Creative Media BTEC- Unit 7 – The Media Sector (Television)

UNIT 7 – UNDERSTANDING THE
CREATIVE MEDIA SECTOR
By Brandon Boyd

PRIVATE OWNERSHIPS
(DESCRIPTION)
 A Private Ownership is a company that is not publicly traded on a securities
exchange. They are generally owned by an individual or a small group of
individuals.
 Offering securities to the public can be a good way to get large amounts of money.
For Public ownerships, they require a considerable effort to ensure compliance
with the security regulations. Public ownerships generally require a considerable
amount of effort to comply with the security regulations and are generally
impractical for medium or large organisations.
 Ownership stakes in privately owned companies are said to be more difficult to sell
or transfer, and they generally are. The security laws that are put in place, restrict
selling private ownership stakes, since dealing with the securities are often much
more complicated. Accounting records for example, may be inaccurate, unaudited
and may or may not be in compliance with the GAAP (Generally Accepted
Accounting Principles).
 http://www.investopedia.com/terms/p/privately-owned.asp

PRIVATE OWNERSHIPS
(FILM EXAMPLE- UNIVERSAL STUDIOS)
Sources of Income- They receive money through advertising, film making and production deals with other leading companies such as Apatow Productions,
ImageMovers, Lava Bear Films and Silver Pictures.
Product Diversity- The staff are given training and often attend courses that are designed to help them think of unique ideas and have a passion for telling a
story, before turning it onto a possible film.
Profitability of Product Range- One of their most recent movies called “Jurassic World” was a worldwide global sensation with over $524 million revenue of the
tickets sold worldwide in order for people to watch the film. Other profitable films were the original Jurassic Park films as well as “Fast and Furious 7”, “Fifty
Shades of Grey” and “Pitch Perfect 2” all receiving more than $500 million in revenue.
Organisational Objectives- Their main objectives are to ensure that they are targeting the right audiences with the new films that they release, and that the
movie posters they spread on billboards are attractive to help bring in more money for the company. Their main aim is to get members of the public enjoying
their movies again and ensuring that the film industry market doesn’t go bankrupt.
Licenses & Franchises- Universal Studios owns the licensing for it’s characters, the character’s personalities and traits, as well as video games. They also own
any entertainment properties of the films, whether it be animation, graphics, logo designs, 3D creations of houses, the set and the props used.
Competitors- The main competitors for Universal Studios are “The Walt Disney Company”, the “CBS Corporation” and “Fox Films Entertainment”.
Customers- Universal Studios target mostly at young children. The reason for this is because most of their programmes, services or applications are children
related, such as the Disney Channels, which are a sub-company within Universal Studios. Disney world is also a bit part of this organisation, as this is where
most of the money comes from, and therefore more recognition is received.
National & Global Competitions: To celebrate the release of the new Harry Potter resort, they decided to offer a chance for people to win an incredible family
trip for 4 to the sunny resort of Universal Orlando, in Florida. They were also able to claim a Harry Potter gift pack with a double sided poster/map and
Interactive DVD with magical content from 6 of the published books.
Trends-Some of the main trends within the organisation was the 3-D Transformers ride that opened at Universal Studios in Orlando. The release of the ride
was after the success from the transformer films. The filming for a new transformers film is set to begin in early 2016 and currently has no name. The reason
that Transformers is a trend, is because people are often talking about it for a period of time, and then forget about it, and then it comes back into fashion again
with a new name, logo, brand style./design, piece of merchandise, or in this case, a new movie.

PRIVATE OWNERSHIPS
(TELEVISION EXAMPLE- ITV)
 ITV PLC are a British media company that hold 12 of the 15 regional
licenses that make up ITV as a network. They are oldest and largest
commercial television network in the United Kingdom. The channels by
ITV are branded by the company ITV PLC and they have branded
alongside the BBC, otherwise known as the British Broadcasting
Corporation for the status of being the UK’s most watched channel since
the 1950’s, excluding 2005 in which they lost their crown of being at the
top.
 They were formed by a corporate takeover from Granada PLC, the
“parent” company of Granada Television. 68% of Granada have acquired
the controlling interest of the formed company, whilst Carlton have
remained as the lower 32% in remaining shares. The company began
trading on the 2nd February 2004 and there were a lot of merges
between the franchise companies during the long process.
 ITV PLC are also listed on the London Stock Exchange and they are
constituent of the FTSE 100 Index.

SOURCES OF INCOME:
 ITV PLC have increased their profits by nearly a quarter since that
starting showing signs of progressing through evolution. The biggest
free-to-air commercial broadcaster’s results from the 12 months of 2011
showed that the pre-tax profits had increased 24% from £321m to
£398m.
 ITV recorded earnings before interest, taxes and having to pay back
money that they had either been lent to them, or that they borrowed by a
bank, receiving £462m in 2009. The following year they gained £408m,
and then decided to hail progress on their strategic priorities. Instead of
the traditional spot of advertising as their main engine of growth, they
decided to lower the amounts of advertising they did, in order to save
their money, and also because the advertising market was “broadly flat”
during several of their high profited years.
 http://www.broadcastnow.co.uk/itv-profits-up-as-production-
grows/5038622.article

PRODUCT DIVERSITY:
 ITV are a diverse channel as they have many popular shows that are
different to other channels.
 ITV want to continue Maximising their audience, Growing internationally
and building a global pay.
 As you can see, the most
popular programmes with the
most views on ITV are “The X
Factor”, “Coronation Street”
and “Emmerdale”.

PROFITABILITY OF PRODUCT RANGE
 The company ITV PLC have said that their interactive divisions, whether it be online or
from the television itself have been very profitable after VoD requests jumped by over
25% every year. The commercial broadcaster results at the end of 2014 showed that ITV
Player generated £726 million video requests over the last 12 month period, up-to the
£577 million gained the previous year.
 ITV PLC online, payment and interactive revenues have increased by 30% year on year
to £153 million, an increase of £35 million from 2013 when they only gained £118 million.
This result was also boosted by an £11 million increase in online revenue.
 The Chief Executive of the company said that the combined division was delivering
significant profit margins. Adam Crozier added that “If you look at the £33 million that was
delivered, it was an incremental profit, and that it is a profitable area for them”.
 To finalise his opinion, he further went on to say that; “If you look at the online terms of
advertising, the CPM’s are 5 times what we charge for linear TV because it’s a more
exclusive product where we carry less advertising”.
 http://www.broadcastnow.co.uk/news/itv-online-very-profitable-after-vod-jumps-
25/5083868.article

 In October, the director of the online brands Paul Kanareck has claimed
that ITV Player are growing a lot faster in revenue than BBC iPlayer and
they set out plans to supercharge the service as a live-streaming
proposition.
 As you can see from the table above, these are the results from ITV
outages where the programme hasn’t been in service or the service had
been extremely low causing people to complain. ITV’s particular product
“ITV Player” had been causing many problems for members of the
public, so they decided to update and upgrade all of the servers as well
as the graphics that were being used, and the speed of the broadcasting
software.
 https://downdetector.co.uk/problems/itv

ORGANISATIONAL OBJECTIVES
 ITV PLC as a company, ensure that they are dedicated to the work that
they do, and work as hard as they can to ensure that customers continue
to use their services. They outline their approaches, responsibilities,
priorities and activity schedules that they need to work on, in order to
deliver their “Corporate Responsibility strategy”, as well as providing
latest information and updates on any campaigns that they are likely to
run in the near future.
 As a professional company, they intend to present their channel and
brand name in a way that makes them be remembered in a positive way.
They often present reflective information and data on their websites to
see a summary of their progress and targets for the future, as well as
targets they have been set by Ofcorn. The performance summary is also
published annually each spring, so they have a year to make changes to
their working ways, and strengthen their stakeholder pride and loyalty on
television, as well as justifying the risks to their business and taking the
required risks to be able to compete with other television companies.

LICENSES & FRANCHISES
 ITV have 15 Regional Licenses and 1 General License providing them
with access and rights to the national breakfast-time and afternoon
services. The licenses are;
 (Anglia ITV, Border ITV, London ITV, Central ITV, Channel Television,
Grampian Television, Granada ITV, Wales ITV, LWT, Meridian ITV,
Scottish Television, Tyne Tees ITV, Ulster Television, South West & West
of England ITV, Yorkshire ITV and ITV Breakfast Broadcasting Limited).
 A franchise is an alternative to building multiple stores of the same
company to distribute goods, as it will avoid the investments and liability
of a chain. The franchisor’s success depends on how well or how badly
the franchised businesses are working.
 Some of ITV’s franchises, include Carlton Television, GMTV and UTV.
GMTV was a morning show shortened from Good Morning Television to
GMTV, which has since been changed into a new morning show known
as Good Morning Britain (GMB).

COMPETITORS
 As ITV are a television company, they have a lot of competition that they
are going to have to deal with in order to make more money and gain
more customers. Some of the companies that they have to compete with
are the BBC, which are their “chief rival” in the UK. Other competitors of
ITV are Channel 4 & 5, S4C, Sky, UKTU, Viacom, Discovery Networks,
Disney, Fox International Channels, Eurosport, BT Groups, AMC
Network Zone and many others.
 ITV PLC operate nearly 10 TV stations, including the largest commercial
channel in the UK, ITV and the newest free to air lifestyle & reality
channel, ITVBe. The channels all offer a range of entertainment, news
and sports information and they have one of the leading producers in
television programming for their own channels and other broadcasting
channels. In addition to the broadcast channels, ITV distribute
programming on the internet and through satellite services such as Sky
PLC, and streaming services such as Netflix.

