Broadcast TV Brands Facing Digital Transformation : Case Study of MTV
Pasonen, Jaana (2019)
2019
Master's Degree Programme in Media Management
Informaatioteknologian ja viestinnän tiedekunta - Faculty of Information Technology and Communication Sciences
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Hyväksymispäivämäärä
2019-06-03
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:tuni-201907172648
https://urn.fi/URN:NBN:fi:tuni-201907172648
Tiivistelmä
During the past decade, television as a medium has gone through a massive process of digitalization. The transformation process has resulted in broadcasters re-examining their value chains including business models, content production and distribution to its relationship with the audience. As the business is evolving, arises the need to update and analyze the current brand strategies as part of the digital transformation process. Consequently, the purpose of this research was to explore and analyse the evolving role of the channel brand in consumer’s content choice. The purpose was addressed through two research questions. First, what kind of influence do the channel brands today have to consumers associations of
content? Second, how does the role of the brand differ between linear tv channels and digital online services?
To address the research purpose, two relevant theoretical literature streams are addressed. First, previous literature on media transformation and second, literature on two models of brand building and marketing; the consumer-based brand equity model and the house of brands vs. branded house – model for brand portfolio analysis. The method used for the research was a case study, which was conducted in cooperation with MTV in Finland. The case study consisted of four interviews of MTV managers, as well as a consumer survey.
The interviews characterise not only the changes in MTV’s value chain and strategy, but also argue why the research topic is relevant. The shift from traditional channels to digital platforms is accelerating, and the content and channels will be affected also in the future. The key findings of the survey indicate, that the channel brand does influence the consumers’ perception of promoted content. The overall interest towards the content is influenced most. Strong brands with high brand equity can increase the overall interest of the content. Results
also showed variance in how the audience sees the content in terms of given attributes. As previous brand research has proven, brands influenced to aspects of quality and relevance.
Regarding the trend of the transformation and future development, the differences between the roles of the linear and digital channels were analyzed with differences in results. There are some indications that the role of a channel might be evolving, when tv consumption moves to digital platforms, that serve more as libraries than on a scheduled broadcast basis. The linear brands influenced the consumers’ opinion more than the digital brands.
When reflecting on brand portfolio theories, some findings on survey results indicate, that branding the portfolio around the original core brand (MTV3 in the tested case), might add value to the portfolio. Having multiple brands with different levels of brand equity can hold risk in terms of cost and consumers’ attention.
The findings support the recent research and literature on audience fragmentation and the power shift from the brand to the consumer. The study recommends further research on the topic, especially on the evolving role of the channel brand, when moving content viewing to digital platforms. Results would help media managers to evaluate, structure and prioritise their brand portfolio in a competed and complex media environment.
content? Second, how does the role of the brand differ between linear tv channels and digital online services?
To address the research purpose, two relevant theoretical literature streams are addressed. First, previous literature on media transformation and second, literature on two models of brand building and marketing; the consumer-based brand equity model and the house of brands vs. branded house – model for brand portfolio analysis. The method used for the research was a case study, which was conducted in cooperation with MTV in Finland. The case study consisted of four interviews of MTV managers, as well as a consumer survey.
The interviews characterise not only the changes in MTV’s value chain and strategy, but also argue why the research topic is relevant. The shift from traditional channels to digital platforms is accelerating, and the content and channels will be affected also in the future. The key findings of the survey indicate, that the channel brand does influence the consumers’ perception of promoted content. The overall interest towards the content is influenced most. Strong brands with high brand equity can increase the overall interest of the content. Results
also showed variance in how the audience sees the content in terms of given attributes. As previous brand research has proven, brands influenced to aspects of quality and relevance.
Regarding the trend of the transformation and future development, the differences between the roles of the linear and digital channels were analyzed with differences in results. There are some indications that the role of a channel might be evolving, when tv consumption moves to digital platforms, that serve more as libraries than on a scheduled broadcast basis. The linear brands influenced the consumers’ opinion more than the digital brands.
When reflecting on brand portfolio theories, some findings on survey results indicate, that branding the portfolio around the original core brand (MTV3 in the tested case), might add value to the portfolio. Having multiple brands with different levels of brand equity can hold risk in terms of cost and consumers’ attention.
The findings support the recent research and literature on audience fragmentation and the power shift from the brand to the consumer. The study recommends further research on the topic, especially on the evolving role of the channel brand, when moving content viewing to digital platforms. Results would help media managers to evaluate, structure and prioritise their brand portfolio in a competed and complex media environment.