Showing papers on "Business model published in 2001"

Value creation in E-business

Abstract: We explore the theoretical foundations of value creation in e-business by examining how 59 American and European e-businesses that have recently become publicly traded corporations create value. We observe that in e-business new value can be created by the ways in which transactions are enabled. Grounded in the rich data obtained from case study analyses and in the received theory in entrepreneurship and strategic management, we develop a model of the sources of value creation. The model suggests that the value creation potential of e-businesses hinges on four interdependent dimensions, namely: efficiency, complementarities, lock-in, and novelty. Our findings suggest that no single entrepreneurship or strategic management theory can fully explain the value creation potential of e-business. Rather, an integration of the received theoretical perspectives on value creation is needed. To enable such an integration, we offer the business model construct as a unit of analysis for future research on value creation in e-business. A business model depicts the design of transaction content, structure, and governance so as to create value through the exploitation of business opportunities. We propose that a firm's business model is an important locus of innovation and a crucial source of value creation for the firm and its suppliers, partners, and customers. Copyright © 2001 John Wiley & Sons, Ltd.

Estimating the performance effects of business groups in emerging markets

Abstract: Business groups—confederations of legally independent firms—are ubiquitous in emerging economies, yet very little is known about their effects on the performance of affiliated firms. We conceive of business groups as responses to market failures and high transaction costs. In doing so, we develop hypotheses about the effects of group affiliation on firm profitability: affiliation could either boost or depress firm profitability, and members of a group are likely to earn rates of return similar to other members of the same group. Using a unique data set compiled largely from local sources, we test for these effects in 14 emerging markets: Argentina, Brazil, Chile, India, Indonesia, Israel, Mexico, Peru, the Philippines, South Africa, South Korea, Taiwan, Thailand, and Turkey. We find evidence that business groups indeed affect the broad patterns of economic performance in 12 of the markets we examine. Group affiliation appears to have as profound an effect on profitability as does industry membership, yet strategy scholars have a much clearer grasp of industries than of groups. Moreover, membership in a group raises the profitability of the average group member in several of the markets we examine. This runs contrary to the wisdom, conventional in advanced economies, that unrelated diversification depresses profitability. Overall, our findings suggest that the roots of sustained differences in profitability may vary across institutional contexts; conclusions drawn in one context may well not apply to another. Copyright © 2001 John Wiley & Sons, Ltd.

Replication as Strategy

Abstract: Replication, a familiar phenomenon sometimes referred to as the "McDonalds approach," entails the creation and operation of a large number of similar outlets that deliver a product or perform a service. Companies pursuing this strategy are now active in over 60 industries. Although replicators are becoming one of the dominant organizational forms of our time, they have been neglected by scholars interested in organizations. As a result of this neglect, replication is typically conceptualized as little more than the exploitation of a simple business formula. Such a view clouds the strategic subtlety of replication by sidestepping the exploration efforts to uncover and develop the best business model as well as the ongoing assessment that precedes large-scale replication of it. Empirical evidence supports an alternative view of replication strategy as a process that involves a regime of exploration in which the business model is created and refined, followed by a phase of exploitation in which the business model is stabilized and leveraged through large-scale replication.In this paper we present the key elements of a theory of replication strategy. We discuss key aspects of a replication strategy, namely the broad scope of knowledge transfer and the role of the central organization, and the analytical concepts of template and Arrow core as a preamble for specifying hypotheses about the conditions under which a replication strategy is more likely to succeed in a competitive setting. Replication strategy provides unusually transparent examples of the process of leveraging knowledge assets; we exploit this in our concluding discussion.

Reframing Business: When the Map Changes the Landscape

Abstract: In 1983 Richard Normann published the world's first book presenting an integrated framework on the management of service producing companies. Now he provides a new approach to strategy: an original way to think about organisations and create a different future. In this demanding but rewarding book he shows that providing organisations are prepared to rethink the way they do business they can occupy the competitive high ground of the future. To do this they must transform concepts and frameworks into action. Provides new business models. Shows companies how to reframe their business and take advantage of the opportunities created in the space of "unbundling and rebundling". Nominated for the Igor Ansoff Strategic Management Award 2002

