Analysis of the potential for further consolidation through mergers and acquisitions of the United Kingdom commercial radio broadcasting industry and the lack of evidential data that previous consolidation produced the promised benefits for owners, listeners or advertisers, written by Grant Goddard for Enders Analysis in September 2007.
'Response By UKRD Group Limited To United Kingdom Government Department For C...Grant Goddard
Response by UKRD Group Limited to United Kingdom government Department For Culture Media & Sport's Communications Review of Radio Regulation, written by Grant Goddard for UKRD Group Limited in September 2012.
'Channel 4: Radio Ambitions Aim Too High' by Grant GoddardGrant Goddard
Analysis of the award by United Kingdom media regulator Ofcom to Channel 4 Television of a new licence to build a national transmission network for DAB digital radio broadcasting that highlighted (correctly) significant flaws in its intended strategy, written by Grant Goddard for Enders Analysis in July 2007.
'Global Radio: Consolidation And Competition Issues' by Grant GoddardGrant Goddard
An analysis of the competition issues surrounding Global Radio's acquisition of GCap Media in the UK commercial radio sector, by Grant Goddard in September 2008.
'The Second National Digital Radio Multiplex' by Grant GoddardGrant Goddard
Analysis of the dwindling prospects of success for the United Kingdom's second national commercial DAB (digital audio broadcasting) radio multiplex and (correct) prediction that it might never be launched by Channel 4 Television which had been awarded the licence by media regulator Ofcom 15 months earlier, written by Grant Goddard for Enders Analysis in October 2008.
'Commercial Radio: Growth Ambitions Quashed By Economic Realities' by Grant G...Grant Goddard
Analysis of the new 'R.A.D.I.O.' strategy for growth launched by the United Kingdom trade association for commercial radio broadcasters and its likely failure due to the industry's declining audiences/revenues as a result of poor management decisions, written by Grant Goddard for Enders Analysis in March 2007.
'Virgin Radio: New Owner, New Name, New Beginning' by Grant GoddardGrant Goddard
Analysis of the acquisition from Scottish Media Group plc of United Kingdom national commercial radio station 'Virgin Radio' by Indian media conglomerate Bennett Coleman & Company Limited and (correct) prediction that its contracted consultant Absolute Radio will struggle to turn around the consistently under-performing business, written by Grant Goddard for Enders Analysis in June 2008.
'Response By UKRD Group Limited To United Kingdom Government Department For C...Grant Goddard
Response by UKRD Group Limited to United Kingdom government Department For Culture Media & Sport's Communications Review of Radio Regulation, written by Grant Goddard for UKRD Group Limited in September 2012.
'Channel 4: Radio Ambitions Aim Too High' by Grant GoddardGrant Goddard
Analysis of the award by United Kingdom media regulator Ofcom to Channel 4 Television of a new licence to build a national transmission network for DAB digital radio broadcasting that highlighted (correctly) significant flaws in its intended strategy, written by Grant Goddard for Enders Analysis in July 2007.
'Global Radio: Consolidation And Competition Issues' by Grant GoddardGrant Goddard
An analysis of the competition issues surrounding Global Radio's acquisition of GCap Media in the UK commercial radio sector, by Grant Goddard in September 2008.
'The Second National Digital Radio Multiplex' by Grant GoddardGrant Goddard
Analysis of the dwindling prospects of success for the United Kingdom's second national commercial DAB (digital audio broadcasting) radio multiplex and (correct) prediction that it might never be launched by Channel 4 Television which had been awarded the licence by media regulator Ofcom 15 months earlier, written by Grant Goddard for Enders Analysis in October 2008.
'Commercial Radio: Growth Ambitions Quashed By Economic Realities' by Grant G...Grant Goddard
Analysis of the new 'R.A.D.I.O.' strategy for growth launched by the United Kingdom trade association for commercial radio broadcasters and its likely failure due to the industry's declining audiences/revenues as a result of poor management decisions, written by Grant Goddard for Enders Analysis in March 2007.
'Virgin Radio: New Owner, New Name, New Beginning' by Grant GoddardGrant Goddard
Analysis of the acquisition from Scottish Media Group plc of United Kingdom national commercial radio station 'Virgin Radio' by Indian media conglomerate Bennett Coleman & Company Limited and (correct) prediction that its contracted consultant Absolute Radio will struggle to turn around the consistently under-performing business, written by Grant Goddard for Enders Analysis in June 2008.
