دگرگونی شکل شهر :شهر اطلاعات

 

عصر اطلاعات شکل جدیدی از شهر ایجاد کرده است که شهر اطلاعات نام دارد با این همه همان گونه که شهر صنعتی رو گرفت (کپی 9جهانی شهر منچستر نبود شهر اطلاعات نیز که در حال ظهور است کپی دره سیلیکن نخواهد بود چه رسد به لس انجلس .از سوی دیگر همچون دوران صنعتی ،به رغم تنوع شگفت انگیز بافت های فرهنگی توسعه فرا فرهنگی شهر اطلااعات ویژیگی های بنیادین مشترکی دارد .به نظر من به دلیل ماهیت جامعه نوین که برمبنای دانش استوار است وپیرامون شبکه های سازمان یافته های وتا حدی از جریانهای تشکیل شده است شهر اطلاعات نه به یک شکل بلکه یک فرایند است فرایندی که سلطه ساختاری فضای جریانهای ویزگی های ان است پیش از شرح این مفهوم ابتدا با ید پراکندگی وتنوع شکل های شهری در حال ظهور در دوره تاریخی جدید را برای مقابله با این توهم تکنولوژیک ابتدایی مطرح کنیم که جهان را با عینک ساده انگارانه ازاد را های بی پایان وشبکه فیبر نوری می بیند .

طبقه بندی هارولد لاسول

 قسمت اول با عنوان ارتباط سنتی در نظام های ارتباطی دارای دوفصل که ساختار فرایند ارتباط سنتی وکارکرد های این ارتباطات تشریح شدهاند ودر قسمت دوم نقش انقلابی وسنتی ارتباطات در ایران ارتباط سنتی شامل مسجد ومنبر روحانی شیعی وشیوه های ارتباط سنتی شامل نماز جماعت مراسم های مذهبی وغیر مذهبی است

 

در طبقه بندی هارولد لاسول وظایف اجتماعی  وسایل ارتباط جمعی که در مقاله که ساختار وکارکرد ارتباط جمعی را در جامعه چنین بیان می کند که سه نقش انها عبارتند از الف نظارت بر محیط :نقش خبری :به عقیده لاسل یکی از نقش های مهم وسایل ار تباط جمعی نظارت برمحیط زندگی انسانی است این وسایل با تهیه وپخش خبر اطلاعات افراد جامعه را بامحیط زندگی خود اشنا می کند وبه گونه ای انان را اماده می سازند تا از محیط خود اطلاع کافی به دست اورند وبرای انطباق با ان نشان دهند

ب نقش همبستگی :نقش تفسیر وراهنمایی که راهنمایی افکار عمومی ونیز تبلغات سیاسی ،برای  همبستگی اجتماعی اهمیت خاص دارند

پ نقش انتقال میراث فرهنگی ، نقش اموزشی با انتخاب وارائه ارزش های معیار های فرهنگی نسل گذشته به نسل معاصر اموزش می دهند

 

مقاله های مطبوعاتی وسایروسایل ارتباط جمعی ،به منظور تشرح تجزیه وتحلیل وتفسیر وقایع ومسایل اجتماعی وارائه افکار عمومی وعقاید عمومی وعرضه می شوند وعنصر اساسی روزنامه نگاری ارمانی به شمار می رود

نظم نوین اجتماعی وارتباطات

چارلز کو.لی به رغم تنش هاوپیچیدگی ها هایی که وسایل ارتباطی نوین با انها روبرو است نسبت ارتباطات جدید خوش بینی کامل نشان می دهد وبا اندیشه های اصلاحگری خاص خود به ارتباط به عنوان ابزارهای ضروری برای رسیدن به عصر پیشرفت اخلاقی می نگرد هدف اوان است که از طریق ارتباطات یک احساس مشترک تعلق به انساتیت در سطح جهانی پدید اید وعدالت بسیار مشترک تعلق به انسانیت در سطح جهانی پدید اید وعدالت بسیار گسترده وبی انتها برقرار شود به عبارت دیگر وی معتقد است که ارتباط باید نظم اجتماعی قدیم رااز میان بردارد وبه جای ان نظم نوین ایجاد کند انسان ها در ان بتواند وعلاقه های متقابل خود گسترش دهند یونسکو وحمایت جهانی از ارتباطات سنتی

سازمان علمی فرهنگی وملل متحد در دهه 1970 وطی 1980 مباحث علمی معروف خود رایج به نابرابری ارتباطات وعدم تعادل اطلاعات بین کشورهای پیشرفته ودر حال توسعه وتوصیه های خاص برای سیاست گذاری وبرنامه ریزی در جهت ترمیم انها به کاربرد ارتباطات سنتی در این زمینه توجه خاصی معطوف ساخته بود

انئاع ارتباط سنتی در بعضی از شرایط نه تنها به لحاظ اهمیت خود انها همچنان مفید وموثرند بلکه از جهت تصحیح تحریف های ارتباطات نوین نیز اثر گذار ند به همین ترتیب بررسی وارزیابی طرز تحول وتوسعه ارتباطات وشکل گیری های انها در گذشته وهمچنین هدف های خاص انها می تواند برای ایند ثمر بخش باشند

مسئله رسانه

 از مجراهای اطلاع رسانی است که درشکل دادن افکار عمومی نقش بینایی می تواند محافلی برای حفظ وثبات ملی باشد وامنیت ملی می باشد .رسالت رسانه ای اگاه کردن مردم واز انچه که پیرامون انها اتفاق می افتد است انعاس دادن نقاط ضعف وقوت مسئولین ف علاوه بزرگترین اگاهی به جامعه باعث رشد وپیشرفت اجتماع است  اما برجسته کردن نقاط ضعف ویا کوچک دادن نقاط ضعف ویا کوچک کردن به منظور مایوس کردن مردم واز وضعیت موجود ان هم در شرایط سخت تشدید فشارهای جامعه بین المل ناکارامد شان دادن مسئولیت می باشد که یکی از محورهای تضعیف نظام ناکار امد نشان دادن است قوه مجریه یکی از قوای سه گانه کشور است که با انتخاب مستقیم مردم به روی کار می اید یکی از خصوصیت اخلاق رسانه احترام گذاشتن به رای مردم است

عدل عالمگیر

عدل عالمگیر

از خواسته های فطری بشری ، ازادی در سفر ودر خضر است .به هر جای خواهد بتواند برود وهر جا که می خواهد بماند این خواسته ، دراین زمان امکان پذیر نیست

تعدد کشورها ،،مرزها جغرافیا ،قدرت های گوناگون فمانع رسیدن بشر بدین خواسته فطری اش است این خواسته بشر ، در عدل عالمگیر وحکومت واحد جهانی تحقق پذیر است بیقین روزی خواهد امد بشر بدین خواسته می رسد چون خواسته همگانی است وامکان پذیر است

