Alka Singh

Govind Patidar
Parinesh Marskole
Rekha Sargara
Shweta Jamwal
 The British Broadcasting
Corporation
One of Britain’s most important cultural
institutions
A dominant force in the Broadcasting
industry (News entertainment and information)
Tries to differentiate itself with a wide variety of
high quality programs (Teletubbies and
Castaway)
Government-owned
Service provided for a license fee
 The BBC World Service Trust
Using communications for development
Charity established by BBC in 1999 to use media and communications to reduce poverty
and promote human rights, thereby enabling people to build better lives.

Strong emphasis on research and impact evaluation

Reaches potential audiences of 175 million through BBC World Service and 85 million
through BBC World TV in 33 different languages. Greater scale through national and
local media partners

Working in 40 countries worldwide - Africa, Asia, Middle East, FSU and Europe

Access to skilled BBC staff, transferring broadcasting expertise globally in TV, Radio and
Online Production with development focus.

£17m income for 2006/7. DFID, EU, Dutch, Swiss, Norwegians, UN Agencies and
Foundations.
 BBC’s General Environment
The main strength is its growth potential and projection (TV,
Radio, Internet) and the strong position in the UK compared to
it’s competitors.

Social: One of the most important institutions in the UK

Technology: Holds a continuous commitment to improve their

technology and means of security (Increased use of fiber Optics,
and Digital systems)

Political: Deregulation in the telecommunication industry, and

presence of the government in decision-making

Economy: Unification of the European Union, strong presence in

the UK (basically no strong competitors)
The competitive environment
Number one provider in Radio and T.V.

Granada and Carlton Communications offer

competition, but do not represent a threat

In the world news market, CNN and BBC compete

intensely for market share

Strong local presence, less dominant globally

 BBC Import Programs
TELETUBBIES THE WEAKEST LINK

ABSOLUTELY FABULOUS
WHO WANTS TO BE A MILLIONAIRE
 Internal Analysis
Management: The BBC’s management has undergone changes
ranging from the Board of Governors to the Executive Committee.
Some of these changes include: Director-General: Greg Dyke
Chairman: Gavyn Davies

Marketing: About 30% of listeners, 7 million more than a year ago,

now access the BBC world service through the growing network of
nearly 2,000 local broadcasting station partners around the world.
The BBC’s website earned exceptional growth, with usage rising
92% to 75 million monthly page impressions by March 2002.

Finance/Accounting: From 2000 to 2001, the BBC improved its

efficiency and generated a positive net income in 2001. However, in
2002 the company incurred high operating expenses that were
greater than the revenues it generated.
 Conclusions About The
Internal Analysis (cont’d)
Operations and Management Guidelines: Projects have to adhere
to technological standards, such as analog and digital TV
transmittal, digital radio transmittal, and the matters of the law.

Research and Development: The BBC has introduced both new

television and radio services in order to enhance its digital
programs. (digital radio, phone/radio receivers, & handheld
computers).

Computer Information Systems: CIS is an important tool that helps

the BBC to become more productive, efficient, and competitive.
(BNCS)
 SWOT
Strengths, Weaknesses, Opportunities, & Threats

 S:  O:
1. Diversity of Mgmt Team 1. Deregulation of
2. Focused and strong telecommunication
objectives & goals industry
2. Government owned
 W:
 T:
1. Complexity of CIS
technology 1. Merging of competitors
2. Spending focus on 2. Lack of advertising
analog not digital
 Strategy Formulation
TOWS Matrix
This matrix uses BBC’s
strengths, weaknesses,
opportunities and threats to
show the different possible
strategies and solutions
These strategies then can be
implemented to help the
overall performance and
profitability of the
organization.
SPACE Matrix
The BBC falls in the IV
quadrant, which indicates that
the company should pursue a
Competitive strategy. The firm
should consider the following
alternative courses of action:
horizontal integration, market
penetration and product
development.
 Strategy Formulation
BCG Matrix
Radio: 52.6% market share,
47.4% growth rate; considered
a “STAR”
TV: 37.1% market share,
62.9% growth rate; rated as
“CASH COW”
BBC Online: “QUESTION
MARK” This is because it has
a very low market share, but
retains a high growth rate
percentage.
IE Matrix
UK: should pursue a hold and
maintain strategy including
market penetration and
product development
US/WORLD: harvest or divest
strategies should be
implemented. They will
probably never harvest or
divest the world portion
because this is used for
“political presence.”
Face to face training in Istanbul 2006
 Using iLearn

