Portfolio Semester 2 2025
Due Date: 27 October 2025
Detailed solutions, explanations, workings
and references.
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, INTRODUCTION
This portfolio explores key themes in media, culture, and society, focusing on how
strategic media management and representation shape public understanding. The
first section examines EcoTrend, a global fashion brand facing challenges in
sustainability and competitiveness, by analysing its internal and external
environments through a SWOT framework to support better strategic media
decisions. The second section addresses representation and identity, reflecting on
how South African media constructs and challenges racial, cultural, and gender
identities through advertising and social commentary. The third part investigates
media, violence, and society, analysing how the media frames acts of violence and
its influence on social behaviour, especially among young people. The final section
considers media and the environment, exploring how South African news platforms
report on issues like climate change and flooding. Each section encourages critical
thinking about media power, ethics, and responsibility in shaping an informed and
inclusive society.
2 STRATEGIC MEDIA MANAGEMENT
2.1.1 Differences between Internal and External Assessment
An internal assessment focuses on what happens inside EcoTrend as a media
organisation. It examines the company’s strengths and weaknesses such as
employee skills, leadership effectiveness, technology, financial health, and brand
reputation. For example, strong digital marketing skills or creative staff can be
internal strengths, while poor communication or outdated production equipment may
be weaknesses. This process helps EcoTrend understand its current capacity to
achieve its communication goals (Fourie, 2017).
An external assessment, in contrast, looks at factors outside the organisation that
may influence performance. It includes analysing the market, competitors, audience
behaviour, economic trends, and changes in media technology or regulations. For
instance, increased consumer demand for sustainable fashion and global digital
media growth present external opportunities, while rising competition from fast-
fashion brands and changing online algorithms can pose threats. Together, both
assessments give EcoTrend a complete picture of its operating environment.
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, 2.1.2 SWOT Analysis and Its Role for EcoTrend
A SWOT analysis is a strategic tool that helps EcoTrend evaluate its position by
examining internal and external factors that affect success. The four components are
strengths, weaknesses, opportunities, and threats.
Strengths are internal capabilities that give EcoTrend a competitive edge. For
example, the brand’s established reputation for eco-friendly fashion and its loyal
audience represent strong foundations. Skilled marketing staff and an existing digital
presence also count as strengths that can support a strong media strategy (Fourie,
2017).
Weaknesses are internal limitations that reduce efficiency or performance. These
could include limited advertising budgets, slow adaptation to new digital platforms, or
inconsistent branding across media channels. Recognising weaknesses allows
EcoTrend to improve its content strategies and restructure areas that are holding it
back.
Opportunities come from the external environment. For EcoTrend, increasing
consumer interest in sustainability, growth in online shopping, and social media
engagement offer major possibilities for expansion. The organisation could form
partnerships with influencers who promote ethical fashion or create content that
educates audiences about sustainable living.
Threats are external pressures that can harm the organisation. These include global
competition, shifting media algorithms, and changing consumer expectations. Fast-
fashion brands with strong digital marketing may threaten EcoTrend’s visibility and
market share.
By conducting a SWOT analysis, EcoTrend can identify where its strengths align
with external opportunities while addressing weaknesses and managing threats. This
approach ensures that the company’s media strategy remains relevant, sustainable,
and responsive to the fast-changing fashion and communication environment
(Fourie, 2017).
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