عدل عالمگیر وحکومت واحد جهانی تبعضات نژادی وجود ندارد چون حکومت مردم است نه حکومت نژاد پرستانه ونه حکومت مردم خاص

 حکومت واحد جهانی یک تن نیست حکومت یک حزب نیست حکومت خلق است وقدرت در دست مردم است نه در دست حزب ونه در دست یک تن یا چندین تن

بطور قطع جهانی روزی را در پیش دارد که افکار مردم کاملا بیدار لا ینحل پیچیده را از مکتب انبیا می جویند

نید ظهور اور ائن ومذاهب مختلف رایج در شرق وغرب جهان به چشم می خورد با توجه به همین مسائله دشمنان سعی کردند که مسئله مهدویت با توجه به اعتقاد مسلمانان به مسئله مهدویت دارند سو استفاده کنند واقدامات که انجام دادهاند از این قبیل از انقلاب هم بوده وبرای تخریب کردن مسئله مهدویت اقداماتی انجام داده بودن مثلا در فیلم ذ

حکومت واحد جهانی سوگند به ان کس که مرا مژده ار راستین قرار داد اگر از عمر جهان جزیک روز باقی نماند خداوند همان روز را به درازا مکشاند تا فرزند ممهدی خروج کند پس خروج عیسی روح الله فروداید ودر پشت روی نماز گذارید انگاه ترمین با فروغ پروردگار خویش روشن شود وحکومت مهدی به شرق غرب گیتی برسد

در تمام ادیان مذاهب مختلف جهان اعم از زرتشت وکلمیت ومسیحیت خاتمه خواهد داد وشالوده حکومت واحد جهانی را بر اساس عدالت وازدی استوار خواهد کرد

نوید مصلح بزرگ جهان علاوه برقران مجید در تمام کتابهای اسمانی چون انجیل تورات وزبور امده است اگرچه غیراز قران مجید همهی کتابهای اسمانی به جز قران دچار تحریف شده است ولی قران از دسبرد ددیگران مصون مانده است

وچون این مطلب به صورت پیشگویی ومربوط به اینده است ومضامین انها از این رهگذر مسلم می شود که این عبارتها از منطق وحتی سرچشمه گرفته واز دستبرد انسانها در طول تاریخ مصون مانده است ومحفوظ مانده است اینک ما متن قسمتی از نوید مهدی پیروان یهودیان مسیحیان زرتشتیان وسایر کتابهای پسروان خود به عنوان کتاب اسمانی شناخته شده تشکیل می کنیم تا اصالت مهدویت جهانی بودن اعتقاد به ظهور مهدی روشن گردد

بطورقطع جهان روزی را در پیش دارد که افکار مردم کاملا بیدار می شود واز قوانین خود ساخته وبرنامه گوناگون زمام داران طاغوتی خویش ما یوس می گرددند ودردها ومشکلات لا ینحل وپیچیده خود را از مکتب انبیا می جیند

نوید ظهور او در ایین ومذاهب مختلف رایج در شرق وغرب اسیا به چشم می خورد با توجه به همین مساله دشمنان سعی کرده بودن که با توجه اعتقاد ومسایل سئو استفاده را ببرند سعی کرد با توجه اعتقاد ممسائال سوئ استفاده را ببرند استعمار گران نقشه ها وتوطئه های ضد انسانی خود هیچ جنایتی خود دارینمی کند وبرای ایجاد از جمله اقدانات تفرقه وانشعاب بین مسلمین خود هیچ جنایتی خوداری نمی کند وبرای ایجاد از جمله اقدامات تفرقه غرب این سوءاستفاده کردن از مهدی موعمود و.......ویکی از دیگر اقدامات را توجیه می کند وغرب این مسائل  

حکومت حضرت مهدی

کردن مسئله مهدویت اقداماتی انجام داد ه بودند در فیلم زیستر امسرغربی ها به مسئله مهدویت را مطرح کردهان به تخریب اعتقدات مسلمانان کردهاند وانچه را مفهوم خود می خواستند گسترش دادند

پیروزی بدون خون ریزی : از ویژگیهای حکومت الهی مهدی پیروزی بدون خون ریزی است وحمام خونی که وجهانگیر ان جهان از قبیل اسکندر وچنگیز تیمور برای کشور گشایی به پاکردند در حکومت جهانی مهدی منتفی است

حکومت حضرت مهدی ،جهانگیر وجهانیان گشایی نیست بلکه جهان مداری است واین ویژه حکومت الهی است که در سه حکومت ها تحقق داشته وقدرت حکومت با مهر ورحمت همراه است

به یقین روزی خواهد رسید که حکومت الهی حضرت مهدی وجهانیان رازیر پوشش خود قرار خواهد داد بدون ان که خونریزی در کار باشد به حسب فطرت از اغاز پیدایش خود برپایی عدل بوده وهستولی این خواسته فطری برای برپایی حکومت عدل کافی نیست

نخستین  حکومت عدل در نقطه ای از جهان برپاخواهد شد ودرخشندگی پیدا خواهد کرد همسایگان ان اگاه خواهن شد یکان به سویش می شتابند والحاق خود به حکومتش اعلام می دارند .نوبت به جهانیان می رسد وملتها از ان استقبال می کنند وبا جانن دل می خواهند که ضل حکومتش قرار گیرند

چنین حکومتی درست بر خلاف جهانگیری وجهانن گشایی خواهد ،چون انها می خواهند کشورهای دیگر را تسخیر کنند وملتها با اهنا می جنگند از خود دفاع می کنند وپیروزی جهان گشا با خونریزی محقق محقق می شود . خدای خلق وعده ومزده داده است چنین روزگاری خواهد امد ویژیگی های خاص حکومت های الهی ان است که در این حکومت اقلیت ها واکثریت وجود ندارد

همگان در یکسانند وحکومت حکومت مردم است پیدایش اقلیت واکثریت در حکومتها یا نزادی است یا مذهبی مساوات نژادی ، اقلیت واکثریت نژادی را از میان برمی دارد چناچه عدل شمولی اختلافات مذهبی را می شوید وبه دریا می افکند

در عصر اخیر دوشادوش همه جانبه که در تمام مسائل علمی نصیب بشریت شده وبررسی قرار گرفته است اندیشمندان ومذاهب قدم فراتر نهاده به عنوان یکی از مهمترین مسائل حیاتی مورد بحث وبررسی قرار گرفته است

اندیشمندان بزرگ برای از بین بردن جنگ های خصومتی وبرطرف ساختن بحرانهای منطقهای وبلاخره از جنگ های کشمکش های که احتمالا به جنگ جهانی سوم خواهد انجامید تنها برای از بین بردن جنگ های خصومتهای وبطرف ساختن بحرانهای منطقه ای وبلاخره از جنگ کشمکش های احتمالا به جنگ جهانی سوم خواهند انجامید تنها راهی که پیدا کردهاند این است که باید فکر پوسیده نژاد پرستی رااز مغزهای بیرون ریخته جهان وطنی را جایگزین تبلیغات ناسیو نالیستی قرار داده ومرزهای جغرافیای را در هم ریخته وشالوده حکومت واحد جهانی را استوار ساختهاینک عین گفته های دوتن از مشهور جهان رادرذیل می اوریم

