In yesterday’s post (Part 1), I went down a bit of a tangent and really focused on CNN’s potential to become the “go-to” network for fact-checking. Today, I wanted to revisit the idea of being the CEO of CNN and take a closer look at CNN from a strategic standpoint.
Yesterday, I mentioned that one of CNN’s resources was its plethora of international journalists. This is certainly something that needs to be considered when developing a new strategy for CNN. Although, also as I said yesterday, Americans are known for not caring about what’s going on in the world.
Another one of CNN’s resources (intangible, mind you) is their brand. I couldn’t find any hard data, but my guess is that CNN has a better reputation for reporting impartial and accurate news than MSNBC or Fox News. (Aside from some slip-ups, of course.)
As some critics have said, CNN grew in popularity when it was showcasing, “hard-hitting investigative reporting.” One could postulate that this strength grew out of the two resources above. By having lots of international journalists, they’re able to report on the day-to-day news, while still researching/developing investigative reports. Similarly, their brand equity gives them an “in” because people around the world recognize CNN as a news organization that is watched by many people. As a result, someone may be more likely to tell CNN their story.
When examined from this perspective, it certainly seems that this kind of reporting is one of CNN’s core competencies. Why is it a core competency? It’s certainly a unique strength and it is embedded deep within CNN. It also allows CNN to differentiate itself from its rivals. Unfortunately, it seems that CNN has strayed from this core competency.
So, in addition to yesterday’s conclusion about CNN expanding its “fact-checking” programming, it seems that CNN would be well-served to, as some critics have said, “get back to its roots,” and bring back the hard-hitting investigative reporting that brought it brand awareness.
[Note: I’ve barely scratched the surface on the tools that one can use to analyze/develop strategy. Notably missing are things like a SWOT analysis, Porter’s 5 Forces, the BCG Matrix, McKinsey‘s 7S framework, and the list goes on. This two part-series on CNN’s strategy was meant to provide a taste into some of the things that upper-level management would need to consider when developing strategy.]