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Growth Strategies of Media Companies: Efficiency Analysis

dc.contributor.authorMedina, Mercedes
dc.contributor.authorSánchez Tabernero, Alfonso
dc.contributor.authorLarrainzar, Arturo
dc.date.accessioned2020-01-21T20:41:29Z
dc.date.available2020-01-21T20:41:29Z
dc.date.issued2020
dc.identifier.citationMedina, M., Sánchez-Tabernero, A., & Larrainzar, A. (2020). Growth strategies of media companies: Efficiency analysis. Palabra Clave, 23(1), e2317. DOI: https://doi.org/10.5294/pacla.2020.23.1.7es_CO
dc.identifier.issn0122-8285
dc.identifier.otherhttps://palabraclave.unisabana.edu.co/index.php/palabraclave/article/view/9905
dc.identifier.otherhttps://palabraclave.unisabana.edu.co/index.php/palabraclave/article/view/9905/pdf
dc.identifier.urihttp://hdl.handle.net/10818/38952
dc.description38 páginases_CO
dc.description.abstractEste artículo analiza las principales opciones estratégicas de las empresas de medios y entretenimiento sobre qué hacer para crecer — internacionalización o diversificación — y cómo hacerlo — crecimiento orgánico e inorgánico — en un contexto de competencia cada vez mayor. Identificamos correlaciones entre dichas estrategias y tres pilares básicos del proceso de toma de decisiones de los gerentes: crecimiento, rentabilidad y endeudamiento. Se concluye que las fusiones y las adquisiciones pueden generar un rápido crecimiento pero son costosas en términos de Retorno sobre el Capital de Inversión (ROIC) y generalmente aumentan el apalancamiento de la empresa. Por consiguiente, la vía inorgánica no podría ser la mejor opción para las empresas con dificultades para acceder al capital o para negocios muy cíclicos. Adicionalmente, se identifica que la integración vertical genera un ROIC más bajo que la integración horizontal, y se muestra cómo las estrategias de internacionalización aumentan la rentabilidad de las empresas audiovisuales. Se analizan los indicadores básicos de 50 empresas cotizadas en el sector que cumplen con tres criterios necesarios para nuestro estudio: transparencia de datos, tamaño suficiente de la empresa y una cierta trayectoria que nos permitiría estudiar las consecuencias de las estrategias escogidas durante largos períodos de tiempo, al menos 15 años. Se estudia la evolución de las empresas entre los años 2010 y 2016 con métricas de la base de datos de Thomson Reuters. En ese último año, representaron el 88 por ciento de los ingresos mundiales de televisión.es_CO
dc.formatapplication/pdfes_CO
dc.language.isoenges_CO
dc.publisherUniversidad de La Sabanaes_CO
dc.relation.ispartofseriesPalabra Clave, 23(1), e2317
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 International*
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/*
dc.sourceUniversidad de La Sabanaes_CO
dc.sourceIntellectum Repositorio Universidad de La Sabana
dc.subjectAdministración de comunicacioneses_CO
dc.subjectEconomía de la comunicaciónes_CO
dc.subjectFusiónes_CO
dc.subjectAdquisicioneses_CO
dc.subjectComercio internacionales_CO
dc.subjectDigitalizaciónes_CO
dc.titleGrowth Strategies of Media Companies: Efficiency Analysises_CO
dc.title.alternativeEstrategias de crecimiento de las empresas de medios: análisis de eficienciaes_CO
dc.title.alternativeEstratégias de crescimento das empresas de mídia: análise de eficiênciaes_CO
dc.typearticlees_CO
dc.publisher.departmentDirección de Publicaciones
dc.type.hasVersionpublishedVersiones_CO
dc.rights.accessRightsopenAccesses_CO
dc.identifier.doihttps://doi.org/10.5294/pacla.2020.23.1.7
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