What is the primary action Britannica should take at the end of the case to maximize the value of its existing product line, database, and brand?
...ontent delivery that allows for a hierarchy of user subscription levels. A relatively inexpensive basic access subscription would allow Britannica to compete with other, less-comprehensive encyclopedic content providers. Higher-priced premium services would allow Britannica to leverage its greatest strength, which is the depth and breadth of its knowledge database and information-gathering infrastructure. Implementing an online portal for content delivery will be potentially costly, in terms of public relations and technology investment. Since it was not first to market with electronic distribution of its database, Britannica cannot set the standard for customer expectations. A large public-relations campaign would be necessary to make up for its late entry into the market. In terms of technology investment, Britannica would be faced with the decision to dismantle portions of its traditional “brick-and-mortar” operations in order for the construction of an electronic information infrastructure to be feasible. Britannica would have an advantage in that it does not have to deal with the expense of upgrading legacy systems. However, despi...