Brands and Branding in Media Management—Toward a Research Agenda

Malmelin, Nando; Moisander, Johanna

doi:10.1080/14241277.2014.898149

Cited by 58 publications

(35 citation statements)

References 49 publications

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“…Adopting such a framework allows assuming that users -guided by rational thinking, practical knowledge and affective concerns-choose between substitute products, not only because of a difference in price, but because some of the latter fit better into their lives, aspirations and practices of everyday living (Ots & Hartmann, 2015). These substitute products are defined as different brands, a concept that until recently received little attention in the field of media management (Malmelin & Moisander, 2014) but is gaining momentum for explaining the value proposition of media providers (see Siegert, Förster, Chan-Olmsted & Ots, 2015a).…”

Section: Building the Alternative: Users Of Media Brands According Tomentioning

confidence: 99%

From passive consumption of media goods to active use of media brands: on value generation and other differences

Sparviero

2019

Communication & Society

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Analyses of business models and media consumption within the traditions of media economics and media management explicitly –but mostly implicitly– rely on the representation of a media consumer that rationally pursues the maximisation of utility. Such concept provides the basis for the generalised understanding of the passive consumer of media goods, motivated by subjective wants, needs and preferences. Yet, the digitalisation of media production and distribution has fundamentally changed consumers, producers and their relationship. Users of digital media platforms select, purchase or attend the output of media providers, and leave traces of their digital activities for marketers and advertisers. In addition, they supply content, rate, comment, and share or promote among their network the offers of media providers. The increasing variety of media providers are better understood as brands proposing different value generating activities rather than substitute products at different prices. Critically and by drawing from literature from a variety of research traditions, including political economy of communication, sociology, philosophy and marketing, this theoretical paper discusses the features of the active user of media brands, the hypothetical recipient of the business models of digital media services such as YouTube, Google, Netflix, Amazon Video or Facebook. It is argued that practical knowledge, affect, different types of gratifications and universal values, which are guiding principles for a better life, should be taken into account

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Section: Building the Alternative: Users Of Media Brands According Tomentioning

confidence: 99%

From passive consumption of media goods to active use of media brands: on value generation and other differences

Sparviero

2019

Communication & Society

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“…In the media industry, the creation of meaningful contents and interesting concepts is in itself a marketing exercise, and investments in developing these contents and concepts can be thought of as investments in customer relations. At the same time, the development of commercial solutions and brand extensions requires that media companies embrace more diverse views of customer needs and interests and of how they are expected to develop in the future (see Chan‐Olmsted, ; Malmelin & Moisander, ).…”

Section: The Commercialisation Of Media Workmentioning

confidence: 99%

Media work in change: Understanding the role of media professionals in times of digital transformation and convergence

Malmelin

Villi²

2017

Sociology Compass

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This article discusses media work and the changes that have swept the media industry from the vantage point of professionals working in media companies and organisations. The concept of media work guides towards new understanding about the media industry and media professions under digital transition. Media work indicates a move towards more diversified job tasks, closer cooperation among different media professions, increased commercial thinking, and interaction with audiences.

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“…The emergence of new economies (in Asia, Eastern Europe and Latin America) and the creation of large open markets (EU, NAFTA, and others); worldwide broadcasting deregulation by governments (resulting in increased Foreign Direct Investment by western companies in emerging markets); increased competition and creation of oligopolistic networks (such as the vertically integrated Viacom, Newscorp and Liberty Global); and technological developments (control over how the audiences consume media); all led to an increased fragmentation of television products consumption (Bellamy & Chabin, 2002;Sinclair, Jacka, & Cunningham, 1996). Malmelin and Moisande (2014) develop this further to conclude that having a strong brand in such highly competitive conditions can be regarded as a strategic asset for media firms. Malmelin and Moisande (2014) develop this further to conclude that having a strong brand in such highly competitive conditions can be regarded as a strategic asset for media firms.…”

Section: Tv Formats and Brandingmentioning

confidence: 97%

Handbook of Media Branding

Ots

Hartmann

2015

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Brands and Branding in Media Management—Toward a Research Agenda

Cited by 58 publications

References 49 publications

From passive consumption of media goods to active use of media brands: on value generation and other differences

From passive consumption of media goods to active use of media brands: on value generation and other differences

Media work in change: Understanding the role of media professionals in times of digital transformation and convergence

Handbook of Media Branding

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