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Alex Burns [email_address] Communications Policy Research Form 2008 30 th September 2008 Version 1.0 Impact Assessment in Disruptive Innovation Markets

10 th October 2007 5:30 GMT Radiohead’s In Rainbows

5 th May 2008 Nine Inch Nails’ The Slip “ This one’s on me.” — NIN’s Trent Reznor

Reaction #1: Web 2.0 “ Yes, it’s pay what you want , including free. Really.” — Radiohead, InRainbows.com (2007) Radiohead & NIN were ‘early adopters’ of Web 2.0 platforms: MySpace, Facebook, social network sites, user-generated content

Reaction #2: Freeconomics “ Offering free music proved successful for Radiohead, Trent Reznor of Nine Inch Nails, and a swarm of other bands on MySpace that grasped the audience-building merits of zero .” — Chris Anderson, “Free! Why $0.00 Is the Future of Business”, Wired Magazine (25 th February 2008)

Reaction #3: Disruptive Innovation “ Early estimates pegged the group’s first day take at around $10 million from sales of 1.2 million albums .” — Scott Anthony, “Radiohead’s Disruptive Innovation”, HBS ‘Conversation Starter’ blog (10 th October 2007)

Reaction #4: Label Shopping “ Radiohead are currently without a recording contract with a major label . . . [ In Rainbows ’ release strategy] puts the band in a better negotiation position .” — Alex Burns, “Commentary on [ NYT article] ‘In Radiohead Price Plan, Some See a Movement’”, Disinformation® (11 th October 2007)

Sustaining Ancillary markets Licensing/Merchandising Bonus DVD content Dualdisc format Recording Industry Association of America’s campaign against digital piracy Disruptive Authorised ‘bootlegs’ by King Crimson & Pearl Jam Bowie Bonds (1997) Live Nation Inc.’s ‘360 Deals’ (Madonna, Jay-Z) New market mechanisms Freeconomics releases Web 2.0 user-generated content adopted by artists Artist distribution & micro-labels Sustaining vs. Disruptive Innovations

Implicit in Clayton Christensen & Scott Anthony’s research: markets that coalesce around disruptive innovations Can emerge around new products & services, novel contexts of use, industry white-spaces and strategic foci A perturbation in the competitive/strategic landscape May differ from existing competitive rules and industry structures Examples: healthcare, aviation, semiconductors, global strategy, telecommunications & open source software Market challenges still apply: externalities, gridlock, regulatory challenges, adverse selection, information asymmetries, market failure Provides a conceptual framework for further analysis and research Disruptive Innovation Markets

Disruptive Information Revelation Noise

France’s Vivendi SA acquired UMG in 2000 (UMG was NIN’s label) NIN’s Reznor conducts pricing surveillance on UMG during 2007 Australian tour—tells fans to download albums, forms Null Corp. EMI backs a buyout by Terra Firma Capital Partners on 21 st February 2008; EMI’s shareholders approve deal on 1 st August 2007 Radiohead left in first 100 days of Terra Firma Capital Partners’ acquisition of EMI: ‘ Opinion Leader’ type who leaves if post-merger integration fails Radiohead faced a career ‘strategic inflection point’ (Andy Grove) ‘ Culture clash’ between EMI, Paul McCartney, Radiohead & others EMI made errors in ‘cultural due diligence’ and ‘transition planning’ EMI’s threats created a ‘window of opportunity’ for Radiohead EMI engaged in ‘ambush’ marketing for Radiohead’s In Rainbows Information Revelation

Web 2.0 strategy to build autonomy in key processes: album recording, production and marketing Created ‘options and alternatives’ during the ‘label shopping’ phase and artist negotiations with industry music labels Cost management as a bargaining tactic—avoid major label contracts which force artists to pay for expense items NIN’s The Slip as an example of Real Options decisions for projects Simon Reynolds’ Rip It Up & Start Again (2005): many so-called Web 2.0 innovations developed by ‘new wave’ and ‘post-punk’ artists (1978—1984); NIN & Radiohead used late 1990s as incubation period to develop ‘core competencies’ for Web 2.0 strategies Revisiting #1: Web 2.0

‘ Buzz’ for digital downloads: NIN’s The Slip (2008) closely fits Anderson’s Freeconomics model: a way to ensure album release was a media ‘event’, a ‘signal’ of Trent Reznor’s break from his major label UMG, and a Real Options decision to delay alternatives Spectrum of risk-seeking and risk-averse execution strategies: Radiohead allowed fans to choose a price point for In Rainbows (2007); Reznor gave The Slip away for free Modifications of Anderson’s Freeconomics model: (1) strategic actors have their own reasons; and (2) have a learning/experience curve for strategy formulation & execution Suggests way to view Web 2.0: separate yet overlapping and possibly coevolving markets rather than a Kuhnian paradigm change Revisiting #2: Freeconomics

Radiohead & NIN are positioned as a vanguard of disruptive innovators in digital downloads, production techniques, live Major labels are positioned as sustaining innovators Clayton Christensen & Scott Anthony’s work on Disruptive Innovation Theory predicts Radiohead & NIN would leave their labels Provides a framework to distinguish trigger events from ‘noise’ in market announcements (Black-Scholes co-creator Fischer Black) Radiohead & NIN’s concerns precede the emergence of a Disruptive Innovation Market as the sole reason for a digital download release It’s still unclear if Radiohead & NIN’s actions will create a viable and long-term Disruptive Innovation Market Revisiting #3: Disruptive Innovation

5. Action Outcomes/Future Research

Self-reflective & practice-based research Frame conclusions as contingent beliefs – judgments that are revised on the basis of new information, facilitated by blog publishing systems Avoid hindsight and survivorship biases Nassim Nicholas Taleb’s sceptical epistemology ( Fooled by Randomness , The Black Swan ) on new product/service announcements and other major claims Insights for Journalists

“ Trying to model something that escapes modelization is the heart of the problem.” — Nicholas Taleb, “Fear of a Black Swan”, Fortune Magazine (14 th April 2008), pp. 60-61

Regulatory frameworks for Disruptive Innovation Markets: Market design—prevent market ‘failure’ Anticipatory regulation Antitrust and competition policy Innovation capabilities New forms of industry dynamics & market structure Use a more diverse policy ecosystem Tap open commons spaces to encourage debate Insights for Policymakers

‘ Thought leadership’ in M&A due diligence, event arbitrage & risk management Disruptive innovations as opportunities (gap between market perception and risk repricing); Disruptive Information Revelation provides a framework Opportunity to develop new valuation models: ‘ Hurdle’ measures for project financing Events & risks in ‘due diligence’ phase of M&A Strategic execution for time-based competition ‘ Stress-testing’ for Disruptive Innovation Markets Insights for Valuation Analysts

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