360º 24/7
Having captured a unique opportunity in the entertainment world, the pressure to recognize and capitalize on the latest craze is enormous for a brand like MTV. However when a brand grows to the behemoth status of MTV, where competition is basically non-existent, there is a danger of growing stale or becoming too cautious, leading to an environment where opportunities can be dismissed or missed altogether.
Undeniably an institution, MTV is viewed in over 342 million households in 140 countries, on 31 channels and in 17 languages. Consistent in its stronghold over those aged 13 to 24 – while touching the 12 to 17s most intimately – MTV is known worldwide as the leading youth broadcaster. As is evident by the addition of sibling channels MTV2, VH1 and VH1Classic, MTV is perpetually augmenting its already vast expanse of demographic reach.
But remaining on top means that MTV’s approach and usage to a medium like the World Wide Web becomes of colossal importance in augmenting and complementing the offline brand. After all the connection between youth entertainment and the Internet is an explosive match, and true to its nature, MTV continually strives to capitalize on the opportunities afforded by such a fortuitous union.
Initially MTV.com launched as a work in progress. "It is no secret that in 1996, the 'branding strategy' for online versions of traditional media brands was simply about having a presence there – almost as a way of covering the beachfront to keep the competition out," says Todd Cunningham, Senior Vice President of Brand Strategy & Planning at MTV.
"No newfangled brand names... no peculiar offerings... the excitement alone that was generated around having a new place to showcase one's brand/content was enough. MTV/MTV.com was no different." The site was later revamped after the acquisition of SonicNet.com and subsequent convergence of MTV.com and VH1.com to become a new and improved MTV.com, re-launched last summer with a new sensibility.
MTV.com’s greatest pull is that the MTV brand owns the market as the resource for popular music. Drawing on that, and positioning the interactive aspect as a veritable storehouse for information is the most complementary stance MTVi (the interactive division of MTV) can take.
Tying all the media together allows MTV to create a fully branded experience at all contact points with its audience. After all, MTV viewers lead a "360" lifestyle. "Our users have televisions, computers and stereos in their rooms, often all on at the same time," says Sarah Cohen, Vice President of Programming and Production of MTV.com.
With this in mind, the look and feel of the MTV.com site was created in-house and in sync with other forms of promotion and advertising (e.g., print, TV) as part of its new, fully integrated brand philosophy – MTV360.
Cohen elaborates, "With the development of the 360 strategy, MTV.com has become a brand in its own right. As our strategy evolved, we developed MTV.com as an original programming destination rather than only thinking of it as an extension of promotions or marketing. This is true online programming – the television medium cannot by nature provide it. MTV.com qualities like community, interactivity, and broad, deep music access are now part of users’ and viewers’ expectations of the MTV brand as a whole."
Integration and convergence are the key words of MTV360. Aimed at selling all three MTV platforms (television, radio and Internet) to the same advertisers, MTV360 was conceived as a way to drive MTV and MTV2 viewers to MTV.com and back around.
"Every page of MTV.com reflects the 360 philosophy," claims Cohen. "Each MTV platform provides original programming that expands content appearing on other screens and the meaning of the brand as a whole."
MTVi develops globally in tandem with the television network. Claiming the broadest international reach in the online music industry, the MTVi network of sites includes 22 targeted international destinations in major music markets throughout Europe, Asia and Latin America.
In 2001, MTVi launched 6 global initiatives – the most recent in France last July. That said, it seems MTVi has been triumphant in mapping out a flourishing online platform that translates well cross-culturally. Regardless of where they may live, teenagers watch MTV and subsequently demand its presence online.
Acknowledging the desires of this loyal fan base, MTV.com offers a comprehensive music news section that is updated daily and a targeted search mechanism that locates artist tour information quickly and easily. Also available are direct links to MTV shows and links to get broadband, enabling users to see the latest videos in their entirety and view exclusive concert webcasts. Rich in communal offerings, fans can build a membership profile, sign up to get an exclusive MTV newsletter and use the message boards to communicate with friends. A "What’s On Now" bug informs users of what’s on the channel at any given second. If the message boards aren’t fast enough, there is an MTV instant messenger option.
"We serve an audience notorious for being early adopters in almost every category they experience," says Cunningham. "So this part of the brand evolved as a way of staying true to what the brand of MTV promises – unique connections to music, unparalleled creativity and a place to connect with other people just like them."
As a nod to these findings, the TRL (Total Request Live) area is a robust section of content on MTV.com, which integrates with the television show on a daily basis. Considered one of MTV’s top convergence programs, the web audience can participate in TRL by voting online for favorite videos, which are featured on the TRL countdown that very day. A sense of participation is heightened with options for users to view a behind-the-scenes tour of the show, play with live webcams and perhaps be spotlighted as fan of the week. Fans are made to feel they are joining in on the Times Square action instead of sitting in their suburban bedrooms staring at a screen.
"Participation has real results, rewards and personal meaning, whether it’s affecting the next video to play on MTV2, hearing the kind of music you like whenever you want it, or finding another person who’s into what you’re into," says Cunningham.
Cohen adds, "Success lies in delivering a personal connection to shows, to music and to other people on top of what’s delivered on our other screens."
MTVi achieves that personal connection by offering a variety of options aimed at targeted demographics and psychographics. MTV.com contains Radio MTV, where listeners can tune into 46 stations from a variety of genres as well as MTV-branded channels like TRL Radio and MTV2 Radio. Its older sister, VH1 atWork Radio, aims toward the nine-to-fivers featuring VH1 artists and music news from VH1.com News, live chats, and message boards. Born of a venture with RioPort.com, Inc., a music application with a rights and e-commerce system, integrated e-commerce is offered on Radio MTV.com and VH1 atWork Radio. This initiative is particularly significant because it establishes Radio MTV as a leading internet radio station that offers streaming and downloadable music with the option to purchase it right then and there – an official, revenue-generating version of Napster.
With respect to MTV domains abroad, the look and feel of each international MTV site is developed and maintained autonomously. Unique content is synonymously branded with print, on-air, etc., for each culture and its initiatives. A look and feel is rolled out for each promotional campaign, comparable to practice in the states. Much of the content is similar across regions; MTV Europe has a "Dancefloor Mixer," chat capabilities, and is chockfull of up-to-the-minute streaming content. The initiatives in technology also differ slightly, reflecting the advanced technological trends; European viewers are invited to interact via PCs and mobile phones.
What do we have to look forward to this year? "MTV 360 and convergent programming tops our planning for 2002, with more integrated programming for major events like the Video Music Awards, for established series like Real World and for new series like The Osbournes," says Cunningham. "We also are developing a number of original multi-screen programming concepts. In addition, upgraded community features and other services are underway, including a major new message service and new approaches to commerce."
MTV has certainly come a long way since that maiden rocketship voyage. As the early underground appeal of MTV has long become mainstream, MTV continues to strive for the cutting edge of youth culture. " 'Staying true' may not sound revolutionary, but in a world where hype equaled success, MTV.com's sustaining brand strategy has been about providing depth, being current and a new sense of community," says Cunningham. "Transferring that relationship to advertisers most effectively is where the value lies." And a considerable value it is.
If MTV can continue the conversation with its audience by empowering them with today’s technology it will continue to dominate the market as a brand that rules. Cunningham says, "What I can tell you is the key is a consistent and frequent dialogue with our audience...requiring that and nothing short of it. Once there, then the magic begins."