Vol. 9, Issue 9, Part B (2023)

The transformations that have affected radio, television, and the written press, turning them into new and connected multimedia media, are irreversible (Sonnac Nathalie, Gabszewics Jean, 2013 and Toussaint-Desmoulins Nadine, 2015). The transition is substantial and requires measuring its scope and consequences, particularly in terms of the specific challenges faced by media companies in general, and Moroccan ones in particular.

Although the media sector has undergone a technological mutation that has led to digitization processes in the press, radio, and television, the challenge is far from being overcome for all national brands, and competitiveness seems difficult to achieve. Indeed, the digital landscape questions companies' management practices, strategic management, and business models that need to be adopted. It is necessary to assess to what extent digital advancements can be integrated into the management of media companies in general, and Moroccan companies in particular.

Studying a few media outlets in the Moroccan media landscape, in comparison with foreign media, allows us to highlight the gap between the potential for development generated by technology and the lack of performance observed in the operations of national companies. Adopting a comprehensive and integrated digital business model (including appropriate human resources and logistics, and a complete transition to the digital paradigm) are all challenges that hinder the competitiveness of national companies in relation to international media.