Course Resources Archive

This module aims to provide students with a framework for applying strategic theory (and specific industry knowledge gained throughout the course) to the process of creating and harnessing value in the media and music industries. It focuses on developing the capacity to think strategically within the context of the creative industries.

It covers the application of specific strategic frameworks and models to media and music, including the impact of environmental factors (technology, demographic and economic trends etc.), industry analysis (industry structure, value chain analysis, business models and the process of managing creativity itself) and people issues (change management, organizational culture etc.) within creative industries.

The overall objective of the module is to provide students with the tools to develop strategic thinking skills, improve critical analysis and hone other skills including problem solving, communication, team working, independent learning and the application of numerical techniques: building business models and interpreting financial information.

The topics covered by this module include:

A) Underlying business theory:

1)    Setting the scene - The external environment: key issues in music and

       media.

2)    Building internal capability in a creative industry.

3)    Understanding uniqueness (USP, ESP, DCP, POD) in media and music.

4)    The (unlimited) nature of creativity: artistic, process, innovation and the

       management of intangible assets

5)    Deconstructing an organisation – Essential tools and thinking process.

4)    Review of strategic management theory and tools and techniques.

6)    Leadership and personality – impact on the organisation.

7)    Deconstructing an organisation in practice (case studies).

8)    Implications of organisational structure, culture and size.

9)    Comparison of the ‘old guard’ (the ‘Majors’) and the ‘new guard’

       (entrepreneurial media and music organisations).

10)  The future of the industry.

B) Case studies and application of business theory to the music and media industry. 

This will include a variety of music and media organisations and some well-known organisations outside the media industry.  Case studies change but in the past have included Apple, Virgin, Sony, Universal, O2, EMI, HMV, Warner Bros, Disney, Starbucks, PizzaExpress, Amazon, Google, eBay, Live Nation, Fish Records, Pret A Manger, Waitrose and entrepreneurial music, movie, broadcasting and game companies.

C) A chance for students to apply their learning to their intended career within the media and music industry.

1) Think strategically (synthesize information, extract what is most relevant, challenge previous understanding and interpretation and apply to an issue or problem at hand).

2) Assess the unique management attributes of the creative process and understand a range of theory, tools and techniques to help manage this process.

3) Apply and evaluate the use of strategic frameworks and models within the media and music industry.

4) Evaluate the current value chain within the media and music industry (and likely future developments) and be able to apply this knowledge within the creative management process.

5) Build a simple business model (which requires the capability of both writing a compelling narrative/'story' and recognition of the key financial implications of managing a creative process).

6) Analyse and evaluate the relationship between organizational culture and change and its implication on the industry.

Group presentation equivalent to 4,000 words (30 minutes in class using PowerPoint or equivalent)

The Library Catalogue contains full details of the current reading list for this module. Further details may also be found in the Module Guide.