Media Brand Portfolio Management: a Case Study on Sanoma
Nikolaeva, Nina (2014)
Nikolaeva, Nina
2014
Tiedotusoppi - Journalism and Mass Communication
Viestinnän, median ja teatterin yksikkö - School of Communication, Media and Theatre
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Hyväksymispäivämäärä
2014-11-10
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:uta-201411132314
https://urn.fi/URN:NBN:fi:uta-201411132314
Tiivistelmä
The starting point of this research is the assumption that changes in media markets are driven by the digital revolution that bring new forms of media and encourage new consumption patterns. Media companies need to provide a multitude of products and services across various channels and platforms. As a result, large media conglomerates are faced with the challenge of transforming and developing diversified portfolios of brands in the digital world.
The research was conducted in order to find out how a traditional media conglomerate manages the brand portfolio in such a complex environment, what particular strategies are applied to the portfolio architecture, and why the management team chose those that are selected. In this thesis, we argue that knowledgeable media companies apply a systematic approach to their brand portfolio and handle that as a system of brands. To achieve a higher efficiency inside the brand system that comprises the portfolio, media companies use a specific combination of strategies. Findings demonstrate that a firm with high competence embraces a branded house strategy at the corporate level to increase synergy, but uses a house of brands on the product level to strengthen market positions in relation to customer segments.
The thesis presents the results of qualitative research based on a case study of the Finnish media conglomerate, Sanoma Oy. This company was chosen because it fulfilled the selection criteria: Sanoma is an established market player that has been operating for many decades; it is an international company with a presence in multiple geographical markets; it has a diversified portfolio of brands and, finally, it is adapting to the digital environment. The empirical data was gathered through desk research combined with face-to-face interviews with Sanoma managers who are knowledgeable about the company strategy and brand management. The sample was purposive.
The findings indicate that the case study company has a non-harmonised portfolio of product brands managed by independent divisions. They build their own brand universes. However, brand portfolio management within the company has one common feature: it is driven by business strategy rather than brand strategy. At the corporate level, the Sanoma brand made a shift from a back office brand to a common denominator (parent brand) for the employees and B2B clients. This brand and its sub-brands (company name divisions) organise a synergetic connection on the corporate level. However, this issue has a historic nature and is not based on strategic concerns.
The findings and consequent recommendations contribute to the development of media branding theory, which is a new field of research and practice. The research also produced some practical implications for media managers that are responsible for brand development.
The research was conducted in order to find out how a traditional media conglomerate manages the brand portfolio in such a complex environment, what particular strategies are applied to the portfolio architecture, and why the management team chose those that are selected. In this thesis, we argue that knowledgeable media companies apply a systematic approach to their brand portfolio and handle that as a system of brands. To achieve a higher efficiency inside the brand system that comprises the portfolio, media companies use a specific combination of strategies. Findings demonstrate that a firm with high competence embraces a branded house strategy at the corporate level to increase synergy, but uses a house of brands on the product level to strengthen market positions in relation to customer segments.
The thesis presents the results of qualitative research based on a case study of the Finnish media conglomerate, Sanoma Oy. This company was chosen because it fulfilled the selection criteria: Sanoma is an established market player that has been operating for many decades; it is an international company with a presence in multiple geographical markets; it has a diversified portfolio of brands and, finally, it is adapting to the digital environment. The empirical data was gathered through desk research combined with face-to-face interviews with Sanoma managers who are knowledgeable about the company strategy and brand management. The sample was purposive.
The findings indicate that the case study company has a non-harmonised portfolio of product brands managed by independent divisions. They build their own brand universes. However, brand portfolio management within the company has one common feature: it is driven by business strategy rather than brand strategy. At the corporate level, the Sanoma brand made a shift from a back office brand to a common denominator (parent brand) for the employees and B2B clients. This brand and its sub-brands (company name divisions) organise a synergetic connection on the corporate level. However, this issue has a historic nature and is not based on strategic concerns.
The findings and consequent recommendations contribute to the development of media branding theory, which is a new field of research and practice. The research also produced some practical implications for media managers that are responsible for brand development.
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