The streaming market has gained momentum and many services are now staples in our everyday life. We have investigated the consumer satisfaction of the video streaming industry, to see if consumers were happy with the currently available services and if not, what drives them away? There are many illegal alternatives to the legal video streaming services and this paper explains some of the decision making that the ordinary consumer goes through when choosing between legal and illegal alternatives. Using established theoretical concepts from marketing, service innovation and digital service innovation we draw the conclusion that the market may be saturated. The qualitative data suggests that an ever-increasing amount of services (as of now) will lead to a decentralization of the content available to consumers. With the assumption that every service monopolizes their own content, each service will have a smaller amount of content than before since the available amount of media is finite. Since the average person cannot justify or afford to pay for more than one to three video streaming services, any expansion beyond that will put content behind a seemingly unreasonable paywall, leaving them with piracy as their best choice.

A Swedish municipality implemented a digital service innovation project as part of a digital transformation of the function. This to better answer the needs of the citizens by improving their youth council. A prototype of a digital service innovation for youths in elementary and upper secondary school was developed as a result of the project, as well as a transformation of the whole process of the youth council. This case study aims to examine aspects of the project that might be of importance for the municipality to keep in mind while continuing their digital transformation. This project was analyzed by applying the outcome of the project in comparison to a service innovation framework. Furthermore the project was complemented with theoretical research within the digital service innovation field and interviews with informants that has experience in these kinds of projects. Our interpretation of the outcome show that the municipality seem to have decided to create a digital service innovation as a solution for their defined issue prior to the project even beginning. We argue that a problematic factor for the outcome of the project was that they focused on solving and creating a prototype for two different problems. One for the actual digital service innovation, and another for developing the whole process of the youth council. Furthermore, we present propositions of how the challenges can be handled proactively in future digital service innovation projects carried out by the municipality. We argue that the main objective and purpose of the project should to be clearly defined beforehand. Also, the selected method for the purpose of creating a digital service innovation needs to be opted with consideration of the municipality’s resources and conditions. We conclude that the strategies and leadership need to support digital transformation and the following sub projects.