CHAPTER FOUR

DATA ANALYSIS AND INTERPRETATION

4.1 Introduction

This section of the study was dedicated to analysis, presentation and discussion of key findings

from the data generated from the field through interviews between the third week of July 2019

and the second week of September 2019. One-to-one and email interviews were conducted with

media managers in the Graphic Communications Group Limited and the Multimedia Group

Limited, including Channel Managers, Human Resource Managers, Marketing Mangers and

Editors of the stated convergent media organisations in Ghana. More so, views from media

practitioners and journalism and management lecturers were soughed equally through one-on-one

interviews. Initially, 14 individuals were targeted as the sample for data collection. However, nine

individuals were reached for the interviews from the two multimedia organisations, while two

experts were also reached, making the sample for the study, eleven individuals. Of the eleven

interviews, nine were used, comprising of eight were one-on-one, while one of the interviews was

conducted via email. Two interviews could not be used for analysis due to technical challenges

which were encountered in the process of data collection.

The analysis was done with respect to the stated objectives using themes. The themes were

derived from the research objectives and responses from the interviews, to respond to the research

questions, and ultimately, discuss the responses taking into consideration the goals of the study.

The main goal of the study was to unearth the challenges and opportunities convergence poses to

multimedia managers in Ghana, with emphasis on the Graphic Communications Group Limited

and the Multimedia Group Limited. In response to the stated objectives, the analysis touched on

the following themes: the differences between single and multimedia (convergent media); the

state of media convergence in Ghana; effects of convergence on communication and

cooperation among multimedia managers; and challenges and opportunities of convergence

1
to multimedia managers. This section of the study however began with an overview of the

two organisations, including their historical backgrounds, administrative structure and their

subsidiaries.

4.1.1 Background of the Graphic Communications Group Limited (GCGL)

The Graphic Communications Group Limited (GCGL) is a state-owned registered media

company in Ghana with dominance in the print media. The GCGL is the leading and largest

newspaper publishing and printing company in Ghana. It was established in 1950 in the then

Gold Coast by the Daily Mirror Group in the United Kingdom, as the West Africa Graphic

Limited by the Daily Mirror Group with Cecil King Jnr as the first head of the company. Its

flagship newspaper, the Daily Graphic, had its first publication on October 2, 1950, and

followed it up in 1953 with the weekly Sunday Mirror (now called The Mirror). The

company changed its name from West African Graphic Company Ltd to Ghana Graphic

Company Ltd when the country gained independence from Britain 1957. The Daily Graphic

commands the largest readership base in the country – an audience share of 36.25%

(2,290,000 readers) according to a 2017 assessment by GeoPoll, a mobile survey provider.

Through an Act of Parliament, the Government of Ghana acquired the company from its

private owners in 1962. In 1971, it became a statutory corporation through a legislative

instrument (the Graphic Corporation Instrument, 1971, LI 709), thereby making the company

to be known as Graphic Corporation. In 1999, the company took advantage of the Statutory

Corporations (Conversion to Companies) Act, 1993, Act 461, to change from a corporation to

an autonomous private limited liability company under the companies Code, 1963, Act 179.

As part of the change, the company renamed itself, becoming known as the Graphic

Communications Group Ltd and redefined its vision to become a multimedia organisation.

After becoming a limited liability, the company came up with four more publications: Junior

2
Graphic (2000), Graphic Advertiser (2004), Graphic Nsempa (2007) and Graphic Business

(2008). However, the company no longer publishes Graphic Advertiser and Graphic

Nsempa. In 1995 Graphic upgraded its printing machine, with the introduction of the web

offset colour machine (the Heidelberg Harris press). In 2011, the company again changed its

printing machine with the installation of the KBA Comet press. In addition, the company also

switched from the printing technology that required the use of films to one that requires no

film, which is technically called Computer-To-Plate (CTP). Aside the chain of newspapers

and online portals, news application, and online TV, the Graphic Communications Group Ltd

has another subsidiary company called the G-Pak (which is into commercial printing of

books, packaging materials and other printing products).

3
 Figure 4: Organogram of the GCGL

Source: Field data, August (2019)

BOARD OF DIRECTORS

MANAGING DIRECTOR

Executive Management

Director HR Editor (Daily Director News Marketing Finance Technical

Graphic) Director Director Director

Head of IT

UNIT HEADS/LINES
MANAGERS

HR Managers Editors Daily Graphic Technical IT

Editor Managers

Medical Doctor The Mirror Transport

Operations Graphic Sports Printing

Training Junior Graphic Safety, Health, Env’t and

Quality (SHE Q)
Estates Graphic Business
Procurement
Graphic Showbiz
Engeneering

UNITS

Senior staff Junior staff

Figure 1: Organogram of the GCGL

4
 The Graphic Communications
Group Limited (GCGL)

Print Media Digital Media Other

Daily Graphic Graphic NewsPlus (News

App) G-Pak (commercial
The Mirror
Graphic.com.gh printing of books,
Graphic Sports packaging
Junior Graphic Graphic online TV materials)
Graphic Business Social Media Graphic Courier
(Facebook/Twitter)
Graphic Showbiz

