Rob Docters, Lisa Tilstone, Susan Bednarczyk and Martijn Gieskes
Businesses understand that digital technologies and applications can create value, but how to capture that value has been elusive. Particularly for established businesses, the…
Abstract
Purpose
Businesses understand that digital technologies and applications can create value, but how to capture that value has been elusive. Particularly for established businesses, the practice of applying traditional price structures to new digital platforms has resulted in revenue, market and share deterioration. This article describes how to adapt price structure to digital migration and hybrid digital/pre‐digital product sets.
Design/methodology/approach
Based on case studies from entertainment, publishing, education, avionics, gaming and software industries, the article observes how price structure directly transported from pre‐digital products have not been effective in maintaining revenues and margins. Successful digital product introduction requires careful examination of the new capabilities and price drivers of a digital context.
Findings
This article shows that frequently the price drivers of digital products require a new price structure. In particular, the unit of measure (e.g. users, downloads, enterprise size, etc.) is critical to success. Typically when product developers choose a measure that most resembles the pre‐digital unit of pricing, results are sub‐optimal. Further, the overall structure must reflect the risks which are often implicit in digital migration – the benefits of sharing and increases in efficacy can often accrue to the buyer, and elude the seller.
Originality/value
Product developers and pricers tend to focus on the similarity between pre‐digital and digital generations of product. Often, they wrongly assume that digital is better for all. However, the context of the product (workflow, applications, scaling, competitors, etc.) can be much more important than the product itself, and pricing must reflect that. As a result of poorly managed digital transitions, industries have seen billions of dollars of revenues wiped out – quite needlessly. This article identifies specific frameworks for minimizing the risk of revenue loss.
Details
Keywords
Emilia Stavrou and Antonios Kafa
The purpose of this paper is to investigate school principals' leadership styles in Cyprus in relation to students' support for special education needs within the context of…
Abstract
Purpose
The purpose of this paper is to investigate school principals' leadership styles in Cyprus in relation to students' support for special education needs within the context of inclusive education.
Design/methodology/approach
The original type of evidence was qualitative empirical research through the examination of four case studies in school organizations with a high number of students with special education needs. Using the interview protocol, data on school principals' leadership styles were collected from school principals and teachers. The empirical development theory method was used to analyze the data.
Findings
The findings suggest that in the respective school organizations, a combination of all leadership styles can support the desired outcomes of students with special education needs, thereby promoting the inclusive education aspect in school organizations. However, there was a preference for the entrepreneurial leadership style, which connects the external leadership dimension with school principalship.
Originality/value
These findings could assist in shaping a specific educational policy that includes professional development for school principals in entrepreneurship in order to support students with special education needs. Furthermore, the results could be compared to those in other contexts where school principals' leadership styles and practices are promoted in relation to the support of students with special education needs.