Mtv

Assignment of  Strategic Management

Group No.:

Eight (8)

Submitted to:

Prof. G. Ahmad Rana

Submitted by: Members: Ali Sher

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Syed Hussain Hussain Zain Zain ul Abiden Abiden ---------------------------------------------------------------Ayesha Saeed

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Asif Sheikh

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Najeeb Na N ajam

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Syed Ali Kamran

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UNIVERSITY OF CENTRAL PUNJAB LAHORE

Question No.1) Describe the current sources of MTV’s brand equity. How have they changed overtime? MTV is an American cable television network based in New York City that launched on

August 1, 1981. The original purpose of the channel was to play music guided by on-air  hosts known as VJs. VJs. Today, MTV still plays a limited selection of music videos, but the channel primarily broadcasts a variety of  popular  popular culture and reality television targeted at adolescents and young adults. Since its premiere, MTV has had a profound impact on the music industry and popular  culture. Slogans such as "I want my MTV" became embedded in public thought, the concept of the VJ was popularized, the idea of a dedicated video-based outlet for music was introduced, and both artists and fans found a central location for music for music events, events, news, and promotion. promotion. MTV has also been referenced countless times in popular culture by musicians, other TV other TV channels and shows, shows, films and books. MTV MTV has has spaw spawne ned d nume numero rous us sist sister er chan channel nelss in the the U.S. U.S. and and affi affili liat ated ed chann channel elss internationally. internationally. MTV' MTV'ss mora morall infl influen uence ce on youn young g peopl people, e, incl includi uding ng issu issues es rela relate ted d to censorship and social activism, activism, has been a subject of debate for years. MTV's choice to focus on non-music programming has also been contested relentlessly since the 1990s, demonstrating the channel's impact on popular culture.

Image and branding MTV's logo, the large block letter "M" with graffiti-style letters "TV" superimposed and the words words "Music "Music Televi Televisio sion" n" undern underneat eath, h, quickl quickly y became became ubiqui ubiquitou touss and instan instantly tly recognizable in popular culture. The last three decades have brought some change and evolution to MTV's iconic image and branding.

2010 rebranding Since the premiere of the short-lived FNMTV  short-lived FNMTV in in 2008, MTV has used a revised, chopped version of its traditional logo during most of its on-air programming. The revised logo is largely the same as MTV's original logo, but it excludes the "Music Television" caption, the bottom section of the "M" block letter, and the trailing letter "V" that branched off to the side of the original logo. However, much like the ever-changing patterns that filled MTV's original 1981 logo, the new 2010 logo is designed to be filled in with an unlimited variety of pictures and images. This new logo formally became MTV's official brand mark on February 8, 2010, when it debuted on MTV's website. The channel's longrunning official tagline "Music Television" was officially dropped at this time.

The factors that led to the success of mtv was: 1) The region centric approach 2) Acquiring the local channels of many countries 3) Apart from localizing the mtv’s efforts to understand the tradition and culture of the country in which they operated. 4) Compan Company’s y’s policy policy of provid providing ing creati creative ve and commer commercial cial autonomy autonomy to the local local channels led to innovation and vast expansion of the regional channels

MTV Pakistan Pakistani ani subsid subsidiar iary y Music Music Televisi Television on Networks Networks Pakista Pakistan n (MTV (MTV Pakista Pakistan) n) is the Pakist of MTV of MTV,, a cable television television network owned by Viacom Inc. headquartered headquartered in New in New York . The Pakistan franchise has been set-up in collaboration with a local Pakistani music chan channe nell

know known n as INDU INDUS S MUSI MUSIC, C, owne owned d

GROUP ("INDUS

TV"). INDUS

TV is

and and oper operat ated ed by INDU INDUS S MEDI MEDIA A Paki akistan stan's 's

first rst

pri privat vate

telev eleviision sion

 broadcaster. MTV Pakistan has been launched with a vision to bridge global cultural gaps through music and to promote the burgeoning Pakistani music industry. MTV Pakistan combines local and international music. MTV Pakistan has a variety of 

Hullo Hullo Hullo, Most Most Wanted  Wanted ,  Eat Eat This This,  Bhe Bheja ja Fry Fry, Slightly Paki Pakist stani ani show showss such such as  as  Hullo Off , The

Tonight

Show, Guide, Guide, Movie

Classics, MTV

On

Top, MTV 

 Lahori,  Lahori, Groove and Classics. Classics. International shows such as Jackass, Pimp My Ride, Ride, I Bet You

Will, Dirt Dirty y

Sanc Sanche hezz, Wild

Boyz,Viva

la

Bam, Celebrity

Deathwatch and I Want A Famous Face. Face.

