Dynamic Communities: Plotting a New Course

Muma Case Review Pub Date : 1900-01-01 DOI:10.28945/4786
Andy J Hafer
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Abstract

Dynamic Communities was a company that forms and administers Software User Groups. Each group had a thriving membership which shared knowledge and information among each constituent in the community. Active participation by employees of member companies led to stronger competency in the software and eventually higher return on software investment for their employer. Programs and features of membership in a User Group ranged from online aspects (such as interactive discussion forums and downloadable content libraries) to in-person events (including training, certifications, and large-scale conferences). Companies joined in membership, paying an annual membership fee, to allow its employees access to the programs and features of the community. Through the first twelve years of existence, Dynamic Communities counted on double-digit growth in revenue from membership fees. However, it flattened. As technology evolved and social media became more pervasive, it had become easier and easier for individuals to replicate many of the learning features that made membership in a Dynamic Communities User Group exclusive. Persons found highly specialized information just by working the search engines. No longer was Dynamic Communities able to simply put online content behind a firewall and expect members to pay to access it. Revenue from membership fees made up about 19% of the company’s annual revenue but was eroding. Dynamic Communities executive team was faced with a dilemma of trying to revise its membership model in an environment of significant change while still maintaining its revenue sources. This case challenges the reader to assess price and product mix strategies.
动态社区:规划新路线
Dynamic Communities是一家组织和管理软件用户组的公司。每个小组都有一个活跃的成员,在社区的每个成员之间分享知识和信息。成员公司员工的积极参与使他们在软件方面的能力更强,最终为他们的雇主带来更高的软件投资回报。用户组成员的程序和特性包括从在线方面(如交互式讨论论坛和可下载的内容库)到现场活动(包括培训、认证和大型会议)。公司加入会员,支付年费,使其员工能够使用社区的项目和功能。在最初的12年里,Dynamic Communities的会员费收入实现了两位数的增长。然而,它变平了。随着技术的发展和社交媒体的普及,个人可以越来越容易地复制动态社区用户组独有的学习功能。人们仅仅通过搜索引擎就能找到高度专业化的信息。动态社区不再能够简单地把在线内容放在防火墙后面,并期望会员付费访问它。会员费收入约占该公司年收入的19%,但正在下降。Dynamic Communities的执行团队面临着一个两难的问题,即在发生重大变化的环境中修改其会员模式,同时仍保持其收入来源。这个案例挑战读者评估价格和产品组合策略。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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