Analysis of the dismal performance of the United Kingdom's largest commercial radio group GCap Media plc, created earlier in 2005 from the doomed merger of Capital Radio Group plc and GWR Group plc, and (correct) prediction that it would soon become a takeover target, written by Grant Goddard for Enders Analysis in November 2005.
'Channel 4 Radio: Six Feet Under' by Grant GoddardGrant Goddard
Analysis of the decision by Channel Four Television to abandon development of its planned venture to create a portfolio of digital radio stations in the United Kingdom and to build a new national transmission system for DAB radio broadcasting, written by Grant Goddard in October 2008.
'Privatising Radios One And Two: How To Kill Commercial Radio With Kindness' ...Grant Goddard
Analysis of the debate advocating the privatisation of BBC radio stations Radio One and Radio Two in the United Kingdom, stimulated by commentaries by former Endemol UK Ltd Chairman Peter Bazalgette and outgoing GCap Media plc Chairman Richard Eyre, written by Grant Goddard for Enders Analysis in June 2008.
'Radio Licensing Strategic Review: Market Context: November 2003' [draft] by ...Grant Goddard
First comprehensive analysis of the UK commercial radio broadcasting industry drafted by Ofcom in November 2003 including research and analysis by Grant Goddard.
'Digital Radio Switchover: Somewhere Over The Rainbow?' by Grant GoddardGrant Goddard
Analysis of the progress achieved by the United Kingdom government's policy to replace analogue broadcast radio transmission with DAB (Digital Audio Broadcasting) and the relevant issues that required solutions to combat its apparent lack of success, written by Grant Goddard for Enders Analysis in October 2007.
'EMAP: Pick Up The Pieces' by Grant GoddardGrant Goddard
Analysis of the likely sale and break up of United Kingdom media conglomerate EMAP plc focused on the group's significant commercial radio portfolio and predicting (correctly) a single overseas buyer, written by Grant Goddard for Enders Analysis in June 2007.
'DAB Radio: Nice Platform, Shame About The Take-Up' by Grant GoddardGrant Goddard
Analysis of the recommendation by the United Kingdom government's Digital Radio Working Group that DAB (Digital Audio Broadcasting) become the primary delivery platform for radio broadcasters by 2020 despite evidence of stalling consumer take-up of DAB receivers and accelerating penetration of internet connectivity, written by Grant Goddard for Enders Analysis in June 2008.
The european Antitrust Review 2016 EU telecomsFTDP
Fréget Tasso De Panafieu AARPI
Olivier Fréget and Charlotte Tasso de Panafieu are proud to publish the European Union: Telecoms chapter to the 2016 edition of The European Antitrust Review. Here they discuss hot topics and developments over the past year.
'GCap Media plc: The Titanic Of The UK Commercial Radio Sector' [incomplete d...Grant Goddard
Incomplete draft report analysing a new strategy presented by GCap Media plc to turnaround the UK's largest commercial radio group, written by Grant Goddard in February 2008.
Exclusive content cross-carriage obligation in Singapore: an innovative inter...Value Partners
By Ruggero Jenna, director, Dominic Arena, partner, and Cheryl Lim, manager at Value Partners Singapore. Singapore's pay TV industry is experiencing a transformation. The advent of fierce competition and rights bidding, followed by a controversial regulatory development, namely the Media Development Authority of Singapore's (MDA) proposed introduction of an “exclusive content cross-carriage measure”, has captured the attention of pay TV industry groups and other interested parties worldwide. Well-voiced concerns on both sides of the spectrum regarding the formulation, feasibility and impact of such a regulatory measure have been fiercely debated by stakeholders, with the face-off at one stage threatening to snowball into an international incident. However, contrary to some quite negative arguments put forward publicly to date, Value Partners' independent analysis over a 10-year timeframe shows that the MDA measure is not an ill-conceived or hasty retort to a temporary market anomaly which threatens to destroy economic value, but an innovative and well-grounded measure.
'UK Commercial Radio: A Personal Perspective: January 2008' by Grant GoddardGrant Goddard
Presentation outlining the business, economic, regulatory and technological issues facing the UK commercial radio sector, written by Grant Goddard in January 2008 for RadioCentre Members' Conference.