SEGMENTATION  Demographics: MTV reaches 64 countries with its six affiliate broadcasting arrangements across the world. This represents the youth—students and young professionals who are relatively cognizant of the trends and lifestyle patterns. It offers particularly different styles of   programming in each local unit. Market, thus, can be segmented geographically in this sense, sense, where where every every local local progra programmi mming ng is custom customize ized d based based on the sociosocio-eco econom nomic ic culture of the said local geographical unit.  Socio-cultural: MTV adjusts its advertisements to its affiliate units accordingly. For the Latin population for instance, the advertisements are significantly influenced by the pressing social issues that need to be addressed to. Language is also a vehicle for local customization. Target Market: With respect to one affiliate MTV unit, the target market would be the local population with age ranging from 18 to 34. Furthermore, it has its target audience as well as in the

different sectors of the society through parents, elders and politicians. These sectors influence how programs are relayed through them (this of course relates to the fact that these people are the direct constant companions of the target market). Also, MTV caters to the upper part of the youth in terms of financial brackets. brackets. It wants to connect to these  people in the upper echelon what is hip, trendy, as well as informational. Positioning At present, MTV has been and is positioning itself as the world’s most influential music and lifestyle icon for the youth. Now, it has also delved into informed, aware, and concerned  vehicle for change in the youth. Levi Strauss is one of the world’s most recognized leading distributors in the mercantile industry. It would definitely want to advertise globally on MTV for the primary reason that MTV connects to the upper  echelon of the market. Levi Strauss is actually a high-end clothing distributor, hence doing so would emphasize their image as hip, cool, and a brand that is worn not just anyone else. Mtv’s Marketing Mix  Product(service) : Basically MTV offers to the youth and young professionals a whole package of lifestyle and information all rolled into one. It features music videos, fashion trends, concert tours (and information), and promotions. Moreover, it promises value-adding services through news broadcasting and tackling of local issues.  Price : Basically the amount of money customers have to “pay” is actually continual patronage continual patronage of the program. Also, high viewers’ ratings will bring them into line with the market’s  perception of MTV’s (increasing) value, hence increasing their “price” from business conglomerates such as KODAK, Apple, Coca-Cola, etc.  Place: MTV does this well, in the sense that they make their service and name available to target consumers through concert tours, music awards, campus tours, etc. For the place as well, they make themselves accessible to their target market through cable channels. Lastly, they select only particular coverages that their market would embrace.  Promotions: MTV always has many activities and programs that persuade target customers to patron them. Examples of this is regular celebrity VJs that visit their hubs and singers/bands as well that promote their upcoming tours/ or singles. Also, they now converge directly with the youth through campus tours and sponsoring concert tours in universities. Building Customer-Based Brand Equity: Building a strong brand has been shown to provide numerous financial rewards to firms, and has become a top priority for many organizations. In this report, author Keller 

outlines the Customer-Based Brand Equity (CBBE) model to assist manage-ment in their   brand-building efforts. According to the model, building a strong brand involves four steps: (1) Establishing the proper brand identity, that is, establishing breadth and depth of brand awareness, (2) Creating the appropriate brand meaning through strong, favorable, and unique brand associations, (3) Eliciting positive, accessible brand responses, and (4) Forging brand relationshi relationships ps with customers that are characterized characterized by intense, intense, active active loyalty. Achieving these four steps, in turn, involves establishing six brand-building blocks—   brand salience, brand performance, brand imagery, brand judgments, brand feelings, and  brand resonance. The most valuable brand-building block, brand resonance, occurs when all the other   brand-building blocks are established. With true brand resonance, customers express a high degree of loyalty to the brand such that they actively seek means to interact with the   brand and share their experiences with others. Firms that are able to achieve brand resonance resonance should reap a host of benefits, benefits, for example, greater price premiums and more efficient and effective marketing programs. The CBBE model provides a yardstick by which brands can assess their progress in their   brand-building efforts as well as a guide for marketing research initiatives. Accordingly, a set of candidate measures for the six brand-building blocks is included in the appendix. In addition, a critical application of the CBBE model is in planning, implementing, and interpreting brand strategies. The model provides a comprehensive means of covering important branding topics, as well as useful insights and guidelines to help marketers set strategic strategic direction and inform inform their brand-related brand-related decisions. decisions. To provide provide perspective perspective,, the  paper also relates the CBBE model to other leading models of brand equity.

Question No.2) Discuss the role of the internet in MTV’s programming. How should MTV best integrate the internet into its brand?

In the late 1980s, before the World Wide Web, Web, in the days of the Gopher protocol, Gopher protocol, MTV VJ Adam Adam Curr Curry y bega began n expe experi rime ment ntin ing g on the the Inte Intern rnet et.. He regi regist ster ered ed the the then then-unclaimed domain name"MTV.com" name"MTV.com" in 1993 with the idea of being MTV's unofficial new voice on the Internet. Although this move was sanctioned by his supervisors at MTV  Networks at the time, when Curry left to start his own web-portal design and hosting company, MTV subsequently sued him for the domain name, which led to an out-ofcourt settlement. The service hosted at the domain name was originally branded "MTV Online" during MTV's first few years of control over it in the mid-1990s. It served as a counterpart to

the America Online portal for MTV content, which existed at AOL keyword MTV until approximately the end of the 1990s. After this time, the website became known as simply "MTV.com" and served as the Internet home base for all MTV and MTV News content.

