Interview with Ellen Politi,
Vice President of Affiliate Relations, Telemundo Network
Can you explain your role
with Telemundo?
In my role I oversee all
Telemundo affiliate stations in the United States and make sure that they
maximize their branding and promotional efforts in accordance with their
station's affiliate agreements with Telemundo. I make sure that these
promotional efforts are in line with network on-air priorities and that
stations are spending their network cash allotments effectively.
We have been talking and reading about organizational
networks in class. Can you provide an overview of how network priorities are
communicated to stations?
I discuss network
promotional priorities every week via a conference call attended by the head
of Marketing, Consumer Marketing
and the president of Telemundo O&O (owned and operated) stations. We
discuss timelines, launch plans for new shows, network on-air priorities and
marketing opportunities. I then disseminate this information down to affiliate
marketing personnel at the station level and direct them to the Telemundo
Marketing Portal. Once logged into the portal, marketing directors can download
materials such as radio spots in both English and Spanish, they can request
off-air materials such as graphic design, posters, outdoor materials, as well
as on-air promotional materials for their respective markets.
Information on
programming and feed information can be found at a separate portal, the
Affiliate Partnership Tool (APT). From sports calendars and programming grids
to sales informational kits, important tools for station personnel can be found
at this portal.
In one of our readings this week, we have discussed 4
traits of organizational culture: Involvement, Consistency, Adaptability and
Mission. According to the article, one of the hypotheses states:
"Adaptability, or the capacity for internal change in response to external
conditions, is a cultural trait that will be positively related to
effectiveness" (Dension & Mishra, 1995). Can you relate Adaptability
as a trait belonging to Telemundo?
I can, actually, and
right now more than ever, I think the network is taking major steps to adapt to
external conditions. As you know, Telemundo Network's origins stem from Puerto
Rico, and as an organization we have been viewed as a television network with a
Caribbean flavor. But as demographic data can show, 1 out of every 10 people in
the United States is of Mexican descent. Right now, this demographic represents
about 80% of our core viewing audience. This means that our programming has to
reflect this data, too. More Mexican-related themes, actors and storylines have
been a priority for Telemundo. Production in Mexico has been increased.
And right at this
moment, we are working to rebrand Telemundo with a new logo and tagline that
will hopefully connect with this core audience while not eliminating Hispanics
that belong to another background. At the end of the day, I surely do hope that
our ability to adapt means we are effective!
In another reading for this week, we discuss
organizational culture and how it "is always a
collective phenomenon, but it can be connected to different collectives"
(Hofstede, 2006). What is Telemundo's culture?
That's a
good question, especially when talking about culture being connected to
different collectives. Since I am located in New York under the NBC Universal
flag (NOTE: Telemundo is owned by NBC Universal), our culture here is a little
different than how things work in Hialeah, Florida. Our collective in New York
is very business and results oriented. We have deadlines, especially when it
comes to promotional schedules and events surrounding key launches. In Hialeah,
all the creative stuff happens in the studios; sometimes they do not seem too
concerned with deadlines. It's a creative culture and maybe that always doesn't
translate to our schedules in New York. I hope that makes some sense.
It does, Ellen, and I know
you're very busy. Thanks for taking the time to answer my questions!
References
Denison, D.R. &
Mishra, A.K. (1995) Toward a theory of organizational culture and effectiveness.Organization
Science, 6, 204-223
Hofstede, G. (2006). Dimensionalizing
Cultures: The Hofstede Model in Context. Online Readings in Psychology and
Culture.
Phillip, interesting how you touched on the many different cultures that can affect an organization: local, national, departmental, etc. When an organization changes its logo and tagline, do you think the culture shifts as well? In addition, can an organization maintain its cultural identity while expanding into new markets?
ReplyDeleteHi Phillip,
ReplyDeleteI think it's interesting that you demonstrated strong and weak culture in one organization: NBC in NY being strong and more formal and profit oriented and how the more creative studio in Florida is a bit weak. Do you think that's always the case? Can a weaker culture firm, say something that's creative (off the top of my head I would guess Ben & Jerry's started and probably is weaker) than say NBC. I don't know if they are reasonable comparisons but I think it works for my question. Does it matter what the goal is? If the goal is to be profitable for profits sake, or can you work toward a goal that isn't primarily profit and be profitable? Sorensen would tell us no I think, but I think I would disagree.