انیشتن یا باید حکومت جهانی را با کنترل بین الملی انژی شود یا حکومتها ملی جداگانه فعلی همچنان بمان ومنجر به انهدام بشری گردد

براتر چون هم اکنون فرای جنگ بیش از قرون گذشته است یا باید حکومت را بپذیرم ویا به عهد بربریت بر گردیم وبه نابودی نژاد انسانی راضی شویم

انون باید دید کدام مصلحی خواهد توانست مرزهای جغرافیای را درهم بکوبد شالوده حکومت واحد جهانی را براساس عدالت وازادی پی ریزی کند وان مهدی موعود ومصلح جهان که ضرورت ظهور ان را علم ودین خبری می دهد او خواهد امد

پرده برداری از حقایق گسترده جهانی بشریت یا کشف اسرار وکائنات توسط امام عصر ایکه تا زمانی ظهور حضرت طبق روایات وازه ائمه فقط دو حرف 69 تا از انچه مربوط به زندگی بشری انسانها است با امدن حضرت کشف خواهد شد وبا وسایل وابزار تکنیک جدیدی حکومت خود را دراثار می کنند تا زمانی به ان دست نیافته است .

 تمدن در زمینه ها مختلف امامت تمدن متعادل را ایجاد خواهد کرد که ایات قران به مساوات تکوین افرینش که همه انسانها دارای نیاز های ضعیفی هستند درتمدن متعادل مهدی از مساواتت وبرابری طبیعی مساوات در بیت المال به عنوان نوعی مسئولیت اجتماعی است حکومت ایشان فراگیر وجهانی است از یک نقطه با یک سیاست وبرمه که ازادی همه پیامبران بوده ومصلحان شرع می شود

media world

New business models for the new media world

Saul J. Berman, Steven Abraham, Bill Battino, Louisa Shipnuck and Andreas Neus

T

he new media world has arrived. It’s a wild frontier market where youthful

demographics are the prize and tech-savvy adventurists lead the way. In this digital

gold rush, Internet successes such as YouTube and MySpace, and their associated

audience growth rates, are the envy of broadcast TV and the rest of the entertainment

establishment[1]. To examine the clash between new and traditional media and explore

future industry scenarios, we conducted a comprehensive study that included interviews

with leaders of media companies and an in-depth analysis of the factors that are shaping the

industry outlook (see box, ‘‘Study methodology’’).

Ourfindingshighlighttwotrendsasparticularlydisruptivetomainstreammedia.Inthetraditional

world, content produced by professionals and distributed through proprietary platforms still

dominates. But in the new world, content is often user-created and accessed through open

platforms.Thesepolarizedtendenciesmarktheconflictbetweennewandoldmedia.

Data points

Though the current battle between traditional and new media is real, it remains lopsided – in

terms of finances if not buzz. The number of unique visitors to MySpace.com has now

surpassed the 50 million mark – something akin to the number of US households that tune

into the Super Bowl[2]. Every day, consumers around the world watch about 100 million

videos on YouTube – putting that number in context, the top 15 British primetime television

shows combined attract about 100 million viewers, as do the top four US shows[3].

Based on our analysis of current forecasts, worldwide revenue from new media channels –

such as Internet advertising, mobile music and online games – is expected to reach nearly

US$55 billion in 2006[3]. But that pales in comparison to the US$455 billion in revenue that

traditional channels are expected to yield in 2006[4]. New media, however, is growing much

faster than traditional media. Its revenue compound annual growth rate (CAGR) from 2006 to

2010 is 23 percent versus 6 percent for traditional revenue streams[5].

An emerging conflict: the media divide

Our research also found evidence of another developing conflict that we call the media

divide. This second conflict will emerge among existing players – between traditional

Study methodology

The study consisted of primary research and analysis as well as supplementary secondary

research. Specifically, IBM conducted in-person interviews with more than 75 senior media

executives, industry analysts, economists and technology visionaries and also worked with the

Economist Intelligence Unit to survey another 125 executives from media, Internet portal and

telecommunications companies.

DOI 10.1108/10878570710761354 VOL. 35 NO. 4 2007, pp. 23-30, Q Emerald Group Publishing Limited, ISSN 1087-8572 jSTRATEGY & LEADERSHIP j PAGE 23

Saul J. Berman is a Partner

and Global Executive of

IBM Global Business

Services (saul.berman@

us.ibm.com).

Steven Abraham has

world-wide responsibility

for IBM Global Business

Services in the Media and

Entertainment industry

(steven.abraham@

us.ibm.com). Bill Battino

serves as the Leader of the

Americas Media and

Entertainment consulting

practice for IBM Global

Business Services

(william.battino@

us.ibm.com).

Louisa Shipnuck is the IBM

Institute for Business Value

Global Media and

Entertainment Leader

(louisa.a.shipnuck@

us.ibm.com). Andreas Neus

is the IBM Institute for

Business Value European

Media and Entertainment

Leader (andreas.neus@

de.ibm.com).

content owners (such as studios, game publishers and music labels) and media distributors

(television affiliates, retailers, motion picture exhibitors, cable and satellite providers and the

like). It could pit partner against partner in a struggle for growth.

For example, content owners will be increasingly interested in new open distribution

channels that lead to greater licensing volume, brand extension and market

disintermediation. Conversely, media distributors will want to bolster closed or ‘‘walled’’

communities, driving more subscriber loyalty and higher margins from interactive features,

user-created content and niche experiences. As a result of these competitive struggles, we

expect traditional media companies to seek growth in new business models.

Business models through 2010

When we examine the industry in terms of content source and distribution and device

platforms, we see four primary business models (See Exhibit 1):

1. Traditional media – This model relies on branded content created by professionals that is

delivered through a ‘‘walled,’’ conditional-access environment and dedicated devices.

This is where most established media companies operate today. Examples are

Paramount Pictures, Canalþ or Warner Bros.

2. Walled communities – This model is based on distribution of user- and

community-generated content within a ‘‘walled’’ or conditional access environment

through dedicated devices. Typically, these are traditional businesses that allow user

contributions and nontraditional features. For instance NTT DoCoMo has over 95,000 user

and special interest communities, all accessible via their service on their devices[6]. And

Comcast just announced an agreement with Facebook.com to produce a television series

from user-generated videos[7].

