bro632 electronic media management class02

Electronic MediaManagement

BRO632 | Thursday | 06-10 pm

MOHD “BOB” AZHAR ISMAIL

Class 002/Sept 2012

Universiti Teknologi MARA

Thursday, September 27, 2012

The Course

Mohd Azhar Ismail • September 2012


Course Objectives

• Familiarise with the electronic media industry, its diversity, and practices.

• Gain an overview of the historical and contemporary perspectives on management concepts, theories, functions and processes.

After completing the course, you will be able to:



Course Objectives

• Understand how media set their organizational goals, allocate resources to achieve those goals, and market their products & services to intended audiences.

• Identify and discuss salient attributes in selected cases of the more popular media organisations such as television and radio stations, an advertising agency, and production and post-production houses.

After completing the course, you will be able to:



Course SyllabusWEEK 1 & 2: Introduction to Management• Definition of management, its importance & functions.• Management theories and their evolution• The media industry and its products and services

WEEK 3 & 4: Management Planning• Understanding the general environment and its components• Benefits of financial planning, and how to work the plan• Importance of information and making the right decision

WEEK 5 & 6: Organising Resources• Basis for selecting the managerial personnel, their roles &

responsibilities• Sales strategy – rate cards, selling the airtime, identification of

market• Organizing people, projects and processes



Course SyllabusWEEK 7 & 8: Managing Leadership• Motivating the human capital – expectations and reward systems.• Functions of the strategic departments in delivering corporate goals

WEEK 9 & 10: Management Control• Management and Control of programme production operations • Basics of programme scheduling and facing the competition • The strategy, methods and what to control

WEEK 11 & 12: Management of Effective Communication• Flow of communication, proposals, importance brevity and clarity of

message • Generation, Flow of creativity and Innovation



Course Syllabus

WEEK 13 & 14: Managing the Future and Review• Definition, perception and media convergence issues and problems.

Kinds of spinoff industries • Case Studies and Course Review



Assessment


Class Tests 20%Group Assignment 20%

Mid-Term Test 20%Final Exam 40%


INTRODUCTION TO ELECTRONIC MEDIA

MANAGEMENT



ELECTRONIC MEDIA & MOVIES

• The main drive for the human race to ever pursue the technological drive is due to the ability to communicate easily and efficiently.

• It has also become the major source of entertainment.

• But the positive impact is deluged by aspect of negativity.



ELECTRONIC MEDIA & MOVIES

• Thus it is not perfect:

• sensationalism in news and talk shows

• violence and indecency in movies, TV and music lyrics

• time wastage on the internet, excessive video gaming, prolong hours on the phones

• promotion of individualistic commercial mentality



MALAYSIA:RELATIONSHIP WITH ELECTRONIC MEDIA



MALAYSIANS: THEIR RELATIONSHIP TO ELECTRONIC MEDIA

In 2008, 98% of 14.3 million adults in Peninsular Malaysia watched TV weekly. An average Malaysian watched TV 4 hours 36 minutes, up from 3 hours 21 minutes in 1995. Making TV as the most popular medium in Malaysia.

Average Radio Listenership among Peninsular Malaysia adults is 70% daily and 79% weekly in 2008.

Of total 6.1 million households in Malaysia in 2008, 4.3 millions have fixed line telephone. Of 28 millions population, 27.1 millions have cell phones, 4.3 millions. with 3G subscriptions, 1.7 mil. broadband subscriptions.



MALAYSIANS: THEIR RELATIONSHIP TO ELECTRONIC MEDIAMulti-tasking the norm (weekdays in Malaysia)

© 2008. Synovate Ltd. 27

0

50

100

150

200

0600-0700

0700-0800

0800-0900

0900-1000

1000-1100

1100-1200

1200-1300

1300-1400

1400-1500

1500-1600

1600-1700

1700-1800

1800-1900

1900-2000

2000-2100

2100-2200

2200-2300

2300-2400

0000-0100

0100-0200

0200-0300

0300-0400

0400-0500

0500-0600

Watching TV Reading newspaper Reading magazine Listening to radioListening to music Watching video tapes/ VCD/DVD On the Internet Attending school/classExtra-curricular activ./classes Studying Eating/drinking Offline video/electronic gamesPlaying Playing sports Going out with friends Talking on the phoneShopping Other entertainment Housework/chores SleepingCommuting Working Reading books

%

Base: Weekdays respondents aged 8-24 Source: Synovate Young Asians Survey 2007 * Average weekdays diary by hour