Figure 5: Subsidiaries of GCGL

Source: Field data, August (2019)

5
 4.1.2 Background of the Multimedia Group Limited

The Multimedia Group limited (MGL) is one of the largest and most influential independent

commercial media and Entertainment Company in Ghana. It was founded in 1995 by

Ghanaian entrepreneur, Mr. Kwasi Twum. The company was established with a clear vision

to create the most influential and credible media brand in Ghana. The commencement of

operations begun with one radio station, Joy 99.7 FM as the first private radio station licensed

in Ghana. Today, the company has grown from humble beginnings with 12 employees to

directly employing some 700 people across its 6 radio brands, 3 online assets and Ghana's

first free multi-channel television brand in over 20 years of operation. The Multimedia Group

has been a major spur for the growth in the advertising, creative arts and entertainment

industries, particularly the gospel music industry. In 2009 the MGL launched Multi TV (a

free to air multi choice TV channel) to provide multi-channel television and radio access to

areas which were formerly deprived of any media access.

Figure 6: Organogram of the Multimedia Group Limited (MGL)

Source: field data, September (2019)

BOARD OF
DIRECTORS

CHIEF EXECUTIVE
OFFICER

Chief Finance Chief Human Chief Marketing Managing Managing

Officer Resource Officer Officer Director (Radio) Director (TV)

Production Production Engineering Production Human Finance Sales

Director (Joy Director (Adom Resource
Cluster) Cluster)

6
Team
 Multimedia
Group Limited

Radio Television Digital Media Other

Joy FM Joy Prime Myjoyonline.com Multi TV

Adom FM Joy News (free to air
Multitvworld.co digital
Hitz FM Adom TV m channel)
Asempa FM Adomonline.com
Nhyira FM
Luv FM

Figure 7: Subsidiaries of MGL

Source: Field data, September (2019)

7
4.2 Single Media versus Multimedia Ownership

The literature reviewed in the second chapter of this study revealed a shift from single media

ownership to multimedia ownership in Ghana. Therefore, the study sought to know the

differences between single media and multimedia. Finding from the interviews conducted has

been presented in this sub-section of the study. It became apparent from the interviews conducted

that, there are differences between a single media and a multimedia (convergent media). One area

where dissimilarity was drawn between single media and multimedia was; governance and

structure. In the view of the participants, in comparison, single media ownership is simple and

easy to manage than multimedia (convergent media). The Chief Marketing Officer of the

Multimedia Group Limited (MGL) noted that, “In terms of governance, operating a single

media house is easier than running a multimedia business.” A senior editor with the MGL

also stated that, “It is easier to do one channel. Adding that, “You have more time and focus

to do the one channel so that your content will be more focused on the repetition of work by

staff, and allows for specialisation.”

In furtherance to the views expressed by the former participants, Channel Manager also with

the MGL said, for “single radio or single TV or single print, they are focused more on one

particular platform” and in terms of staffing, “single media has the advantage of recruitment

of specific talent for that specific platform.” However, in terms of strategy the participants

explained that, multimedia has more advantage than single media. In this respect, the Chief

Marketing Officer (CMO) of the MGL expressed that, in terms of strategy, its better and

gives a lot of opportunities while you are operating the multimedia platform than the single

media platform. Because, if you are operating one channel platform or one channel if it’s TV

or radio it’s just one business. The CMO of the MGL cited that, “if someone wants to do a

360 campaigns or TV, radio campaign, you need to get a TV and radio person. If the person

is doing an online campaign, you don't have any online platform, adding that, the advertising

8
budget will remain on your platform than to operate the single one.” In the view of the

deputy editor for the Daily Graphic, with regards to strategy, there is “no much difference as

the big picture is to make the business successful, but the implementation are tailored to meet

the specific needs of the segments of the convergence.”

In a multimedia organisation, there is the need for people with multi-skills and rely on heavy

numbers recruitment in order to get the best out of the staff. Compared to single media, the

cost for operating a multimedia is expensive. For instance, if you are procuring any device,

you are looking at something that can cater for (if you have three platforms) all three or

sometimes buy three single facilities.” The advantage of multimedia over single media was

underscored by John, who noted that, there is the safety where you can actually merge the

resources and so, if you have got two people through training, they will be able to produce

content that sits on all the platforms effectively.”