Place to Space: Migrating to Ebusiness Models

Abstract: From the Publisher: "An e-business guidebook for established firms in all industries, Place to Space provides a framework for analyzing, choosing, and implementing successful e-business enterprises. Based on several years of research and a detailed study of fifty online initiatives in a variety of traditional firms, authors Peter Weill and Michael R. Vitale describe eight atomic business models that they argue represent the core building blocks of all e-business ventures." "Using case studies of international companies including Lonely Planet, GE Supply Company, Cisco, Reuters, and others, the authors illustrate each atomic business model - direct-to-customer, full-service provider, whole-of-enterprise/government, intermediary, shared infrastructure, virtual community, value net integrator, and content provider - in practice, and reveal the strategic objectives, sources of revenue, core competencies, critical success factors, and necessary IT infrastructures required for implementation."--BOOK JACKET.

China's Transition and its Implications for International Business

Abstract: This paper focuses on institutional change as the central and most consequential contextual aspect of China's transition. Identification of key characteristics of China's emergent institutions leads to propositions on their relevance for international business practice. China's transition also raises issues for theory development, including the way that transition is modeled, the need to draw upon multiple perspectives, and the concomitants of a contextual approach.

Markets for Technology and their Implications for Corporate Strategy

Abstract: Although market transactions for technologies, ideas, knowledge or information are limited by several well-known imperfections, there is evidence that they have become more common than in the past. In this paper we analyze how the presence of markets for technology conditions the technology and corporate strategy of firms. The first and most obvious implication is that markets for technology increase the strategy space: firms can choose to license in the technology instead of developing it in-house or they can choose to license out their technology instead of (or in addition to) investing in the downstream assets needed to manufacture and commercialize the goods. The implications for management include more proactive management of intellectual property, greater attention to external monitoring of technologies, and organizational changes to support technology licensing, joint-ventures and acquisition of external technology. For entrepreneurial startups, markets for technology make a focused business model more attractive. At the industry level, markets for technology may lower barriers to entry and increase competition, with important implications for the firms' broader strategy as well. Copyright 2001 by Oxford University Press.

Innovating Our Way to the Next Industrial Revolution

Abstract: In many ways, the industrial age has been an era of harvesting natural and social capital in order to create financial and productive capital. So far, the New Economy looks more like the next wave of the industrial era than a truly postindustrial one. Why should we care? Because, say the authors, the basic development patterns of the industrial era are not sustainable. In the face of this challenge, organizational-learning expert Peter Senge and former Volvo and IKEA senior executive Goran Carstedt hail the emergence of a new environmentalism driven by innovation, not regulation ? radical new technologies, products, processes and business models. They describe how more and more companies are recognizing the business opportunities that a focus on sustainability creates. Such a shift in thinking is already evident in many companies and industries. Xerox employed "zero-waste-to-landfill" engineering to develop its 90% remanufacturable Document Centre 265 copier. Interface Inc. is no longer just a maker of commercial carpet tiles, but now ? as a provider of "floor-covering services" ? leases products and later recycles them completely. Such companies are applying learning-organization principles to create sustainable business models. Simultaneously, they become inspirational, energetic places to work, where even relationships with customers and suppliers improve. Nonetheless, ecoefficiency alone will not create a truly postindustrial age. Ecoefficiency gains are laudable but dangerously incomplete, say the authors, as is any strategy that fails to consider how the economic system affects the larger ecological and social systems within which it resides. Only a more integrated view will enable companies to innovate for long-term profitability and sustainability. Industrial-age systems follow a linear flow of extract, produce, sell, use, discard: the "take-make-waste" approach to economic growth. A systemic approach would reduce all sources of waste: from production, use and disposal. How can managers adapt? In stark contrast to industrial-age, command-and-control management methods are the three core competencies that learning organizations must master to profit from sustainability. First, they must encourage systemic thinking so that they can sense the emerging future. Second, they must convene strategic conversations with investors, customers, suppliers and even competitors to build the trust needed to change outmoded mental models about what business success is. Finally, they must take the lead in reshaping economic, political and societal forces that stymie change. True learning organizations stand out by championing business models that foster sustainable growth. According to Senge and Carstedt, no time in history has afforded greater possibilities for a collective change in direction.

Evolving communities of practice: IBM global services experience

Abstract: In 1995, IBM Global Services began implementing a business model that included support for the growth and development of communities of practice focused on the competencies of the organization. This paper describes our experience working with these communities over a five-year period, concentrating specifically on how the communities evolved. We present an evolution model based on observing over 60 communities, and we discuss the evolution in terms of people and organization behavior, supporting processes, and enabling technology factors. Also described are specific scenarios of communities within IBM Global Services at various stages of evolution.

