Product details

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Abstract

This is the fourth of a five-case series (BAB147 to BAB151). The (D) case, closes a major loop left open in the preceding (B) and (C) cases, which focused on changes in the editorial organisation and operations of the Telegraph Media Group, making the change, which was seen as an imperative in the (A) case, worthwhile by transforming the commercial organisation, whose responsibility it is to bring revenue from advertisers and to look for other ways to ''monetise'' the Telegraph''s considerable investment in digitisation. The learning objective is to: expose students to the many challenges and opportunities in bringing advertisers along in a transformed media enterprise and, at the same time, seeking other ways to monetise investments in a digital, on-line content business.
Location:
Industry:
Size:
GBP354.9 million (2007)
Other setting(s):
2006-2008

About

Abstract

This is the fourth of a five-case series (BAB147 to BAB151). The (D) case, closes a major loop left open in the preceding (B) and (C) cases, which focused on changes in the editorial organisation and operations of the Telegraph Media Group, making the change, which was seen as an imperative in the (A) case, worthwhile by transforming the commercial organisation, whose responsibility it is to bring revenue from advertisers and to look for other ways to ''monetise'' the Telegraph''s considerable investment in digitisation. The learning objective is to: expose students to the many challenges and opportunities in bringing advertisers along in a transformed media enterprise and, at the same time, seeking other ways to monetise investments in a digital, on-line content business.

Settings

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

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