Product details

By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.
You can change your cookie settings at any time but parts of our site will not function correctly without them.

Abstract

This is the first of a five-case series (BAB147 to BAB151). The Barclay family, new owners (in July 2004) of the Telegraph Media Group in London, the United Kingdom, had acquired a great UK newspaper brand but an organisation that had lost its customer focus and, by the time of the events described in the case series (2006-2008), an enterprise in an industry facing tectonic plate shifts because of digitisation, the Internet, a 24x7 news and information cycle, the advent of citizen journalism, fundamentally changing reader and advertiser behaviour and preferences, and a besieged centuries-old print-media business model. (All this without the additional pain of the 2008 global economic downturn and the consequent fall in advertising revenue). While ''change'' was not new to the Telegraph Group (it has seen plenty since the Daily Telegraph was first published in 1855), the Barclay family and the Telegraph''s new leadership and management team saw the business at a significant transition point with change an urgent imperative. The (A) case, lays out the business and leadership case for change in the context of the Telegraph''s 150-plus-year history. The learning objective is to: expose students to the many drivers of change in a business model and an enterprise steeped in the tradition of printed news on paper (in other words, the ''content'' business) and finding itself in a very different world, be it from the perspective of demand, supply, technology, or the different mechanisms defining the conduct of business.
Location:
Industry:
Size:
GBP354.9 million (2007)
Other setting(s):
2006-2008

About

Abstract

This is the first of a five-case series (BAB147 to BAB151). The Barclay family, new owners (in July 2004) of the Telegraph Media Group in London, the United Kingdom, had acquired a great UK newspaper brand but an organisation that had lost its customer focus and, by the time of the events described in the case series (2006-2008), an enterprise in an industry facing tectonic plate shifts because of digitisation, the Internet, a 24x7 news and information cycle, the advent of citizen journalism, fundamentally changing reader and advertiser behaviour and preferences, and a besieged centuries-old print-media business model. (All this without the additional pain of the 2008 global economic downturn and the consequent fall in advertising revenue). While ''change'' was not new to the Telegraph Group (it has seen plenty since the Daily Telegraph was first published in 1855), the Barclay family and the Telegraph''s new leadership and management team saw the business at a significant transition point with change an urgent imperative. The (A) case, lays out the business and leadership case for change in the context of the Telegraph''s 150-plus-year history. The learning objective is to: expose students to the many drivers of change in a business model and an enterprise steeped in the tradition of printed news on paper (in other words, the ''content'' business) and finding itself in a very different world, be it from the perspective of demand, supply, technology, or the different mechanisms defining the conduct of business.

Settings

Location:
Industry:
Size:
GBP354.9 million (2007)
Other setting(s):
2006-2008

Related