Introduction to E-Commerce

Abstract: Introduction to E-Commerce, 2/e, by Rayport and Jaworksi, can be used as the principles book for e-commerce. Much like there is a “Principles of Marketing” that is intended to be the first course in marketing, The text covers the entire landscape of e-commerce. The key message is that faculty who want to teach an introductory class on e-commerce and focus on the “strategy” parts of e-commerce first and technology second, should adopt this book. Faculty who teach marketing, management, strategy and entrepreneurship as the “core” discipline prefer this book over “technology-oriented” e-commerce books. Introduction to e-Commerce gives present and future practitioners of e-Commerce a solid foundation in all aspects of conducting business in the networked economy. The text focus is on what a manager needs to know about Internet infrastructure, strategy formulation and implementation, technology concepts, public policy issues, and capital infrastructure in order to make effective business decisions. This is presented in a framework for the study and practice of e-Commerce with business strategy at the core surrounded by four infrastructures; the technology infrastructure that underlies the Internet, the media infrastructure that provides the content for businesses, public policy regulations that provide both opportunities and constraints, and the capital infrastructure that provides the money and capital to run the businesses. Within this framework, the authors provide a deep exploration of core concepts of online strategy and associated enablers enriched by a wide variety of examples, case studies, and explanations culled directly from practice. Table of contents 1 A Framework for E-Commerce Part I: The Basic Technology of the Internet and the Web 2 Basic Technology of the Web and E-Commerce Businesses Part II: Strategy Formulation for New Economy Firms 3 Framing Market Opportunity 4 Business Models 5 Customer Interface 6 Market Communications and Branding 7 Strategy Implementation 8 Metrics Part III: Technology Infrastructure 9 Website Development Process 10 Website Architecture Part IV: Capital Infrastructure 11 Human and Financial Capital Part V: Media Infrastructure 12 Media Convergence Part VI: Public Policy and Structure 13 Public Policy: Regulation

SMEs: aligning IS and the strategic context

Abstract: Based on multiple-case research, this paper develops a model of strategic information systems (IS) investment in small and medium-sized enterprises (SMEs). IS investment is modelled as a function of an SME's strategic context as defined by its strategic focus, i.e. cost reduction versus value added and its market positioning, i.e. few versus many customers. The paper first investigates the ways in which IS may add value to organizations. It then outlines the use of IS in SMEs. This is followed by an analysis of competitiveness in small businesses. The paper develops an analytical model, which is termed the focus-dominance model, analyses case studies of 27 firms and reports that IS investment is strongly influenced by an SME's strategic context. Four cases are presented in order to illustrate the four different IS profiles identified. Finally, the implications for theory and practice are discussed.

Business Process Orientation: Gaining the E-Business Competitive Advantage

Abstract: From the Publisher: Business Process Orientation: Gaining the E-Business Competitive Advantage provides the "why" and the "how" for building the "horizontal" organization - an essential component of the "e" in e-commerce and business. This book shows you how to weave your business processes into hard-to-imitate strategic capabilities that distinguish you from your competition.The book explores the impact that well-defined and carefully integrated processes have on organizational performance. Using the results of extensive research conducted among consumer, business-to-business, and services-based companies, the authors demonstrate that adopting a business process orientation (BPO) has a positive impact on the organizational culture and business performance. The resulting process oriented e-corporation is now positioned as a necessity not only to thrive but also to survive.The old ways of conducting business are out: pushing costs and compromising quality in order to achieve the lowest possible price. The emerging paradigm focuses on the core processes. The hallmarks of a great business still include high customer relevance, internally consistent decisions about scope and value chain activities performed, value capture mechanisms, a source of differentiation and strategic control, a sound operational system, and carefully designed processes. Business Process Orientation: Gaining the E-Business Competitive Advantage shows you how to balance your functional and horizontal orientation to create and maintain a healthy organization.

Does Subculture Within a Country Matter? A Cross-Cultural Study of Motivational Domains and Business Performance in Brazil

Abstract: This study examines the effects of within-country subcultures on business outcomes. We first argue that individuals' values vary across subcultures. We then suggest that values, as expressed through motivational domains, influence business performance. Finally, joining these two propositions, we posit that business performance will vary by subculture. Based on data from four regional subcultures in Brazil, a subculture effect was found for both motivational domains and business performance. The results suggest that it is important to consider the cultural variation within a country when examining business outcomes.

