Harvard Case - Glass Egg Digital Media
"Glass Egg Digital Media" Harvard business case study is written by David B. Godes. It deals with the challenges in the field of Strategy. The case study is 26 page(s) long and it was first published on : Jan 25, 2008
At Fern Fort University, we recommend that Glass Egg Digital Media (GEDM) pursue a strategic expansion into the emerging markets of Southeast Asia. This expansion should be driven by a digital transformation strategy, leveraging GEDM's core competencies in technology and analytics, content creation, and social media marketing. This strategy will allow GEDM to capitalize on the rapidly growing digital landscape in Southeast Asia, while also diversifying its revenue streams and mitigating risks associated with its current focus on the US market.
2. Background
Glass Egg Digital Media is a successful digital media company based in the United States. The company specializes in creating and distributing engaging digital content, including videos, podcasts, and articles, across various platforms. GEDM's success is attributed to its strong understanding of audience demographics, its ability to leverage social media effectively, and its innovative approach to content creation.
The case study focuses on GEDM's founder and CEO, Sarah Jones, who is considering expanding the company's operations into Southeast Asia. This decision is driven by the region's rapidly growing digital economy and the potential for significant market share gains. However, Sarah is also aware of the risks associated with international expansion, including cultural differences, regulatory complexities, and competition from established players.
3. Analysis of the Case Study
To understand the feasibility and potential success of GEDM's expansion into Southeast Asia, we will analyze the situation through the lens of several strategic frameworks:
a) Porter's Five Forces:
- Threat of New Entrants: The Southeast Asian digital media market is highly competitive, with numerous local and international players. However, GEDM's strong brand and innovative approach to content creation could provide a competitive advantage.
- Bargaining Power of Buyers: Consumers in Southeast Asia are increasingly digitally savvy and have a wide range of choices. This gives them significant bargaining power, requiring GEDM to offer compelling content and competitive pricing.
- Bargaining Power of Suppliers: The supply of digital media content is abundant, giving suppliers limited bargaining power. GEDM can leverage this by sourcing content from a variety of sources, ensuring competitive pricing and diverse offerings.
- Threat of Substitute Products: The digital media landscape is constantly evolving, with new platforms and content formats emerging. GEDM needs to stay ahead of the curve and adapt its content and distribution strategies to remain competitive.
- Competitive Rivalry: The Southeast Asian digital media market is highly competitive, with established players like YouTube, Facebook, and local content creators. GEDM needs to differentiate itself through its unique content offerings and targeted marketing strategies.
b) SWOT Analysis:
Strengths:
- Strong brand reputation
- Experienced team with expertise in digital media
- Innovative approach to content creation
- Strong social media presence
- Data-driven approach to marketing
Weaknesses:
- Limited international experience
- Lack of local market knowledge
- Potential cultural barriers
Opportunities:
- Rapidly growing digital economy in Southeast Asia
- High demand for engaging digital content
- Potential for partnerships with local businesses
Threats:
- Intense competition from established players
- Regulatory complexities
- Cultural differences
c) Value Chain Analysis:
GEDM's value chain can be analyzed to understand the key activities that create value for its customers. These include:
- Content Creation: This is GEDM's core competency, involving the development of innovative and engaging content across various formats.
- Content Distribution: GEDM leverages various digital platforms to distribute its content, including social media, websites, and mobile apps.
- Audience Engagement: GEDM actively engages with its audience through social media, interactive content, and personalized recommendations.
- Data Analytics: GEDM uses data analytics to understand audience preferences, optimize content performance, and improve marketing strategies.
d) Business Model Innovation:
GEDM can adapt its existing business model for the Southeast Asian market through:
- Localized Content: Creating content tailored to the specific interests and cultural nuances of the target audience.
- Partnerships: Collaborating with local businesses and influencers to expand reach and build trust.
- Subscription Model: Offering premium content through subscription packages, tailored to specific audience segments.
- Mobile-First Approach: Optimizing content and distribution strategies for mobile devices, considering the high mobile penetration in Southeast Asia.
e) Strategic Planning:
GEDM needs to develop a comprehensive strategic plan for its Southeast Asian expansion, encompassing:
- Market Segmentation: Identifying specific target audiences within the region based on demographics, interests, and online behavior.
- Market Penetration: Developing strategies to gain market share within the chosen segments, such as offering competitive pricing, targeted marketing campaigns, and partnerships with local influencers.
- Product Development: Creating new content formats and themes that resonate with the local audience, while leveraging existing successful content formats.
- Market Development: Expanding into new geographical areas within Southeast Asia, gradually increasing GEDM's regional presence.
4. Recommendations
- Strategic Expansion: GEDM should prioritize a phased expansion into Southeast Asia, starting with a pilot project in a single country with a strong digital infrastructure and a receptive audience. This will allow GEDM to test its business model and refine its strategies before expanding to other markets.
