The orchestration of intangible resources in post-merger and acquisition: A case study of Trans7 in Indonesia

Figures & data

Table 1. National TV channels and group affiliations

TV Channels	Year of Establishment (First on Air)	Current Status (Merged or Still Independent)
TVRI	1962	Independent
1^st wave of privatization
RCTI	1987	MNC Group (acquired)
SCTV	1989	SCM Group (acquired)
TPI	1990	MNC Group (acquired)
ANTV	1993	VIVA News (acquired)
Indosiar	1995	SCM Group (acquired)
2^nd wave of privatization
Metro TV	2000	Media Group (independent)
Trans TV	2001	CT Corp (merged)
Trans 7 (previously TV7)	2001 (re-launched in 2006)	CT Corp (acquired)
TV One (previously Lativi)	2002 (re-launched in 2008)	VIVA News (acquired)
Global TV	2001	MNC Group (acquired)
Position of Informant	Number of Interview	Informant
Owner of CT Corporation (including Trans Media)	1	#1
Commissioner of TransMedia	1	#2
Commissioner of TransMedia (represented Kompas)
CEO of TransMedia	1	#3
Director of FRM & Corporate, TransMedia	1	#4
Head of Corporate Service HR & GS, Trans Media	1	#5
Head of Sales & Marketing, TransMedia	1	#6
Vice President Promotion, Trans Media	1	#7
Head of Production 1, TransTV	1	#8
Head of Production 2,—Trans7	1	#9
Head of Marketing & PR, TransMedia	1	#10
Account Receivable Managements—Trans Media	1	#11
Head of Production Division, Hitam Putih (a TV program in Trans7)	1	#12
Head of Programing Division, TransMedia	1	#13
Head of News & Editor, Trans Media	1	#14
Head of Creative & Executive, Hitam Putih	1	#15
News Reporter Team, Trans7	1	#16
Corporate Secretary	1	#17
Human Resources Staff, Trans7	1	#18

Figure 1. Market share based on group.

Figure 2. Data structure of intangible resource orchestration.

Figure 3. Relationship among intangible resource-orchestration.

Figure 4. The principles and stages of the intangible resource orchestration post-M&A.