BBG Strategy, 19 Mar 2012
, Bruce Sherman: "'One organization, many brands' is integral to the BBG’s new strategy, Impact through Innovation, and Integration. The ability to have multiple brands offers several advantages. The BBG’s major brand names are, of course, the Voice of America, Radio Free Europe/Radio Liberty, Radio Free Asia, Alhurra TV, Radio Sawa, Radio Martí and TV Martí. There are also various sub-brands such as Radio Azadi (RFE/RL) in Afghanistan and Deewa Radio (VOA) in the Afghanistan-Pakistan border region. Popular BBG programs — Parazit in Iran, OMG Meiyu in China, and Studio 7 in Zimbabwe — often acquire identities in their own right. Differential branding is beneficial. It lets us position our products for specific markets and target key audience segments (women, youth, etc.). It helps us stand out in cluttered media environments and deal with challenging political realities, including anti-Americanism. All this helps boost our reach and impact — a BBG priority."
How can USIB "stand out in cluttered media environments" when it is itself a cluttered media environment? For an example of the confusion caused by the "many brands," see the previous post. I argue for a single, unified, global USIB brand in "US International Broadcasting: Success Requires Independence and Consolidation".