STRATEGIC COMMUNICATION
Who Is Watching Over
The Watchdog
By Janet Sudi
The last two months have seen
workers go home on furlough or job
losses across different companies
in various industries. This season has also
been a defining moment of the tenacity
of corporate giants to withstand a global
crisis. Business models have been put to
test. Adaptability to change is tipping the
scales and the bottom-line is no longer
predictable. The numbers tell of a different
narrative altogether. A narrative that is
determining strategic realignments that
embrace tech and innovation pivoting
to a Covid world. Brands that have been
laggards in embracing tech have had this
season create deep fissures between them
and their employees.
In recent weeks I have been following
closely on the media space in Kenya.
Journalists have invested their talents,
time and resources in breaking down
news content into digestible bites for
the Mwananchi. They have unearthed
and fleshed bare bone leads to meaty
newsworthy features that would leave
the target audience mulling over tons
of information. They have continued to
exude professionalism in their craft.
Most of them, with some receiving
termination notices over text messages,
have exited jobs that have defined their
careers for decades. Veteran journalists
and news anchors who over the years
would have one glued to the screens for
hours on end, are facing the worst of
the pandemic. With all this happening
across the media stations who then is the
watchdog of the watchdog? A couple of
groups including Kenya Editors Guild
have weighed in. They have called on
debtors to bail out the media by honoring
their advertising contracts and have also
called on the government to consider
reprieve through a waiver of license fees.
Given the gravity of the situation, we
have some media houses who have offered
counselling services as an exit package.
Realizing the publicity of the exits one
might argue it is a good consideration for
one’s sanity.
The exposure, rubbing shoulders with
bigwigs, incessant calls and opportunities
that come with publicity, are all down
the drain and the world is mum all of a
sudden. All the moderating engagements
that would add a penny are out of the
question with the ban of external events.
This is a very difficult season for media
practitioners in Kenya.
Five years ago, following the shutdown
of three mainstream TV channels during
the government’s digital migration, media
houses re-routed to digital platforms
like YouTube. That period defined the
place of social media in disbursing news.
We started seeing a lot of signposting
to social media channels for further
engagement. Although this had been on
before the migration, the digital migration
turbocharged the use of multimedia.
Several journalists started doing live
engagements with their new segments
by opening up YouTube, Facebook and
Instagram channels. Unfortunately, others
were glistening in the platforms of their
employers. They did not create their own
channels or if they did, they did not have
an exit strategy, hence some might have
been subsumed by the pandemic.
Media disruption is proving that many
who have desired the screens can have
that by creating their own channels on
social media. This like any other business
would require strategic planning, audience
research, needs assessment of your target
audience, novelty and quality service.
Having this mapped out will give you the
drive and consistency.
Across careers, social media channels
have given us platforms to influence our
segments on different spheres. As you
manage your company’s brand how well
are you building into the next phase of
your personal career? And for the media
brands, this is the time to think about
sustainability of the media houses in
a digital world. The offering to target
advertisers needs to be above board.
Janet is a Communications
Consultant and Lead Brand
Strategist at LCC Africa, a boutique
PR firm that offers 360 degrees
Communications Services. You
can commune with her via mail
on [email protected].
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MAL37/20 ISSUE