4.3 State of Media Convergence in Ghana

As observed in the introductory chapter of this study that, many organisations in Ghana have

converged; interviews conducted for this has affirmed that, many media houses in Ghana

which hitherto where operating just a single platform have moved to multimedia ownership

and management. Thus, media houses that used to own and operate, say, only a radio station

now, owns and operate other platforms. In the case of the two organisations for this study,

thus, the Graphic Communications Group Limited and the Multimedia Group Limited,

convergence has taken effect. With respect to the GCGL which started mainly as a print

media (producers/publishers of newspapers) the organisation, aside owing a fleet of

newspapers (Daily Graphic, the Mirror, Graphic Sports, Junior Graphic, Graphic Business

and Graphic Showbiz), the news organisation now operates different digital platforms

9
(Graphic NewsPlus-a news app and graphic.com.gh, an online news portal which as an

incorporated online TV for news bulletins). Not only that, the various brands under the

mother group equally have social media platforms, including Facebook, Twitter, and

Instagram, which are also used in the operations of the organisation.

In the case of the Multimedia Group Limited (MGL), which started solely as a radio station,

the firm now operates a number of radio stations (Joy FM, Adom FM, Hitz FM, Asempa FM,

Nhyira FM and Luv FM). The MGL also owns Joy Prime and Joy News, and Adom TV,

which are TV stations operating on its digital multi-choice, free to air TV platform (Multi

TV, which hosts the three channels of the MGL; Joy News, Joy Prime and Adom TV). In

addition to these, the media group also has online news platforms, myjoyonline.com, and

adomonline.com. More so, the media group equally has social media platforms (Facebook,

Twitter and Instagram) where news and other information are churned out to consumers. This

point was accentuated by an editor of the MGL who expressed that, “Now we are operating a

converged platform, so if you earlier thought that you were just for radio, we have to orient

you to think that, you are not just for radio, you are for TV, you are for online as well.” On

his part, Marketing Manager for the MGL said, “Currently, a lot of the people have

converged. All the big media houses have converged. If you go to TV3, the radio and TV

have converged. When you go to Despite, there is the presence of convergence, if you go to

Atinka, it’s a converged team.” A deputy editor with the Daily Graphic, adding to the state of

convergence in Ghana, stated that, “Just like the rapid development of the private electronic

media, convergence is also fast developing as almost every media organisation is taking

advantage of technology to have additional media units other than what they original set out

to do. For instance, Graphic now has a strong online presence, adding up to its dominance in

the print industry.”

10
4.3 Effects of Convergence on Multimedia Ownership and Management

Through the interviews conducted, two themes were developed in relation to the effects of

convergence on multimedia ownership and management. The areas which were identified for

discussion are: communication and cooperation between line managers and talent

management.

Communication and Cooperation among Line Managers in a Convergent Media

The participants’ underscored the essence of communication in a convergent media. It also

came to the fore that, as a result of convergence which is spearheaded by technology, new

media platforms are been incorporated in the communication process among various line

mangers and all staff within multimedia organisations in the country. It was noted that, aside

physical meetings (in-person meetings) on interval basis (be it weekly, bi-weekly or monthly)

and sending of emails, the use of new media platforms such as WhatsApp are been used to

communicate in convergent media organisations. The CMO of the MGL emphasised that,

“communication is very key, adding that, “communication is easier with convergence.” In

his words the CMO of the MGL said, “There are various platforms either by mails or

WhatsApp platforms so we communicate. Beside mails and WhatsApp platforms, we also

physically meet once a week, where every member of the team gives a detailed report, where

you are going, and what you expect to generate.” According to the deputy editor with the

Daily Graphic, “Communication is key, because it helps in efficiency and effective

management, it promotes better coordination and removes duplication and helps for effective

planning which will help in the good management of resources.”

On his part, Channel Manager at the MGL indicated that, “If you take communication for

granted, chances are that, you might lose out midway.” He went further to state that, for

example, you have got a radio event or program and you are seeking that, it be promoted

11
across the platforms. As a manager, you will be held responsible for both the capital

operations (revenue) and audience share. But if you fail to understand the requirement that

you will need from the TV side, you will only be doing a radio promotion and you will fail to

bring the TV audience also unto your platforms. “It is a holistic culture that you need

effective management and effective communication to do one promotion that will cut

across,” the MGL Channel Manager stressed. According to the editor for the MGL,

convergence allows some kind of seamless coordination between the editors of multiple

platforms. Making more emphasis on communication, the editor pointed out that, “we have

online editors, radio editors, TV editors and we have a common platform were we

communicate and we have common meeting sessions that we do. So, we know the stories that

this platform is doing various against what that platform is doing and we share research.”

