When everything inevitably goes downhill, there are only two options: either you try to save the increasingly unsuitable business model from sinking a little longer with a cascade of small retouches. Or you strive for innovative approaches to ensure the badly threatened survival. The first approach is the defeatist one, the second the heroic one, which is seen as a sign of leadership quality.
But the desperate search for changes that are indonesia rcs data supposed to have a real game-changing effect can lead to failure even more quickly. In a world in which there are no truly viable new business models for the media industry, it is often just actionitis with which managers, under enormous pressure to meet expectations, want to prove themselves without having carried out the necessary clarifications about the downside risks.
There are plenty of examples. For example, no one except the Austrian CEO could understand why the NZZ would find a revenue gem with a paid portal in its home country. And Tamedia's long-standing strategy of securing monopoly positions in the newspaper market in as many regions of the country as possible in order to dampen the price collapse proved to be a Pyrrhic victory. Because if you secure dominance in an increasingly ailing market with hundreds of millions, you are not only overpaying on a large scale, you are also blocking your view of the key developments in the industry.