CUSTOMERS
 As the largest television company, they are expected to get the most views
and the best comments by members of the public. An aid to ITV for helping
them get their results is Digital Sky, a service that presents comprehensive
daily rating reports, covering overnight performances of both global and multi-
channels.
 Each of the ITV programmes or channels are aimed at specific audiences in
order to attract different groups of customers. For example, shows like The X
Factor and Big Brother, are likely to attract different groups of people due to
the differences within the programmes. The X Factor is more family
orientated, whereas Big Brother is more likely to bring more teenagers and
adults into watching the show due to the rude humour, foul language and the
time of day that the television show is aired.
 ITV also try to communicate with the customers by using services that are
available on computers, phones and other electronic products. Some services
include Teletext, the ability to vote off housemates on the Big Brother app,
and The Red Button app for The X Factor. Applications like this often attract
more customers to want to watch the show, as well as maintaining the
amount of customers that have already been interested in the show before.

NATIONAL & GLOBAL
COMPETITIONS
 Over the last few years, ITV have taken part in many competitions
around the world, and many changes are being addressed in the media
and the advertising markets.
 Since 2003, many rules and regulations have been put into place with
the competitions around the world, and the profits fell by £500m between
the years of 2004 and 2008 according to Ofcom figures, having a
negative impact on Britain’s creative sector and its ability to complete
globally.
 Examples of competitions that ITV have, are on television shows such as
Lorraine, This Morning, Good Morning Britain, which allow members of
the public to compete globally to win prizes such as cars, vouchers and
money.

TRENDS
 A “trend” generally shows what a company is doing well in the present,
and ways in which they can develop and change into something bigger
and better.
 One of ITV’s main shows titled “Viral Tap” is a programme that gives
members of the public a chance to win £1000 in cash by doing
something “trendy” on camera. Some of the examples that have already
been featured in episodes are;
 “Getting your Grandma to twerk”, “Lion King-ing your cat” and “Mimicking
your friend down the street are other programmes that have been trendy
for long periods of time on ITV.

TRENDS
 Here is an example of one of the
episodes that was used on the
programme Viral Tap. Rylan Clark,
an entertainer made famous from
The X Factor, and then BBOTS (Big
Brother’s Bit On The Side), made a
video of him doing funny actions and
mimicking other people. The aim was
to get other people involved and then
the winner would receive £1000 in
real cash for making themselves look
foolish, and entertaining the nation.
 Various other trends come in
numerous ways, including an app
called “Vine”, and also on social
media such as Facebook, where
“Facebook Famous” people create
videos about issues and get their
voices heard and certain topics
trending.

PUBLIC SERVICE MEDIA
(DESCRIPTION)
 Public Service Media organisations are television programmes that are made
for broadcast for the public. These programmes include local news coverage,
arts programmes and religious broadcasts. Public broadcasting can be
national or local, and it often depends on the country and the station that is
being used.
 In some countries, public broadcasting is sometimes run by single
organisations. Other countries have multiple public broadcasting software,
and are therefore able to broadcast in multiple languages. Public
broadcasting is also once of the most dominant broadcasting options for
many countries, with the notable exception of the United States.
 Commercial broadcasting now also exists in most countries and was
established in the early 1920’s. Modern broadcasting is often a mixed
commercial model, and companies like the CBC has always relied on the
software from general revenues given by the government as well as funds for
advertising to support their service.

(FILM EXAMPLE- LIONSGATE)
Sources of Income- Lionsgate Entertainment get their income from their television revenue, which reached it’s highest at $579.5 million, as well as their cash
flow increasing to $261.6 million.
Product Diversity- The Lionsgate Entertainment channels are diverse, as they have one off shows, including celebrity spin offs of P!nk and David Ortiz. They
also have a range of reality shows and entertainment shows that attract wide audiences.
Profitability of Product Range- Lionsgate’s revenue lowered in the year of 2007, but by the end of 2012, the independent film studio generated total revenues of
just over $1.59 billion.
Organisational Objectives- They continued making acquisitions during the decade in order to boost distribution and its library. On 15 December 2003,
Lionsgate acquired Artisan entertainment for $220 million, and in 2004, Erik Nelson reacquired Termite Art, before renaming it to Creative Differences, helping
to create a distribution company in Canada.
Licenses & Franchises- Lionsgate licenses are for the video distribution on their channels. Their library of film consists of work by companies such as Trimark
Pictures, Vestron Pictures and Artisan Entertainment, in addition to their in-house material.
Competitors- Some of the main competitors for Lionsgate are AMC Entertainment, Bona Film Group limited, DreamWorks Animation and the RLJ
Entertainment Inc.
Customers- Lionsgate Premiere will be releasing 15 new films this year, and will target younger audiences at theatres and digital outlets as part of a
diversification effort. They are due to be aimed at teenagers and an advanced marketing team will ensure that the new films are distinguished by the
provocative but original storytelling ideas. The marketing campaigns and forward-looking multiplatform and other release strategies are being used in order to
maintain the leadership at the cutting edge of industry innovation.
National & Global Competitions- A competition that was available for people to take part in was the chance to win £25,000 where game makers would compete
in a competition that would explore how interactive computer games can converge with and help to promote the theatrical release of feature films. The
competition was hosted by Lionsgate Entertainment and was a way to gain extra revenue, as well as more acknowledgement in the film sector.
Trends- One of the main trends on the Lionsgate Entertainment scheme was the creation and release of Borderlands, Borderlands 2 with the antagonist
Handsome Jack and the Hyperion Corporation head.

(TELEVISION EXAMPLE- CHANNEL 4)
 Channel 4 is an example of a Public Service Media company and they
began transmitting their programmes on 2nd November 1982. Although
they are self-funded, they are ultimately publicly owned, and originally
subsidiary of the IBA organisation, otherwise known as the Independent
Broadcasting Authority.
 The channel was professionally established to provide a 4th television
service for the United Kingdom, in addition to the television license which
was funded by BBC, allowing them to use 2 services, and the single
commercial broadcasting network ITV, which stands alone.
 Additionally, Channel 4 also began a trend of owning all of the copyright
and distribution rights of the programmes that they air, and were in
competition with the major Hollywood studios’ ownership of television
programs that they did not directly produce. Channel 4 don’t produce
programmes, they are seen to have “full property” of the programmes.

SOURCES OF INCOME:
 Channel 4 receive no public funding, and are entirely funded by their own
commercial activities. Most of the income comes from advertising
revenue.
 Channel 4 are a public company who are only funded by members of the
public voluntarily. Original ideas are often made by members of the
public and given as suggestions to the Channel 4 representatives.
 Another way in which Channel 4 can make more money and gain more
income as well as organising public events, is to take risks. Taking risks
and producing programmes that they are unsure about is often a good
tactic, because with Goggle box, it was said to have been an “accidental”
show, which began as a trial. Clearly, Goggle box is a really enjoyed
show now and was rated a 3/5 by Trip Advisor, 3/5 by the Telegraph and
7.5/10 by TVGuide.co.uk
 Public who made original ideas. A place to take risks. Reviews and
opinions can be said.

PRODUCT DIVERSITY:
 Channel 4 are a channel that deal mostly with personal issues and
stories. The issues often reflect on a broad range of religious and ethical
issues, and sometimes cover aspects of people’s spiritual lives.
 As you can see, the most
popular programmes with
the most views on
Channel 4 are “8/10 cats
does Countdown” and
“Educating Cardiff”.

PRODUCT DIVERSITY:
 Here is an annual report that outlines how we have delivered ourselves
against this remit.
 As you can see, these are some of
the positive aspects of what the
company has achieved over the
past year. The achievements
include Financial stability, their
success creatively, and their
innovation of programmes leading
them to a more sustainable future
in the television industry.

 The profitability of Channel 4 has increased by £30 million to £938 since
the year of 2014. They returned to our screens after taking two years
away from broadcasting. In their annual report that was published a few
months ago, it reveals that the broadcaster has met its planned three-
year investment and break even business targets, and had reported an
overall financial surplus of £4 million.
 At a press conference today, the chief executive of Channel 4, David
Abraham attributed the below par performance to the impact of the ITV,
had dominated the Fifa World Cup’s income in 2014.
 The return to Channel 4 was nothing something to celebrate as an
achievement in itself. Expressing views consistently with other television
companies and channels helped Abraham and his crew to avoid future
years of deficit, and said in an interview; “I don’t think it would have
helped us to get to where we are today creatively”.

 Channel 4 have a “Statement of Promises” which they intend to follow, in
order to retain the customers that they already have watching their channels,
as well as trying to gain other customers to begin watching their shows. One
of their promises is to encourage pluralism and provide a favoured place for
the untried, encouraging innovations in styled contents on and off of the
screen.
 Their main aims as an organisation are the maintain salience of the remit and
values in the new media programmes they create. Channel 4 also want to
grow their strengths from the core of terrestrial broadcasting, to provide
creative content across different media platforms, such as social media,
leaflets, advertising on television and billboards.
 They also state that they are a true company and hope to stay a unique role
in UK broadcasting. They are commercial with a funding structure, with the
service they are offering, to be provided to the public. Channel 4 state that
they are often a benchmark of quality and innovation, providing competition to
commercial and public sector broadcasters alike. Having ambitions for
innovating British media that others aspire to meet, is another one of Channel
4’s greatest aims.

 Channel 4 is the fourth national public service channel, and the license
was granted in 2004, replacing the original one granted in 2022, ending
in 2004. The main license for the Channel 4 public television
broadcasting service is held by the Channel 4 television corporation
C4C, a statutory body established to ensure the continued provision of
the Channel 4 service.
 The third part of the license states that there is a consultation on Ofcom’s
proposals for the appropriate licence conditions and licence duration,
and on related questions, in advance of renewal of the licence. Although
they form important context, this consultation does not consider C4C’s
portfolio of channels, its on-demand or online services, or its delivery
against its wider public service remit. C4C and Ofcom have separate
duties concerning delivery and reporting of these under section 198A-D
of the Act.