3. Content hyper-syndication – This model makes professionally produced content

available in open channels, without dedicated access providers or devices. Examples

here include the BBC with its My BBC interactive media service, Lucasfilm Entertainment

Company and Sony Online Entertainment Star Wars Galaxies massively multiplayer

online role-playing game as well as the myriad broadcast networks in the USA that are

making content available from their own Web sites.

4. New platform aggregation – This more extreme model relies on both user-generated

content and open distribution platforms. It is arguably the most disruptive, as neither

Exhibit 1 The conflict between traditional and new media has resulted in four business

models that will likely coexist for the mid term

PAGE 24 jSTRATEGY & LEADERSHIPjVOL. 35 NO. 4 2007

incumbent studios nor distributors have legacy advantages here. This is where you’ll find

predominantly user-driven aggregators like YouTube, MySpace.com and Second Life, as

well as a host of less-publicized players, such as LiveJournal, XING, mixi, DailyLOL and

NetMusicMakers.

For the next three to five years at least, we see no clear winner among these four business

models. Instead, we expect different companies to pursue divergent models and unique

combinations that leverage their historical strengths and assets – and as a result, the market

overall will look extremely varied, even chaotic at times.

Preparing for the future – divergence and all

We have seven industry-specific recommendations for incumbent media companies as they

face the immediate threat from new entrants and eventual collisions with traditional partners:

1. Deliver experiences, not just content.

2. Leverage virtual worlds.

3. Innovate business models.

4. Invest in interactive, measurable advertising services and platforms.

5. Redefine partnerships, while mitigating fallout.

6. Shift investment from traditional business to new models.

7. Create a flexible business design.

1. Deliver experiences, not just content

Building a new-world experience will likely require new content, a new way of consuming it,

and new tools to make the experience easy. The video game industry provides an illustration

of this evolution in content and format. Video game publishers have launched new content

experiences by moving beyond traditional licensing and console relationships to online

subscriptions (such as with the popular Sony Online Entertainment Everquest I and II

games), context-appropriate marketing and genre-specific product placement. As

experimentation in games has shown, engaging media experiences easily cross

channels, from one screen to another, and switch between ‘‘real life’’ and online play.

Clearly, the consumer’s media experience will also be influenced by a media company’s

relationships with partners, from retailers to distributors to back-end providers. So in addition

to working within an organization, fluidity for the user will hinge on a media company’s ability

to influence others for coordinated execution. Delivering convenient and seamless

experiences takes a Herculean effort – but the return on that effort could be highly

profitable, especially if the experiences can be mass customized.

2. Leverage virtual worlds

Another important expansion that media distributors should be thinking about is how best to

venture into the virtual world for brand and service extensions. Here, we’re not using ‘‘virtual

world’’ as slang for the Internet in general, or community sites like MySpace and FaceBook.

We literally are referring to digital virtual worlds where tech-savvy and fashion-forward

consumers can assume new personas and carry out everyday activities, such as shopping,

chatting with friends at a crowded restaurant or attending a ‘‘live’’ concert. Linden

Research’s Second Life, one of the most popular virtual world sites, now has over five million

‘‘We see four primary business models emerging – traditional

media, walled communities, content hyper-syndication and

new platform aggregation. ’’

VOL. 35 NO. 4 2007 jSTRATEGY & LEADERSHIPjPAGE 25

total ‘‘residents,’’ over 1 million of which were logged in regularly – with a median age of 36,

half of whom are women[8].

For their part, content owners can use virtual worlds for content, loyalty, character and

storyline extensions to entice those users that require advanced interactivity. Because virtual

worlds allow self-styled experiences, virtual world inhabitants control if, when and how they

interact with various brands.

3. Innovate business models

New kinds of media experiences necessitate new business models, as well as a revived

spirit of invention and faster way to test emerging ideas.

As companies enter emerging channels, they must be willing to cannibalize a bit of their

current business to grow a new one. (An example of this from the print media industry is

newspaper classifieds moving online.) Media incumbents must aggressively experiment

with the revenue model, the industry value chain and the enterprise model, including the use

of partnerships and acquisitions. This also involves rapid innovation in content windows and

their underlying economics (ad-subsidized, subscription, pay-per-use, licensing) – before

an outsider chips away at their traditional businesses. Some experiments are already

underway, such as the music industry’s digital single pre-CD release date, as well as near

real time television on demand from North American broadcasters like CBS, ABC or FOX to

international ones, from Alsat in Albania to Meridiano in Venezuela[9]. The revenue from

these new channels can be significant, as has been the case with recording artists, Green

Day, 50 Cent and Beyonce´ , who have all received the Recording Industry Association of

America Digital Gold Sales Award (for significant digital downloads in six digits)[10].

As they begin experimenting with new business models, media companies need to have a

specific set ofbusiness goals inmind – andastrategy forhowthey will accomplishthese goals.

For instance, as content owners move toward more ‘‘open’’ Internet-based strategies, they

must articulate what they specifically want to achieve – from brand extensions to incremental

revenue to user stickiness. They need to decide whether to proceed with open strategies

directly, or through licensing to a partner or via a consortium of competitors (See Exhibit 2).

Oncethe entry strategy is determined, next steps include deciding on the operating model (for

example, whether toownoroutsource the supply chain)andanorganizational design withnew

roles, skills and capabilities.

Similarly, as distributors identify new business opportunities, we suggest being explicit

about the goals, identifying optimal entry strategies as well as operating models and

Exhibit 2 Pros and cons of ‘‘open’’ content entry strategies: going direct versus through a digital portal or intermediary

PAGE 26 jSTRATEGY & LEADERSHIPjVOL. 35 NO. 4 2007

requisite organizational designs. For all initiatives, we recommend scenario-planning

exercises that test assumptions about possible cannibalization or additive affects of new

windows and channels. Along these same lines, media companies can learn valuable

insights about planned obsolescence and organized disruption from other industries such

as electronics and consumer products.

We also suggest using rapid pilot programs to test new business models and garner ‘‘real life’’

data on consumer interest, though the digital media is evolving so fast that in some cases the

skill to full scale projects may be crucial. Other considerations for accelerating the innovation

process include: sharing risk and investment with partners (or even competitors) and

establishing an incubation program office with dedicated funding and defined success

criteria.

4. Invest in interactive, measurable advertising services and platforms

Venturesome users are leaving traditional advertising outlets and giving more time, attention

and ‘‘impressions’’ to new media and information devices. Even with traditional channels,

increasingly popular services like DVRs and on demand viewing impact how, when and if

advertisements are viewed at all. In the next three to five years, we do not see traditional

channels, like television, sliding into cataclysmic decline. But, we do expect palpable

change nonetheless. For media companies to exploit, not succumb to, inexorable change,

new thinking and systems will be required. Media companies have an opportunity to lead the

industry in investment incubators, experiential consumer research and the development of

new metrics. This may also involve moving to behavioral measurements, and away from

impressions.