Digital Rights Management: Business and Technology

Abstract: From the Publisher: Digital rights management, or DRM, is a set of business models and technologies that enables you to protect - and profit from - your text, image, music, or video content in today's digital world. In this unique guide, three digital media experts show you step-by-step how to find the right DRM solution for your organization, whether you're an IT decision-maker or an executive on the content side. After explaining DRM antecedents, paradigms, and legal foundations, the authors walk you through today's DRM technologies and standards - and offer sound, practical advice on how to match your needs with the right DRM products, services and vendors. Author Biography: Bill Rosenblatt is president of GiantSteps/Media Technology Strategies, a consulting firm (www.giantstepsmts.com) whose clients include content providers, digital media technology companies, and investment firms. Bill bridges the gaps between business and technology in the digital media world. He brings content providers expertise in areas such as content management, rights management, streaming media, and cross-media publishing, and he provides technology vendors with market strategy, business development, and product management services. Before founding GiantSteps, Bill was chief technology officer of Fathom, an online content and education company backed by Columbia University and other scholarly institutions. He has been a technology and new media executive at McGraw-Hill and Times Mirror Company, and he served as manager of strategic marketing for media and publishing at Sun Microsystems. He was also one of the architects of the Digital Object Identifier (DOI), a digital rights management related standard. Bill is a frequent speaker and writer on media technology topics. He is the author of several technical books and has written articles for EContent magazine, Salon, CNN Interactive, Journal of Electronic Publishing, and other periodicals. He is president of Princeton Broadcasting Service, Inc., a member of the Software & Information Industry Association (SIIA) Digital Rights Management Working Group, and a member of the advisory boards of Seybold Seminars and several startup companies. Bill holds degrees from Princeton University and the University of Massachusetts. He lives in New York City. Bill Trippe is president of New Millennium Publishing (www.nmpub.com), a Boston-based consulting practice formed in 1997. Bill has more than twenty years of technical and management experience in electronic publishing, content management, and SGML/XML and related technologies. He brings a unique blend of strategic and hands-on knowledge of the products and trends that are shaping the publishing and content technology marketplace. In addition to his role at New Millennium, Bill is associate editor of The Gilbane Report, the XML columnist for Transform, and a regular contributor to the magazine EContent. Stephen Mooney is founder of Stephen Mooney & Associates, a consulting company advising technology providers, rightsholders, aggregators, and others on new approaches to intellectual property licensing. Steve has more than fifteen years of consulting, negotiating, sales and licensing experience in the publishing and information industries. He concluded numerous license agreements with Fortune 500 corporations while with Copyright Clearance Center, and was vice president of business development at Yankee Rights Management. He chairs several standards committees, including DOI-EB (Digital Object Identifier for E-Books), the Identifier Working Group of the Open E-Book Forum (OEBF), and the SIIA DRM Working Group. He is a regular speaker at conferences on rights management issues. Steve is admitted to the bar in New York and Massachusetts.

An analytical framework for evaluating e‐commerce business models and strategies

Abstract: Electronic commerce or business is more than just another way to sustain or enhance existing business practices. Rather, e‐commerce is a paradigm shift. It is a “disruptive” innovation that is radically changing the traditional way of doing business. The industry is moving so fast because it operates under totally different principles and work rules in the digital economy. A general rule in e‐commerce is that there is no simple prescription and almost no such thing as an established business or revenue model for companies even within the same industry. Under such conditions, an analytical framework is needed to assist e‐commerce planners and strategic managers in assessing the critical success factors when formulating e‐commerce business models and strategies. This research develops an analytical framework based on the theories of transaction costs and switching costs. Both demand‐side and supply‐side economies of scale and scope are also applied to the development of this framework. In addition, e‐commer...

Data warehouse model and methodology

Abstract: A business model for use in a data warehouse system adaptable for multiple organizations is provided. The business model comprises a set of dimensions representing business reference aspects of the multiple organizations, a set of measures representing measurements of business activity aspects of the multiple organizations, and relationships between the set of dimensions and measures. A subset of the set of measures represents the business activity aspects of the specific organization. A subset of the set of dimensions represents the business aspects of a particular organization. The relationships allow for functional areas of analysis to use common dimensions for cross-functional analysis.

