The digital revolution has significantly impacted the music industry by lowering barriers to entry. This change is usually depicted as endangering the big incumbent firms, the so-called ‘Majors’ (Universal, Sony, and Warner). Yet, market indicators show that the majors’ leadership has not declined. In part thanks to the application of a 360° business model made possible by digitization, they have been able to sustain their position. However, there is still a lack of theoretical account as well as empirical evidence for understanding how this model has been implemented by the Majors. This paper uses the concept of transactional capabilities in order to explain this switch towards 360° business model : majors have relied on a new type of competences, more oriented towards the completion of multiple transactions in parallel with heterogeneous actors. We illustrate this point with the case study of the French arm of Sony Music Entertainment.