COMPETITORS
 Channel 4 are one of the leading television broadcasting companies in
the UK and around the world, and their biggest competitors are ITV, BBC
and Freeview.
 BBC are the leading broadcasting company who have over 20,000 staff,
16,672 of which are in the public sector of broadcasting. They began
broadcasting channels in 1932 and provided comprehensive television
and radio shows that were in Arabia, Persian and 28 languages.
 ITV are also another leading broadcasting company who already have a
lot of successful shows including the various talent shows, reality shows
and cooking shows. They are a competitor for Channel 4, as they have
also created a lot of similar shows.

CUSTOMERS
The profile of the Channel 4 audience throughout the day:

CUSTOMERS
46
70
42
56
41
56
45
43
34
37
40
20
16-34 35+
45
75
6147
30
57
44
40
24
23
31
23
66 59
“Do you watch any of
the programmes
listed?”
The target audience for the
Channel 4 shows are for
people aged 16 and upwards
or family based programmes.

NATIONAL & GLOBAL
COMPETITIONS
 As a television company, you would expect the shows to want revenue
coming into the business from a different angle. Channel 4 have a horse
racing channel were you are able to bet on different horses to win races,
and you can watch it along live on the television. This is a National
competition, and anybody outside of the UK, or in Ireland, are unable to
play the competitions. This is a good way to get their brand advertised as
well as gaining more money and customers at the same time.

NATIONAL & GLOBAL
COMPETITIONS
 Channel 4 also have Global Competitions such
as winning a holiday, a car, prize money, tickets
to concerts, family day trips and other amazing
offers. An example of this type of competition
can be found during advertisements of well
known shows, such as Deal or No Deal, The
Million Pound Drop and Sunday Brunch. As the
programme goes to advertisements, they give
a phone number with a simple question and
multiple answers, raising their revenue
straightaway. If the prize fund is £20,000 and a
car that’s worth about £100,000, they are
getting a lot more than £120,000 from people
texting in and calling in, using their phone
credit.
 Some of the winners can be found below, with
more on the Channel 4 Broadcasting winner’s
website.
 http://www.channel4.com/programmes/competi
tions/articles/all/channel-4-broadcast-
competition-winners

TRENDS
One Born Every
Minute
Tues, 21:00
Inds: 3.8m
16-34 Profile: 34%
(6 profile points
above YTD average
of 28%)
My Big Fat
Gypsy Wedding
Thurs, 22:00
Inds: 6.4m
ABC1 Profile: 47%
(3 profile points above
the YTD average of 44%)
Grand Designs
Wednesday, 21:00
Inds: 4m
ABC1 Profile: 57%
(13 profile points above
the YTD average of
44%)
 Here are some of the most popular
programmes/trendy programmes that
people are watching on Channel 4.
Some of the main genres of show on
their channel are cooking shows, design
shows, reality shows and anything that
tends to give information about latest
stories or headlining news on social
media.

MULTINATIONALS
(DESCRIPTION)
 Multinational corporations or organisations, otherwise known as MNC’s own or
control a production of goods and services in more than one country. They often
own parts of companies in countries other than their home country, and can be
referred to as “International Corporations”, “Transnational Organisations” or
“Stateless Corporations”.
 Multinationals often bring in and push out goods from a particular company in
order to maintain the customer and revenue levels worldwide. They also help make
significant investments in foreign countries, often at a cheaper price.
 Another positive aspect is that it is easier for them to buy and sell licenses in
foreign markets and engage with contract manufacturing in order for people to help
produce a lot of products in multiple countries.
 One of the first Multinational companies was based in India, and was called the
“East India Company” who then changed their name to the “Dutch East India
Company” as they merged with Germany and began a partnership company
alongside one another. They were founded in 1602, March 20th, and didn’t realise
that they would have become one of the largest companies in the world for nearly
200 years, still being spoken about today.

MULTINATIONALS
(FILM EXAMPLE- PINEWOOD)
Sources of Income- They get their money from advertising and the films that they create.
Product Diversity-
Profitability of Product Range- Their revenue from 2013 was approximately £61.4 million with their Net Debt of £40.2 million excluding the money that they had
to spend on loans.
Organisational Objectives- Their aims are to be able to create the UK’s leading films, televisions and in the media destination. They also wanted to enhance
their brand heritage and exceed our customers’ expectations through our commitment to professionalism, quality of service and offering a sustainable
advantage to increase the value for the company and the stakeholders.
Licenses & Franchises- Pinewood Studios have a UK expansion in the making as well as large yards for advertising that they would rent out. Some franchises
of their company include innovating into a cinema brand, as well as a television brand and an accommodation renting out space.
Competitors- The main competitors of Pinewood are Cinecitta Luce Spa, IM International Media and Protel Center SRL.
Customers- The main target audience for the company are young adults that are 18 and over. Most of the films have been rated 18+ and have violent or sexual
themes. An example of one of their films are “The Diary of a Teenage Girl” which encountered a girl called Minnie who had a complex love affair with her
mother’s boyfriend.
National & Global Competitions-
Trends-

MULTINATIONALS
(TELEVISION EXAMPLE- BBC)
 An example of a Multinational organisation is the BBC. Some companies
such as the BBC decide to become multinational companies as they
want to increase their market shares around the world and need
somewhere else to broadcast their products or services. Coca Cola are
another example of a company that decided to do this in order to get
more customers and become “trendy”.
 As well as the British BBC channels, they have released a new Scottish
television channel called BBC Alba. It was launched in September of
2008 and is also the first multi-genre channel to entirely come from
Scotland, with almost all of their programmes made in Scotland. The
service was firstly made available by satellite but since June of 2011,
they have been available to viewers in Scotland on Freeview and cable
television.

SOURCES OF INCOME:
 This statistic displays the BBC's income in the United Kingdom (UK) from the fiscal year ended March 31,
2010 to the fiscal year ended March 31, 2015. In the most recent year, the BBC had a licence fee income
totalling over 3.74 billion British pounds.
 In the United Kingdom, households consuming live television via any technology must hold a television
licence. The bulk of the BBC's income is generated through the television licence fee paid by UK citizens.
 From 2010 and 2011, you
can see that the amount of
income that the BBC are
gaining has increased as
they are producing a lot
more shows that the public
actually want to see, and
they have teamed up with
smaller companies to invest
in the new creations of
better shows.

PRODUCT DIVERSITY:
 From the 20th September 2015, the top 10
programmes on BBC1/2/3 and 4 were
recorded and processed for analysis. As
you can see, The Great British Bake Off is
the most watched programme with
12,347,000 views over a 7 day period,
with University Challenge, Eastenders and
BBC Four Sessions, topping the chart for
BB2/3 and 4.
 Another weird thing that I found out about
the BBC broadcasting channel, is that the
same show had been aired on different
BBC channels, which is a way that their
programmes are different, because it
meant that people could watch multiple of
their favourite programmes at the same
time.

 Top Gear was one of BBC’s greatest shows, alongside big brands such
as Doctor Who and Lonely Planet. They each helped the BBC to gain
over £200 million in revenue and more than £40 million in profits for the
company.
 As well as the television programmes, the channel also started to do live
events, DVD’s and magazines from the Doctor Who brand, as well as an
umbrella for the BBC Earth channel. The products helped to raise the
profit of the BBC by £147.3 million by the end of March in 2010.
 More recently, the organisation have had an increase in 19% from the
views that Lonely Planet is bringing in, as well as the branding being
risen to almost £200 million. Lonely Planet is now available in seven
international editions and has seen its digital revenues grow by 37% year
on year, turning their £3.2 million loss into a £1.9 million profit by the end
of 2013.

 Here you can see that there
are more ways that the BBC
improved their revenue over
the years, financially and
creatively.
“Through focusing on transformation and
investment in 2014/15 BBC Worldwide
delivered a solid performance, including
record returns to our parent, the BBC,
which remains our primary objective.
Mindful of the ever-changing and
competitive marketplace in which we
operate we made a number of decisions to
secure our future performance. This
included entering into a significant
partnership with AMC Networks for BBC
AMERICA, which can be seen in our
results this year”.
 The above quote has been
written by Tim Davie, who was
the Chief Executive and BBC
Worldwide Director.

The four objectives are:
>Make distinctive, world-class content
>Transform our offer for younger audiences
>Develop a more personal BBC
>Demonstrate value for money in every area of
our work

 Some of the other objectives of
BBC are to make themselves
distinctive and well known, as
well as trying to bring the same
quality and range of television
show to our screens. As an
organisation, they also intend to
make more of their programmes
aimed towards younger
audiences and help develop
more of a “personal bond” with
the public, by making stories
more personal, audience-
focused and helping people to
sort out their problems on air.

 The BBC license fees are collected primarily by the BBC, and they are also
used to fund the radios, televisions and services that they provide as an
organisation. The type of tax that they are collecting, for the one particular
purpose, is known as a hypothecated tax. The “License Fee” collection is also
the responsibility of the BBC’s finances and business divisions.
 A franchise is when a “franchisee” buys the right from a franchisor to copy a
particular brand or business format, with the “franchisor” giving them the
access to do so.
 The new "Independent Television" network, named due to its independence
from the BBC who had a monopoly on broadcasting in the UK, was made up
of numerous companies providing a regional television service and would also
generally provide programmes to the network as a whole. Each individual
company broadcast on 405-line VHF and was responsible for providing a
local service, including daily news bulletins and local documentaries, and for
selling advertising space on their channel: this measure ensured that all the
ITV companies were in competition with each other and that no single
broadcaster could gain a monopoly over commercial broadcasting.