Within wireless carriers’ large technology environments, there are three conceptual layers that all have their own place in the network: Moving from the end-user to the network core, the radio/access network provides connectivity from the handset (mobile/cell phone) to the network via the air interface.
Then follows a core network plus service enabling layer that deals with things like coding techniques, transport and control for services, and security and quality of service techniques.
On top of that we operate the actual services visible to the end-user which we cover in this course: mobile Internet access, text messaging, picture and video messaging, mobile instant messaging, video and TV streaming services.
'34 Facts About DAB Radio Switchover' by Grant GoddardGrant Goddard
Analysis of available market data to demonstrate that a UK government decision in December 2013 to implement DAB digital radio switchover will be a practical impossibility, written by Grant Goddard in September 2013 for UKRD Group Ltd.
'The Digital One Radio Multiplex: Desperately Seeking Subsidy' by Grant GoddardGrant Goddard
Analysis of potential solutions to the unused broadcasting capacity on the United Kingdom's sole commercial DAB (Digital Audio Broadcasting) radio multiplex transmission system, including the (correct) prediction of a buyout by minority shareholder Arqiva, written by Grant Goddard for Enders Analysis in October 2008.
'Scottish Media Group: The Only Way Is Up?' by Grant GoddardGrant Goddard
Analysis of the limited opportunities for turnaround of ailing United Kingdom TV/radio/online/billboard conglomerate Scottish Media Group plc following a boardroom coup led by institutional shareholders, written by Grant Goddard for Enders Analysis in March 2007.
Analysis of the dismal performance of the United Kingdom's largest commercial radio group GCap Media plc, created earlier in 2005 from the doomed merger of Capital Radio Group plc and GWR Group plc, and (correct) prediction that it would soon become a takeover target, written by Grant Goddard for Enders Analysis in November 2005.
'Channel 4 Radio: Six Feet Under' by Grant GoddardGrant Goddard
Analysis of the decision by Channel Four Television to abandon development of its planned venture to create a portfolio of digital radio stations in the United Kingdom and to build a new national transmission system for DAB radio broadcasting, written by Grant Goddard in October 2008.
'Privatising Radios One And Two: How To Kill Commercial Radio With Kindness' ...Grant Goddard
Analysis of the debate advocating the privatisation of BBC radio stations Radio One and Radio Two in the United Kingdom, stimulated by commentaries by former Endemol UK Ltd Chairman Peter Bazalgette and outgoing GCap Media plc Chairman Richard Eyre, written by Grant Goddard for Enders Analysis in June 2008.
'Radio Licensing Strategic Review: Market Context: November 2003' [draft] by ...Grant Goddard
First comprehensive analysis of the UK commercial radio broadcasting industry drafted by Ofcom in November 2003 including research and analysis by Grant Goddard.
'Digital Radio Switchover: Somewhere Over The Rainbow?' by Grant GoddardGrant Goddard
Analysis of the progress achieved by the United Kingdom government's policy to replace analogue broadcast radio transmission with DAB (Digital Audio Broadcasting) and the relevant issues that required solutions to combat its apparent lack of success, written by Grant Goddard for Enders Analysis in October 2007.
'EMAP: Pick Up The Pieces' by Grant GoddardGrant Goddard
Analysis of the likely sale and break up of United Kingdom media conglomerate EMAP plc focused on the group's significant commercial radio portfolio and predicting (correctly) a single overseas buyer, written by Grant Goddard for Enders Analysis in June 2007.
'DAB Radio: Nice Platform, Shame About The Take-Up' by Grant GoddardGrant Goddard
Analysis of the recommendation by the United Kingdom government's Digital Radio Working Group that DAB (Digital Audio Broadcasting) become the primary delivery platform for radio broadcasters by 2020 despite evidence of stalling consumer take-up of DAB receivers and accelerating penetration of internet connectivity, written by Grant Goddard for Enders Analysis in June 2008.
The european Antitrust Review 2016 EU telecomsFTDP
Fréget Tasso De Panafieu AARPI
Olivier Fréget and Charlotte Tasso de Panafieu are proud to publish the European Union: Telecoms chapter to the 2016 edition of The European Antitrust Review. Here they discuss hot topics and developments over the past year.
