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.
We aren't really a television producer at all anymore. We are a content provider for multiple platforms. (John de Mol, former head of Endemol, cited in Moran with Malbon, 2006: 85).
As the media industry evolves rapidly, so too do the structures of the organisations that provide the architecture for the sector. This is an intriguing development but how does it relate to strategy, the subject of this book? The link is that the structure of an organisation is both an expression of, and extension to, its strategy. Miles et al. (1997) describe an organisation's form as ‘the logic shaping a firm's strategy, structure and management processes into an effective whole'. Strategy involves responding to changes in the environment. As the environment changes, ...