5. Redefine partnerships, while mitigating fallout

As content owners look to new, more open channels and media distributors seek out niche,

user and ‘‘prosumer’’[11] content, both groups will need to establish decision criteria for

evaluating new potential partners and acquisitions. They will also need to assess and

address chess moves made by others.

Evaluation criteria for partnerships and acquisitions will often include a target’s brand

alignment, customer reach, management talent, financial stability and proprietary

technologies, among other assets. For example, media distributors may be focused on

partnerships or acquisitions that offer quality long-tail content, user communities or regional

exclusivity rights for branded content. Content owners, conversely, may be interested in

those companies that offer enabling Internet technologies or recognizable online brands.

As the interests and strategies of traditional content owners and media distributors diverge,

it will be critical to assess and plan for the impact these actions have on existing partners. If,

for instance, a content owner makes previously exclusive content available across multiple

open channels, it needs to understand the short- and long-term effects on traditional

distributors. When distributors bring user-contributed content inside their walled gardens,

they should attempt to understand – and quantify – the cost to existing content providers in

terms of lost attention. (See Exhibit 3).

6. Shift investment from traditional business to new models

New growth initiatives will need to be funded from significant cost savings carved from

traditional business areas. It’s also quite likely that the products and services of new entrants

will increase pricing pressure, which, in turn, would reduce revenue in some corners of the

‘‘ Our research also found evidence of another developing

conflict that we call the media divide . . . It could pit partner

against partner in a struggle for growth. ’’

VOL. 35 NO. 4 2007 jSTRATEGY & LEADERSHIPjPAGE 27

business. Incumbents must find ways to substantially lower current costs to both fund

growth and maintain competitive advantage.

To do so, we recommend that companies conduct a full assessment to identify potential

areas for consolidation, scale efficiencies and even structural changes to the business. By

examining the business in terms of its fundamental components – or groups of like activities

– a company can more easily discern which areas of the business are ripe for outsourcing or

converting into shared services.

It is important to set – and begin working toward – efficiency and effectiveness targets now,

before external factors force a company into a corner and elicit an ill-prepared reaction.

Companies must hold the management of traditional businesses accountable for freeing up

dollars for new investment. Companies should incorporate these new goals into their key

performance indicators and track progress systematically.

7. Create a flexible business design

As incumbents reinvent their businesses for the new media world, the watch word should be

flexibility. They need the ability to sense and respond rapidly. They must anticipate and move

quickly to stay in sync with consumer behavior shifts. This will involve tackling head-on the

issues of internal silos, vertical infrastructure and fragmented content exploitation

companywide.

Internal silos – and the inertia they cause – can be one of the biggest barriers to flexibility

and speed. In particular, media companies must examine their go-to-market capabilities

and purge them of any ingrained organizational conflicts. Incumbents will have to overcome

other substantial obstacles, such as legacy thinking, unaligned performance measurements

and insufficient resources. (See Exhibit 4).

To operate in the new world, media incumbents will have to ‘‘horizontalize’’ their business

silos. More specifically, they will need a sideways and complete view of their consumers that

spans content types and channels and a common customer relationship management

system. This will help media companies deliver an end-to-end experience for the consumer,

without timing, pricing or brand experience breakages or conflicts.

Exhibit 3 Redefine partnerships

PAGE 28 jSTRATEGY & LEADERSHIPjVOL. 35 NO. 4 2007

The current clash between traditional and new media is reaching a fevered pitch. Industry

incumbents are responding – but perhaps not quickly or completely enough. As a guide to

action, we offer a how-to checklist. (See Exhibit 5).

While they fight an escalating competitive battle on this front, traditional media companies

cannot ignore the possible division in their own ranks. Content owners and media

distributors need to develop individual strategies for turning conflict into opportunity and

growth as they navigate this emerging media divide.

Exhibit 4 Executives report a variety of impediments that are hampering new content and

distribution strategies

Exhibit 5 Ten strategies for companies struggling to cope with the turbulent new media

market

VOL. 35 NO. 4 2007 jSTRATEGY & LEADERSHIPjPAGE 29

Notes

1. ‘‘Social Networking Sites Continue to Attract Record Numbers as Myspace.Com Surpasses 50

Million U.S. Visitors in May.’’ comScore Networks press release. June 15, 2006; ‘‘Super Bowl

2nd-most watched show ever.’’ The Associated Press. February 7, 2006.

2. ‘‘Super Bowl 2nd-most watched show ever.’’ The Associated Press. February 7, 2006.

3. ‘‘YouTube serves up 100 million videos a day.’’ Reuters. July 16, 2006; Broadcasters Audience

Research Board, ‘‘Weekly Viewing Summary’’ for week of November 13, 2006; Nielsen Media, ‘‘Top

TV Ratings: Top Ten Broadcast TV Programs for the week of November 13, 2006 (Live þ SD).’’

4. Ibid.

5. Ibid.

6. IBM interview with Masaaki Maeda, NTT DoCoMo USA, Inc. Senior Vice President, Service &

Technology Division.

7. Yao, Deborah. ‘‘Comcast, Facebook to Launch Video Series.’’ The Associated Press. February 6,

2007.

8. ‘‘When *precisely* did we hit 1 million Residents?’’ The Official Blog of Linden Labs; Ondrejka, Cory.

‘‘Web 3.0.’’ Presentation at O’Reilly Emerging Technology (ETech) Conference, San Diego, CA,

March 7, 2006.

9. Steel, Emily. ‘‘A Guide to Watching Network TV Online.’’ The Wall Street Journal online, January 11,

2007.

10. Recording Industry Association of America, ‘‘Idiot Rules!’’ March 2, 2005; Recording Industry

Association of America, ‘‘50 Cent Cashes In.’’ May 3, 2005; Recording Industry Association of

America, ‘‘Goodbye, 2004. Hello, 2005!’’ December 21, 2004.

11. Toffler, Alvin. The Third Wave. Bantam Books. March 1980.

Corresponding author

Saul J. Berman is the Global Media & Entertainment Strategy Lead and worldwide Strategy &

Change Solutions Leader for IBM Global Business Services. ([e-mail]).

He has over 20 years consulting experience advising senior management of large corporate

organizations, as well as start-up companies, on a broad range of strategy, organizational

transformation and operations issues. His clients have included entertainment and

telecommunication companies, consumer goods manufacturers and retailers in the USA,

Japan, Europe and Australia.

Related publications

Please e-mail [e-mail] to request a copy of any of the following publications:

B The end of television as we know it: a future industry perspective.

B Media and entertainment 2010 – open on the inside, open on the outside: the open media

company of the future.

B Vying for attention: the future of competing in media and entertainment.

B Beyond access: raising the value of information in a cluttered environment.

B Expanding the innovation horizon: The Global CEO Study 2006.

B Profiting from convergence: defining growth paths for telecom service providers.

