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Tidal’s business strategy
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Esta dissertação é baseada em um estudo de caso de ensino seguindo as diretrizes do SAGE onde os desafios enfrentados por Vanilson Maiala, um recém-gerente de produtos de crescimento da Tidal cuja tarefa passa por definir uma estratégia para competir com Spotify, Amazon e Apple Music.Tidal é uma plataforma global de streaming de música lançada em 2014 pela empresa pública norueguesa aspiro, detida atualmente pela Block, Inc, uma empresa americana de processamento de pagamentos. Quatro meses após o relançamento da empresa, a Tidal enfrentou várias saídas de altos executivos, problemas de produtos, produtos financeiros e uma participação de mercado bastante reduzida.
Ao contrário da maioria das empresas de streamings mais conhecidas, como Spotify, Apple e Amazon Music, o Tidal tem necessariamente que aumentar a sua quota de mercado, apesar das suas vantagens, como ser propriedade de artistas ou até mesmo o facto de oferecer qualidade de áudio de alta-fidelidade. Para colmatar estas situações, Vanilson terá que desenvolver um plano para ajudar o Tidal a superar os seus principais concorrentes.
O modelo de negócios do Tidal depende de uma assinatura premium e gera receita por meio de assinaturas pagas, com os usuários escolhendo diferentes planos premium.
Este caso, analisa a indústria da música e as tendências que afetam as plataformas de streaming, com atenção especial ao impacto do atual modelo de negócios do Tidal em seu número de subscritores. Para desenvolver este estudo, recolhemos dados secundários de revistas, jornais e sites. Por fim, foi também foi realizada uma pesquisa para reunir, analisar e usar dados primários para formular estratégias para um modelo de negócios mais eficaz
This dissertation is based on a teaching case study following the SAGE guidelines. The teaching case study presents the challenges faced by Vanilson Maiala, a recent growth product manager of Tidal. Vanilson needs help to define a strategy to compete with Spotify, Amazon, and Apple Music. Tidal is a global music streaming platform launched in 2014 by Norwegian public company Aspiro and is now majority-owned by Block, Inc, an American payment processing company. Four months after the company’s relaunch, Tidal faced multiple exits from top executives, product issues, financial issues, and a lower market share. Compared to most trendy music streaming, such as Spotify, Apple, and Amazon Music, Tidal still needs to increase its market share despite its advantages, like being owned by artists or that the company offers high fidelity audio quality. As a result, Vanilson will have to develop a plan to help Tidal overcome its main competitors. The Tidal business model relies on a premium subscription and generates revenue through paid subscriptions, with users choosing different paid premium plans. This case analyses the music industry and reviews the trends affecting streaming platforms, with particular attention paid to the impact of Tidal’s current business model on its current number of subscribers. To develop this teaching case study, we collected secondary data from journals, newspapers, and websites. A survey was also conducted to collect, analyse, and use primary data to formulate strategies for a more effective business model.
This dissertation is based on a teaching case study following the SAGE guidelines. The teaching case study presents the challenges faced by Vanilson Maiala, a recent growth product manager of Tidal. Vanilson needs help to define a strategy to compete with Spotify, Amazon, and Apple Music. Tidal is a global music streaming platform launched in 2014 by Norwegian public company Aspiro and is now majority-owned by Block, Inc, an American payment processing company. Four months after the company’s relaunch, Tidal faced multiple exits from top executives, product issues, financial issues, and a lower market share. Compared to most trendy music streaming, such as Spotify, Apple, and Amazon Music, Tidal still needs to increase its market share despite its advantages, like being owned by artists or that the company offers high fidelity audio quality. As a result, Vanilson will have to develop a plan to help Tidal overcome its main competitors. The Tidal business model relies on a premium subscription and generates revenue through paid subscriptions, with users choosing different paid premium plans. This case analyses the music industry and reviews the trends affecting streaming platforms, with particular attention paid to the impact of Tidal’s current business model on its current number of subscribers. To develop this teaching case study, we collected secondary data from journals, newspapers, and websites. A survey was also conducted to collect, analyse, and use primary data to formulate strategies for a more effective business model.
Descrição
Mestrado Bolonha em Management
Palavras-chave
Tidal Streaming Estratégia de negócios Music Streaming Business Strategy Business Model
Contexto Educativo
Citação
Maiala, Vanilson João Fernando Baptista (2022). “Tidal’s business strategy”. Dissertação de Mestrado. Universidade de Lisboa. Instituto Superior de Economia e Gestão
Editora
Instituto Superior de Economia e Gestão