ABSTRACT
Firms operate in a more and more complex, dynamic, less predictable environment, especially in the media and entertainment industry. The digital transformation is an emblematic example of this more complex reality. This situation requires companies to follow various strategic approaches and to develop new patterns of strategic thinking. There are several strategic models and tools. Most of them have advantages and disadvantages and have evolved. Ten years after the publication in 2007 of a paper written by Lucy Küng entitled “Does Media Management Matter?”, the question remains a highly topical issue. Consequently, the goal of this chapter is to present some key strategic management tools, to explain how they have evolved since the end of the 1990s and to analyze how they can be applied to the media sector. This chapter analyzes also the impact of the digital transformation on strategies and business models in the media and entertainment industry. Digital transformation is a concept which has attracted attention from both practitioners and academics. It is closely linked to other “classical” concepts in the strategy field, including value creation and capture, value chains (reconfiguration), business and revenue models (evolution), and networks (renewed linkages).