COMPETITORS
 BBC’s main competitors are ITV and Sky. A total of 16% of BBC’s programme
hours were made by independent production companies in which another
broadcaster has had at least a 25% stake, according to figures for 2014 and
2015 published in August of 2015. This gives us the idea that the changing
nature of global television production has seen a rapid change over the years,
and there will be new evolved programmes to come.
 The producer of the broadcasting services “Poldark”, “Mammoth Screen” and
“So TV” are majorly owned by Sky, with some of the revenue going towards
the BBC.
 Last year saw further consolidations with All3Media, maker of Inspector
George Gently and Horrible Histories, bought by Discovery and Liberty
Global, and the tie-up of Endemol and Shine in a new company 50% owned
by Rupert Murdoch’s 21st Century Fox.
 Currently the BBC guarantees 50% of its hours for in-house production, 25%
for independent producers and 25% in a so-called “window of creative
competition”, or WoCC, open to all.

CUSTOMERS
 BBC are able to watch shows that are designed specifically for them;
usually a wide variety of different shows to suit wide audiences. This is
generally because the BBC run on what the public want. A disadvantage
of using BBC is that you would have to sign up to companies such as
Sky, and pay them money, rather than just paying a TV license that funds
for one channel.
 The BBC are also able to gain a lot of customers as they generally use
social media such as YouTube and Facebook to promote their own
shows. Some reviews that they have from customers state that they feel
that “the website goes from strength to strength to offer a respectable
amount of video based content with a helpful categorised based system
for easy navigations, along with the amazing quality of shows that are
available to watch on the television”.

NATIONAL & GLOBAL
COMPETITIONS
 An example of a competition that the BBC have run, is the “Musical
Memorabilia” competition. The BBC had asked viewers to share their
most cherished musical possessions to help tell “The people’s history of
pop” through a unique appeal.
 An online archive is being created for a new BBC4 series which will tell
the story of British rock & pop music from the 1950s to the noughties -
but without the traditional narrative from chin-stroking “experts”.
 Instead ”The People’s History of Pop” will use photos, ticket stubs,
teenage diary entries, fan club gifts, school band recordings, wrist bands
and rare footage to trace the rapid turnover of youth movements which
made being a pop fan an exhilarating experience for millions of Britons.
 Viewers are invited to create a profile on History pin, a web platform
which runs projects with communities to collect memories online, then
take a picture of their memorabilia and upload it. Audio and video can be
embedded too.

TRENDS
 One of the main trends from the BBC broadcasting
channel is “The Great Chelsea Garden Challenge”
which is a weekly show getting inspired garden
designers to compete against each other with a
budget, to create a garden for a particular place. The
theme was different every week and there were 6
applicants in each series, meaning that the show
lasted for 6 weeks.

TRENDS
 Around 81% of individuals in the
UK watch BBC television each
week (figure 3). 14 BBC
television’s reach has fallen from
84% in 2010-11, at which point it
had been almost static for
several years – it was 85% in
2004-05. In 2013-14, the
audience reach of all BBC
channels fell.
 BBC television programmes aren’t reaching
younger people as well as they do for the
older viewers. They have tried to vary their
audience for the different types of
programme they have, but it has come
clear that most of their shows are watched
by adults 55+, with just a few percent less
who are 45-54 years old.

INDEPENDENTS
(DESCRIPTION)
 Independent companies or businesses usually consist of privately owned
establishments and are different to public companies in the way that they are
owned by investment shares on the stock market. In most cases, the
independent businesses usually take the shape of individual proprietorship
companies.
 A basic setup for an independent business is to maximise the responsibility of
the proprietor and make it easy to use. If the proprietors of a company cannot
pay their finances, whether it be for electronics or the building premises, then
creditors can come after the personal belongings of the proprietor, including
their house, car, properties and family bank accounts.
 The finances for an independent business and the proprietor are both classed
as one cost. The business is not usually taxed separately, and the sole
proprietorship income of the business, is generally the income of the
proprietor. The lowest amount from the profit or loss method automatically
transfers to the business as a personal tax return. This means that it is the
proprietors responsibility to withhold and pay for all of their income taxes,
including self-employment and estimated taxes.

INDEPENDENTS
(FILM EXAMPLE- OCTOBER FILMS)
Sources of Income-
Product Diversity-
Profitability of Product Range-
Organisational Objectives-
Licenses & Franchises-
Competitors-
Customers-
Trends-

INDEPENDENTS
(TELEVISION EXAMPLE- TIGER ASPECT)
 Tiger Aspect productions are a company that belong to the brand Endemol.
They are known as one of the most successful international television
producers. They are also an independent company that focus on Children’s
shows, Animation, Comedy, Drama, Entertainment, Factual and features as
some of their main genres of programme.
 They have a wide range of award winning programmes for their major and
non major global broadcasters. In addition to their creative output of shows,
they are now enjoying high profile commissions for major foreign network
shows that they either produce or are in partnership with producing.
 Their services are built on relationships with companies that they have in the
UK, and believe that if they continue to nurture and support the creativity of
the channel, that they will keep attracting their customers, as well as new
customers that may want to have a look at some of their stuff. In the future,
they hope to produce more world-wide sensations as programmes, as well as
keeping the attractiveness on-screen, in their writing, such as books and
vlogs/blogs, as their production talent, in theatre, cinema and school
productions.
 http://www.tigeraspect.co.uk/about-us/

SOURCES OF INCOME:
 Tiger Aspect’s main source of income was when Endemol bought them
in a deal alongside two other companies, called Darlow Smithson and
Tigress IMG worth between £30 million-£40 million. The annual turnover
for the company reached around £250 million.
 As Tiger Aspect are a television company, they have a range of drama,
comedy and factual programmes on their channel bringing in money to
the company, as well as the advertisements that they produce to bring
more revenue for the company.

PRODUCT DIVERSITY:
 One of the main differences with Tiger Aspect, are that they are an
independent company who’s job roles may cross each other. The
branding manager, Clare Israel, is in charge of the creative
developments for the children and family brands for non-television
related extensions.
 The shows on Tiger Aspect range from comedies, dramas and factual
programmes, including Benidorm, Harry & Paul, as two of their most
popular family related/adult targeted shows. Charlie & Lola and Mr Bean
are also topping the Tiger Aspect viewing chart, being two of the most
watched and loved children’s shows for over 10 years. The branding
strategies and management is important every single day, so that they
are able to make strong relationships with the industry partners who help
license the brands and get given a percentage of the profit.

 Tiger Aspect is another one of the leading television broadcasters with their weird
and wonderful mix of programmes. Their most popular and successful shows
allow them to build strong bonds with companies who want to merge and create
other shows. An example of when this has happened, is their merge with the
company called “Shine”, who decided to help create another series of the show
on a one-off period.
 Collaborating with other companies is something that Tiger Aspect like to do.
Sophie Clarke-Jervoise, the managing director of the company had said that she
wants to bring back the culture of “collectivism” from when she began her role
back in 2012, paying her dividends creatively.
 The heads of each department, as well as the production staff are working on
some crossover projects that might quickly become a trend with the public and a
calling card for Tiger Aspect.

 Tiger Aspect Productions are a company that hope to provide the
general public with enjoyable and educational programmes. They have
already received an International Emmy Award for the success of their
drama programmes, and hope to continue this trend by winning future
awards for some of their other programme genres, including their reality
shows, comedies and documentary shows.
 As you can see, the drama
programmes that were short
listed for the 2015 Emmy
Awards included the E4
Series of “My Mad Fat Diary”.

 Tiger Aspect have been granted licenses for some of the largest independent programmes, including;
 (Battle of the Network Stars, Trans World Sports, SuperStars, American Gladiators, The Skins Game,
FIFA Futbol Mundial, Super Bowl’s Greatest Commercials and ESPN’s long-running show, World’s
Strongest Man).
 IMG was the first external production show who were granted the licenses for programming any NFL
related programmes. They have also developed major network sport programmes, including reality
series’ and awards shows.
 One of the most popular and attracted franchises that the company have released was the “Charlie &
Lola” brand.

COMPETITORS
 Some of the main competitors for Tiger Aspect are “Carnival Film &
Television Limited”, “Shed Media Limited” and “Shine Limited”.
 Carnival Film- The company are able to celebrate the best programmes
across the film and television sector. They are producers of some of the
most critically acclaimed television shows, mini-series’ and films in both
the UK and the U.S. Some of their main shows are “Agatha Christie’s
Poirot”, “Jeeves & Wooster” and “Traffik”.
 Shed Media Ltd- They are an edgy channel who often have a daring
approach when releasing new programmes for people to watch. The
company has released shows such as “Bad Girls”, “Supernanny”, “Who
do you think you are?” and “Footballers’ Wives, distributing their shows
across major broadcasters such as ITV, BBC and the U.S channels ABC,
NBC and Bravo.
 Shine Ltd- They are a leading UK producer and have released shows
such as Kudos (“Spooks”) and Princess (“The Sunday Night Project”).
They are also known outside of the UK for their reality-based and
documentary programming with imported shows such as “The Office”,
“The Biggest Loser” and “Ugly Betty” from the U.S networks.

CUSTOMERS
 Tiger Aspect are mainly an organisation that deal with trying to release
programmes and merchandise aimed at children. The shows are often
influenced by creative dreams and ideas that the workers come up with,
which is then thought into a story and broadcast on television.
 Some of the examples of shows that are most notably aimed at the
children are the “Mr Bean” series, “Tinga Tinga Tales” and “Charlie &
Lola”. These are 3 of the main children aimed shows on the channel
which also have merchandise available for purchase.

NATIONAL & GLOBAL
COMPETITIONS
 One of the main competitions that Tiger Aspect hosted, was in
partnership with the organisation Triforce Creative Network. The aim of
the competition was to look for new comedy writers and people that
would allow their voices to be used in future animation shows aimed at
children.
 The winner would receive a paid development commission with the
comedy department as well as being mentored by the senior comedy
team to boost their writing skills and innovative ideas.

