The Emerging Media Business Models in Kenya in the Digital Era: The Case of Nation Media Group and Standard Group

Abstract

The rapid developments in the media industry, driven by technology, have dramatically reshaped the media business models. Various actors, ranging from individual content creators and curators, bloggers, to large-scale tech companies, have entered the media landscape, causing stiff competition for audiences and advertising revenues and resulting in declining financial performance. Consequently, many media companies face sustainability challenges with serious implications for public interest journalism. Faced with the disruptions, media companies have been compelled to adopt new business models to maintain their market share and survive and serve their normative roles. This study sought to evaluate the effect of the new media business models on journalistic practice regarding two media houses in Kenya, the Nation Media Group and Standard Group Limited.  It adopted political economy theory and used a multi-method approach and employed a case study design. Data was collected through in-depth interviews and document analysis, analysed thematically, and findings were presented in narrative form. The overall finding was that Kenya’s new media had adopted new business models such as reader revenue, native advertising, hosting events, strategic partnerships, and donations from philanthropies. Although these models have increased audience traffic and expanded revenue streams, challenges persist, requiring continued experimentation and innovation to ensure sustainability.