Business Process Coordination: State of the Art, Trends, and Open Issues

Abstract: Over the past decade, there has been a lot of work in developing middleware for integrating and automating enterprise business processes. Today, with the growth in e-commerce and the blurring of enterprise boundaries, there is renewed interest in business process coordination, especially for inter-organizational processes. This paper provides a historical perspective on technologies for intraand interenterprise business processes , reviews the state of the art, and exposes some open research issues. We include a discussion of process-based coordination and event/rule-based coordination, and corresponding products and standards activities. We provide an overview of the rather extensive work that has been done on advanced transaction models for business processes, and of the fledgling area of business process intelligence.

Outsourcing information systems: drawing lessons from a banking case study

Abstract: Financial and costs benefits are often put forward as the reasons why organisations decide to outsource. Emerging patterns and trends indicate that today's outsourcing decisions are often motivated by factors other than cost. Thus, the decision-making process is more complex than it may at first appear. This paper presents findings from a case study from an organisation in the UK banking sector that was motivated to outsource aspects of its information technology/information system (IT/IS). The underlying motives and decision-making process that influenced the bank outsource its IT/IS are presented and discussed. Findings from the case study suggest political perspectives, as well as human and organisational issues influenced the bank's strategic decision-making to outsource certain aspects of its business. An examination of the case study findings suggests that cost alone is not always responsible for decisions to outsource, as it was found the bank's outsourcing decision was driven by a series of complex, interrelated motives in a bid to reduce the risks and uncertainties of managing its own technology. Considering the complex nature of the outsourcing process a frame of reference that can be used to assist managers with their decision to outsource IT/IS is propagated. The case study is used to present an organisation's experiences as to how and why it decided to outsource its IS and thus offers a learning opportunity for other organisations facing similar difficulties. In addition, the case study findings highlight the need to focus greater attention on discriminating between the short and long-term consequences of IT/IS decision-making.

Co-Evolution of Firm Capabilities and Industry Competition: Investigating the Music Industry, 1877-1997

Abstract: This paper proposes that rival firms not only search for new capabilities within their organization, but also for those that rest in their competitive environment. An integrated analysis of these search processes at both firm and industry levels of analysis shows how their interaction makes industries and firms co-evolve over time. To contribute to an enhanced understanding of the concept of co-evolution, a dynamic and integrative framework crossing meso and micro levels of analysis is constructed. This framework is applied to a longitudinal study of the music industry with a time-span of 120 years. The first part, a historical study, covers the period 1877-1990. The second part, a multiple-case study, covers the period 1990-1997. We conclude that search behaviour drives co-evolution through competitive dynamics among new entrants and incumbent firms and manifests itself in the simultaneous emergence of new business models and new organizational forms.

Concentration and Dispersion in Global Industries: Remote Electronic Access and the Location of Economic Activities

Abstract: We explore how the possibility of remote electronic access to markets, resources and knowledge, enabled by the new information and communication technologies (ICTs), might change the motivations of firms to locate activities internationally, and in turn affect worldwide dispersion and concentration in an industry. Preliminary results from an exploratory analysis of the spatial distribution of firms in financial services suggest that the introduction of a business-to-business (B2B) trading network increases the global market participation of firms from peripheral countries, but does not appear to reduce the importance of locational clusters. A set of propositions is derived that provide guidance for more detailed research on the impact of ICTs on the strategy and structure of global industries.

Business models for Internet-based e-procurement systems and B2B electronic markets: an exploratory assessment

Abstract: Information technology (IT) has long been applied to support the exchange of goods, services and information between organizations. It is with the advent of Internet-based e-procurement systems and business-to-business (B2B) electronic markets that the real opportunities for online transactions have opened up across space and over time. The authors draw on IS and economics theory to investigate the motivation for the various online business models, and the adoption requirements of purchasing firms, through the examination of a set of mini-cases. Our exploratory study finds that private aggregating and negotiating mechanisms are being adopted for large quantity business supply purchases, while public market mechanisms are more often adopted when firms face uncertain and high variance demand. Moreover, market facilitation, expertise sharing and collaboration are gradually attracting more attention, and call for future investigation.

