Canadian Broadcasting Corporation Leanne King Lloyde Bent Sarah Klokkou Ryan Bounsall NazatNayeem
Problem Statement Competing for market share Declining public support Increase in American programming Underfunded by government appropriations Increased dependence on advertising
SWOT Analysis Strengths Government Subsidization Hockey Night in Canada Weakness Unstable government funding Mandated programming restrictions CanCon Dependence on advertising
SWOT Analysis Opportunities Internet Online advertising Programming development Threats Potential funding cuts Loss of market share to privately owned competitors
External Environment Demographic Segment: The Canadian population is aging. Immigration is making the Canadian population more ethnically diverse. 80% of Canadian population lives in urban areas. Sociocultural Segment: Canadians are expecting relevant content that connects them to their regional communities, and to their own personal values and interests.
External Environment Technological Segment: New technologies create challenges for the CBC in terms of producing and distributing content. New technologies give Canadians more flexibility in viewing content. Economic Segment: Consumers continued to adopt emerging technologies during the recession. The recent economic downturn lead to a significant decrease in advertising revenues for the CBC.
External Environment Political Segment: The CBC is funded by four different sources: Political appropriations Advertising revenues Specialty service revenues Self-generated revenues Global Segment: Global factors include the digital revolution, and globalization of the economic and communication sector. Increased global competition has lead to audience fragmentation.
Five Forces Threat of New Entrants High barrier to entry requiring capital Regulated by Canadian Radio-Television Telecommunication Commission Bargaining Power of Suppliers Supplier of CBC’s premium programming have power to influence The market of the supplier’s programming is limited
Five Forces Threat of Substitutes The alternatives to CBC are privately owned companies that air American programming Bargaining Power of Buyers Viewers tend to watch more American content than Canadian CBC needs viewers more than viewers need CBC Intensity of Rivalry Competitors have the capital to outbid CBC for programming
Internal Analysis CBC had a net loss $58 million Decrease in advertising revenue Decrease in government appropriation Not able to allocate capital to cover programming costs Key business units are relied upon to generate capital to cover programming costs Disposition of key assets to generate capital but creates a loss of future revenue
Strategic Objectives English Service Objectives Commitment to providing quality Canadian programming Strengthening ties with communities and regions across Canada Provide programming content that Canadians can access in different ways Increase audience share of Radio 1, Radio 2 and CBC television
Strategic Objective French Service Objectives Reaffirm their position as leader in providing and creating quality content to French speaking world Provide content that can be integrated in different ways Increase regional presence for French audiences Integrating a model for their news operations to deal with current technologies
Key Strategies Moving forward Expanded regional programming provides more in-depth coverage Expanding cross platforms to integrate CBC content Re-launch of CBC News Network in 2009 and provide global coverage for news Investing in Canadian Content ,and developing and owning their own talent