Multi-tasking the norm (Weekdays in Malaysia)

Multi-tasking


MALAYSIANS: THEIR RELATIONSHIP TO ELECTRONIC MEDIATotal number of hours of media activities per day

0 3.75 7.5 11.25 15

3.6 4.5 1.0 0.9 1.4 1.42007

Internet TV Newspaper Magazine Radio DVD/VCD/Videos

TV and the internet are the key media

Total time spent: 12.9

Base: All respondents aged 8-24 Source: Synovate Young Asians Survey 2007


MALAYSIANS: THEIR RELATIONSHIP TO ELECTRONIC MEDIA

Up to 3rd Quarter of 2011, with the emergence of electronic media, the Internet has surpassed the average time spent per week on Broadcast TV, Radio and Newspaper among digital consumers aged 15 and above.


source: Nielsen- The Digital Media Habits and Attitudes of South East Asia Consumer, October 2011

0 5 10 15 20

Hours

19.8

10.6

5.8

4.3

Internet

Broadcast TV

Listening to Radio

Reading Print Newspaper

Dig

ital

con

sum

ers

15+

Internet Broadcast TV Listening to Radio Reading Print Newspaper


MALAYSIANS: THEIR RELATIONSHIP TO ELECTRONIC MEDIAPERCENTAGE BY MALAYSIAN

HOUSEHOLD

0

25

50

75

10096.9

81.479.4

97.1

73.9 75

TVRADIO

VCR/VCD/DVD

2007 2009

source: Department of Statistics, MalaysiaMCMC Q1 2012 Communications & Multimedia Pocket Book of Statistics


IN-CLASS ASSIGNMENT:REVIEW OF MEDIA

MANAGEMENT RELATED NEWSPAPER

STORIES



Bartz sacked as CEO of Yahoo(source: TheStar Online. published 7th September 2011)

SAN FRANCISCO: Carol Bartz was fired Tuesday as Yahoo Inc.'s CEO nearly three years into a tenure in which the company fell short of the turnaround she was charged with leading.

The company said Bartz will be replaced by Chief Financial Officer Timothy Morse on an interim basis. The company plans to search for a permanent replacement for Bartz.

Bartz, 63, has had a rocky tenure at Yahoo since she was appointed CEO in January 2009. Most recently, Yahoo settled a dispute surrounding a Chinese payment service called Alipay in a way that ended up diminishing Yahoo's stake in the company.

Yahoo made more money under Bartz because of layoffs, service closures and other cost-cutting moves since her arrival.

Google, though, has gotten even stronger in the past two years while Facebook, the owner of the Web's most popular hangout, has emerged as a formidable threat that's attracting more of the major marketing campaigns that once went to Yahoo.

The departure was first reported by the Wall Street Journal's All Things D technology blog.

Yahoo shares jumped 74 cents, or 5.7 percent, to $13.65 in after-hours trading. That's about 12 percent higher than they were when Bartz was named CEO. - AP



http://archives.thestar.com.my/search/?q=Yahoo%20Inc.

http://archives.thestar.com.my/search/?q=Yahoo%20Inc.

http://archives.thestar.com.my/search/?q=Timothy%20Morse




http://archives.thestar.com.my/search/?q=Google

http://archives.thestar.com.my/search/?q=Google

http://archives.thestar.com.my/search/?q=Facebook

http://archives.thestar.com.my/search/?q=Facebook

How do you solve a problem like Yahoo?Chief Carol Bartz needs to be doing more than moving the chairs

around on the Titanic – bold decisions need to be made(source: guardian.co.uk. published 14th December 2010)

What is Yahoo? It's the question successive chief executives seem to have been unable to answer in any convincing way. Despite defining the first online experiences of many through its email service and news portal, Yahoo has squandered that early start in 1995, with every restructure, every redesign, every reassurance that Yahoo is still in the game seeming less convincing.

Yahoo is expected to lay off around 650, or 5% of its workforce of 14,100. The victims are expected to largely come from its US staff's products group. It is the fourth round of layoffs in three years, it is the latest move by a management desperate to be seen to be turning the company around.

With a contract until 2013 – for which she was reportedly been paid £12.8m for the first year alone – chief executive Carol Bartz needs to be seen to be doing more than moving the chairs around on the Titanic. She reportedly has one year left to make a difference. But speculation is growing over Yahoo's future, some close to the firm are suggesting drastic action.

"Yahoo's a mess," said a source close to the company. "It has hit an iceberg and is sinking slowly."