The MGL editor furthered, “We have social media platforms for all the editors; so, we

discuss our stories there, we take management decisions for the various platforms although

we are managing different platforms, but we take the decisions together and we work

together and even trickles down to our reporters.” On the essence of communication and

cooperation in a multimedia organisation, media practitioner and management lecturer said

this, “The reality is that, you go to say, multimedia, and you see that the same guy who is an

anchor on TV, sometime the person is on radio. Meanwhile, the how the scripts are presented

on TV and radio are completely different; it means cooperation is actually 1000% is what is

needed there.” He added that, in the past when you are working in a typical newsroom, say a

press house, you only knew how to do editing and writing stories for the press. Now, those

media houses are doing digital, video or TV broadcast, because they must be online.

Therefore, somebody will be in the online team but the person is also a reporter for the press.

“So, cooperation is very key”, the media practitioner and management lecturer at the Ghana

12
Institute of Journalism (GIJ) indicated. Stressing on the need for cooperation in a multimedia

organisation, senior editor with the MGL mentioned that, “Media work generally requires a

lot of cooperation; where there are silos among transport people, silos among content

providers of other programs, silos among news providers and other, it creates problem. But

where more so, it is multi-channel, where you have say, social media, online, television or

several television channels as in the case is in this Multimedia Group Limited owned by

Kwasi Twum and similar others in Accra and other parts of the country, cooperation is very

important.” A careful analysis of the above implies that, as a result of convergence, managers

of multimedia organisations are using new media forms to communicate among themselves

as well as staff in such organisations.

It can be mentioned that, with new technology, communications among managers and other

staff has been enhanced, with social networking site, WhatsApp, being the new platform

which managers often use in communicating. Whereas the relevance of communication in a

convergent media cannot be overemphasised, it is also important to note that, lack of

communication and cooperation among managers in multimedia organisations could have

dire consequences. Communication and cooperation among managers of multimedia

organisations was noted could collapse a multimedia organisation if not well managed.

Effects of Convergence on Talent (Staff) Management

From the interviews conducted, it was observed that, convergence has effects on talent

management in multimedia organisations. These effects were in two folds; positive and

negative. The advantage that convergence poses to multimedia managers in terms of talent or

staff management is multitasking and realisation of potentials, which hitherto would be

hidden. This result is a confirmation of an earlier work by Siapera & Veglis (2012), which

was analysed in the second chapter of this study. Siapera & Veglis (2012) noted that,

13
“Journalists who are used to carrying out a single task - writing, photography, design, and

research for a single publication are becoming a relic of the past. Current news businesses

are looking for journalists who are capable of taking on different types of work within the

editorial department, and who are versatile enough to work in different media either at

different times or at the same time.” To this end, Chief Human Resource Officer for the MGL

also said, “Convergence has helped us to tap into sometimes unknown potentials. Some

people in their mind, they are radio talents, some people in their mind are TV talents but with

the convergence, it has enabled us to tap into the potentials of some key members who are

now TV stars but in their mind, all they wanted is their voice to be aired. So, we are now

getting even more from that person that you would originally have achieved if we had

focused only on let’s say, radio, so it has given us the opportunity to see the real potential of

people and enhance it.”

He stressed that, “some may come in as radio (persons) and you will realise that, this is a TV

potential, and because we have a converged platform, we push him to the other side. Some

people to have come out of their original shelves, there is more to me than I had originally

thought and they push it, and people are becoming better.” So, what happens is, instead of

getting a typical radio person, we are either training or looking out for somebody with multi-

skills. You end up getting one person being able to sit on these three different platforms, and

of course, you pay less, because then you are not recruiting three people you are recruiting

only one person. And again, you also see competiveness in the atmosphere because; then, the

person wouldn’t want to let the business down.” It pushes the lazy people out as they may be

required to do more than they may be willing to do, it enhances efficiency as people involved

may be keen to learn more and add on to their roles. For instance, currently, many journalists

14
with Graphic are not only restricted to print media, but are also trained to post stories for the

organisation’s online portal,” the deputy editor for the Daily Graphic stated.

Speaking on the downside of convergence on talent management in a convergent media

organisation, media practitioner and management lecturer stated that, “The office is not

necessarily a classroom, you are supposed to work to increase productivity, so when the

person is just one-sided, the person must be all round with multi-skills, multi-talent to be able

to fit in, and it is difficult.” The senior editor for the MGL also stated that, with convergence,

“The job is tasking. Thus, “it requires a lot of skills, a lot of time and pace.” Owing to this, he

mentioned that, “even the personnel, you have to get very high quality personnel or

otherwise, you have to train them on the job.” The data above has heightened that, in a

multimedia organisation, convergence present to managers, an opportunity to tap into

unknown potentials of staff, ensures competition among workers, and also makes managers

and staff multitask. However, the other side of the coin of convergence on talent in

multimedia organisations is that, it becomes difficult for multimedia managers if a worker is

only good at one aspect of the media.