'GCap Media plc: The Titanic Of The UK Commercial Radio Sector' [incomplete d...Grant Goddard
Incomplete draft report analysing a new strategy presented by GCap Media plc to turnaround the UK's largest commercial radio group, written by Grant Goddard in February 2008.
Exclusive content cross-carriage obligation in Singapore: an innovative inter...Value Partners
By Ruggero Jenna, director, Dominic Arena, partner, and Cheryl Lim, manager at Value Partners Singapore. Singapore's pay TV industry is experiencing a transformation. The advent of fierce competition and rights bidding, followed by a controversial regulatory development, namely the Media Development Authority of Singapore's (MDA) proposed introduction of an “exclusive content cross-carriage measure”, has captured the attention of pay TV industry groups and other interested parties worldwide. Well-voiced concerns on both sides of the spectrum regarding the formulation, feasibility and impact of such a regulatory measure have been fiercely debated by stakeholders, with the face-off at one stage threatening to snowball into an international incident. However, contrary to some quite negative arguments put forward publicly to date, Value Partners' independent analysis over a 10-year timeframe shows that the MDA measure is not an ill-conceived or hasty retort to a temporary market anomaly which threatens to destroy economic value, but an innovative and well-grounded measure.
'UK Commercial Radio: A Personal Perspective: January 2008' by Grant GoddardGrant Goddard
Presentation outlining the business, economic, regulatory and technological issues facing the UK commercial radio sector, written by Grant Goddard in January 2008 for RadioCentre Members' Conference.
Within wireless carriers’ large technology environments, there are three conceptual layers that all have their own place in the network: Moving from the end-user to the network core, the radio/access network provides connectivity from the handset (mobile/cell phone) to the network via the air interface.
Then follows a core network plus service enabling layer that deals with things like coding techniques, transport and control for services, and security and quality of service techniques.
On top of that we operate the actual services visible to the end-user which we cover in this course: mobile Internet access, text messaging, picture and video messaging, mobile instant messaging, video and TV streaming services.
'34 Facts About DAB Radio Switchover' by Grant GoddardGrant Goddard
Analysis of available market data to demonstrate that a UK government decision in December 2013 to implement DAB digital radio switchover will be a practical impossibility, written by Grant Goddard in September 2013 for UKRD Group Ltd.
'The Digital One Radio Multiplex: Desperately Seeking Subsidy' by Grant GoddardGrant Goddard
Analysis of potential solutions to the unused broadcasting capacity on the United Kingdom's sole commercial DAB (Digital Audio Broadcasting) radio multiplex transmission system, including the (correct) prediction of a buyout by minority shareholder Arqiva, written by Grant Goddard for Enders Analysis in October 2008.
'Scottish Media Group: The Only Way Is Up?' by Grant GoddardGrant Goddard
Analysis of the limited opportunities for turnaround of ailing United Kingdom TV/radio/online/billboard conglomerate Scottish Media Group plc following a boardroom coup led by institutional shareholders, written by Grant Goddard for Enders Analysis in March 2007.
As part of the 10 year strategic review of Digital Communications in the UK Analysis Mason provide a clear and concise of the coverage, connections and competition within the UK Broadband market. There is something for everyone in this report!
'"Localness" Of Local Commercial Radio Stations: "Please, Sir, Can I Have Som...Grant Goddard
Commentary on the UK government announcement of a review of the regulation of local content broadcast by local commercial radio stations, written by Grant Goddard in February 2009 for Grant Godard: Radio Blog.
'GCap Media: One Previous Owner, Needs Serious Attention' by Grant GoddardGrant Goddard
Analysis of the acceptance by shareholders of a second acquisition offer of £375m made for the United Kingdom's largest commercial radio group GCap Media plc by Global Radio Ltd, the turnaround challenges facing its new owner and the potential impact on the commercial radio broadcasting sector, written by Grant Goddard for Enders Analysis in April 2008.
One objective of auctioning spectrum for mobile use is to encourage new market entry in order to create competitive markets. However, as the mobile industry matures, new market entry an network level is improbable.
Provides a clear picture of the current internet and cable industry in the US and where Comcast stands. Also speaks about the financial aspects of Comcast and where it needs to improve.
