Strategic Management in the Media Industry: Theory and Practice aims to provide a comprehensive, accessible and expert introduction to strategy within a media management context.

It is divided into two parts - part one proves an introduction to and overview of the media industry from a strategic management perspective, looking in detail at the sectors that together comprise the industry - newspaper, book and magazine publishing, music, radio and television - and the strategic forces at work in each. This provides the foundation for part two, which analyses a number of strategic topics central to the media sector, such as technological change, organisational structure, leadership, and creativity and innovation.

The chapters follow the same structure: the relevant theory is outlined, its application to the media industry is discussed, and case studies from the media industry are used to illustrate the theory and illuminate its relevance for the media field. The cases and examples used come from all sectors of the industry and a range of geographic regions and include News Corporation, Endemol, BBC, Bertelsman, CNN, MTV, Disney and Pixar.

Sectors of the Media Industry
Sectors of the media industry

Media companies worldwide are struggling to understand and adjust to wide-ranging external and internal changes that are altering modes of production, rapidly increasing competition, eroding their traditional audience and advertiser bases, altering established market dominance patterns, and changing the potential of firms. (Picard, 2004: 1)

The media industry is not monolithic but rather a conglomeration of different industries that have the creation of mediated content as a common activity. These sectors are constantly evolving. To an extent this has always been the case – as this chapter will show, change, particularly technological change, has been a constant ingredient in each sector's strategic context. However, the pace of these developments has typically been relatively measured. In recent decades, ...

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