4.4 Opportunities of Convergence to Multimedia Managers

One of the major goals of this study was to identify the opportunities that convergence poses

to multimedia managers. Following the transcriptions, and generations of themes, the

opportunities which were; synergy among managers and staff, growth in revenue and cost

management, reduction of cannibalization, increased audience share/consumer reach, and

creativity and versatility among staff.

15
Convergence ensures Synergy

From the perspectives of the participants, a merit of convergence is that, it allows for

synergy. Thus, convergence provides a platform were people, leverage on the strength of

each other to achieve a common goal. It also ensures team work and economises staff. The

Chief Human Resource Officer of the MGL mentioned that, as a result of convergence,

“we’ve brought all like-minded roles together and then put leadership, so that, somebody can

work on TV and also work on radio and you can get a lot out of that person than going to

employ a different person to come and play the same role.” Again, as a result of

convergence, in a situation where there were different managers for different aspects of the

firm, there has been a shift, where, now there is one leadership. The Chief HR Officer for the

MGL noted owning to convergence a prevailing situation where there were different

managers for the various Akan brands and English brands has now changed to have a unified

management. The Chief HR officer of the MGL explained that, “we clearly can identify that,

when it comes to news we can put all the Akan platform news related items under one

leadership and then we can put all the English related under one leadership.” The Chief HR

Officer of the Multimedia Group, painted this vivid picture: In the former scenario (where

the media organisations were standalones), “you might have a news team in Joy FM, a news

team in Joy News (television), a news team in Joy Prime (television), a news team in Hitz FM

(Radio) and then there is an assignment, and all the four or five will go and converge there

producing for the same family.” But in a converged scenario it is different, as it takes

opportunity of the synergy that comes with having a converged media. So in such a situation

where people have to go on assignment for a converged media, the Chief HR Officer stated

that, “This one, we are sending one person, when you return, you generate content suitable

for the different identities, because you cannot present the news in the same way on all the

platforms. There should be a different slant because of the audience today. So how do you

16
play that? News is news but I can only put some variety in it along the line so we separate the

news. Okay, let’s have one manager to manage but Akan news somehow behaves differently

from the English way of presenting news. So, Adom FM, Nhyira FM, Asempa FM Adom TV,

let’s put all their news and probably current affairs under one leadership, and let them

generate share based on the budget. In addition, convergence also allows for sharing of staff,

content and transport system. Speaking to this issue, the editor for the MGL, stated that, “our

reporters don’t work for one platform; because of convergence they work for all the

platforms. If you work for Adom, and your story is necessary for Joy, the same person will

deliver on Joy, the same person will deliver on Adom, the same person can deliver on online

and that’s really helpful.”

Editor for Graphic Sports underscored that, with a well-trained and well tooled staff, a

convergent media is able to provide content for the various platforms which operates under

the mother body. To him, “Convergence also means that, you got to train your people to be

multimedia journalists so that, when I will ask you to go to the field, you will be able to do

audio, visual. With the “right orientation, they give you better result,” he added. As found

from the views expressed by the interviewees, convergence presents a huge opportunity for

multimedia managers to manage a fleet of individual media organisations, which results in

the creation and sharing of content on diverse platforms. This is in tandem with a study by

Arsenault and Castells (2008) titled: The Structure and Dynamics of Global Multi-Media

Business Networks, which found that, “The largest media organizations now not only own

more properties than ever before, but the content that these companies create is delivered via

an increasing number and variety of platforms, many of which they also own.” According to

the media practitioner and management lecturer, if the person is multi-talented, multi-skilled,

it makes it easier to share the knowledge or to even share stories, share ideas on the platform,

17
so that, you write a news release and the reporter is supposed to send it out to members of the

public, the same content will be for TV, radio, press, online and social media, it makes it so

easy. In the newsroom they expect that if the guy there knows producing for online, TV,

radio, and press, it cuts down the delivery time. In that way, “They can break the news very

fast. Now you are seeing it in Graphic, when something happens almost instantly they give

you a two paragraph and say more to come soon, they bring you the short video and tell you

that more to come soon. The next morning, then you finds it in the newspaper and in a few

hours, you have the full story online,” the media practitioner and management lecturer noted.