For Bartz, the ultimate restructure will be splitting up Yahoo by selling off its businesses in China and Japan, which account for half its $22bn (£13.9bn) value. This week Masayoshi Son, chief executive of major Yahoo investor SoftBank, told the New York Times that Bartz "has to make a hard decision." SoftBank has already held talks with Yahoo over its future.

One source close to Yahoo, who did not want to be named, said the most lucrative option – though one that would be extremely unpopular – would be to cut staff numbers down to 2,000, sell off those profitable Japan and China divisions that account for half Yahoo's value and "run the rest for cash into the ground".

(./cont)



http://www.guardian.co.uk/technology/yahoo

http://www.guardian.co.uk/technology/yahoo

http://www.guardian.co.uk/technology/carol-bartz

http://www.guardian.co.uk/technology/carol-bartz

Private equity could buy the firm for $20bn and make $40bn over 10 years, said the source, while Flickr – arguably the jewel in Yahoo's crown – could sell for $500m to Facebook, Microsoft or Google.

"The history of Yahoo is the history of getting things a bit wrong," said Dan Cryan, senior analyst at Screen Digest. "Historically speaking, Yahoo wasn't prepared to engage with the thought that good business development sometimes needs to cannibalise itself."

Despite its lead in display advertising, Cryan warns, broadcasters and specialist video sites are now beginning to eat up premium inventory, while Google has search advertising sewn up and Facebook is positioning itself for targeted social advertising. Yahoo has been too slow to move into those areas. "It is better to be a part of that than to let it happen around you. That's what we see now with Yahoo."

"What do you do with a problem like Maria?" said Cryan. "Anything too radical would upset the core business, but staying in this position as a portal is going nowhere. Yahoo needs to focus on what is working, look at ways of maintaining and developing its advertising expertise and perhaps look again at online video."


How do you solve a problem like Yahoo?Google stole YouTube out from under Yahoo's nose in 2006. and bought the site for $1.65bn. A deal to acquire Facebook for $1bn in 2006 went as far as a handshake, the Guardian has been told, but that fell apart at the last minute when Yahoo went back to renegotiate on price. A similar thing happened when Yahoo tried to buy eBay in 2008 - a deal which fell apart at the last stage.

"Yahoo had the currency and opportunity to buy anything it wanted," said one source. "It missed not just Facebook but Google, YouTube, eBay ... There's only so many big deals you can fuck up."

Though Yahoo's innovations of location tool Fire Eagle, the Pipes developer tool and the influential Hack Days scored well with the tech community, they have failed to give the company the edge it needs. Constant comparisons with Google don't help, often overshadowing a powerful and successful web company in its own right. Second quarter revenues for 2010 were up only 2% year on year, at $1.6bn

As Yahoo's stock price stagnates at $16, the prolonged takeover attempt by Microsoft, which climaxed in early 2008, looks damning. Microsoft offered an initial $31 per share.

(./cont)


"One view is that Microsoft wasn't ever really serious," said one source. "We would've sold, but we were given advice that it was 50/50 the deal would get through anti-trust, and Microsoft were told the same. If it didn't get through antitrust it would destroy the company, and so there needed to be a credible plan B from Microsoft."

That plan B never came. But there was also resistance among the company's founders. "The critical view is that Jerry and David (Yang and Filo, co-founders) never wanted to sell, and there genuinely was that sentiment." Ultimately, said the source, the board should have pushed harder to get the deal accepted.

Are Bartz's challenges any easier? "Bartz came into a challenging job so it's easy to assign responsibility to her, particularly because she made some bold claims when she started," said Andrew Frank, Gartner's vice president of research. "But in 10 years, I do think the Yahoo brand will have endured, particularly in providing content and communications." - Jemima Kiss: guardian.co.uk


How do you solve a problem like Yahoo?


IN-CLASS ASSIGNMENT:REVIEW OF MEDIA MANAGEMENT RELATED NEWSPAPER STORIES

Based on the online news about Yahoo! news item in the Star Online and The Guardian, write your answer on the following questions:

1. What was the main responsiblility of Ms Carol A. Bartz when she was appointed as Chief Executive of Yahoo! two years ago?

2. What were the things that she had done but still failed to turn around the company to greater profitablity?

3. (i) Who was the co-founder of Yahoo!, and (ii) what were the two major issues that investors were dissatisfied with the company then?

4. A research company summarises Yahoo! main problem as “they (Yahoo!) became so focused on what it they used to be that they can’t seem to focus on what they should become”? In your own words, what does this problem exactly mean?

