How do U.S. media corporations adapt to the Chinese Media industry? Specific problems and solutions in a magazine business model
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When an American media firm attempts to partner with a media organization in China, the U.S. company must adapt its business model because there is a cultural gap in media organizations, such as the differences in the management culture of the United States and China newsrooms. This study explores why the magazine market is a reliable and profitable way to open the door of China to foreign media firms. There are several cultural aspects a global media company should consider when they are planning a marketing strategy for China. Among these are the difference of management culture, the difference of the content culture and the difference of the relationship between journalists and their sources. All cultural issues may require separate solutions for any foreign media company planning to expand their business to China. This thesis explored the cultural issues media companies face in adapting to a Chinese environment through the perspective of Sociology of News and Cultural Proximity theories. This study bases its analysis by employing a secondary data analysis of the World Journalist study and an in-depth interview with a top media executive in China. The research demonstrates that it is essential to find a proper partner in China and allow for some independence for reader gratification. Both sides of the partnership need to learn how to keep mutual noninterference with each other in their workforce.