Case Analysis

Phoenix Satellite Television—The "Chinese CNN": The Use of Public Relations in Promotion

1. VIEWPOINT

Phoenix Satellite Television Holdings Ltd or Phoenix Television is a Hong Kong–based, Cayman
Islands registered Cantonese and Mandarin-language television broadcaster that serves the Chinese
mainland and Hong Kong along with other markets with substantial Chinese viewers. Phoenix started
Phoenix Chinese Channel on 31 March 1996 by Liu Chang Le. Mr. Liu Changle is the founding Chairman
and CEO of Phoenix Media Investment (Holdings) Limited. He founded Phoenix Satellite Television
Company Limited in 1996. The idea of establishing Phoenix came from Singapore, where about 74
percent of the population speak Chinese and 94 percent speak English. Phoenix was born in the belief
that it could successfully fill this void with new television channels with quality programs targeted at the
Global Chinese market.

Phoenix now operates six satellite TV channels, is a globally renowned trans-national multimedia
group and a listed company on The Stock Exchange of Hong Kong Limited. Phoenix has expanded into
other areas of business, including internet media, outdoor media, weekly magazine, social media, APP,
publication and educationPhoenix Chinese Channel, Phoenix Movies Channel and Phoenix InfoNews
Channel are broadcasting via cable in Hong Kong and via satellite to Taiwan, mainland China and other
regions globally. The Phoenix InfoNews Channel was established on 1 January 2001. It was the first
Chinese-language channel that covered news from the regions of Greater China, including mainland
China, Taiwan and Hong Kong. There is 24-hour broadcasting on financial news, stock market
information as well as news headlines worldwide. In addition, it provides comments and analysis
prepared by analysts on current issues and topics.

2. TIME CONTEXT

I. PROBLEM STATEMENT

1. Hong Kong audiences can only view Phoenix Channels either using an installed satellite
dish or via subscription cable TV.
2. Phoenix Satellite Television focuses more on political news which is not interesting to most
of the audiences.

II. STATEMENT OF THE OBJECTIVES

 1. To connect the world to China and reduce distances between Chinese communities scattered
overseas.
2. To set new records in the history of the Chinese media.
3. To express their viewpoints on international politics and economics.

III. AREAS OF CONSIDERATION (SWOT)

STRENGTH:

 Programs unique in style

 Emphasis on news broadcasting
 Independent views of reporting news

WEAKNESSES:

 Phoenix TV broadcasts in standard Mandarin which is hard for Hong Kong viewers
whose dialects are Cantonese.
 Focuses more in political news which audiences are less interested.
 Phoenix channels can only be viewed either using an satellite dish or via subscription cable TV.

OPPORTUNITIES:

 Today's China can be introduced through broadcasting.

 Establish indirect relations with the leaders of the Chinese government.

THREAT:

 Not all the viewers are interested in news.

IV. ASSUMPTIONS

Phoenix TV should improve or add some channels that is for everyone. People now don't watch or
listen much.

V. ALTERNATIVE COURSES OF ACTION

 Add channels which people nowadays are more interested.

 Connect more with people who seems not interested in the program.
  Phoenix TV could be viewed even if the cable or satellite dish is not installed.

VI. ANALYSIS

Phoenix TV is known to have higher audience ratings. It expresses well their viewpoints on
international politics and economics. Their only problem is that not everyone, as of today, is interested
in news. People tend to see news through social media so watching it on television is a waste for them.

VII. CONCLUSION

Phoenix Satellite Television

VIII. PLAN OF ACTION

IX. RECOMMENDATION

Case Analysis

Kodak: Changing the Picture

1. VIEWPOINT

The Eastman Kodak Company (referred to simply as Kodak) is an American technology

company that produces camera-related products with its historic basis on photography. From
the company's founding by George Eastman in 1888, Kodak followed the razor and blades
strategy of selling inexpensive cameras and making large margins from consumables – film,
chemicals and paper.
 The company is headquartered in Rochester, New York, and is incorporated in New Jersey.
Kodak provides packaging, functional printing, graphic communications and professional
services for businesses around the world. Its main business segments are Print Systems,
Enterprise Inkjet Systems, Micro 3D Printing and Packaging, Software and Solutions, and
Consumer and Film.

