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Diversity of Journalisms. Proceedings of ECREA/CICOM Conference, Pamplona, 4-5 July 2011 Mitchelstein, E.; Boczkowski, P.J. (2009). Between tradition and change. A review of recent research on online news production. Journalism 10(5), 562 -586. Paterson, C.; Domingo, D. (2008). Making Online News. New York: Peter Lang. Rebillard, F.; Smyrnaios, N. (2010). Les infomédiaires au cœur de la filière de l’information en ligne. Les cas de Google, Wikio et Paperblog. Réseaux 160 (2), 163- 194. Tétu, J.-F. (1995). L’espace public local et ses médiations. Hermes 17-18, 287-298. Schmitz Weiss, A.; Domingo, D. (2010). Innovation processes in online newsrooms as actor-networks and communities of practice. New Media & Society 12(7), 1156 - 1171. Shirky, C. (2009). Not an Upgrade-an Upheaval, Cato Unbound, July 13. http://www.cato-unbound.org/2009/07/13/clay-shirky/not-an-upgrade-an-upheaval/ Smyrnaios, N. ; Rebillard, F. (2009). L'actualité selon Google. L'emprise du principal moteur de recherche sur l'information en ligne. Communication et langages 160, 95- 109. Wardle, C.; Williams, A. (2010). Beyond user-generated content: a production study examining the ways in which UGC is used at the BBC. Media, Culture & Society 32(5), 781 -799. 358
Diversity of Journalisms. Proceedings of ECREA/CICOM Conference, Pamplona, 4-5 July 2011 Verlagsgruppe Passau, Orkla Media and Mecom – Different Business Strategies on Polish Press Market Adam Szynol University of Wroclaw, Poland Abstract After socio-political breakthrough in 1989 foreign companies entered Polish media market. Firstly, investors appeared in the press sector, later on in the electronic media. One of the first groups presented in Poland was Orkla Media. The Norwegians launched a brand new regional daily, which was a kind of exception in Orkla’s strategy. After subsequent failure they changed the pattern of business activity. From 1991 to 2006 Orkla bought a dozen or so of regional dailies and took over shares in a nationwide newspaper. During that period the Norwegians followed their well-known path to run the media business. When in 2006 Mecom bought out Orkla’s shares, a new era began. The British fund was mainly interested in making their assets more profitable. Some mergers were carried out. Consequently, many journalists had to be dismissed. Unlike the predecessors, Mecom eagerly diverted toward the Internet and it seems to be the most important direction of their strategy. The biggest shareholder of the regional press sector, however, is still Verlagsgruppe Passau (VGP). The German group appeared in 1993, in disguise of a Swiss company and next year took over eight regional dailies from Robert Hersant, a French newspaper tycoon. In due course, VGP bought out a couple of more regional titles and became the leader of this sector of the market. Although the Germans were competing against the Norwegians and the Brits, they showed a different style of managing their assets. Originally a family firm, they kept running the business very tightly and under the strict control of the owner. The author is trying to describe different patterns of business strategy in the press sector in Poland, examining each investor’s behavior and the results of their efforts. This can lead to conclusions about the past activities as well as to predictions about the future of the market. Keywords: regional dailies, Passauer, Orkla, Mecom, mergers, business strategies Introduction It was not until the year 1989 when Poland entered the path of democratic changes and the communism collapsed. During the Round Table Talks, between the 359
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