TRENDS
 A trend that was featured on their channel was a documentary show for
the BBC based around Muhammad Ali and Michael Parkinson’s “My Kind
of Music” for an Australian Radio Network.
 Susan Lee was originally from an OB background with an experience in
live events and recorded events, who has most recently worked in the
programming sector. She helped to plan and direct the documentary
about Muhammad Ali and gave an in depth view into his life, his family,
his work and his boxing.

CONGLOMERATES
(DESCRIPTION)
 A conglomerate company is a combination of businesses that are a
collaboration of different genre programmes, merging under the same
corporate group. This tends to involve a “parent company” with
subsidiaries. Conglomerates are often a multi-industry company,
meaning that they are often investing in risk taking.
 Expanding into different industries sometimes counter balances the
positives with the negatives, and give the company more opportunity to
gain revenue and customers in a quick and easy way. Conglomerates
also tend to show how much you are likely to be able to acquire, as well
as giving you an idea of which shares in the company are more
discounted that it’s own.

CONGLOMERATES
(FILM EXAMPLE- BBC FILMS)
Sources of Income-
Product Diversity-
Competitors-
Customers-
Trends-

CONGLOMERATES
(TELEVISION EXAMPLE- STV)
 STV are Scotland’s leading digital media company, and they reach
approximately 3.6 million viewers within the first month of broadcasting a
new show. Some of their best programmes are “Emmerdale” and
“Coronation Street”, which are big drama productions, and obviously
“The X Factor” and “BGT” which are two of the strongest competitions on
television.
 STV is a “chained company” and they branch off from ITV and UTV, but
all work under the same corporation.
 Their platforms range from digital services that provide all of the latest
news, offers, pictures and videos to free services including apps that are
available to download. STV apps are available to download on phones,
any of the Apple Brand devices, and are supported by iOS, Android
Devices and desktops.

SOURCES OF INCOME:
 STV are a company that were formed in 2006, but replaced the original
franchise company STV Scotland. In 2013, STV won the licenses to
launch local television channels in Glasgow and Edinburgh, and on 2nd
June 2014 they re-launched themselves.
 They gained their first bit of income by merging brands with Grampian as
well as their early advertising of the brand that brought a lot more
customers to watch their programmes.
 STV entered a new affiliation deal with ITV plc, which led to a new,
friendly relationship between the two companies, and STV were being
funded by ITV plc helping them to make their business grow quicker and
broadcast more often. The “parent” company of STV had also owned
several radio stations alongside STV, and the income that was coming
into the company through advertising and shares, were being handed
down to STV.

PRODUCT DIVERSITY:
 As you can see from the
print screen on the left,
the most popular shows
on STV are “Days of
Honour” which is a
documentary show about
the polish wars and the
Nazi's, followed by a
football show hosted by
Peter and Roughie. The
programmes are diverse
to other channels on
television, because
Channel 4 mostly
specialises in cook
shows, ITV in reality
shows, and the BBC on
news and
documentaries.

 STV’s profits were down by 2% over the course of 3 years, at only £56.6
million, and the pre-tax profits included exceptional items, that dipped 19%,
making profits rise from £6.8 million to £7.8 million in a few months. The
broadcasters STV have reported lower revenues and profits for the last six
months of 2014.
 The programme “Taggart” helped to raise the profits for STV by 25%, but as
soon as the programme stopped being aired on television, the broadcasting
channel saw an instant decrease in their viewers and their profits soon
lowered also.
 STV also saw a £800,000+ loss from their city television stations in Edinburgh
and Glasgow as their profit dipped 7%, from £8.4 million to £7.8 million. To
this day, the company are still not as profitable as they were many years ago,
but Director of the headquarters, Mr Woodward has confirmed that the
business are working on an internal project entitled “Metropolis” to bring the
online news and entertainment offerings into an updated and expanded
package to become known again. He indicated that the likely launch for this
new invention would be released in the first 4 months of 2016.

 As an organisation, STV’s aims and objectives are similar to all businesses, to be successful and to
improve the programmes that they have as well as the broadcasting times and areas.
 Organisers of the Scottish organisation have previously outlined four key objectives, based on
consultations with other local businesses as being the key in order for them to strive.
 >Growth through marketing, events and promotions are a way that they can get themselves more well
known around the world, as well as gaining more revenue from events such as professional talks where
the fee may be a few pounds.
 >Managing the streets and making sure that there is improves safety and security around where the
offices are. They need to ensure safety of their staff, and build the premises into something bigger and
better with the revenue that they receive, keeping staff for longer periods of time.
 >Having an enhanced trading environment, meaning that they can trade in all circumstances, and are
not putting themselves in a position to doubt whether they should go along with an original plan, or go
with their backup idea.
 >Looking after the business aspects, ensuring that the customers are getting what they deserve, and
the best that they can get. Trying to compete with other big broadcasting companies is difficult, but with
the right tools, anything is possible.

 There was a bidding that happened
on behalf of STV as to whether the
company were able to have a
“Business Improvement
Development” (BID) over the course
of a week, including the premises,
the local area and higher staff pay
from merging companies who had a
part in the company originally.
 As you can see, they had some
backing from a consultant named
Nicola Donnelly from another
leading business, who was hoping
for the improvement to be voted for.
 There were 440 eligible voters who
had been sent to the voting poll to
cast their vote. “The voting poll
acts as a working collective, giving
the business community a strong
voice, not the mention a whole
host of benefits”, was a quote by
one of the businesswomen who
voted in the poll.

 STV had three licenses that were awarded by the broadcasting regulator
Ofcom. They had local television services in Edinburgh and Glasgow,
and said that the new services that were going to made available to them
would be in partnership with local colleges.
 The new franchise broadcasting channels that they were going to ask for,
were to be in Aberdeen, Ayrshire and North East Scotland. A quote from
one of the managing directors said that they wanted to “learn and train in
a live television environment, and provide the needs for everyone,
everywhere”.
 STV Glasgow was launched in June 2014 with STV Edinburgh’s release
following in its footsteps by January 2015. Mr Hain, one of the managers
of the company said that “STV are always committed to delivering
content for the viewers of Scotland, and the award of three additional
television licenses will serve the existing customers well, online and on
their mobile devices”

COMPETITORS
 The main competitor for STV, is BBC Scotland, as the show does justice
in Scotland, just as much as it does in the United Kingdom. BBC
Scotland is also alongside their studios, at the Pacific Quay in Glasgow.
 BBC Scotland is the division of British Broadcasting, and is also a
publicly funded organisation. They have 3 main television channels in
Scotland, entitled BBC One Scotland, BBC Two Scotland and BBC Alba
along with 2 main radio stations.
 Even though BBC Scotland covering the Southern parts of Scotland, the
channels still link, so viewers anywhere in Scotland are able to watch
regional programming channels and services. BBC Scotland is also able
to separate their third digital channel BBC Alba into Gaelic, 7 hours a
day. This channel is a joint partnership between BBC Scotland and MG
Alba, and is able to be viewed across the UK on satellite services only.
Before digital switchover was released, the Gaelic programmes were
carried over to BBC Two Scotland, but this option of broadcasting
dropped, due to the switchover being invented.

CUSTOMERS
 STV are able to communicate with their customers on various social
media networks and operate a mini site on BBC Online consisting of a
portal to Scottish news, sport, programming and items of cultural
interests through BBC online.
 As STV mainly broadcasts in Scotland, the audience is therefore
generally for people who live in Scotland or people that may have
travelled there for a short holiday trip. BBC Scotland had also previously
offered a podcast download for the top news items of the week, and
online streaming was one of the main key sections of output for people to
use.
 Following the widespread introduction of the BBC iPlayer service,
allowing free streaming and download of nearly all BBC programmes,
including the latest news, the apps were discontinued and they gained
information on their customers by their purchases and viewings on the
television.

NATIONAL & GLOBAL
COMPETITIONS
 STV are mergers with UTV and ITV when it comes to talent shows such
as The X Factor. One of the main involvements that STV has when it
comes to the show, is the “Big Red Button App”, which is a Global
competition allowing viewers around the world to vote for the artists as
they are singing during he Live Show stages, as well as the Auditions
and Boot Camp sections of the show.
 Other competitions include “This Morning” and “Loose Women”.
 Some of the National competitions that STV host, are things such as
“Christmas Party Nights out”, “Meals for 6”, “Holidays Abroad”, “iPod
Nano’s and selections of chocolate and electronic items. This is where
they get the majority of their revenue from, after their main way of
gathering money through their broadcasting.

TRENDS
 One of the main trends that occurred on the STV channel, was the Salmond
and Darling political debate that was aired on the 5th August 2015. The
#ScotDecides phrase was trending worldwide on Tuesday night, after the live
clash was filmed between the first minister Alex Salmond, and the “Better
Together” leader Alistair Darling.
 The programme was repeated on Wednesday at 1:30pm and was able to be
viewed on multiple channels, including Sky, Virgin and Freeview.

TRENDS
 Another trend that people were talking about was the new television show called “The
Lie”, involving members of the public to listen to statements and decide whether they
were truths or lies. Susan Calman was the presenter for the show, and the show ran for a
few months before its departure. It was a trend so it wasn’t expected to last for long, it
was just a “one of a kind show” said David Rade, and a “fantastic opportunity to take part
in”, said Gary Chippington.
 Gary Chippington further went on to explain that it was a unique game show with the
chance to win big. The show was a joint effort that included good tactics and team skills
as well as encouragement from the audience, in order to raise their confidence.

