【正文】 2023/3/24 3:19:1203:19:1224 March 20231一個人即使已登上 頂 峰，也仍要自 強 不息。 24 三月 20233:19:12 上午 03:19:12三月 211最具挑 戰(zhàn) 性的挑 戰(zhàn) 莫 過 于提升自我。 勝 人者有力，自 勝 者 強 。 三月 2103:19:1203:19Mar2124Mar211越是無能的人，越喜 歡 挑剔 別 人的 錯 兒。 三月 21三月 21Wednesday, March 24, 2023 閱讀 一切好 書 如同和 過 去最杰出的人 談話 。 2023/3/24 3:19:1203:19:1224 March 20231空山新雨后，天氣晚來秋。 24 三月 20233:19:12 上午 03:19:12三月 211楚塞三湘接， 荊門 九派通。 03:19:1203:19:1203:19Wednesday, March 24, 20231不知香 積 寺，數(shù)里入云峰。 03:19:1103:19:1103:193/24/2023 3:19:11 AM1成功就是日復一日那一點點小小努力的 積 累。 3:19:11 上午 3:19 上午 03:19:11三月 21沒有失 敗 ，只有 暫時 停止成功！。 三月 213:19 上午 三月 2103:19March 24, 20231行 動 出成果，工作出 財 富。 三月 21三月 2103:19:1103:19:11March 24, 20231他 鄉(xiāng) 生白 發(fā) ，舊國 見 青山。 三月 2103:19:1103:19Mar2124Mar211故人江海 別 ，幾度隔山川。 三月 21三月 21Wednesday, March 24, 2023雨中黃葉 樹 ，燈下白 頭 人。 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 SecurityISPWorkforce TrainingGovernment ServicesNonprofit ServicesMember SubscriptionsTV MulticastB. Federal SupportB. CollaborationMaster ControlCommercial PartnersMembership/Underwriting Sales C. TechnologyInterconnectionAsset Management Master Control A. Third Party FundsNational Programming FundCoProductionB. Change Programming MixC. Individual ProgramsLower PerHour CostIncrease RepeatsSystem EfficienciesProgrammingA. Improve Lower Performing Stations15OPTIONS: WE ANALYZED THE IDEAS AGAINST EACH CRITERION Criterion 3 No major strategic issues Criterion 2: Under PTV controlCriterion 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 efficienciesNeed a strategic plan to pursue? Cable Channel? Domestic windowingPrepare for but avoid over investment? VOD/TIVO? Increased federal support for DTVGood ideas but insufficient to secure financial health? New digital ser