A CASE STUDY OF THE MARKETING STRATEGY OF A DAILY PUBLICATION

Abstract

The Daily Record was incorporated with the objective of publishing a daily newspaper which would enter into the English-language newspaper market. This market was dominated by the Times Group of newspapers which enjoyed a monopoly. The Record was well-founded, had strong shareholders and appeared likely to make a successful entry. This case describes the Record's marketing strategy, documenting the failure of its products. In part, the failure of the Record can be traced to changes in its marketing strategy. These changes reflected changes in the leadership of the Record. In its brief lifespan, the Record was led by three chief executives, each with his own approach to the market and each, despite his best efforts, contributing to the final demise of the product. The analysis of the case is based on a framework of questions derived from a literature review. focuses on:- 1. Strategy in relation to:- a) the Customer/Product (b) Competition (c) Resources (d) Hidden Factors 2. Superordinate Goals The study concludes with an attempt to define a market driven strategy which might have been effective if applied when the Daily Record was first incorporated.