VOLUNTARY
(DESCRIPTION)
 A voluntary organisation otherwise known as “unincorporated associations” or
“common-interest associations” are a group of individuals who work together
to think of a plan and arrange a mutual agreement to form themselves as an
organisation and accomplish a purpose to help a particular marketed group of
people.
 Some examples of voluntary companies can include trade associations, trade
unions, learned societies, professional organisations, environmental groups
and other various types of smaller organisations. The membership is not
usually voluntary, meaning that they have to pay in order to show their
appreciation to the group, as well as showing that they are loyal. There is also
a rule as to the minimum amount of people that are able to create a voluntary
group, and in many cases, some jurisdictions also require each of the
registered members should also inform police, other local groups and the
general public, in order to test out their organisation and plan changes. This
idea is also a plan to protect the economy from fraudsters, such as people
that may be making these groups just to claim money, benefits, or doing it in
retaliation for something that could have not been sorted out in their lives by
the government for example.

VOLUNTARY
(FILM EXAMPLE- PATHE FILMS)
Sources of Income-
Product Diversity-
Competitors-
Customers-
Trends-

VOLUNTARY
(TELEVISION EXAMPLE- MULTICHOICE)
 MultiChoice TV are a company that offer DStv services both locally and
nationally across the African continents, and in other countries such as
Spain, France, India and Greece. They formed in 1986, and collaborated
with the organisation M-Net. In October of 1993, M-Net was then split
into two separate companies, one dealing with the delivery side of the
television broadcasting, and other dealing with subscriptions, the
management of the subscriptions, signals, distributions and phone
operations.
 MultiChoice South Africa and MultiChoice Barbados are two of the most
highly recognised channels around the world, with the South African
channel growing out of the subscription management division. They are
the leading television operator in South Africa and the services are used
by over 5 million customers globally.

SOURCES OF INCOME:
 The owner of the MultiChoice brand is “Naspers”, who are a public
company in the genre of media. Their headquarters is in Cape Town,
South Africa, so MultiChoice was obviously going to be broadcast
somewhere in Africa. The main places of broadcasting for MultiChoice
are both locally in the UK and across the African continent.
 With the online retail, classifieds, online shopping services and easy-to-
visit marketplaces, the revenue is getting bigger and better for the
company with over $500 million being earned every year. The company
is now worth over $66 billion and is the largest broadcasting company in
Africa, with parts being broadcast in the UK and other local countries.

PRODUCT DIVERSITY:
 MultiChoice are a diverse company as their programmes are significantly
more different to ordinary broadcasting companies. To begin with, they
have more MNet channel and SuperSport channels which aren’t all
available in the UK.
 The company also ensure to train and develop their staff so that they are
able to think of new ideas for better shows. They also try and integrate
work life from normal life and offer services to take care of daily
responsibilities outside of the workplace, such as nursery’s, tutoring,
baby sitters or insurances for houses and cars.
 Managing the diversity of the organisation helps MultiChoice attract
publicity and retain that publicity for future customers. It also helps more
people want to actually watch the shows, meaning that the productivity of
the staff rises, as they want to ensure that no customers are lost.

 DStv are the main owners of the MultiChoice
brand and therefore create the packages for the
specified audiences. Some of the shows that
were originally featured on the MultiChoice global
channels were removed due to not enough
people being interested in the show, or bad
publicity of the programme due to copyright
reasons which cannot be named either.
 MultiChoice as an organisation offer a lot of Packages which are filled
with various shows aimed at families, children and older teenagers, a
variety for people to enjoy. Some of their popular packages can be found
below, and they are often used to attract new customers, and will differ,
depending on the country that the package is being offered in.

 Some of the most popular MultiChoice shows, are aired on MultiChoice Africa,
MultiChoice Greece, in Greek, MultiChoice India, in English and Indian, and
obviously MultiChoice UK. One of the most profitable shows is called “Hotel
Majestic” which you can see a screenshot of below. The show is a debut of
Oge Okoye, Sadiq Daba and Bukky Ajayi and is about a family, known as the
Emeni family, fighting one another and the outside world to protect a hotel that
has been part of their family for decades.
 Wangi Mba-Uzoukwu, the regional
director of the show, said that “Hotel
Majestic is yet another addition to the
exciting content line up on the African
shows. This new and exciting
telenovela features a fresh storyline,
and the tension caused makes it more
interesting to watch. The show has
been getting lots of good reviews and
it brings all of the best established
names in Hollywood, into a film series
with suspension, ambition and
betrayal which people must watch”.

 The show even has its own Facebook page where
people are getting involved in conversations about
what the episodes are about, and giving their
opinions. The targeted audience for this show is
mainly for people who live outside of the European
zone, such as in places like Africa.
 Green line- People in Europe
 Blue LINE- People not in Europe
 ($ is profit for the company and the dates at
the bottom is when they are working out how
much revenue they are getting each date).

 One of the aims for MultiChoice are to increase the amount of
advertising they produce so that they can boost their revenue across the
African continent. “Stats 2 Go” provides potential advertisers with
comprehensive data of the viewer profiles, including information such as
the socio-demographic profiles, key viewing measure, social media
usages, most watched programmes, people’s viewing preferences and
“headspace attitudes”.
 Brenda Wortley, director of the research and strategies at DStv Media
Sales said that the strategic match between advertiser and the correct
channel was often missing in the market, and that’s why she decided to
think of a new way to boost profits.
 MultiChoice are also trying to aim for the middle market, meaning that
they are able to save money but still provide the 11 channels that they
usually do. “It’s a risk, but a calculates one” said Nolo Letele, the African
chief executive for MultiChoice, but it the only way that they are going to
make themselves more stable.

 MultiChoice don’t have any franchises but they have become
subsidiaries with Internet media companies, Television companies,
Internet Providers and Print media companies, the percentages can be
found below.
 MultiChoice received their first proper license in
1991 following the positive reactions to their
broadcasting in Namibia. This quickly followed
in a host of other countries, which is why
Naspers sub-created a company called
“MultiChoice Africa”. This was created in 1996,
and held 3 million subscribers within it’s first 6
months of broadcasting.
 Other countries that have the
MultiChoice channels and use the
services, are India and Portugal. The
Indian franchise in Dubai, and the
Portuguese franchise in the Southern
and Northern regions of Portugal.

COMPETITORS
 Some of the main competitors for MultiChoice are e.Sat, e.tv, Walking on
Water, Telkom Media and TopTV.
 E.sat and E.tv are Ethiopian Satellite Television Broadcasters who could
be a rival for MultiChoice in South Africa, following their three newly
released channels as well as the new demand channel, allowing users to
watch previous episodes of shows that have already been broadcast on
television. They also host shows such as The Sopranos, Six Feet Under
and Curb Your Enthusiasm which are shows that are gaining a lot more
popularity as the weeks go on, and obviously the shows are competing
for more viewers and revenue.
 Walking on Water has 19 video channels and 8 radio station channels as
well as a 3 year subscription of broadcasting regulations which they paid
for from 2006-2009. WOW also had a 14 day period where they would
see if other companies wanted to buy programmes and air them in their
own country, and Germany, Austria, France, Ireland and Namibia were
the only 5 countries that wanted to “borrow some shows”.

COMPETITORS
 These are the
television
broadcasting
channels that were
bought and used by
Germany, Austria,
Ireland and France.

CUSTOMERS
 MultiChoice TV is a broadcasting company that try and aim their
products are a wide audience of people. According to the 2008 Media
productions study, 48% of South African adult’s, over the age of 16,
watch the programmes that were on offer by the company. 36% were
over the age of 50, and 16% were under the age of 16 years of age.
 State broadcasting channels noticed that over 22 million people watch
television in the world, but on the African population scale, 70% of the
African adult population watch the channel SABC1, with 60% watching
SABC2, 57% watching e.tv, 47% watching SABC3, 6.4% watching Mnet
and 16% watching the DStv channels.
 DStv’s subscribers reached the 2 million mark in November of 2007, and
has almost doubled since then.

NATIONAL & GLOBAL
COMPETITIONS
 MultiChoice TV obviously have lots of rewards
and give people just as much chance to win
prizes and money like other well known
companies, and here are some examples.
 The first prize was to allow users into the best series’ and movies as well as sporting
highlights and international entertainment for a cheaper prize. R10,000 per monthly
winner when they started paying with their credit card.
 The Hollywood experience would give them the chance to spend 7 days in Los Angeles,
and a visit to Universal Studios Hollywood with 2 friends.
 The final prize was a DStv Explora, along with other merchandise related to the
channel, and puzzle games for the family.

TRENDS
 One of the most well known television shows around the world has been
added to MultiChoice as a new pop up channel. Star Wars had such an
amazing turnout as a film series, that a channel was made especially for
it on MultiChoice TV, with all of the original movies from the 31st August
up to the 13th September 2015. Premium members will be able to watch
these movies on the special Mnet channel 109.
 Ngoza Matakala, the general manager of MultiChoice Zambia said the
following quote about the new channel;
 http://www.techtrends.co.zm/newsfeed/m-net-multichoice-
launch-dedicated-star-wars-channel-dstv

*CROSS MEDIA OWNERSHIP
& REGULATIONS*

CROSS MEDIA
(DESCRIPTION)
 A company that class themselves as a Cross Media organisation, are generally
organisations that have business relationships and often own stock in the companies
which the given company does business with. Some heavy cross ownerships are often
referred to as a “circular ownership”.
 Cross Media ownerships began in two main countries; Japan and Germany, and now is a
major part of both of their business cultures. Positive aspects of these types of owner are
the fact that you can closely tie each business to the economic destiny of the partners
and also encourages a slow rate of stock, in case of an economic change.
 Examples of Cross Media can be found in the media forms that we have today, such as
books, newspapers, social media and films. The term “cross-media” basically means that
there is a main company, with a sub company as its “sister”, if you put it in family terms.
The New York times for example are the former ownership of WQXR Radio. The WQXR
Radio also have a sister-like relationship with WGN-TV, the television network.
 The FCC; Federal Communications Commission don’t allow cross ownership, as it will
prevent them from having too much local media ownership. They would only be allowed
to cross their ownership, if they obtain a license, such as a “waiver”, like the News
Corporation and the Tribune Company of New York have.