Similar to 'United Kingdom Commercial Radio Consolidation' by Grant Goddard (20)
'DAB Radio Switchover In The United Kingdom' by Grant GoddardGrant Goddard
76-page presentation addressing issues concerning the United Kingdom government's proposed switchover from analogue to DAB digital radio broadcasting, written by Grant Goddard for Bauer Radio in January 2012.
'Response By UKRD Group Limited To Ofcom Consultation On Proposed Format Chan...Grant Goddard
Response by UKRD Group Limited to United Kingdom media regulator Ofcom consultation on proposed Format change of ‘Heart Cornwall’ local commercial radio station, written by Grant Goddard for UKRD Group Ltd in August 2012.
'Complaint By 'Pirate FM' To Ofcom That The Broadcast Output Of 'Heart Cornwa...Grant Goddard
Formal complaint by Cornwall local commercial radio station 'Pirate FM' submitted to United Kingdom broadcast regulator Ofcom arguing that the broadcast output of competitor 'Heart Cornwall' had not complied with the requirements of its licensed Format, written by Grant Goddard for UKRD Group Ltd in June 2013.
'The Route To Secure Local Radio's Digital Future' by Grant GoddardGrant Goddard
Proposal for the UK government and media regulator Ofcom to adopt a multi-platform approach to the 'Digital Britain' future of local radio, in order to reflect the reality that many local radio stations will never broadcast on the DAB platform, written by Grant Goddard in March 2011 for UKRD Group.
'DAB Radio: UK Receiver Market Is Dead In The Water' by Grant GoddardGrant Goddard
Analysis of data demonstrating the slowing DAB radio receiver consumer market in the UK and statements by industry stakeholders that appear to contradict this evidence, written by Grant Goddard in January 2009.
'DAB Digital Radio Switchover In The UK: Q&A' by Grant GoddardGrant Goddard
Commentary in Q&A format on the prospects for DAB digital radio switchover in the UK after the government's decision in December 2013 to postpone indefinitely its date, written by Grant Goddard in April 2014.
'United Kingdom Commercial Radio In Numbers: Q4 2008' by Grant GoddardGrant Goddard
39-page presentation of historical numerical data for the United Kingdom commercial radio industry in Q4 2008 including revenues, advertisers, listening, radio receiver sales and household penetration, written by Grant Goddard in March 2009.
'United Kingdom Commercial Radio In Numbers: Q3 2009' by Grant GoddardGrant Goddard
80-page presentation of historical numerical data for the United Kingdom commercial radio industry in Q3 2009 including revenues, advertisers, listening, radio receiver sales and household penetration, written by Grant Goddard in December 2009.
'United Kingdom Commercial Radio In Numbers: Q2 2009' by Grant GoddardGrant Goddard
53-page presentation of historical numerical data for the United Kingdom commercial radio industry in Q2 2009 including revenues, advertisers, listening, radio receiver sales and household penetration, written by Grant Goddard in October 2009.
'United Kingdom Commercial Radio In Numbers: Q1 2009' by Grant GoddardGrant Goddard
43-page presentation of historical numerical data for the United Kingdom commercial radio industry in Q1 2009 including revenues, advertisers, listening, radio receiver sales and household penetration, written by Grant Goddard in Jun 2009.
'United Kingdom Commercial Radio: Q2 2008' by Grant GoddardGrant Goddard
34-page presentation of historical numerical data for the United Kingdom commercial radio industry in Q2 2008 including revenues, advertisers, listening, radio receiver sales and household penetration, written by Grant Goddard for Enders Analysis in September 2008.
'United Kingdom Commercial Radio: Q4 2007' by Grant GoddardGrant Goddard
28-page presentation of historical numerical data for the United Kingdom commercial radio industry in Q4 2007 including revenues, advertisers, listening, radio receiver sales and household penetration, written by Grant Goddard for Enders Analysis in March 2008.
'United Kingdom Commercial Radio: Q1 2008' by Grant GoddardGrant Goddard
31-page presentation of historical numerical data for the United Kingdom commercial radio industry in Q1 2008 including revenues, advertisers, listening, radio receiver sales and household penetration, written by Grant Goddard for Enders Analysis in June 2008.
'Virgin Radio: A Pig In A Poke' by Grant GoddardGrant Goddard
Analysis of the announcement by United Kingdom media conglomerate Scottish Media Group plc that it will sell its national commercial radio station 'Virgin Radio' whose dismal performance it failed to turn around in the seven years since its acquisition, written by Grant Goddard for Enders Analysis in May 2007.
