- •Introduction
- •Terms of reference
- •Prioritization
- •3.1 Top priority – Proposal to expand into corporate advertising videos
- •3.2 Second priority - Fee negotiation for new children’s programme
- •3.3 Third priority – Re-commissioned drama series
- •3.4 Fourth priority – “Banks – friend or foe?” – a new documentary by vyp
- •4.0 Discussion
- •4.1 Proposal to expand into corporate advertising videos
- •Variant 1
- •Variant 2
- •Variant 3
- •1.Sutability of the market
- •2. Acceptability
- •3. Feasibility
- •4.2 Fee negotiation for new children’s programme
- •4.4 “Banks – friends or foe?”
- •5. 0 Ethical issues and recommendations on ethical issues
- •Recommendations
- •6.1 Proposal to expand into corporate advertising videos
- •6.1.1 Recommendations
- •1) Short-term recommendations
- •2) Long – term recommendations
- •6.1.2 Justification
- •6.1.3 Actions to be taken
- •6.2 Fee negotiation for new children’s programme
- •6.2.1 Recommendations
- •1) Short-term recommendations
- •2) Long-term recommendations
- •6.2.2 Justification
- •1) Short-term recommendations
- •2) Long-term recommendations
- •6.2.3 Actions to be taken
- •6.3.1 Recommendation
- •6.3.2 Justification
- •6.3.3 Actions to be taken
- •6.4.1 Recommendation
- •6.4.2 Justification
- •6.4.3 Actions to be taken
- •Conclusion
- •Appendices
- •Appendix 3. Porter 5 forces analysis. Independent tv production industry
- •Bargain power of customers: High
- •4. Threat of substitute products: Medium
- •If programme ideas are innovative, then there is no threat
- •5. Intensity of competitive rivalry: High
- •Appendix 4.The market growth potential - pest analysis
- •Appendix 5. Industrial and financial analysis.
- •Appendix 6. Profit and Margin for 3 variants of actor’s salary. Номер!!!)
- •Appendix 7.
6.4.3 Actions to be taken
The further expenses should be planned in detail and followed closely. The programme producer should pay more attention to cost control and prevent further exceeding of forecast costs.
VYP should find the way of increasing their revenues by the means of expansion of the market audiences. There are directions in which we see the possibility of increasing revenues: 1) educational direction, 2) international sales, 3) advertiser funded programmes, 4) internet marketing. Assuming that VYP has the necessary rights for each of directions our suggestions are as follows.
Educational direction. This idea can be realized by three means. Firstly, this documentary can be sold to universities and business schools, as it can be a part of their educational problem. Secondly, we think that certain museums of economics can be interested in buying it. Thirdly, the material of this documentary can be a good basis for a book on this issue. By the selling the rights on publishing a book based on the documentary VYP can increase its revenues.
International sales. VYP has rights for selling its programmes internationally. The margin for international sales is much higher than in home country (in 2011 it amounted to 62,3%). As this documentary deals with global financial crisis, we are sure that some foreigners will show interest in it.
Advertiser funded programmes. VYP should try to draw the attention of companies which take part in making advertiser funded programmes. It is a good way to increase revenues and it can compensate the reduction of commissioning revenues.
Internet marketing. Nowadays there is a wide range of possibilities of selling a product via internet. Our suggestion is to try to sell the documentary in on-line web stores and by the means of I-Tunes.
Conclusion
Appendices
Appendix 1
Comparison between initially forecast profit and estimated loss of the documentary “Banks – friend or foe?”.
Description |
Revenue £’000 |
Costs £’000 |
Profit £’000 |
Share of profit in operating profit from documentaries |
Share of profit in total operating profit |
Forecast 1 (positive) |
290 |
258 |
32 |
4,85% |
0,12% |
Forecast 2 (negative) |
290 |
320 |
-30 |
4,45%3 |
0,11% |
Analysis of documentaries, their revenues and margins. Comparison between financial years 2011 and 2010.
|
Year ended 30 September 2011 |
Year ended 30 September 2010 |
Dynamics |
Revenues, £’000 |
6,700 |
6,900 |
-3% |
Operating profit, £’000 |
660 |
694 |
-5% |
Margin % |
9,9 |
10,1 |
– |
Number of different types of programme |
6 |
5 |
+20% |
Total number of programmes completed |
45 |
40 |
+12,5% |
Total number of programme hours |
36,4 |
32,1 |
+13,4% |
Average commissioning revenue per hour |
184,1 |
215 |
-14,4% |
Share in total revenue for all genres |
24,5% |
35% |
|
Analysis of the revenue of the documentary “Banks – friend or foe?”.
|
Revenue |
Share in documentary revenue |
Share in total revenue from all genres |
“Banks – friend or foe?” |
290 |
4,33% |
1,06% |
Documentaries |
6700 |
100% |
24,5% |
Total for all genres |
27310 |
– |
100% |
STRENGTHS
|
WEAKNESSES
|
OPPORTUNITIES
|
THREATS
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