This conclusion is concurrent with literature reviewed which indicated that, “Convergence in

journalism is a multidimensional process that, facilitated by the widespread implementation

of digital communication technologies, affects the technological, business, professional, and

editorial aspects of the media, fostering the integration of tools, spaces, working methods,

and languages that were previously separate, in such a way that journalists can write

contents to be distributed via multiple platforms, using the language that is appropriate in

each medium,” Siapera & Veglis (2012). On the issue of synergy in multimedia

organisations, the finding from this study is confirmed by Jenkins (2006) in Arsenault and

Castells (2008), who noted that, “the convergence of culture and the divergence of platforms

create new opportunities for media corporations because content that succeeds on one

platform can be repackaged across others.” For Arsenault and Castells (2009), “The ability to

successfully leverage economies of scale, diversity of platforms, and customization of

content in service of sustainable corporate expansion is determined by economies of

synergy.” Avilés et al (2008) statement which was found in the literature review for this

study, that, “Digital systems allow journalists to share data files (audio, video and text) in

order to elaborate content for the various platforms, with increasing versatility,” is a further

18
affirmation of the outcome of this study on the effects of convergence, regarding synergy in

multimedia organisations.

Growth in revenue and Cost Management

A major merit of the convergence, from the view point of the participants for this study was

with regards to revenue. The participants noted that, in terms of revenue, converged media

gives merits to managers, in the sense that, it provides multiple sources or streams of

revenues for the organisation. Alluding to this, the editor for the MGL mentioned that,

convergence has “given us different revenue sources; because, previously those who were

consuming media were just consuming it through the traditional channels of TV and Radio

and that was where our revenues was coming from. And so, when advertisers no longer want

to advertise on TV and radio, you are handicapped. But now we have the opportunity to

explore and we are actually getting adverts from online. People are advertising from our

social media pages, people are advertising on our website, people are advertising on our live

stream and that is another revenue source to us.”

On his part, the Chief Marketing Officer of the MGL expressed that, “if the two sides

converge, for me, the advantage is that, you then have a focused sales team: a marketing

team that will be able to sell across all platforms or across all brands. The Chief Marketing

Officer also noted that, with convergence, “we have dedicated persons working on a

portfolio of clients, and the person grows that revenue.” While bemoaning that convergence

tends to over concentration of the media in few hands, which then diminishes diversity,

media practitioner and journalism lecturer at the Ghana Institute of Journalism noted that,

ultimately, multimedia managers makes more revenue. He stated, “The moment you leave the

media in the hands of very few people, you can’t talk about diversity, because there wouldn’t

be diversity of ideas, you may not have different voices. He cited an example that, if we have

19
maybe Kwasi Twum, Despite, Duffour and Amartefio, let’s assume that these are the four

people who own the media in this country, everything will be concentrated in their hands.

Don’t let us also forget that, these people their interest is to make money. He furthers that,

with convergence, “at the end of the day, they (media mangers) are making money and they

become so powerful.” In the view of editor for Graphic Sports, convergence “has provided

new revenue streams” to multimedia managers.” He explained that, “our online, sometimes

provide live coverage. For instance, during the AFCON we were streaming live on our

Facebook page and we have such a large following, of course, the bigger you are the more

money, it’s all about AdSense. So, it provides new opportunities and new revenue streams,”

he stressed.

The finding from this study that, convergence increases the revenue of multimedia

organisations is corroborated by another study by Arsenault and Castells (2009) who

identified that; “Media organizations can maximize their advertising revenue through

expanding their potential audiences by moving content across delivery platforms.” Adding

that, “Media organizations control a broader number of platforms with which to deliver

audiences to advertisers; but the process of targeting, distributing, and controlling messaging

is simultaneously becoming more complicated.” Again, Cottle, (1999) cited by Saltzis &

Dickinson, 2008, noted that, convergence and as such multiskilling in newsrooms “is a

management led economic decisions aimed at cost reduction efficiency improvements”.

It Reduces Cannibalization

One other opportunity that was identified convergence poses to multimedia managers is that,

it reduces cannibalization. Thus, convergence limits the tendency of individuals in the same

organisation going to one customer to transact the business by overtaking the other, a

phenomenon which reduces the volume of sales and eventually affects revenue. The deputy

20
editor for the Daily Graphic hinting on the issue of cannibalization mentioned that, “The

same resources can be used to feed the various units under the convergence thus the decrease

or reduction of volumes; in this case, patronage is made up with the other units.” The CMO

of the MGL, speaking on the issue of cannibalization said, convergence “reduces the number

of people a client interfaces. When it’s converged, everybody knows what everybody is

doing. Nobody will go and undercut each other. Which ultimately result in revenue increase,

because, there is a dedicated team, management also is easier and nobody hides anything

from anybody.”

