Media and Entertainment
Media and entertainment are in a state of disruption.
This is opening up a realm of never-before-seen opportunities.
ERPR collaborates with media and entertainment companies to prioritize stories and their sequences.
In today’s rapidly evolving marketplace, ERPR strives to deconstruct media and entertainment projects with our clients’ leadership teams. We work with them to determine which parts of the project and its life cycle are most compelling for media outlets. The traditional assumption that talent or teleplay is at the center of public relations may be far from the truth.
We find some of the most compelling stories develop from the technology platforms leveraged for distribution or the unprecedentedly complex partnership models. These are often the most appealing to the industry and audiences.
Media and entertainment extend beyond traditional boundaries and attracts interest from outlets covering a vast array of subjects, including technology, innovation, finance, advertising, privacy and security issues.
We work side-by-side with our media and entertainment clients to prioritize subject matter and its sequence. ERPR project scopes are relatively short in comparison to other media relations companies; most range between eight and twelve weeks. This enables us to work rapidly during pre-production, production and post-production stories built around especially interesting subjects targeted to specific outlets at a local and global scale.
The transformation is just beginning.
Digital disruption has affected the media and entertainment industry more than any other. These companies must reimagine their futures and examine how they do business, and talk about doing business. Movies that are in theaters today are in homes and streaming on phones tomorrow. Access is everywhere, all the time, requiring media companies to communicate in evolving markets to the consumers who live there.
Audiences and platforms are losing their distinct identities.
The distinction between print and digital, traditional networks and OTT, and tablets and TV is blurring. Premium content is what is most valuable, and the ability to deliver it in a way that the audience prefers and can afford is at the core of success.
Only a short time ago, media and entertainment could focus solely on messaging around story, place and time. Today, messaging must cover a gamut of topics, from privacy and security concerns to the platform and speed of delivery.
Another blurring line is the profile of the audience. The niche interests of consumers often take precedence over traditionally reliable demographics and psychographics. For example, if a viewer is fanatical about quilting or muscle car restoration, their gender and income matter less, and reaching them can become even more challenging.
Case Studies