PAGE 30 jSTRATEGY & LEADERSHIPjVOL. 35 NO. 4 2007

To purchase reprints of this article please e-mail: [e-mail]

Or visit our web site for further details: www.emeraldinsight.com/reprints

Television viewing

66 YOUNG CONSUMERS Quarter 4 2004 © World Advertising Research Center 2004

TV VIEWING

THE IMPORTANCE OF children as

consumers is now acknowledged.

According to McNeal (1992), and

Schiffman and Kanuk (1997), in the US child

consumers are not simply a market of 37 million

potential young buyers. Globally, this market is

exceptional because they are considered to

influence three marketplaces. Firstly, young consumers

are a primary market, they have their

own money to spend on whatever they desire

and they may also be asked to do shopping for

the family. Secondly, they are a market influencer,

they can directly and indirectly influence

the shopping habits of others, including their

parents. Thirdly, they are a future market who

will themselves become consumers of all products

and services in years to come.

The unique market position of the young consumer

has meant that increasingly large budgets

are being committed by marketing departments

to reach and influence children. However, marketers

need to continually rethink their strategies

and assumptions, and make cost efficiency their

priority. This means that marketers need strategies

that target this young sector that are similar

to those used for adults. Stipp (1993) comments

on how different consumer groups have dissimilar

attitudes, interests and behaviour, and taking

these factors into account is likely to improve

marketing success. Needless to say, this premise

applies equally to children as to any other group.

Stipp (1993) further stated that, of the many

ways to target young people, television provides

the broadest and most frequent reach.

Although there has been a lot of discrepancy

about the accuracy of television ratings for

children, it still provides the useful data for

studying this audience.Television attracts large

audiences of young consumers and they

clearly do not only watch the programmes

specifically produced for them. It is expensive

to advertise on prime-time shows, yet more

advertisers are looking beyond children’s programmes

to reach target audiences of children

and parents.

McNeil and Ji (1999) determined that television

is the most important source of new

product information for children and this

importance increases significantly as they get

older (in comparison with other mass media –

radio, magazines, newspapers and outdoor ads).

They posited that through television advertising

children learn about new brands and products,

how to use the products and who uses them.

Children develop knowledge and opinions about

the products and show preferences. The children

may then buy advertised products

themselves or ask their parents to purchase for

them.

This study evaluates the importance of television

in influencing children’s consumer

behaviour.We considered the influence of children’s

gender, parental income and personality

traits on their television viewing habits, and the

relationship between television viewing and

children’s consumer socialisation.

Noor Hasmini Abd Ghani, University Utara, Malaysia, looks at the influence of

television on children’s development as consumers. She explains the results of a

study of Malaysian schoolchildren which considers gender, family income and

personality traits in relation to television viewing habits and consumer behaviour

Television viewing and

consumer behaviour

YOUNG CONSUMERS Quarter 4 2004 67

TV VIEWING

Literature review

According to Nik Rahimah et al (1994), children

become consumers through a socialisation

process. Socialisation, as defined by Zigler and

Child (1969, cited in Gunter & Furnham,

1998), is a process by which individuals learn to

participate effectively in the social environment.

According to Ward (1974, cited in Gunter and

Furnham, 1998), the adaptation of this definition

to socialisation as a consumer was proposed

in the mid 1970s, as a vehicle for the study of

consumer behaviour. Ward defined consumer

socialisation as the process by which young people

acquire skills, knowledge and attitudes

relevant to their functioning as consumers in a

marketplace.

The importance of mass media as a socialisation

agent has received much attention in

consumer socialisation research (Moore et al

2002, Nik Rahimah et al 1994,Ward 1972 and

Caron & Ward 1975). Moore et al (2002)

asserted that market researchers have shown

television viewing can play a significant role in

the formation of consumer behaviour in young

people. Nik Rahimah et al (1994) also highlighted

the fact the role of television in forming

children’s consumer behaviour is widely documented.

Ward (1972) explained the influence of

television in children’s consumer socialisation by

looking at children’s perceptions, judgment, and

understanding of television advertising. Ward

concluded that the older the child, the better the

child’s awareness of what advertising is and the

the greater understanding of the purpose of

advertising. Older children also tended to question

the credibility of the advertisements. In

Ward’s study with Caron (1975), he determined

the influence of television on children’s socialisation

by looking at their gift ideas. They

concluded that older children (ages 10 and

above) were more likely to cite television as the

source of gift ideas than friends.When considering

gender as a factor, no differences were

found.

In the study made by Nik Rahimah et al

(1994), they concluded that of three demographics

variables, age, gender and family

income, the most influential in explaining differences

in socialisation is the family income. The

result supported the findings made by Caron

and Ward (1975). They considered child’s age,

gender and social class as factors in consumer

socialisation. Social class was found to be the

most important variable in explaining a child’s

requested gift. In the survey, they concluded

that middle-class children (average family

income US$9,000) requested more gifts than

upper-class children (average family income

US$14,500). In addition, Goldberg (1990, cited

in Nik Rahimah et al 1994) found low-income

children tended to purchase a greater number of

children’s cereals as compared to upper-middle

income children.

The important of income variable also can be

found in explaining the amount of time children

spend watching television. Comstock et al

(1978, cited in Nik Rahimah et al 1994) found

that children with lower income watched more

television than middle or upper-middle income

children. The study by Nik Rahimah et al

(1994) concluded family income is a strong

predictor of the time children spend watching

television.These findings also determined a link

between family income and children’s favourite

television programmes. Children from families

with higher monthly household income tended

Consumer socialisation

has been defined as the

process by which young

people acquire skills,

knowledge and attitudes

relevant to their

functioning as consumers

in a marketplace

68 YOUNG CONSUMERS Quarter 4 2004

TV VIEWING

to like watching cartoons, but they were also

interested in other types of programmes such as

dramas and thrillers. They also found that both

boys and girls like to watch cartoons, but the

girls preferred to watch dramas and movies as

well, while the boys liked thrillers.

In addition to demographic factors, the

importance of a child’s personality in connection

with television viewing has been widely

documented. For example, Schramm et al

(1961) explained that compared to a group of

children with medium and low IQ, children

with high IQ tended to watch less television.

Also children who found it difficult to make

friends watched more television than children

with many friends. Hess and Goldman (1962)

explained that children who watched a lot of television

tended to be lonely, shy, unmotivated

and spoilt. Whereas children who watched little

television were found to be happier, more flexible

in their personalities and more physically

active. Coats and Feldman (1995) stated that

television is an influential model for children’s

expression of nonverbal behaviour and emotion,

such as happiness, sadness, anger, fear and

disgust. Even though television has long been

recognised as affecting children’s understanding

of their world, a growing body of research suggests

it also affects understanding of their

emotions (Coats & Feldman 1995).

In summary, it may be seen that television

plays an important role in children’s consumer

socialisation. To further research in this area

this study considers family income, gender,

personality and television viewing habits as

variables in the development of children’s consumer

socialisation.