Increased Audience Share/Consumer reach

Editor for the MGL: the joy is in the fact that, it has increased our audience share. Because,

previously we were doing audience for one air, but now we are attracting audiences from

different places; we are attracting audience from online, audience from TV and radio. Media

practitioner and management lecturer: they are simultaneously casting the news. The same

news, the same time, it’s on radio and their affiliate stations even outside of Accra and

beyond, they are on the internet at the same time broadcasting on Facebook. Media

practitioner and management lecturer explained that, with convergence, your platform now

becomes attractive. Thus, when you are able to integrate social or new media forms unto your

platform, it gives you a huge leverage over the others who are standing alone. He gave an

example that, Joy FM simulcast; which implies that, they simultaneously cast the news. The

same news, the same time, it’s on radio and their affiliate stations even outside of Accra and

beyond, they are on the internet at the same time broadcasting on Facebook, which

eventually increases audience share. Furthermore, convergence to media managers is a huge

advantage, in the sense that, “recently our NCA put out a news item or their latest data on

mobile phone subscription in Ghana: 41 million mobile phone subscribers. Of course, it

means that, people are using multiple sim; that is those who use it for calling. But if you

21
watch, more than 60% of those mobile phone users use android phones and the first time

many of them came in contact with the internet is through mobile phones not through the

PC). This means that, multimedia organisations are able to reach a large number of

audiences, even online once they deploy strategies that make them reach the consumers using

phones.

It leads to creativity and versatility among staff

It was underscored that, convergence has resulted in a lot of changes in the newsroom,

thereby, enhancing the capacity and creativity of workers. “This is because, as a result of a

converged platform or multimedia ownership, workers, including reporters and editors in the

newsroom, and managers are taken through to training in order to build their capacities, so

that they will be able to operate in a multimedia organisation,” the editor for the MGL

intimated. In the same vein, convergence makes the job of workers in a multimedia

organisation multifaceted. The GML editor explained that, “sometimes in translation, people

miss the fact, so as an editor you ought to know so that you can correct it when people miss

the fact, when people misreport, when people misrepresent, as an editor, you ought to know

so you can crosscheck and also correct them when they go wrong.” While, admitting to the

changes convergence has brought to the newsroom, the MGL editor also indicated that, “the

new things that traditional reporters in the newsroom were not used to like videoing, people

were not used to social media, now we have trained them use it, so, that has brought some

changes.” For example, “people who maybe could speak only Akan and can’t speak English,

we had to orient them to at least train themselves to speak a bit of English and a bit of Akan.

We had Joy FM reporters who could not speak Akan at all now, they are speaking Akan and

they are improving, because they operate with a multiple platform.” This ultimately increases

the creativity of the workers and makes them versatile. Furthermore, Correspondents become

innovative and versatile in their news gathering and content generation as they go out

22
knowing they have to provide content for the various units within the convergent media”,

deputy editor for the Daily Graphic stressed.

4.5 Challenges of Convergence to Multimedia Managers

Four issues were generated from the interviews conducted to be challenges that convergence

poses to managers. They are: fake news, expensive capital outlay, the tendency of less

productive and contradiction due to lack of cooperation.

Fake News

One vital demerit of convergence which came to the fore during the interviews conducted

was the issue of fake news (what is technically known as information disorder). Media

practitioner and management lecturer underscored that; the challenge in a multimedia

environment and in a converged media world is “fake news”. He explained that, convergence

is spearheaded by new technology and devices which make it possible for one to create and

share content within a twinkle of an eye. He said, “All manner of things can now come

because in the palm of somebody at Kliko number one, that takes the phone and Tweet

something, or send something via Facebook, Instagram, or twitter or Telegram and it is

seeing as news and it spreads very fast. Because, these new media forms are relatively cheap,

fast, sometimes real time, somebody decides to do live broadcast from your bank on

something which happening; it may be true or may not be true, so that is a challenge we

face.” Due to this, he stated that, “for example, somebody decides that with my phone I have

seen something and I have just decided on my own and recorded something on the phone and

send through WhatsApp without knowing the persons location.” He furthered, saying, “When

you analyse the content well, it is out of vendetta but somebody decided to send it and the

news is not authentic.” This, to him, poses a challenge to the corporate world. He noted that,

as a manger, when such things come, as an organisation, you have to respond to it. He added,

23
“sometimes you don’t respond but sometimes you have to respond and say that what I out

there is a malicious news item.” With convergence, the issue of fake news was identified to

affect the reputation of an organization. This was mentioned by the deputy editor for the

