| Sumario: | As audience attention and discovery behavior increasingly shift to a platform-based environment, traditional broadcasters are facing pressure to redesign their value creation and distribution methods. Taking Beijing Radio and Television Station (BRTV) and Qingdao Media Group (QMG) as examples, this study explores the practical role of content marketing as a strategy in the digital transformation of traditional broadcasting institutions. The study uses a qualitative case study approach. It draws on publicly available materials about organizational structure and platform operations, and analyzes them through a strategy-and-mechanism framework. Four recurring strategy clusters are identified: integrated "central kitchen" workflow, which can realize the reuse and adaptation of content; multi-platform account combinations that support audience segmentation; data-driven routines that incorporate performance signals into daily planning; and short videos that adjust the narrative style according to platform practice/ Social media innovation. The analysis also reveals three empowerment mechanisms: the internal coordination capacity created through organizational reorganization; the structural boundaries formed by the tension between business incentives and public communication responsibilities; and the external governance layer shaped by platform algorithms and traffic rules. Overall, the research results show that content marketing in traditional broadcasting reflects a limited institutional adaptation rather than a mere marketing upgrade, which has a clear impact on governance design, brand consistency and the use of indicators.
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