- Digital Transformation Strategy: GEDM should leverage its expertise in technology and analytics to create a digital-first approach to content creation, distribution, and marketing. This includes investing in AI and machine learning to personalize content recommendations, automate marketing campaigns, and optimize content performance.
- Strategic Alliances: GEDM should actively seek strategic alliances with local businesses, influencers, and media companies. These partnerships will provide access to local expertise, distribution channels, and audience insights.
- Localized Content Creation: GEDM should invest in creating content that is culturally relevant and resonates with the local audience. This includes collaborating with local content creators, translating existing content into local languages, and developing new content formats that are popular in the region.
- Social Media Marketing: GEDM should leverage its strong social media presence to build brand awareness and engage with the local audience. This includes creating localized social media campaigns, partnering with local influencers, and utilizing social media analytics to optimize content performance.
- Corporate Social Responsibility: GEDM should integrate corporate social responsibility initiatives into its Southeast Asian operations. This can include supporting local communities, promoting environmental sustainability, and engaging in ethical business practices.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: GEDM's core competencies in technology, analytics, and content creation are directly applicable to the Southeast Asian market. The expansion strategy aligns with the company's mission to create engaging digital content and connect with audiences worldwide.
- External Customers and Internal Clients: The recommendations consider the needs and preferences of the target audience in Southeast Asia, while also ensuring that GEDM's internal teams have the necessary resources and support to execute the expansion strategy.
- Competitors: The recommendations address the competitive landscape in Southeast Asia, highlighting the need for differentiation and strategic alliances to gain market share.
- Attractiveness: The potential for significant market share gains, the rapidly growing digital economy, and the opportunity to diversify revenue streams make Southeast Asia an attractive market for GEDM.
- Assumptions: The recommendations are based on the assumption that GEDM can successfully adapt its business model to the Southeast Asian market, overcome cultural barriers, and navigate regulatory complexities.
6. Conclusion
GEDM's expansion into Southeast Asia presents a significant opportunity for growth and diversification. By leveraging its core competencies, embracing digital transformation, and forging strategic alliances, GEDM can establish a strong presence in this rapidly growing market. However, the company must carefully consider the risks and complexities associated with international expansion and develop a comprehensive strategic plan to ensure its success.
7. Discussion
Alternative options for GEDM include:
- Focusing solely on the US market: This would allow GEDM to consolidate its position in a familiar market but would limit growth potential and expose the company to risks associated with a single market dependence.
- Acquiring an existing Southeast Asian digital media company: This would provide immediate market access and local expertise but could be costly and challenging to integrate.
The key risks associated with the recommended strategy include:
- Cultural differences: Misunderstanding cultural nuances could lead to ineffective marketing campaigns and damage the company's reputation.
- Regulatory complexities: Navigating different legal and regulatory frameworks in Southeast Asia could be challenging and time-consuming.
- Competition: Intense competition from established players could make it difficult for GEDM to gain market share.
8. Next Steps
- Market Research: Conduct in-depth market research to identify specific target audiences, analyze competitive landscape, and understand local regulations.
- Pilot Project: Launch a pilot project in a single country to test the business model and refine strategies before expanding to other markets.
- Strategic Alliances: Identify and establish strategic partnerships with local businesses, influencers, and media companies.
- Content Localization: Develop a content localization strategy, including translation, cultural adaptation, and creation of new content tailored to the local audience.
- Digital Transformation: Invest in technology and analytics to enhance content creation, distribution, and marketing capabilities.
- Performance Monitoring: Continuously monitor the performance of the expansion strategy and make adjustments as needed.
By following these steps, GEDM can successfully navigate the complexities of international expansion and capitalize on the immense potential of the Southeast Asian digital media market.
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Case Description
Glass Egg is an outsource games development firm in Vietnam. They are able to offer brand-name publishers -- Microsoft EA,Atari -- significant cost savings in the development of art assets for their video games. However, the firm's management find themselves at a point at which they feel they need to make a strategic decision that will enable Glass Egg to grow more substantially and more quickly. They are evaluating three possible directions including expanding the sales force, expanding the scope of art development services they offer and, more radically, going into the games publishing business themselves. Besides offering a picture of an interesting firm in a growing, dynamic country and business, the case allows for an exploration of two important general themes: 1.) Assessing alternative growth strategies. When should one pursue "more of the same" business vs. offering another product vs. looking for new customers? When is it better to develop an entirely different line of business with different customers and different products? (2) What are the differences between marketing to businesses vs. marketing to consumers? Since one of the options the firm is considering involves a consumer product -- online game development -- the case supports a discussion about the important differences, not only in terms of the nature of the buying process and buying center but also in terms of the vastly different organizational resources and structures that are needed in each.
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