Note: Do an internet search to find more information on the person in question and other issues from her appointment to her dismissal from Yahoo!.


20 September 2012


COMMON TERMS TO REMEMBER



Common Terms to Remember

• Before the 60s, broadcasting was referred to RADIO

• During the 60s, broadcasting was meant for TV and RADIO.

• By the 90s, it now included SATELLITE BROADCASTING and WIRELESS TELEPHONY



Traditionally, electronic media focuses on operating skills in

PROGRAMMING, PRODUCTION and MANAGEMENT.

These are regarded necessary for a successful career in government-owned electronic media industry.

However,:

•Deregulation in the mid-1980s made financial management and sales important for a career in this industry.

•Deregulation (award of commercial private licenses) & privatization (government-owned companies sold to private interests, like Telekom Bhd.)

Common Terms to Remember



CREATIVEINDUSTRYWHAT’S

IN IT


• Films and TV programmes are part of the creative industry

• Estimated worth of Malaysian Film Industry is estimated at more than RM500 millions, of which the local Malay film market is valued at RM52 million based on gross cinema ticket sales in 2009.

• This electronic entertainment market is has grown further when it moves to digital high definition.

• Content becomes important as interactivity, good story lines and transferability being the determinants.

Worth of Creative Industry



• 30-minutes TV Program

• 60-minutes TV Program

Estimated Value of TV Program Production

Channel Min (RM) Max (RM)

RTM 20,000 25,000TV3 18,000 22,000

ASTRO 18,000 20,000

Channel Min (RM) Max (RM)

RTM 38,000 45,000TV3 35,000 45,000

ASTRO 38,000 40,000



• Need for quality script writing, production, post production & creative workers (animators, special effects).

• Producers & Directors must improve production management & work professionally.

• Promotion of more local program content in broader aspects of production.

• Build conducive environment for growth of local creative content.

• Stagnant Salary Scheme among production team.

Issues in Production Industry



Pre-Production ProductionProductionProductionProductionProductionProductionProductionProduction Post productionPost productionPost production Management

/ Admin

Creative Creative Creative Creative Creative Technical (Camera)

Technical (Lighting)

Technical (Audio)

Visual Effect

Visual Editing

Color Grading

Producer/ Director Art DirectorArt DirectorArt DirectorArt DirectorArt Director

Technical Producer / Technical Director

Gaffer Senior Audio

Engineer

VFX Creative Director

Supervising Editor Colorist Producer

Script Writer Set DesignerSet DesignerSet Designer Costume

DesignerMake Up Designer Cameraman

Senior Lighting

Technician

Audio Engineer

Visual Effect Lead Supervisor

Senior Editor

Junior Colorist

Production Manager

Props Master

Set Builder

Matte Painter

Wardrobe Manager

Make up Artist

Camera operator

Lighting Technician

Assistant Audio

Engineer

Visual Effect

SupervisorEditor

Assistant Production

manager

Props Man

Set Dresser

Painter Assistant

Wardrobe Dresser

Make up Asst.

Camera Assistant /

Rigger

Lighting Assistant

Audio Technician

Junior Visual Effect

Asst. Editor Production Coordinator

Careers in Creative IndustryMohd Azhar Ismail • September 2012


• TV Programme Production.

• Video Producers in organisations, events, musical programs, product launches.

• Video Production in interactive & animation for new media.

• Movie Production.

Careers in Creative Industry



These organisations are in NEED of managers who can lead and accept the challenging positions for these reasons:

• business must operate profitably:

i. to survive

ii. satisfy the owners’ and/or shareholders’ expectations.

• must respond to the interests of the community it is licensed to serve by the Ministry of Information, Communication & Culture & Ministry of Internal Affairs.

Balancing the private interests of owners and the public interest of viewers/listeners is an ever continuing challenge.

Electronic Media Organisations



THE PLAYERS


Telecommunications (Broadcasting) is quite a complex business

• New players keep entering the market• Old players merged and reorganised

These companies constantly in need of personnel in: i) general managementii) financeiii) human resources, iv) programmingv) technical service vi) sales & marketingvii) promotion

Telecommunications Business Practices



• Mergers and acquisition have led to consolidation of power, money and authority.

• Most previous owners of radio stations, TV stations and satellite operators have been replaced by new.

• New operators looking for “synergy”: (1) a new way to make money, (2) horizontal integration and (3) vertical integration.

