Branding strategies in television channels

Branding in TV Channels: An Analysis of CBS Network's Brand Strategy

CBS Television Network is considered one of the "Big Three "TV networks in the United States, primarily because of a significant portion of market that it has captured with its TV programming (Hindman and Wiegand, 2008:119). While it is primarily known for CBS Entertainment, CBS as a TV network has a lengthy portfolio, which attests that indeed, CBS is financially and operationally one of the leading networks in the country. It also owns the following entertainment / media houses, as officially listed in its website: News, Sports, TV Stations, TV Studios, Studios International, Home Entertainment, Films, Radio, Interactive, Simon & Schuster, and Consumer Products. (CBS.com, 2012). From this portfolio, it is evident that the network has managed to extend its brand to include other forms of media and entertainment, both as a programmatic and financial endeavor.

It is because of CBS' mastery of brand strategizing through brand extensions make the network an interesting case study on Network Branding. More than just being one of the major and profitable TV networks in the country, CBS is, at its core, the leader in TV programming -- specifically at primetime. Looking at its program line-up towards primetime, it houses winning programs that have been leaders for years in their respective genres. It has a combination of reality shows (Survivor, Amazing Race, Undercover Boss), forensic / medical drama and mystery (CSI, NCIS, Criminal Minds), and sitcoms (Mike & Molly, How I Met Your Mother, Two and a Half Men). In addition to this, CBS also shows reruns of "classic" TV programs such as Star Trek, the Brady Bunch, the Love Boat, and Twin Peaks, among many others.

Looking at the genre and types of personalities / characters depicted in its TV programs, CBS major demographic group are young adults and young professionals aged 18-32 years old. However, because of the "intellectual content" and wide variety of representations enclosed in its TV programs, this demographic age group could extend to include individuals in their 40s or 50s who enjoy watching reality shows and forensic drama shows. Indeed, the network's online shop illustrates its target demographic, wherein shirts and popular items featured more than once in its TV programs are showcased and are actually bestsellers (cbsstore.com, 2012).

CBS Consumer Products is another extension of the network's strong brand equity. While it has a wide spectrum of TV audience captured in its market share, it has remained focus on the young adult- student/professional group, primarily because this is the group that has a higher likelihood to not only patronize CBS TV programs, but also to support and buy product extensions of the CBS brand and its programs. CBS' conscious effort to develop consumer products for this particular demographic is a sound decision that strengthens the networks presence in the minds of the TV audience. In Chang and Chan-Olmsted's (2010) study of factors that influence the effectiveness of brand extension, they identified variables related to "consumer characteristics," specifically gender and income, are significant determinants of receptivity and support to brand extensions. The authors further found out that "males are more active than females in accepting…network brand extensions" (652-3). From the onset, one of CBS' successes in its branding strategy is that it was able to specifically identify its captive markets/audiences. Because of this successful identification, the network developed an effective programming and brand extension that specifically responds to the needs and/or wants of the target demographic(s).

As an entertainment and media company, CBS also made optimal use of the Internet as a platform wherein it can market and further increase Internet users' awareness of CBS as a brand and company of leading TV programs in the U.S. Its official company website has the following main features: Company Profile, Portfolio of Entertainment and Media Houses/Subcomponents, Investor Information (which includes Corporate Governance and Corporate Social Responsibility), News, Statement on Diversity, and Contact Information. Its Entertainment website, meanwhile, showcases interactive features such as an updated schedule of CBS shows per day, online video streaming of latest episodes of CBS programs, and an online shop showcasing the different CBS program-related consumer products (cbs.com, 2012).

This combination of interactive programming features, information about the company and its programming, and even the different links to different CBS sub-companies have an impact on the level of awareness and familiarity of the network's target demographic. Using the online platform, these features and information flow freely beyond the U.S. society and culture, and flows onto different "culture streams" as long as there is an Internet connection and linkage to the CBS websites. Therefore, CBS' online platform -- its online branding strategy -- also caters to non-U.S.-based audiences, which further widens CBS' market scope. In effect, if its branding strategies are effective, CBS could realize profitability beyond to what it has managed to achieve in the U.S. market.

"Internationalizing" the CBS brand is another strategy that the network has managed to capture and successfully enter. In the case of CBS, its clearly defined demographic became an asset that created a 'domino effect' in the network's branding initiatives. Because it has a clearly defined target market, it successfully targeted the group not only through the TV medium, but using the online platform as well (Hutchinson, 2007:106). And to further CBS' success in branding, it has become an international brand because of the international renown gained by its TV programs. Survivor and Amazing Race, for example, are reality shows that have become international names and franchises. Audiences from all over the world can view these programs featuring U.S.-based contestants, but also franchises featuring non-U.S.-based contestants, as in the case of Survivor: Philippines and Amazing Race Asia.

A review of recent articles on CBS' financial standing in the last quarter of 2011 showed that it has increased its net income from USD 317M of the previous quarter to USD 338M of the last quarter. Analysts reported that this increase in net income can be attributed to the network's aggressive growth in its syndication units, "new online streaming deals" and "international deals" (Stelter, 2011). The 'CBS formula,' apparently, is replication of good programming through syndication, launching these good programs via the online platform, and to optimize the online platform, create an international branding strategy as well, through deals with other local networks (mainly through cable TV networks). The financial analysis alone demonstrates the effectiveness of CBS' TV programming, brand extension programs, and simply, its overall brand strategy as an Entertainment Network and Business Corporation.

Another angle in this analysis of network branding is how CBS fares as a company on the overall, including its role in developing and supporting a responsible media. Through CBS Cares, its corporate social responsibility (CSR) program, CBS is able to increase its relevance to its target audiences. Through the CSR program, the network demonstrated support to prevalent health and social problems in the U.S., such as advocacy campaigns against prostate cancer, osteoporosis, autism, domestic violence, and environment, among many others. It has also shown strong partnership with other civic and non-government organizations such as the American Red Cross and Save the Children (cbs.com, 2012).