| Normative Integration | Regulatory compliance | Lobbying and influencing legislation, such as involvement in the Music Modernization Act (MMA) in the United StatesObtaining formal approval from regulatory institutions and the music industry for the operation and development of a new music streaming modelAdapting to local regulations, especially in terms of copyright and privacy protection | Facilitating licensing and development of the streaming market |
| Standard co-creation | Ensuring that copyrights are respected by taking over the Loudr platform for music licensing – simplifying licensingEngagement in developing new legal and market standards for streaming services | Reducing legal risk and simplifying payments for artists |
| Transparency | Promoting a more transparent and creator-friendly compensation model Negotiating licensing agreements with music labels for the legal and compensated distribution of digital music | Enhancing financial transparency and negotiation position |
| Cognitive Integration | Alignment with values and vision | Subscription-based streaming as an ethical and legal alternative to music piracy | Increasing the legitimization of streaming as a legal form of music consumption |
| Market education | Promoting the value of fair compensation for artists (e.g., Spotify publicly sharing data on artist payouts)Raising awareness of convenient and legal music use while supporting creators | Increasing trust of artists and users in the payment model |
| Interactional Integration | Collaboration | Engagement in designing and promoting initiatives supporting artists (e.g., Spotify for Artists, programs for independent creators that enabled them to reach a wider audience) | Increasing artist engagement and loyalty |
| Technological partnerships | Seeking technological partnerships (e.g., Google, Apple, Amazon) and integration with smartphones and audio devices like Sonos, Google Home | Strengthening presence in the technological ecosystem |
| Opportunity Integration | Market creation | Freemium/Premium model offering users free access to music with ads (freemium version) and the option to upgrade to a paid premium subscription, free of ads but with better sound quality, as a market structure redefinitionIdentifying and leveraging opportunities in the streaming market (technological convergence: streaming, Internet, mobile devices) | Establishing a new standard in the digital music market |
| New channels creation | Collaboration with advertisers and creating new opportunities for brands (e.g., new advertising options in Spotify Ads Studio, which allowed smaller businesses to create and broadcast ads on the platform).Identifying opportunities in the music market due to the lack of a legal, convenient, and universally accessible platform to play music at reasonable prices | Gaining new revenue streams and advertising partners |
| Technological innovation | Utilizing technology to create new opportunities (e.g., using artificial intelligence in recommendation mechanisms, which enhanced user experience, increased time spent on the platform, and attracted new subscribers) | Increasing personalization and time spent on the platform |
| Social Endorsement | Brand image | Building the image of a company with a „friendly culture” and innovative approach (e.g., organizing events, collaborating with artists, creating podcasts, and engaging in local music-related initiatives)Alignment with the vision and values by a broad group of stakeholders – users, artists, the music industry, and the public | Increasing social acceptance and positive brand image |
| Loyalty | Transparency and openness in communication, such as operational guidelines, privacy policy, and the impact of platform usage on artist compensationEngaging subscribers through community values (e.g., Spotify Wrapped – an annual summary of listened tracks, account sharing) – personalizing relationships | Building a loyal community and culture around the brand |
| Feasibility Endorsement | Profitability | Proving the profitability of the streaming model for artists and record labels, which led to a shift in attitudes and formal acceptance | Gaining music industry acceptance of the model |
| Expansion | Rapidly achieving a massive user base, giving the company an edge over competitors, while educating the market about the value of paid music | Strengthening market position and scalability of the model |
| Value Endorsement | Value co-creation | Proving that the business model is fair and not aimed at monopolizing the market, transparency and adherence to fair play principlesConvincing various stakeholder groups of the value of cooperation and that the company operates in their best interests, creating value for both itself and those it collaborates with | Increasing stakeholder engagement in platform development |
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| Ethics | Implementing fair compensation for creators for the use of their work. | Enhancing reputation as an ethical music platform |
| Viability Endorsement | Scalability | Pioneering in the streaming segment and convincing stakeholders of an innovative business model that offers not only convenient access to music but also fair compensation for artists | Strengthening leadership position in the digital music market |
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| Adaptability | Satisfying investor interests and company growth through global market expansion and adaptation to local needs (e.g., offering diverse payment options, supporting local artists, integrating with local partners) | Increasing adaptability to local needs |