• These M & A have led to:i. corporate cultural clashes ii. redundancy

Top Management



• An art as you get things done through others, making you:

• Task oriented

• achievement oriented

• people oriented

• Concerned with organizational efficiency and effectiveness

You get things done by performing...

Management Is An Art



• Four Management Functions

1. Planning – set goals and decide how to get them

2. Organising – arrange tasks, people and other resources

3. Leading – motivate, direct & influence people

4. Controlling - monitor work, compare with goals & correct things when necessary

Management Is An Art



• Top Managersmake long-term decisions about overall direction of company & set objectives, policies, & strategies to get corporate goals. They are members of BOD & CEO/Managing Director.

• Middle Managersimplement policies & plans of top managers. Supervise & Coordinate activities of first-line or front-line managers below them. They are Senior Managers.

• First-line Managersdirecting daily tasks of make short-term operating decisions non-managerial personnel (like sales, account execs. technical crew, clerical staff).

Three Levels of Management


Non-managerialPersonnel

Front-lineManagers

MiddleManagers

TopManagement


• For Profit Organisationfor making money by offering products & services to customers & clients.

• Non Profit OrganisationsFor offering services. Managers are administrators. Examples; government universities, police force & social-welfare agencies.

• Mutual-benefit Organisationsfor aiding members. Examples; political parties, unions, cooperatives & trade associations.

Their big difference: measure of success

Types of Organisations



In many for-profit organizations, the functional areas or departments within them are run by:

• Functional ManagersResponsible to just one organizational activity. Example, Vice President of Production, Director of Marketing, Group Account Servicing Director

• General ManagersResponsible to several departments. Example, CEO of TV3, Managing Director of Utusan Airtime Sales Sdn Bhd, Group Managing Director of Media Prima.

Areas of Management



Three Types Management Roles


Interpersonal Managerial Roles

Figurehead Perform symbolic tasks for company. Brief VIPs, attend employees weddings.


LeadershipYou show in your decisions about training, motivating, & disciplining employees, as you are responsible for subordinates’ actions, success & failures


Liaison You act like a politician, working with outside people to form alliances, get influences that help to achieve corporate goals.

Informational Managerial Roles

Monitor Alert to useful info about the environment -competition, industry direction, new regulations

Informational Managerial Roles Disseminator Constantly disseminates important info to employees.

Informational Managerial Roles

Spokesperson You are like a diplomat, promoting the good work of the company to people outside it to gain influence.

Decisional Managerial Roles

Entrepreneur You encourage change & innovation in all departments


Disturbance Handler You fix unforeseen problems.Decisional

Managerial Roles Resource Allocator You set priorities on use of resources as the company is always challenged by limited funds, deadlines, etc.


Negotiator You continuously work with others inside & outside the company for better work, price, deals to get your goals.


TV STATION MANAGEMENTMEDIUM-SIZED REGIONAL STATION


GM

Secretary

Admin & Finance Manager Marketing Manager Program Manager News & Current

Affairs ManagerChief Engineer

AssistantMarketing Manager Head,

Programming

Head, Acquisition

Head,News

Head, Documentaries

Head of Sales


TV STATION MANAGEMENTLARGE NATIONAL STATION


CEO

Secretary

GM Finance GM Marketing GM Programming GM News & Current Affairs GM Engineering

Marketing ManagerHead,

Programming

Head, Acquisition

Head,News

Head, Documentaries

Head of Sales

GM Human Resource

Program Producers:Musical

Talk Showsetc.

News ProducersDocumentary Producers

Sports Producers

Transmission Engineer

MaintenanceEngineer


• In 2008, total ad spending on all TV was RM2.2 billion representing 35% of total all media ad expenditure amounting to RM6.2 billion.

• TV ad share has been growing from 26% in 2003 to 35% in 2008; at the expense of newspaper which has been declining from 63% share in 2003 to 54% in 2008.

• There are 10 major TV advertisers by product categories that form 40% or RM880 million of total TV spending.

• Of the total RM880 million of TV spending on TV, they are, by descending order, mobile line service 23%, Face Care 13%, Hair Shampoo & Conditioner 13%, Govt. Organizations 12%, Mobile Interactive Services 8%, Tonic & Vitamin 8%, Cleaning Agent 7%, Dental Care 6%, Dairy/Milk 5%, & Fast Food 5%.

HOW TV STATIONS MAKE MONEY



bro632 electronic media management class02

Education

course mohd azhar ismail

processes mohd azhar

innovation mohd azhar

assessment mohd azhar

management control management

course syllabus week

management theories

management planning