Page 92 - AC/E's Digital Culture Annual Report 2015

Cultural business models on the Internet92do so anywhere and at any time (ubiquity), in a technological context that makes this easier.The audiences that have emerged on this new scene are not only increasingly active but also more dispersed/segmented and with more channelsfor gleaning information or capturing content– individuals who are fully aware of what they consume and of the quality of those products. We have become “expert consumers” and are evolving towards a new paradigm, that of prosumers.3In this scenario, “nobody today has a roadmap with a clear outline of which business models will last, which are pure marketing, which are the most sustainable, and so on”. (Dosdoce.com, 2014).We have become expert consumers and are evolving towards a new paradigm, that of prosumers.This frantic pace is currently overwhelmingmost agents of the Spanish culture industries. However, there is good news. It is an illusion, as there are options and opportunities for finding new business models that cater to users’ new consumption habits and needs.4 Nevertheless, building on these new possibilities entails embracing a new context and developing skills based on methodologies, processes and tools that are sometimes unknown or misunderstood.Insanity is doing the same thing over and over again and expecting different results.Albert Einstein1. Keys to understanding the new context/paradigmThere are two general starting premises. The first is that today it is a mistake to carry on insisting on segmenting into “on/off” dimensions when speaking of how digitisation is becoming embed- ded in sectors such as the economy, culture and education, for example. It is a failed metaphor, as the digital is part of our whole social ecosystem and is already an actor with a determining role. Indeed, major companies are shunning, and regard as a thing of the past, the concept of multi-channelling taken to mean the sum of non-integrated channels and instead are tending towards omni-channelling in order to eliminate relationship differences in channels to the point of making them imperceptible. This fits it better with the need and use that users express in their relationship with new services and products.5The second is that the glocalisation of markets means that companies must devise global strategies irrespective of their size or local nature, with a view to embracing and reaching more distributed user segments.Roughly speaking, some of the main challenges we face in market terms are:• Information overload. Infoxication6 asa negative counterpoint to the ability to establish ourselves as experts. Overexposure to hundreds of inputs that mostly create the opposite effect, confusion.• Lack of differentiation. We are dealing with homogeneous markets in dispersed geographical areas.How to apply Design Thinking (DT) and Lean Startup (LS) to finding new business opportunities for the culture industries of the twenty-first century