CROSS MEDIA
(FILM EXAMPLE- DISNEY FILMS)
Sources of Income-
Product Diversity-
Competitors-
Customers-
Trends-

CROSS MEDIA
(TELEVISION EXAMPLE- OPRAH WINFREY)
 Cross media is also a form of promoting any media through more than
one service to target a specific audience. An example of cross-media
marketing for a brand, is Oprah Winfrey’s promotion of her television
show, books, magazines and her official website.
 Cross promotion involves two or more different types of media or two
separate companies promoting the same service or product. For
example, a mobile phone network may work together with a popular
music artist, and package some of their songs as exclusive ringtones,
benefiting the network and the artist.
 Companies like Oprah Winfrey are benefitting from cross
promotion/cross media because the cost of promoting is often cheaper
than a normal organisation, and it is always a win/win situation for both
parties, such as Oprah Winfrey and her book/magazine company for
example. Out of all the marketing strategies, cross promotion marketing
is the easiest and often one of the most successful marketing strategies.

SOURCES OF INCOME:
 Oprah Winfrey specialises in conveying meanings through different
media platforms, and she may have wrapped up her talk show for a year
after having 25 years of success, but her empire still sails on.
 Through her “Harpo media” productions, she still has her hand in Dr.
Phil, Rachael Ray and the Dr. Oz Show, as well as her magazine and her
satellite radio stations.
 By the age of 19, Oprah Winfrey became the co-presenter of a low rated
morning show, and her emotions got to the public straightaway. She had
the ability to open up about personal situations at all costs, and it
became the most frequently watched and talked about show, which is
why it was then renamed to “The Oprah Winfrey show” and it nationally
syndicated.

SOURCES OF INCOME:
 Another way in which Oprah can get income, is by having her own
foundation/charity. The money doesn’t go to her, but goes to people in Africa,
on behalf of her establishment, who don’t have as much support and help as
we do in our better established countries. The foundations provides support
for the Leadership Academy for Girls in South Africa.

PRODUCT DIVERSITY:
 Oprah Winfrey is a woman who has changed the way that people think and
live all around the world. The show was originally targeted at people in
America, but ended up being a worldwide sensation. She has helped many
people to accept who they are and learn new things about other people.
 Talk shows weren’t a common thing a few years ago, so having a show like
Oprah helped people to emerge from their shells and speak up about their
problems, hence why we have more modern talk shows such as “The Jeremy
Kyle Show”, “Jerry Springer” and the “Steve Wilko” show.
 Before 1960, there were talk show hosts such as Johnny Caron and Mev
Griffin, but they were stuck with celebrity guests and often spoke about
politics, music, movies and aspects of culture, which people didn’t really want
to watch, because they could find this information online.

PRODUCT DIVERSITY:
 Oprah has also said to have changed the way we look at Journalism,
quoted by McNamara. He went on to say that “She became part of the
audience and part of the people she was interviewing. She blurred
everything together”.
 Another difference in Oprah’s organisation, is that she was able to deal
with people weight issues, and was able to hire frequent trainers to give
weight loss and diet suggestions, which many people were inspired to
use and learn from.
 She also helped people who had limb dysfunctions to be able to walk
and read, and during 14 years of her 25 years airing her show, she had
her own book club, and fans bought copies of her 65 “suggested books”,
which not only raised awareness about those books, but got people
listening to the messages that she was trying to convey.

 The data chart showed that over 770,000 people had
tuned in for the first hour of OWN on New Years Day
of 2014, and almost 1.2 million households watched
two prime-time episodes of “Season 25: Oprah
Behind the Scenes”, a reality show about the last
season of her show being active on television.
Programmes that did NOT feature Ms. Winfrey didn’t
attract as many viewers, but a one off show “Ask
Oprah’s All Start”, a special show featuring Dr. Phil
McGraw and others, attracted just over 968,000
viewers on the Sunday night.
 Oprah has a lot of segments to make up her company, such as the
books, magazines, satellite channels and her talk show, but Oprah’s
broadcasting provider “OWN” has officially been successful again.
 Her network provider turned a profit and her company now has a positive
cash-flow and is now able to pay down the investments that they weren’t
able to pay for before, such as the release of a new television chat show
which is due to be released in 2017.

 Oprah has obviously become a huge success around the world, especially in
her home town of the U.S.A, but the factors that led her to this massive
success, included:
 A GOAL-ORIENTED FOCUS: She said “You become what you believe”. “You
are where you are today in your life, based on everything you have believed”.
 THE ABILITY TO OVERCOME DIVERSITY: Having experienced as much
abuse as Oprah did when she was a young child, she managed to develop
the skills of how to survive from an early age. She realised that if she wanted
to stay alive, as well as making something of herself, she had to fight back.
 THE ABILITY TO RECOGNISE AND SEIZE THE OPPORTUNITY: She said “I
don’t believe in coincidences”. She began hosting from a young age, began
acting and using social media to bring herself alive and become known. She
listened to her inner voice and grabbed every opportunity that she believed
was necessary to achieve her goals.
http://www.evancarmichael.com/Famous-Entrepreneurs/514/How-She-Did-It-
Oprahs-Success-Factors.html

 A SENSE OF RESPONSILITY TO OTHERS: Early on in her career, she
asked herself “How can I be of service? How can I use television as a
service?”, and since then she has almost certainly demonstrated that to
the best of her ability. She had been awfully dedicated to the causes that
she believes in and has had the open passion which she portrays when
talking to her audiences. This is why she is a diverse woman and
different to any other television personality.
 THE COURAGE TO FOLLOW HER PASSION: She says “I was called to
talk, to use my voice in some way” and then she discovered her natural
self and her passion for broadcasting. Her energy was pushed forward to
achieve that passion, and that’s why she has been so successful until
this day! She conveys authenticity, allowing people to get a glimpse into
her as a real woman, and they acknowledge the trust between her and
the audience. She is loved by many, hated by a few, maybe because of
jealousy, but she enjoys communicating with people and has a lot of self
belief in her “true calling”. She propelled herself to new heights, and she
is still climbing up the ladder today.
http://www.evancarmichael.com/Famous-Entrepreneurs/514/How-She-Did-It-
Oprahs-Success-Factors.html

 In 1996, The Oprah Winfrey network was given a license by the
Canadian radio-television and telecommunications commission (CRTC)
in order for Oprah to provide “formal and informational educational
programs on a wide range of topics” in return of the favour.
 Oprah’s “feeding network” OWN was also given a license in 2011 by the
same company, and it was to provide them with a high definition
simulcast feed of the Oprah Winfrey Network, allowing broadcasts in the
1080i resolution format.
 Oprah has also been involved in a few franchises where she opened her
own E-store, to buy merchandise of Oprah, such as t shirts, cups and
place mats. There was also a limited time only Oprah Tea collection
where she was paid by Starbucks to use her face on the packaging of
their tea. The final franchise was bringing Oprah to the U.K, where OWN
in the U.S.A as well as the Discovery Networks, had partnered to launch
a new programming block featuring OWN’s series of Oprah Winfrey, but
in the UK.
https://en.wikipedia.org/wiki/Oprah_Wi
nfrey_Network_(Canadian_TV_channel)

COMPETITORS
 Some of Oprah’s biggest competitors are “Maury Povich”,
“Ellen DeGeneres”, “Phil Donahue”, and “John Tesh &
Leeza Gibbons”.
 MAURY POVICH- The “Maury Show” first aired in 1991
and is a competitor for Oprah, as he also has a talk show,
discussing various problems with the guests, as well as
having a live audience to tame at the same time. He also
uses the media to promote his show which can cause
more viewers watching his show than Oprah’s
 Luckily for Oprah, Maury’s show had been getting a lot of
criticism as critics had said that it was the “worst talk
show in history”, and that you shouldn’t be “fooled by his
pressed shirt and pleated khakis”. Whitney Matheson
wrote about the show in her column, and said that his talk
show is the “worst show on television”. The show
discontinued and is now only on once every few weeks,
with hopefully less criticism.

COMPETITORS
 ELLEN DEGENERES- The “Ellen show” has been on television since 2003
and is also a talk show that deals with people’s weird and wonderful
stories. The show combines comedy, celebrities, musical guests and
interest topics which are turned into stories, such as things that cause a
buzz on social media. She also does 12 day giveaways during the
Christmas period where each of the winners get $1,000 over the 12
episodes. One of the other amazing things that Ellen does, is surprise fans
and introduces them to their favourite celebrities, raising awareness and
acknowledgement for the celebrities, but also making the show more
interesting.
 PHIL DONAHUE- The Phil Donahue show was another talk show, but
ended in 1996, just as Oprah was to begin. He was a competitor as people
still wanted to watch his shows and somebody had to bring out something
new for people to enjoy. He was originally a news reporter, but changed to
television broadcasting on his own show, introducing acts such as hip-hop
artists and break-dancers to up the revenue for the show. The show lasted
from November 6th 1967- September 13th 1996.
 JOHN TESH & LEEZA GIBBONS- It began on June 14th 1993 but 7
months into the show, Josh Tesh decided to leave, hence the new title
“Leeza”. The show lasted for 6 years between 1993 and 1999 and centred
around celebrities, interviews and traditional questions from the public
which would be shared on the show. Again, the show ended, just as Oprah
was about to begin her 25 year career so she had to think of newer and
better topics to talk about, so that she didn’t end up in “the bin” like Maury,
Donahue, Tesh & Gibbons.

