【文章內(nèi)容簡介】 al programming investment, 19932023 $ Millions Source: Kagan39。s Economics of Basic Cable Networks 2023。 TV Program Investor。 PBS NPS original broadcast and reup spending Growth Rate % Average investment $41M/year PTV investment $334M/ year PTV investment $450M/year Average = $183M/year 8:1 :1 13 CHALLENGES: 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 OOs Industry 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 Responses 14 OPTIONS: WE BEGAN THE PROCESS BY DEFINING A SET OF CRITERIA Criterion 1: Likely, large, and nearterm: represents $10M per year within 5 years, based on clear business case from pelling internal examples or relevant external benchmarks Criterion 2: Under PTV control: Achieving the opportunity did not rely solely on a “happy accident” outside of the system’s control Criterion 3: No major strategic issues: pursuing this would not require major consultation to reassess/reaffirm the strategy, mission, positioning of PTV 15 OPTIONS: A BROAD RANGE OF IDEAS WERE COLLECTED THAT WE BELIEVED MIGHT MEET THE CRITERIA Traditional Revenue Sources A. Membership Retention Major Gifts Costs of Membership B. Underwriting National Sales Unwired Network Sales Local C. Foundations D. Local Partnerships E. Federal Dollars Dept. of Education, NEA Spectrum Auction Tax on Inter Ancillary Sources A. Other Platforms Cable VOD Tivo Online B. Rights Mgt. Video/DVD Licensing Domestic Syndication International Sales Digital Television A. New Services Distance Education Datacasting Homeland Security ISP Workforce Training Government Services Nonprofit Services Member Subscriptions TV Multicast B. Federal Support B. Collaboration Master Control Commercial Partners Membership/Underwriting Sales C. Technology Interconnection Asset Management Master Control A. Third Party Funds National Programming Fund CoProduction B. Change Programming Mix C. Individual Programs Lower PerHour Cost Increase Repeats System Efficiencies Programming A. Improve Lower Performing Stations 16 OPTIONS: WE ANALYZED THE IDEAS AGAINST EACH CRITERION Criterion 3 No major strategic issues Criterion 2: Under PTV control Criterion 1: Likely, large, near term: ? Major gifts ? Member retention ? Membership cost ? National underwriting ? Local underwriting ? Foundation fundraising ? Cable Channel ? Domestic windowing ? VOD/TIVO ? New digital services ? Increased federal support for DTV ? Rights management ? System efficiencies Need a strategic plan to pursue ? Cable Channel ? Domestic windowing Prepare for but avoid over investment ? VOD/TIVO ? Increased federal support for DTV Good ideas but insufficient to secure financial health ? New digital services ? Member retention ? Membership cost ? Local underwriting ? Major gifts ? Member retention ? Membership cost ? National underwriting ? Local underwriting ? Foundation fundraising ? VOD/TIVO ? New digital services ? Increased federal support for DTV ? Rights management ? System efficiencies ? Major gifts ? Member retention ? Membership cost ? National underwriting ? Local underwriting ? Foundation fundraising ? New digital services ? Rights management ? System efficiencies ? Major gifts ? National underwriting ? Foundation fundraising ? Rights management ? System efficiencies 17 OPTIONS: THREE POTENTIAL SOLUTIONS PASSED EACH SCREEN 1. Expand major and planned giving efforts 2. Pursue cost savings through station and system efficiencies 3. Improve model for National Programming 18 * Based on case study stations, including KUED, OPTV, KNPB, and WGBH Source: Station interviews。 McKinsey Nonprofit Practice Giving pyramid for typical station before launching major gift effort* Giving pyramid for typical station after launching major giving effort Major giving revenue 6% 94% 1