MTV.com experimented with entirely video-based layouts between 2005 and 2007. The experim experiment ent began began in April April 2005 2005 as MTV Overdrive Overdrive,, a streaming video service that supplemented the regular MTV.com website. Shortly after the 2006 Video Music Awards, Awards, which were streamed on MTV.com and heavily utilized the MTV Overdrive features, MTV introd introduced uced a massiv massivee change change for MTV.co MTV.com, m, transf transform orming ing the entire entire site site into into a Flash videovideo-bas based ed entity entity.. Much Much of users' users' feedba feedback ck about about the Flash Flash-ba -based sed site site was negat negativ ive, e, demo demons nstr trat atin ing g a diss dissat atis isfa fact ctio ion n with with vide videos os that that play played ed autom automat atic ical ally ly,, commercials that could not be skipped or stopped, and the slower speed of the entire webs websit ite. e. The The expe experi rime ment nt ende ended d in Febr Februa uary ry 2006 2006 as MTV. MTV.co com m reve revert rted ed to a traditional HTML-b HTML-bas ased ed webs websit itee desi design gn with with embe embedd dded ed vide video o clip clips, s, in the the styl stylee of YouTube of YouTube and other popular video-based websites. Today, MTV.com is still the official website of MTV, and it expands on the channel's   broadc broadcast astss by bringi bringing ng additio additional nal conten contentt to its viewer viewers. s. The site's site's notabl notablee featur features es includ includee an online online versio version n of MTV of MTV News News, podcast podcasts, s, and a video video stream streaming ing servic servicee supported by commercials. There are also movie features, profiles and interviews with recording artists and from MTV's television programs. The channel responded to the rise of the Internet as the new central place to watch music videos in October 2008 by launching MTV Music, Music, a website that features thousands of  music videos from MTV and VH1's VH1's video libraries, dating back to the earliest videos from 1981. A newly created division of the company, MTV New Media, announced in 2008 that it would produce its own original web series, in an attempt to create a bridge between old and new media. The programming is available to viewers via personal computers, cell  phones,  phones, iPods and other digital devices.

Question No.3) how have MTV’s sister networks affected the parent channel’s brand equity? What changes, if any, would you make in the positioning of the sister networks in order to create more sources of equity for MTV? Sister channels in the U.S.

MTV operates a group of channels under the name MTV Networks, Networks, a division of its corporate parent, Viacom. Viacom. In 1985, MTV saw the introduction of its first true sister  channel, VH1, VH1, which was originally an acronym for "Video Hits One" and was designed to play adult contemporary music videos. Today, VH1 is aimed at celebrity and popular  culture culture programmin programming. g. Another Another sister sister channel, channel, CMT, CMT, target targetss the countr country y and southern culture market. The The adve advent nt of satel of satellite lite televisio television n and digita digitall cable cable brou brought ght MTV MTV grea greate terr chan channel nel diversity, diversity, including its current current sister sister channels channels MTV2 and MTV Tr3s Tr3s, which which initia initiall lly y  played music videos exclusively but now focus on other programming. Music videos still occupy most of the schedule on two additional channels, MTV Hits and MTV Jams. Jams. MTV also broadcasts mtvU, mtvU, a college-oriented college-oriented channel on campus at various universities. universities. MTV Networks is the original music television b roadcaster in the UK & Ireland. Today it has a portfolio of ten channels - MTV One, MTV One +1, MTV Two, MTV Base, MTV Dance Dance,, MTV MTV Hits Hits,, MTV® MTV®,, VH1, VH1, VH1 VH1 Clas Classi sicc and and TMF. TMF. MTV MTV Netw Networ orks ks’’ musi musicc services are now reaching larger audiences than at any time in UK history, averaging over 17 million viewers each month according to BARB research.

Brand judgments of MTV were typically based on four components that are: Brand equality, brand creditability, brand consideration and brand superiority. The favorable consumer response to the brand was achieved by MTV which was reached the brand superiority. As a result, MTV attained brand resonance.

Brand Resonance: The four components of brand resonance are: 1. 2. 3. 4.

Behavioral Loyalty. Attitudinal attachment. Sense of community. Active management.

In the early years, MTV built loyalty and attitudinal attachment primarily with the music videos and the general look and feel of channel. to build a sense of community and active management, MTV used VJ’s held contests, hosted award shows, and ran some long form programming

CONCLUSION:

MTV Networks has become a symbol of Globalization. Adopted right International strategies and controls at the right time to regain its lost  popularity, especially in non-english speaking countries like Asia and Europe. The rationale behind MTV's LOCALIZATION STRATEGY is to “get inside the heads” of the local population and produce programming that matches their tastes and  preferences.