2. TIME CONTEXT

I. PROBLEM STATEMENT

1. Many competitors, especially Fuji, were exposing flaws in Kodak´s marketing and stealing
market share.
2. Consumers who owned digital cameras or mobile-phone cameras were increasingly using their
PCs and printers to download and print their picture.
3. Competition from an unexpected source- mobile phone manufacturers.

II. STATEMENT OF THE OBJECTIVES

 To reevaluate Kodak's strategy by focusing on digital imaging for consumers and

businesses.
 To reduce dependence on traditional film and pursue digital markets and high-end
digital printing.

III. AREAS OF CONSIDERATION (SWOT)

STRENGTH:

 Worldwide distribution
 Inexpensive
 Bringing high quality brand to consumers.

WEAKNESSES:

 Doesn't implement their site to make their products available online.

 Slow transmission from analog to digital.

OPPORTUNITIES:
  Technology adaptation
 Expanding their product lines
 Focusing on developing markets

THREAT:

 Competition
 Buyers power
 Substitute products

IV. ASSUMPTIONS

V. ALTERNATIVE COURSES OF ACTION

Reevaluating the Kodak's strategic plans

Embrace the fast growing trend in technology

Know the consumers wants and needs

Strengthen its commercial business

VI. ANALYSIS

In the rapid change of technology in photography, Kodak didn't catch up the trend. Little by little
they loss millions and competitors are one step ahead. Believing consumers would not easily adopt
digital technology, it held back the company resulting to a lay off of their workers and Kodak’s market
shares has been stolen by competitors.

VII. CONCLUSION

Kodak must set strategic direction vividly. Revitalize the strategies to assess performance level and
feedback system should be introduced. Kodak must concentrate on core imaging business where they
make more profits and make innovations massively to cope up with the future and open to new ideas.
To meet the customers needs and wants, Customers feedback should be ensured through interactive
and effective tools.

VIII. PLAN OF ACTION

Conduct a survey and customers feedback.

Make new joint ventures with worthy while emerging companies to create synergy effect.

Tactics should be applied to generate sales and revenues.

IX. RECOMMENDATION

Case Analysis

Neptunus Group
1. VIEWPOINT

Haiwang Group (or Neptunus) was founded in Shenzhen in 1989. In the past 29 years, Haiwang
Group has focused on the pharmaceutical and health industry and adhered to innovation as the
fundamental driving force for enterprise development. It has become a large-scale backbone enterprise
with complete industrial chain, strong independent innovation capability and outstanding business
model innovation capability in China's pharmaceutical health industry. Its main business covers medicine.
Health product development, manufacturing, pharmaceutical logistics, chain pharmacies, Internet,
health and other industrial chains .

2. TIME CONTEXT

I. PROBLEM STATEMENT

1. Maintaining their rank as the most influential and valuable brand

2. Maintaining their sales and revenues while they are shifting direction on their branding strategy.

II. STATEMENT OF THE OBJECTIVES

1. To establish effective advertising, marketing and promotional programs.

2. To be responsive to competitive pressures.
3. To drive demand from the target market.

III. AREAS OF CONSIDERATION (SWOT)

STRENGTH:

 Well-known brand
 Top player in China's pharmaceutical Industry.
 Strong advertisement

WEAKNESSES:

OPPORTUNITIES:


 THREAT:

IV. ASSUMPTIONS

V. ALTERNATIVE COURSES OF ACTION

VI. ANALYSIS

INTERNAL ENVIRONMENT

EXTERNAL ENVIRONMENT

VII. CONCLUSION

VIII. PLAN OF ACTION

IX. RECOMMENDATION