Methodology

Procedure

The respondents of this study were 138 primary

school children aged 10 to 12 years from

three schools in Bandar Baru Bangi, Selangor,

Malaysia. Simple random sampling was used in

the survey and the structured questionnaire was

translated into Malay. Out of 138 questionnaires

distributed, 110 were returned complete and

usable.

Measurement

Consumer socialisation

The aspects of children’s consumer socialisation

included in this study are how much

television children watch, what they watch and

their purchasing behaviour.

Demographics

The children’s gender and family income are

considered as influences on their television

viewing and consumer socialisation. These

demographic factors have been documented as

a significant influence on the consumer socialisation

of Malaysian children (Ward & Caron

1975; Nik Rahimah et al 1994).

Personality

According to Mowen (1995), personality is

‘the distinctive patterns of behaviour, including

thoughts and emotions that characterise

each individual’s adaptation to the situations

of his or her life’. In previous literature ten

children’s personal characteristics have been

identified and may be measured using semantic

scales (Schramm et al 1961; Hess &

Goldmen 1962; Coats & Feldman; Mowen

1995). Following are details of the characteristics

measured:

Television is an influential

model for children’s

expression of nonverbal

behaviour and emotion,

such as happiness,

sadness, anger, fear

and disgust

YOUNG CONSUMERS Quarter 4 2004 69

TV VIEWING

■ C1 Aggressive



passive

■ C2 Studious



playful

■ C3 Rough




gentle

■ C4 Silent




chatty

■ C5 Alone




friendly

■ C6 Brave




cowardly

■ C7 Angry




sensitive

■ C8 Happy




pensive

■ C9 Self-reliant


dependent

■ C10 Competitive


tolerant

Limitations of the study

The study focuses exclusively on primary

school children in Bandar Baru Bangi in the

Selangor region, located in the western peninsula

of Malaysia. Hence the study represents

only part of the Selangor population.

Results

Sample characteristics

Table 1 show the demographic and socioeconomic

traits of the sample of children and their

parents. In the sample 18.2% were 10-yearolds,

36.4% were 11-year-olds and 44.5% were

12-year-olds. Most of the children came from

families of four children (30%) and a gross

household monthly income of RM2000

Child’s age

10 years 18.2

11 years 36.4

12 years 44.5

Gender

Male 40.9

Female 58.2

Number of children in family

1 0.9

2 3.6

3 14.5

4 30.0

5 20.0

6 12.7

7 9.1

8 or more 8.1

Adult assisting with questionnaire

Mother 59.1

Father 40.0

Sample: 138 children

Child’s position in family

Eldest 24.5

Second 20.9

Third 26.4

Fourth 17.3

Fifth 4.5

Sixth 2.7

Seventh or more 2.7

Parents’ education level

Primary school 7.3

Secondary school 36.4

Higher education 54.5

Parents’ profession

Executives 25.5

Professionals 18.2

Housewives 13.6

Clerks 10.0

Self-employed 8.2

Manual workers 9.1

Students 1.8

Monthly household income (gross)

RM2000 and above 70.0

Less than RM2000 26.4

Table 1 Sample characteristics (%)

TV VIEWING

(US$527) and above. Most children in the

sample were the third child in their family

(26.4%).

There were more girls than boys in the sample.

Most of the children were assisted in

completing the questionnaires by their mothers.

According to Warren (2002), female-dominant

samples are basically ordinary and it is appropriate

for mediation research because women are

more often primary caregivers.The level of education

of parents in the sample may be divided

into those with primary education only (7.3%),

those with secondary school education (36.4%)

and those with higher education (54.5%). Most

of the parents were executives (25.5%), professionals

(18.2%) and housewives (13.6%).

Demographic influences on socialisation

factors

As shown in Table 2, the family income is an

important factor in relation to the amount of

time

children

spent watching television each day. Analysis

showed that children from low income families

like to watch television between 8.30pm and

10.59pm. Children from high income families

tended to watch television between 5.00pm and

6.59pm and 8.30pm to 9.29pm. The amount of

time children spent watching television was not

influenced by gender. Boys and girls tended to

spend an equal amount of time each day watching

television.

In terms of the programmes the children

watched, gender and family income showed significant

effects. Of the two demographics

variables, gender constitutes a strong predictor

with p=0.00. The results showed boys were

interested in documentaries and girls preferred

programmes in a series.

Family income is the only demographic variable

to have a significant effect on children’s

purchase behaviour, as shown in Table 2. Family

income appeared to have a strong significant

70 YOUNG CONSUMERS Quarter 4 2004

Socialisation Gender Family income

factors

Chi-sq df p Chi-sq df p

Television viewing

from time/day 4.7 5 0.45 219.2 170 0.01

hours per day 1.8 3 0.62 95.0 102 0.67

hours per week 0.5 5 0.99 158.7 170 0.72

time of day viewing ends 0.3 3 0.95 113.4 102 0.21

Television programmes viewed

Programme category 8.5 4 0.07 95.3 136 1.00

Preferred type of programme 22.5 6 0.00 237.8 204 0.05

Purchasing behaviour

desire to own product seen on

television 3.4 4 0.49 154.3 136 0.13

frequency of request for product

seen on television programme 5.0 4 0.29 140.8 136 0.37

frequency of request for product

seen on television advertising 2.7 3 0.45 131.3 102 0.03

Level of significance p=0.05

Table 2 Chi square results – influence of demographic variables on consumer socialisation

YOUNG CONSUMERS Quarter 4 2004 71

TV VIEWING

effect in association with frequency of request to

purchase product seen on television advertising,

p=0.03. Gender did not exert a significance

influence on purchase behaviour.

The influence of personality on consumer

socialisation

Table 3 shows the relationship between the

children’s television viewing habits and their

personalities.The aggressive–passive (p=0.05)

and studious–playful (p=0.04) variables were

significant in relation to the amount of time

children spent watching television each day.

Children with more aggressive personalities

were more likely to watch television between

5pm and 6.59pm, and 8.30pm and 9.29pm, as

compared to children with passive tendencies

who mostly watched between 5pm and

6.59pm. Children who were keen on reading

preferred to watch between 5pm to 6.59pm

and 8.30pm to 9.29pm, whereas children with

playful characteristics preferred to watch

between 5.00pm and 6.59pm. Other personality

variables were not found to produce

significant effects in relation to time spent

watching television.