Interactive online journalism training…and all the

things that enable it, including:

Training expertise
Training material (including basic journalism, ethics, radio, TV,
online, health reporting, reporting conflict, environmental journalism)
A CMS (Content Management System) www.i-learn.co.uk/cms
Websites e.g. www.i-learn.co.uk
A discussion forum for trainees
Learning modules in iLearn
An interactive questionnaire
 Virtual Newsroom

– Draft Stories – Trainees Feedback

– News Ideas – Trainers Feedback

– Public Feedback – Publication

 Moving up the ladder

Editors

Contributors

Trainees

Registered Users

General Users
The project after seven months…
500,000 visits on the website

275,000 unique visitors

1,500,000 page impressions (not including visitors on BBC

Persian website)

30,000 average visits of Zigzag articles on BBC Persian website

2000 registered users

2650 posts in discussion forums

 Alternative Strategies
Market Development

Partnership Strategy

Product Development

Backward Integration/Concentric Diversification

 Alternative Strategy
Market Development

Expansion of digital radio in Africa and Asia

Take advantage of the high-growth rate of radio
to increase customers
Increase profits
Disadvantage:
 Limited access to digital radio (cultural, infrastructural,
and economical factors)
 Alternative Strategy
Partnership Strategy/Market Development

Joint Venture with Yahoo

Increase awareness of BBC’s current
products/services in new geographic areas
Expected increase in sales
Disadvantages:
 Initially, low return on investment is possible
 Lack of appeal to American consumers
 Product Development
Develop innovative programs for T.V.
(based on a cost-benefit analysis)
Internal Production (BBC) vs. External
Production
Quality
Cost
Staff/personnel
Time of production (Reliability)
Based on the SPACE Matrix, Grand Strategy,
and QSPM
Backward Integration/Concentric
Sell air time to other T.V. and radio stations
(Travel Channel, People and Arts, Clear
Channel)
Leasing air time to interested parties (suppliers
and competitors)
Increase audience and target new markets
(known brands)
Increase sales/profits with minimal or no
investment
Based on BCG and Grand Strategy Matrix
 Effects of War
 Continuous war updates

 More people are watching TV and

listening to the radio, increasing ratings

 Live action coverage and interviews

with combatants is capturing audience

 Increased expenses (staff/production)

 E MARKETING
E-marketing campaign

Mobile marketing looks set to become a

key part of its offering

Zigzag Online Magazine

BBC World Service launches
marketing campaign across
Pakistan  
BBC World Service has launched a major
marketing campaign to grab the attention
of its Urdu audiences across Pakistan.
The aim is to promote BBC Urdu's flagship
programme.
Issues central to their lives, such as water
shortages and women's education.    
 Implementation
The goal is to increase profits and market
share
Stage 1: Focus on local market
 Marketing campaign/radio & web
 Financial resources

Stage 2: Export product to potential markets

 Adapt to culture & market variations

Language
Tastes & preferences

2002 2001 2000

 Implementation
Identify potential customers
Establish relationships with world class
suppliers
Develop contracts for air time
Quality criteria must be met for a contract
to be accepted
 Evaluation

T.V. and radio ratings

Market share
Cost/Benefit Analysis
Quarterly financial review (revenue/loss)
Consumer response
Thank You!!!