Digital piracy challenges firms by reducing revenues and shifting consumption habits. Recently, some firms have successfully leveraged business models against piracy, but the understanding about this phenomenon still lacks depth and structure. This study examines the characteristics of digital piracy in some of the most affected industries; presents comparative case studies of two iconic firms, Spotify and Netflix; and analyzes their digital business model responses. This article then considers a generic digital content distributor and explains how business model responses contribute to generating and capturing value. Theoretical and practical implications for technological innovation, firm diversification, and network competition are also discussed.

As companies attempt to diversify into portfolios of business models that achieve higher performance than other configurations, they need to match their own resources and capabilities to the external opportunities they face. In this article, the authors argue that executives need to assess whether there is fit not only between the activities underpinning the business models they use but also across multiple business models. How can companies assess whether there are advantages to using multiple business models? And when might it make sense to focus on fewer business models rather than more? To develop their understanding of business models, the authors studied the Formula One auto racing industry, the various businesses operated by Amazon.com Inc., and nearly 50 other companies. This article addresses three core questions: What should you consider when thinking about business model diversification? In deciding to add a new business model to your portfolio, how can you assess and optimize its value? How should you modify your business model portfolio over time? Like other forms of corporate diversification, the authors say, business model diversification does not always generate superior performance. In settings where a business model isn't generating the synergies that were envisioned, managers shouldn't be afraid to streamline, improve, or divest from some business models in the portfolio to focus on and bolster the activities that are strategically optimal.

If your industry is in turmoil, your instinct might be to double down on innovation so that your firm can get ahead of all the change. But new research from a team led by a professor from City University of London suggests you might want to hold off. Its study of innovation in Formula 1 racing showed that when car technologies were undergoing rapid shifts, the teams that produced very basic vehicles outperformed the rest.