Re‐Focusing the Business School Agenda

Abstract: This commentary agrees with Starkey and Madan (2001) that business schools must incorporate Mode 2 production methods if they are to be significant knowledge producers in the future. We reinforce their specific suggestions about how that might be accomplished by focusing on learning from early Mode 2 attempts, promoting practitioner research, seeking business co-sponsorship and sheltering some Mode 1 practices and values, including longitudinal reflective research and information storage. We also argue, however, that business schools must go beyond such tasks, difficult and expensive though they are. The way business and business schools currently operate, and are being encouraged to operate, does not address the broader issues of human relevance that concern James March (1998) and others. The gap here is a risk for business and society, and appears to require new, Mode 3, methods of knowledge production.

Electronic Procurement in Supply Chain Management: An Information Economics‐Based Analysis of Electronic Markets

Abstract: SUMMARY Electronic procurement is currently one of the most discussed topics in supply management. Without doubt, it will dramatically change the way purchasing is done in the near future. Telgen (1998) calls it a “revolution through electronic purchasing.” This article analyzes the possibilities of electronic marketplaces for buyers, primarily from a theoretical perspective. The article develops an analytical framework that is based on information economics theory, which may be the most important theory to analyz market problems in general. It is combined with a systematic approach for procurement transactions based on Williamson's (1985a) transaction theory. An e-procurement matrix is developed that could help to systematize different e-procurement instruments. Various data types available from electronic marketplaces are analyzed with a business model for electronic marketplaces. These business models show the real value added by e-procurement.

Information systems strategies in knowledge-based SMEs: the role of core competencies

Abstract: Research into the sources of competitive advantage identifies two competing views. The first concerns industry structure, and the role of information systems (IS) in enabling competitive advantage is to lower cost, build barriers to entry and tie in customers and suppliers. The second view is resource-based. This argues that competitive advantage arises from the ability to accumulate resources and capabilities that are rare, valuable, non-substitutable and difficult to imitate. This paper discusses the role of IS as firm resources and the role of such resources in small firms (SMEs). It uses as a vehicle, the identification and development of an information systems strategy (ISS) in a knowledge-based SME. The use of core competencies or capabilities, a key aspect of resources, as a basis for an ISS is contrasted with the use of a structural approach exemplified here by the value chain. Using participant observation research in a not-for-profit organisation that provides consultancy in social housing, this paper investigates these approaches. The paper concludes by identifying a number of areas for further research including the operationalisation of the core competence perspective in developing an ISS.

The effectiveness of information systems in supporting the extended supply chain

Abstract: The emergence of the Internet and new software applications has provided an opportunity for some companies to move towards an extended enterprise business model–one that enhances value across the total supply chain. The prime driver of this trend has been the implementation of Enterprise Resource Planning (ERP) systems. The research investigates whether traditional technology infrastructures, including information systems, have failed to deliver the level of support required to enable organizations to take advantage of the new extended business model. The research identifies a series of new and distinctive capabilities that influence the adoption of an extended business model. Supported by innovative technologies, leading companies are exploiting these distinctive capabilities to meet the challenge of the New Economy.

National institutional frameworks and the hybridization of entrepreneurial business models: the german and uk biotechnology sectors

Abstract: Given what institutional scholars have described as an inhospitable institutional climate for entrepreneurial business, why has the German biotechnology industry suddenly taken off, while in the UK, where a ''correct'' institutional architecture exists, has the industry shown signs of stagnation? To explain these trends the article develops a firm-centered approach, recognizing that firms work with institutional frameworks - often with help from public policies - to create new business strategies The argument is developed that such processes are associated with the ''hybridization'' of business strategies at the micro level, combined with the generation of new constellations of particular institutional frameworks within relatively stable national models

Managing access to digital content

Abstract: Systems and methods of managing access to digital content are described. In one aspect, a novel digital content access management system enables users to register previously owned digital content and, subsequently, allows users to access the registered content using any electronic device that is connected to the system. Digital content may be pushed or pulled from any electronic system that is connected to a network—no matter where it is located—to any other electronic system that is connected to a network. A novel business model, as well as a system and a method for implementing this model, also are described. In accordance with this business model, payments are made to content providers upon registration of the previously owned digital content. In this way, the monetary interests of content providers may be protected (even when a user registers borrowed digital content, for example), while enhancing the ability of users to interact with their licensed digital content.