There was a relationship between number of

hours of television watched per week and

Socialisation Aggressive– Studious– Rough– Brave–

factors passive (C1) playful gentle(C3) cowardly (C6)

Chi-sq df p Chi-sq df p Chi-squ df p Chi-sq df p

Television viewing

from time/day 11.2 5 0.05 11.3 5 0.04 5.0 5 0.41 3.1 5 0.70

hours per day 2.0 3 0.58 0.86 3 0.84 1.7 3 0.64 1.2 3 0.76

hours per week 4.3 5 0.51 8.3 5 0.14 12.1 5 0.03 11.9 5 0.04

time of day viewing ends 2.1 3 0.55 0.05 3 1.00 4.1 3 0.24 2.7 3 0.44

Socialisation Aggressive– Rough– Competitive–

factors passive (C1) gentle(C3) tolerant (C10)

Chi-sq df p Chi-squ df p Chi-sq df p

Television programmes viewed

Programme category 1.9 4 0.75 3.1 4 0.54 4.0 4 0.40

Preferred type of programme 2.0 3 0.58 0.86 3 0.84 1.7 3 0.64

Socialisation Aggressive– Studious– Silent– Competitive–

factors passive (C1) playful chatty(C3) tolerant (C6)

Chi-sq df p Chi-sq df p Chi-squ df p Chi-sq df p

Purchasing behaviour

desire to own product seen on

television 3.4 4 0.50 7.6 4 0.04 1.5 4 0.82 10.3 4 0.04

frequency of request for product

seen on television programme 5.9 4 0.20 0.74 4 0.84 8.0 4 0.10 2.3 4 0.67

frequency of request for product

seen on television advertising 6.7 3 0.08 4.3 3 0.20 12.1 3 1.00 1.1 3 0.78

Level of significance p=0.1

Table 3 Chi square results – influence of personality traits on consumer socialisation

72 YOUNG CONSUMERS Quarter 4 2004

TV VIEWING

children with personality characteristics of

rough– gentle (p=0.03) and brave–cowardly

(p=0.04). Children with a ‘rough’ personality

watched between 16 to 25 hours of television

each week, compared to children with ‘gentle’

personalities who watched between 16 and 20

hours per week. Children with brave characteristics

watched 10 hours of television or less,

while children with cowardly characteristics

watched 16 to 20 hours per week.

The findings also showed that children with

studious–playful personality influences neared

a significant (p=0.14) relationship with the

number of hours of television watched per

week. The personality variables did not have a

significant association to the number of hours

watched per day and the time children stopped

watching television each day.

In terms of the programmes watched, children

with aggressive–passive and rough–gentle

personality traits were found to have significant

association with preferred programme types

and neared a significant effect for children with

competitive–tolerant personality traits

(p=0.15). The result showed that aggressive

and tolerant children preferred documentaries,

whereas for passive and competitive children

liked programmes running a series. There were

no other significant effects found for preferred

types of programme and personality.

The influence of personality on children’s

purchase behaviour is significant for four types

of personality as shown in Table 3. The studious–

playful and competitive–tolerant

personality traits were found to have significant

relationship with intention to own a product

seen on television, p=0.10 and p=0.04 respectively.

There was a significant relationship

between those with silent–chatty personality

traits and frequency of requests to purchase a

product seen on television (p=0.10). Children

with aggressive–passive traits were also found

to have a significant association (p=0.08) with

frequency of requests for a product seen on television.

Other personality variables were not

found to have significant effects on purchasing

behaviour.

Discussion and conclusion

The influence of television on children’s consumer

socialisation was examined in this study

by looking at the influence of demographic

variables and personality traits on television

viewing and purchase behaviour. Of the two

demographic variables, the most influential in

explaining differences in socialisation was the

child’s family income.

The statistical results with family income

functioning as a predictor indicates significant

findings in association with the amount of time

spent per day watching television, the preferred

type of programme and the frequency of

requests to purchase a product seen on television.

This finding partially supports the survey

made by Nik Rahimah (1994) in the association

between family income and frequency of

request to buy products seen on television.

Gender is less influential in explaining the

socialisation pattern. But gender should not be

discounted in future research into children’s

consumer socialisation. Gender is an important

variable in explaining the children’s consumer

socialisation as it has a particular influence on

the type of programmes preferred by children.

Not all of the personality variables had significant

effects on children’s consumer

There was a significant

relationship between

those with silent–chatty

personality traits and

frequency of requests

to purchase a product

seen on television

YOUNG CONSUMERS Quarter 4 2004 73

TV VIEWING

socialisation. Overall, of the six variables that

did show a relationship with consumer socialisation,

the most influential was the

aggressive–passive personality trait. The statistical

results with aggressive–passive

personality functioning as a predictor indicate

significant findings in association with the

amount of time children spent watching television

per day, the preferred type of programme

and the frequency of requests to purchase a

product seen on television. The studious–playful

personality trait showed significant

findings in association with the amount of time

children spent per day watching television, the

intention to own a product seen on television

and neared significant with the number of

hours spent watching television each week. As

mentioned by McNeal & Ji (1999) television is

the most important type of media in identifying

a product a child would like to buy.

Other significant personality traits were

rough–gentle, brave–cowardly, silent–chatty,

and competitive–tolerant. These traits were

found to have significant effects with some of

the socialisation variables. Although the personality

variables alone–friendly, happy–pensive

and self-reliant-dependent were less influential

they should still be considered by marketers.

Children’s personality traits are an important

consideration when devising a marketing strategy.

Marketers should take these characteristics

into account when developing their advertising

and research how children with different personalities

will perceive their ads. Future

research into children’s consumer socialisation

should consider a larger sample and perhaps

include different countries. Further demographic

variables could include nationality and

parental marital status to identify other influences

on children’s consumer socialisation.

Another way to increase the value of the survey

would be to include details of parents’ restrictions

on television viewing, the level and

effectiveness of such restrictions are now a significant

consideration for television advertisers.

References

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Coats E.J. & Feldman, R.S. 1995. The role of

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psychology, 17(3): pp.327–341.

Gunter, B. & Furnham, A. 1998. Children as

consumers: a psychological analysis of the young

people’s market. UK: Routledge.

Hess, R.D. & Goldman, H. 1962. Parents’

view of the effect of television on their

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pp.411–426.

McNeal, J.U. 1992. Kids as consumers: a handbook

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McNeal, J.U. and Ji. M.F. 1999. Chinese children

as consumers: an analysis of their new product

information sources. Journal of Consumer

Marketing, 16, pp.1–18.

Moore, J.N et al 2002. Age and consumer

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sexual knowledge, attitudes, and behavior:

implications for social marketing initiatives

and public policy. Journal of Public Policy

& Marketing, 21 (1), Spring: pp.37–52.

Mowen, J.C. 1995. Consumer behavior. Fourth

edition. US: Prentice Hall.

Nik Rahimah, N.Y. et al 1994. Influence

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socialization. Malaysian Management

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Schiffman, L.G. and Kanuk, L.L. 1997.

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Noor Hasmini Abd Ghani is a lecturer of

marketing and Head of the Marketing Department

at Utara University Utara, Malaysia. Noor Hasmini’s

research interests are children’s consumer

socialisation, children’s attitudes, advertising

and promotions, consumer brand and relationship

marketing.

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