Case Reference no. 312‐107‐1
This case Is about Vanguard, one of Nigeria’s most widely read newspapers. The case traces the origins of this organisation and follows it through the challenges and the turbulence faced by both the industry and the business in the ‘80s and the ‘90s.
Sam Amuka set up Vanguard in the early ‘80s, following his fallout with the late Olu Aboderin over how to run the Punch Newspapers (which they both co‐founded).
The case outlines Vanguard’s development and Its foray into the digital and online media space. A few months before the case was written, Vanguard’s website had just become the most visited website of Nigerian ownership. This was a groundbreaking feat and one that had never previously being attained by any media organisation in Nigeria.
There were several reasons for Vanguard’s success, including its clear focus on generating human-.‐interest stories, a disciplined approach to management, a focus on driving internal creativity, and its resolute resolve to be independent from government control and influence.
The case raises the dilemma of whether both the online and print versions of Vanguard can continue to be profitable in a web-driven media environment, or if the company will have to resort to a web only strategy.
Case Reference no. 312‐141‐1
The case is about NEXT, a Nigerian media organization that redefined the use of digital media channels for investigative journalism in the industry. The case follows the publisher from his humble beginnings in a village in south‐west Nigeria through his years in school and early life as a fiery ideological journalist in Nigeria.
Dele Olojede, the publisher of NEXT, had unceremoniously left Nigeria in 1987 following the assassination of his close friend and co‐founder of Newswatch magazine. His ideological bent made him easy prey for a similar fate.
He spent the next twenty years building a reputation as an international Investigative journalist of note. This culminated in his winning the Pulitzer Prize for International Reporting, the first African‐born winner of that prize.
Dele wanted to return home to practice his brand of journalism. He planned to introduce a revolutionary concept, where honesty and ethical reporting would form the basis for the organisation’s actions. The mission was to provide fair and unbiased news and informed opinion that served the public good. He wanted to build a business that was free from government influence.
From the very beginning of the organisation, however, the stage was set for confrontation with the government.
Uvie-.‐Emegbo, A. (2012). Digital Media at Capital FM Kenya (unpublished)
This case study is about Capital FM Kenya, a leading radio station that became a top three digital brand in Kenya within a three year period.
It follows the role played by Chris Kirubi, the chairman of the Capital FM Group. Having identified opportunities in the digital space, Mr Kirubi set about developing the business model, strategy, people, processes, policies and products required to exploit this new media. In several ways, Capital FM disrupted the media industry in Kenya and redefined the industry.
However with renewed competition, reducing marketing budgets, and regulatory challenges, Capital FM needed to sustain its leadership position.
What was Mr Kirubi to do?