Exploring the changing nature of Media Brands: a UK industry perspective
Authors: Gray, M.
Conference: European Media Management Association, Annual conference
Dates: 2-3 June 2016
Abstract:Against a backdrop of both transformation in the field of branding and a rapidly evolving UK media industry, a need for further understanding into the nature of media brands is required. This paper will present the findings of research conducted amongst UK media executives exploring their views on the changing nature of media brands and the management of them.
As Branding has become increasingly important in the media industry, as both a strategic tool to differentiate against competition and as a way to address and embrace change in consumer behavior (Picard, 2008; Siegert et al 2015), a continued research focus is required. Crucially, the effective management of media brands is seen as key for the success and survival of many media companies (McDowell, 2006a; Chan-Olmsted, 2014; Siegert et al 2015).
However, brand management as a discipline is entering an era of transformation (Jones 2012; Keller 2012; Kapferer 2012). Significant external drivers are exerting a need to change the remit, role and practice of brand management, shifting from one of ‘ownership’ to one more akin to acting as ‘hosts’ (Chan-Olmsted 2011). This change in branding has been typified as the 'stakeholder era' (Merz et al 2009) whereby brands now need to be managed with greater consideration to a wide range of stakeholders. There is general consensus amongst researchers that this new paradigm to branding challenges the traditional company centric approach and creates a need to better understand the impact on brand management ( Merz et al 2009; Fournier & Lee 2009; Hatch & Schultz 2010; Payne et al 2011; Gyrd-Jones & Kornum 2012; Ind et al 2013; Siegert et al 2015). In addition, the media industry itself is changing, and fast (Oliver 2013). Its future size and shape is unknown. With such a diverse and dynamic landscape, it has for some time defied precise definition (Hamel, 1996; Küng, 2008). Examining it from an historical industry perspective has suggested four broad sectors that have the creation of mediated content as a common activity: broadcasting (TV and radio), print (newspapers, magazines and books), film (cinema and DVD) and recorded music (Albarran et al, 2006: Küng, 2008). However, the media industry is undergoing transformational change in structure, composition and business models (Küng, 2008; Aris & Bughin, 2009). The convergence of telecommunications, media and computing (Chan-Olmsted & Park, 2000) driving the dynamic nature of the media has led to a transformation in the way media organisations manage their business and corporate strategies (Doyle, 2013). Competition in media markets has intensified and markets continue to fragment (Ots, 2008). From a UK media industry perspective we are seeing the manifestation of these changes, with firms operating in an increasingly dynamic environment (Oliver 2015). This has implications for the way UK media brands are managed across a diverse and evolving stakeholder landscape.
Changes to both the branding arena and the UK media industry raise the question of the nature of media brands and their management. This paper will present the findings of both quantitative surveys and qualitative interviews amongst senior media brand and marketing managers. The sample selection followed a non-probability and purposively based approach, (Saunders et al., 2009) and included executives from companies such as Sky, ITV, Sony music.
This paper aims to add further knowledge to the nature of media brands, exploring the evolution of the nature of media brands in an increasingly networked stakeholder environment and how brand management practice is changing as a result. It is intended to add further to the discourse around Media Branding, providing relevance to the academic field and practical management of branding in the media industry. Key words Branding, Media Brands, Media Industry, stakeholders
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