundbuzz had to create products that substituted the illegal download of music files and files shared that were shared free of charge. They created a product that allowed the download of digital music after paying a monthly fee. To create this, they needed to acquire a huge media base and also partner with mp3 player manufacturers.( Liew, 2010, p. 198). Soundbuzz’s customer base increased through the diversification of the B2B model that brought about the B2C model. They also forged a partnership with trivnet and isps. Soundbuzz’s main source of content was the recording companies that they approached, some independent recording labels and unsigned artists.
The main source of competition for Soundbuzz was Nokia, who had their own version of the Music store and Sony Ericson who had their too. iTunes and Amazon.com were also coming up and this would prove to be more competition. They countered this by the use of their huge database that they possessed and also the partnerships that they had forged. 2. Value Analysis:
The main strategies that they employed in countering competing and making their customer base grow, was through differentiating their products. They developed the B2B and the B2C so that they could have a variety of products for their customer base. They made their products available wirelessly. To further develop, Soundbuzz focused on market niches. They generally concentrated on Asia and the South Pacific regions. Consequently, they forged the Lycos Asia promotion.
They also added value to their services by creating an intimate relationship with their customers and suppliers though a variety of websites. Multiple billing channels and more partnerships were also developed to further appeal to the customers and suppliers thus maintaining them. 3. Evaluation and Planning:
Motorola has experience of over two years in delivering music to its customers through the motomusic service which is mainly in china and Taiwan and the acquiring soundbuzz enables it to expand to a bigger region. Soundbuzz success would continue by providing downloadable music and an online retail shop that will make available music accessories such as Mp3 players and also creating an up to date library that was critical.
References
Antràs, P., Chor, D., & National Bureau of Economic Research. (2012). Organizing the
Global value chain. Cambridge, Mass: National Bureau of Economic Research.
Lau, F. (2007). Music in China. Oxford University Press. p. 149-151.
Liew, C. L. (2010). Digital libraries for cultural heritage. In Mel Collier (Ed.), Business
planning for digital libraries (pp. 195-205). Leuven University Press.
Liew, C. L. (2009). Digital library research 1997-2007: Organizational and people issues.
Journal of Documentation, 65(2), 245-266.
Porter, Michael E. (1985). Competitive Advantage: Creating and Sustaining Superior
Performance. New York.: Simon and Schuster.
