【正文】 02:07:0102:07:0102:073/23/2023 2:07:01 AM1越是沒有本 領(lǐng) 的就越加自命不凡。 02:07:0102:07:0102:07Tuesday, March 23, 20231乍 見 翻疑夢，相悲各 問 年。 Team perspectiveFuture Outlook4CHALLENGES: NET STATION MEMBERSHIP REVENUE HAS DECLINED IN REAL TERMS SINCE 1990* All growth rates are pound annual growth rates.Source:AFRs。s Economics of Basic Cable Networks 2023。 02:07:0102:07:0102:07Tuesday, March 23, 20231不知香 積 寺，數(shù)里入云峰。 2023/3/23 2:07:0102:07:0123 March 20231一個(gè)人即使已登上 頂 峰，也仍要自 強(qiáng) 不息。 02:07:0102:07:0102:073/23/2023 2:07:01 AM1成功就是日復(fù)一日那一點(diǎn)點(diǎn)小小努力的 積 累。 PBS estimatesNext Generation InterconnectDigital MediaNew ServicesPlanned capital investments Potential strategic investments? Bringing the best of public television into a digital media world through the use of digital cable, VOD, PVRs and High Definition programming? Innovating and launching new services such as distance learning or new media services that may not generate ine, at least in the near term9CHALLENGES: NATIONAL PROGRAMMING, LIKEWISE, FACES UNPRECENTED PRESSURES? Unprecedented changes in audience demographics and viewing environment? Increasing investment in programming and promotion from cable petitorsExternal PressuresInternal Pressures? Little or no growth in traditional sources of revenue? Rising costs and new costs (such as HD production)Responses? Introducing new/limited series and specials to slow ratings decline? Increasing funding from CPB and PBS to cover rising per hour costs? Greater reliance on fullyfunded programs? Periodic cost reductionNationalProgramming10CHALLENGES: NO RELIEF FROM TRADITIONAL PROGRAMMING FUNDING SOURCES*Includes government agencies such as NSF and NEH, but not CPB appropriationSource:PBS SG’s Environmental Scan of the PBS Sponsorship Sales Model August 2023。” DMA Factbook 2023。 23 三月 20232:07:01 上午 02:07:01三月 211比不了得就不比，得不到的就不要。 02:07:0102:07:0102:07Tuesday, March 23, 20231知人者智，自知者明。 2:07:01 上午 2:07 上午 02:07:01三月 21 楊 柳散和 風(fēng) ，青山澹吾 慮 。 02:07:0102:07:0102:073/23/2023 2:07:01 AM1以我獨(dú)沈久，愧君相 見頻 。 federal reports。 PBSNPS original broadcast and reup spending Growth Rate%Average investment$41M/yearPTVinvestment$334M/ yearPTV investment$450M/yearAverage = $183M/year8:1:112CHALLENGES: INDEPENDENT COMMERCIAL BROADCAST STATIONS FACE SIMILAR PRESSURE AND ARE RESPONDING WITH SIMILAR SOLUTIONS – INCREASE SCALE AND IMPROVE PRACTICES? Pressure on local news – the cash cow from:–Audience fragmentation–Greater petition? Ratings for syndicated programming down while costs are up? Decreases/elimination of work pensation? Difficult ad market? DTV mandates? Threat from more OOsIndustry Pressures? Acquisition/consolidation to achieve scale–Program acquisition–Technology investment (. traffic operations, sales systems, graphics)–Shared services (. accounting, HR)? Upgrade of sales practices and systems (. pricing)Industry Responses13OPTIONS: WE BEGAN THE PROCESS BY DEFINING A SET OF CRITERIACriterion 1: Likely, large, and nearterm: represents $10M per year within 5 years, based on clear business case from pelling internal examples or relevant external benchmarksCriterion 2: Under PTV control: Achieving the opportunity did not rely solely on a “happy accident” outside of the system’s controlCriterion 3: No major strategic issues: pursuing this would not require major consultation to reassess/reaffirm the strategy, mission, positioning of PTV14OPTIONS: A BROAD RANGE OF IDEAS WERE COLLECTED THAT WE BELIEVED MIGHT MEET THE CRITERIA Traditional Revenue SourcesA. MembershipRetentionMajor GiftsCosts of MembershipB. UnderwritingNational SalesUnwired Network SalesLocalC. FoundationsD. Local PartnershipsE. Federal DollarsDept. of Education, NEASpectrum AuctionTax on InterAncillary SourcesA. Other PlatformsCableVODTivoOnlineB. Rights Mgt.Video/DVDLicensingDomestic SyndicationInternational Sales Digital TelevisionA. New ServicesDistance EducationDatacastingHomeland SecurityISPW