CUSTOMERS
 As you can see from the
charts here, the progression
of customer visits and views
had increased since 2012. In
2012, only 6.2 million people
visited the channel, but
through 2013 it increased to
8.1 million and during the
months of 2015, 13.2 million.
 When Oprah and her
company originally started
the business, her market was
just to people in the U.S.A
over the age of 18, but then
younger people started
getting involved in the show,
and as more of her guests
become younger, they
lowered the target audience,
which is why a lot more
people are now tuning in,
even if it’s just for a few of
the stories featured.
 The Blue shape is the
amount of people
watching it in the UK.
The Grey shape is the
amount of people
watching it outside of the
UK.

NATIONAL & GLOBAL
COMPETITIONS
 2 of the main competitions available are the
opportunity to meet Oprah and have questions
asked, etc. (left image), and the other was to win
a trip to Costa Rica, paid for by Oprah’s company
for you and a friend. She feels giving people the
opportunity of a holiday in a lifetime will make
them understand how giving she is. Costa Rica is
a holiday destination where Oprah originally lived
with her family, but then they moved to the U.S.A
to have more of a stable life away from poverty.

TRENDS
 Genevieve Piturro is the founder and
executive director of the Pyjama
Programme, which was a non-profit
trend to provide new sleepwear and
books for underprivileged children before
they went to sleep in the shelters.
 This was a trend that helped people around the
world, as well as Oprah. It showed that Oprah had
a strong mind, and had obviously known about
Piturro’s campaign idea before she came onto the
show, surprising her with over 32,000 pieces of
nightwear. Oprah revealed that she had challenged
audience members to contribute as many pieces of
nightwear as they could and whoever donated the
most would get a prize in return. This little bribe
brought people from all over the world donating the
nightwear items, and helped raise publicity of
Genevieve Piturro’s cause on Social media
networks such as Facebook, Oprah’s twitter page
and various links on YouTube.

TRENDS
 Oprah’s other main trend was her
collaboration with Deepak, who
were to connect with every
individual who was to take part on
this extreme course of events,
bringing out the core in people
and positively directing them
through the life.
 The aim was to embrace people’s
beliefs and dissolve any
unconscious beliefs that were
holding people back. The 21-day
Meditation experience lasts from
November 2nd until November
23rd 2014, and there is a new 21-
day period in 2015 also.

DIVERSIFICATION
(DESCRIPTION)
 Diversification is the process where a company have a corporate strategy to
enter into a new market or industry which the business is not currently
working in, but also try and create new products for that new market of work.
This is quite a difficult process of the Ansoff Matrix as the business has no
experience in the new market and they don’t know if their product is going to
be successful.
 There are four main growth strategies that companies will use in order to
boost their profits and get more acknowledgement in the business industry.
Market Penetration, Market Development, Product Development and
Diversification are named as the “Diversification Strategy”, but the
Diversification aspect stands aside from the other three categories.
 In involves adding additional components of newly made products to existing
products that already exist on the market, whether it be re-manufactured or
re-marketed. Expanding on the existing products with related products is a
method that is adapted by many businesses. The process is often used to
either extend their brand name to get more people to know about it and have
more businesses buying their products in bulk, or to help the company
increase the volume of their sales and the number of customers.

DIVERSIFICATION
(FILM EXAMPLE- MAINSTAY FILMS)
Sources of Income-
Product Diversity-
Competitors-
Customers-
Trends-

DIVERSIFICATION
(TELEVISION EXAMPLE- DIVERSIFIED C’S)
 An example of a diversified company is Diversified Communications. They are company
that are around the world and have various company names such as Diversified
Communications USA, Canada and the UK.
 They are part of a rapidly growing successful trading company in media and television
programmes, with their head office in the beautiful American city of Portland, in Maine.
 They began their company running a few events and creations of a couple of magazines,
but now they have 13 highly successful trade shows. The company also have over 80
motivated members and talented individuals that work in Brighton, Cotswolds,
Peterborough and Leamington offices focusing on the best possible way to exhibit and
visit the experience of customers.
 They are a family owned company with a growing global network of media related events
and divisions in the USA, Australia, Canada, India, Hong Kong, Thailand, Singapore and
the UK. In 1949, Horace Hildreth Senior, the governor of Maine, launched the state’s first
radio station and in 1953 launched their first television show which was appropriately
captioned as “diversified”. They now organise over 150 trade and consumer exhibitions
and conferences around the world, including international market leading events.

SOURCES OF INCOME:
 Diversified Communications are a company that began with a few events
and a magazine company, but are now hosting 13 highly successful
trade shows in some of the leading sectors of the world.
 This is a table that shows the profit
of the company over a time period
of three months up to May 2015.
They expect £1,600 every 3 months
from their channels.
 This is a table that shows the yield
percentage as well as the annualised
volatility per 3 year period. As you can
see they have a 4.5% yield, which
means that the annual income from an
investment as a percentage of a price at
a particular point in time can be
assessed.

SOURCES OF INCOME:
 On the diagram, you can see the income that Diversified communications
received during each of the 6 month periods listed. You can also see the
investments into the company by the OE independent company.

PRODUCT DIVERSITY:
 Diversified Communications are a growing and highly successful company
with their head office in the beautiful U.S city of Portland in Maine. Their
shows organise events and media productions in multiple countries including
the U.S.A, UK, Australia, Hong Kong and India.
 The organisation believe that they can only be as good as their previous
events and don’t take anything for granted. Diversified Communications
believe that they are always earning the trust and respect of the North
American businesses and communities around the world.
 An example of a unique programme on their channel was a trade events
called “Casual Dining” which involved being in the dining sector, and attracted
3,655 people to the event. It won an award for the best trade show at the
Association of Event Organisers.

o Diversified Communications have announced a new structure which
will include the creation of two leadership teams. One will support the
global divisions, and the other will lead the company into gaining
more revenue from future shows.
o A quote from Ted Wirth, the President & CEO of the company says
that “The organisational moves will enable Diversified US to grow in
the important reliable North American market, and to also create
additional career path opportunities, whilst also improving corporate
governance across all our divisions”.
http://www.divcom.com/press-room/41-diversified-communications-reaches-tipping-point-
announcing-new-structure-to-focus-on-us-division

o On the Diversified
Communications
website, the list of
some of their
programmes and
documentary
shows are listed.
These are most of
the programmes
that they host,
and they are also
the most
profitable.

 Diversified Communications UK is a dynamic and innovative events organiser as well as
a television broadcaster, passionate about the communities they serve.
 The main aims of their company are to be ETHICAL. ETHICAL is an anagram of the 7
key factors of their business and the things that they should be providing for themselves
and their customers.
 E- Excellence ensures that they strive to achieve excellence is everything that they
deliver
 T- Internally trusting all of the colleagues to be able to individually deal with the
customers
 H- One of the main priorities is to be honest and truthful to support the industries that
they serve.
 I- Innovate and be proactive to benefit the customers in the near future.
 C- Provide the industries with different channels of communication through trade shows,
publications and new media discoveries.
 A- Achieving success as an organisation so that they can be proud of themselves and
feel success when dealing with the customers.
 L- Loyalty is the final aim, to ensure that they stick to their values whilst achieving targets
legally and loyally.

 Attractive income – aims to provide 4-6% p.a.*
 Sustainable income – global multi-asset portfolio seeking to grow
capital
 Lower volatility – historic volatility less than 50% of UK equities
 Tax efficiency – classified as an ‘interest-paying’ fund
 Actively managed – by co-Head of Multi-Asset John Stopford and
team.

 Diversified Communications were able to begin their broadcasting
company when Horace A. Hildreth, the former governor of Maine,
president of the Bucknell University and U.S ambassador to Pakistan,
purchased the license for their first radio station. In 1953, he launched
this station in Bangor, Maine and Diversified Communications were being
demanded 300% more than usual.
 The locations that Diversified Communications is now situated in are the
U.S.A, Australia (Melbourne), Canada (Ontario), China (Hong Kong), the
UK (Brighton), the U.S.A (Boston), Thailand (Bangkok) and Asia
(Singapore). These are the franchised companies, as they have bought
the original company name and logo and have used it as their own, but
in their home countries.

COMPETITORS
 The main competitors for Diversified Communications are the VIAD Corporation, GARTNER Inc
and the RELX public limited company group.
 The VIAD Corporation offer various conventions and event services as well as exhibit designs,
construction information, travel and recreation services. They operate under the name of GES,
the Global Experience Specialists, and are provided with convention services to trade with other
associations and exhibitors. They operate through the Brewster unit and the Glacier Park
division, through the mountain lodge operator. They have operations across North America,
Europe and in various other countries around the world.
 GARTNER Inc also deal with IT, and help clients understand information and skills in the
technology industry, helping people make decisions about IT products. They convey the appeal
on television programmes, helping others to understand about competitive analysis reports,
industry overviews, trending market data and evaluation reports. The technology and
management consulting services are often watched by members of the public from their
channels. The company also produce a number of professional conferences, seminars and
other events aimed at the technology and media sector.
 The RELX Group, previously recognised as the “Reed Elsevier Group” offer data services and
publish trade magazines through the RBI scheme, (Reed Business Information). Revenue
comes from subscriptions of customers, circulated sales whether on billboards or in magazines
and newspapers, general television advertising and exhibition fees that people pay to learn
about the types of business as well as the information around it.

CUSTOMERS
 Diversified Communications
mainly target customers who live
in North America, Europe, Asia or
Australasia, as this is where most
of their programmes are aired. The
2 channels that they were
awarded licences by are still being
watched today. The channel is
Bangor, Maine and Gainesville,
Florida are still the most watched
channels by Diversified
Communications in the U.S.A.

Creative Media BTEC- Unit 7 – The Media Sector (Television)

Creative Media BTEC- Unit 7 – The Media Sector (Television)

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