Fighting the Banana Wars and Other Fairtrade Battles

“This book provides vital insights into the elements of strategy and their application to media firms. Solidly grounded in theory but not pedantic, it is essential reading for those who make or wish to comprehend choices of media companies.”
– Robert Picard, University of Jönköping
“Insightful, contextually analytical, yet easy to comprehend, Strategic Management in the Media successfully applies the adaptive and interpretative areas of strategic theory in the media sectors. It provides a unique perspective in which common themes linking media strategy and industry environment are thoughtfully discussed.”
– Sylvia M. Chan-Olmsted, University of Florida

“…an invaluable asset for students of media management. The use of pertinent examples and case studies throughout brings the analysis to life and contributes to a highly readable introduction.”
– Gillian Doyle, University of Glasgow

This book is a comprehensive, accessible and expert introduction to strategy within a media management context.

It is divided into two parts – part one providess 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, Bertelsmann, CNN, MTV, Disney and Pixar.

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Operational Risk is one of the important arms of the risk management triangle, the other two being Credit Risk and Market (Treasury) Risk. Any organisation, particularly in the banking sector, is squarely exposed to operational risks emanating within or outside the organisation.There was no precise definition of operational risk until Basel Accord II came into being in June 2004. For the first time in the history of global banking, operational risk capital charge has been made a mandatory requirement in banking. This certainly puts in a lot of stress and strain on a bank’s management. The entire gamut of operational risk has been visited and covered in the appropriate chapters of this book.