Daily Graphic who expressed that, fake news “could affect the integrity of the media

organization as there is a risk of all the other media units on the synergy likely to share one

fake news.” Accentuating the point raised by the media practitioner and management lecturer,

the editor for the MGL explained that, “Now people can determine what fake news is or not;

whether you have been reckless in your information delivery or not, people know, people

have means of crosschecking.” According to her, hitherto, “you could just say something and

get away with it. Now, because the same information is going online, is going on social

media, its going on TV, and also its going on radio, and because the knowledge of the

consumers of the information is higher, both viewers and listeners are such that you can’t

afford to go wrong,” which to her is a challenge. The concern of fake news in a convergent

media was accentuated by Lyons (2017), who noted that, “With the 24-hour news cycle, the

ease of sharing and spreading information via social media, and the increasing

democratization of publishing tools, journalists and media consumers alike face a growing

dilemma: fake news.” Furthermore, Saiz (2015), in his “impact of media convergence on

journalism” stated that, “Media convergence poses new challenges for legitimate journalism

when every person can be a ‘citizen journalist’ armed with just a smart phone.” While

reviewing Kovach & Rosenstiel’s (2010) “Blur: How to know what’s true in the age of

information overload,” Reed (2014) also stated, “Consumers of news now have access to

news and information virtually anywhere, anytime, and the quality of the sourcing of that

news most of the time is difficult, if not impossible, for the average person to assess.”

24
Less productivity and Undue Competition

A disadvantage that was identified from the interviews conducted was negative rivalry. The

interviewees highlighted that, with convergence, there is competition among subsidiaries

under one media organisation and competition among staff which has the tendency of

crippling the organisation. Explaining this phenomenon, Graphic Sports Editor mentioned

that, “there is internal competition. We all are competing for content. So, I have content,

exclusive, but I need to feed my online. What it means is that, I need to hold on with some of

the exclusivity, because, I want to grow the audience within that space. So, what it means is

that, some would have read, the other thing is that, I have my story I need to tell, but because

some of it if not all have been uploaded, it’s going to affect sales. So while, it provides

opportunity for new sources of revenue, sometimes there is the fear that, it can even

cannibalise the paper. These were the words of deputy editor for the Daily Graphic on the

issue of competition in a convergent media: “though there is synergy, each unit may want to

prove they are on top and doing better so it creates undue internal competition as reporters try

to keep information and chase stories for their exclusive by lines. If supervision and targets

are set, the competition becomes good though.

In the view of the participants for the study, convergence has the tendency of bringing about

contradiction among staff. Channel Manager with the MGL underlined this, noting that,

where there is lack of cooperation among staff, there is less productivity and contradiction in

the delivery of work. He said, “It is less productive, at times they contradict themselves. He

also mentioned that, If the cooperation is not there, one reporter has reported on a channel

that 15 people died in an accident, the same organisation another channel is reporting that 25

people are dead in the same accident, which is not common To give you a practical example,

here, in most instance a reporter goes to do a story for the English brands; Joy FM, Joy

25
Business, Joy Prime and does for the Akan brands as well; Asempa FM, Adom FM, Adom

TV, it is economical, it also gives similar brand. The views of the deputy editor for the Daily

Graphic coincided with that of the Channel Manager for the MGL. She specified that, “If

supervision is not so strong and no individual targets set, some people could take advantage

of the situation and leave the work for a few to do, as they know their tracks will always be

covered by others.”

A careful analysis of the data generated through interviews with Channel Managers, Human

Resource Managers, Marketing Mangers and Editors, and the media management lecturer pointed

to the fact that, convergence poses both challenges and opportunities to multimedia mangers. For

challenges, it goes beyond just the multimedia managers and the media organisations, as it affects

companies who do business with the media. This challenge is peculiarly in relation to fake news.

It came to the fore that, although convergence presents both advantages and disadvantages to

multimedia managers, the advantages far outweigh the disadvantages.

26
Arsenault, A. H. and Castells, M. (2008), The Structure and Dynamics of Global Multi-

Media Business Networks. International Journal of Communication.

Graphic Communications Group Limited (2014). Our History. Retrieved on 10/09/2019,

from: https://web.archive.org/web/20150317193111/http://corporate.graphic.com.gh/about-

us.html

Graphic Communications Group Limited (2014). Our History. Retrieved on 10/09/2019,

from: https://web.archive.org/web/20150317142910/http://corporate.graphic.com.gh/our-

brands.html

Lawson-Borders, G. (2006). Media Organizations and Convergence: Case Studies of Media

Convergence Pioneers. Lawrence Erlbaum Associates, Inc. Mahwah, New Jersey.

Lyons, S. (2017), Confronting the real problems of fake news and media backlash in the

digital age. John Hopkins University, USA. Retrieved on 02/10/2019, from:

https://hub.jhu.edu/2017/07/12/combat-fake-news-media-literacy/

Multimedia Group Limited (2019). Brief History. Retrieved on 10/09/2019, from:

https://multimediaghana.com/about.php

Saiz, L. (2015), Impact of media convergence on journalism. Retrieved on 02/10/2019 from:

Prezi Inc. https://prezi.com/v782g4m-izso/the-impact-of-media-convergence-on-journalism/

Reed, K. (2014), in Kovach, B. & Rosenstiel, T. (2010), Blur: How to know what’s true in

the age of information overload. New York, NY: Bloomsbury.

27