'UTV & Scottish Media Group Merger Could Revive Commercial Radio Sector' by G...Grant Goddard
Analysis of the potential of a merger between United Kingdom media conglomerates UTV plc (formerly Ulster Television) and Scottish Media Group plc to revitalise the performances of their national commercial radio stations 'TalkSport' and 'Virgin Radio', written by Grant Goddard for Enders Analysis in August 2006.
'The Future Of Digital Radio: Is It 'DAB'?' by Grant GoddardGrant Goddard
Analysis of progress with the transition from analogue to digital radio broadcasting in the United Kingdom and the multiple factors mitigating against success of government policy to switch broadcasters and listeners to the DAB (Digital Audio Broadcasting) platform, written by Grant Goddard for Enders Analysis in January 2008.
'Radio: Last.fm Is Not The Problem' by Grant GoddardGrant Goddard
Analysis of the impact of personalised music internet service Last.fm on the United Kingdom commercial radio industry and the desperate attempts by some commercial radio stations to emulate the former's DJ-free offerings instead of focusing on its significant loss of audience to BBC radio, written by Grant Goddard for Enders Analysis in July 2007.
'EMAP: Can't Get Used To Losing You' by Grant GoddardGrant Goddard
Analysis of the acquisition by privately held German publisher H Bauer of the commercial radio portfolio of United Kingdom media conglomerate EMAP plc and the transaction's potential impact upon other commercial radio owners in the market, written by Grant Goddard for Enders Analysis in December 2007.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
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2. ExecutiveSummary
The commercial radio sector could be braced for a further round of
consolidation now that EMAP is expected to offer its radio assets for sale
following a strategic review started in July 2007, and now that Scottish Media
Group is likely to pursue a trade buyer for Virgin Radio since its planned IPO
was de-railed. At the same time, the radio industry is lobbying for changes in
media ownership legislation that would simplify the existing complex
regulations for radio, and Ofcom has suggested that consolidation of ‘radio
brands’ could help the commercial sector compete more effectively with the
BBC’s increasingly popular national radio networks.
This report examines the prospects for the commercial radio industry with a
further round of consolidation on the horizon. It also looks back at the sector’s
last round of mergers and acquisitions that was precipitated by the 2003
Communications Act and questions to what extent station owners have
achieved their stated objectives since then. It examines the latest industry
proposal to unite similarly targeted or formatted radio stations under common
ownership, and asks whether such policies are likely to produce successful
turnaround strategies.
The report concludes that:
• Considerable scope exists for further sector consolidation without the need
for new legislation
• Competition authorities are more likely to permit further sector
consolidation now than they were four years ago
• Industry consolidation to date has produced substantial cost savings, but
has not led the sector to increase its investment in content, to widen
consumer choice, or to improve its ability to compete with BBC Radio
• The commercial radio sector has proven unable to stem significant losses
of audience and revenues from its local ‘heritage’ stations, which had
traditionally been the ‘cash cow’ of the industry, either before or after the
last round of consolidation
• The reduced revenues and diminished profitability of the sector’s ’heritage’
stations have not generally been reflected in the accounts of these
stations’ owners.
Our opinion is that a new round of consolidation within the commercial radio
sector would certainly reduce further the industry’s costs in the short term, but
that consolidation alone will do nothing to improve the industry’s performance
in ratings or revenues in the long run. Shareholder value will not be unlocked
by merely re-arranging the pieces on the Monopoly™ board. Regardless of
the potential for consolidation, what the commercial radio industry still
desperately requires is a forward-looking strategy for the digital age, based
around investment in content and competitive tactics, rather than market
power. Only this will inspire investors’ optimism to return to the radio sector.
3. Overview
The commercial radio sector is under severe pressure to improve its
performance. Five of the seven largest UK radio operators (who collectively
account for 82% of all commercial radio listening), are public companies
whose shareholders have seen the value of their investments slashed since
the boom years of the 1990s when the radio sector exhibited tremendous
growth. The situation is very different now. Commercial radio revenues fell by
7% in 2005 and then by 8% in 2006 (year-on-year at constant prices), while
profitability has fallen sharply in an industry dominated by fixed costs and
burdened with the expense of maintaining parallel analogue and digital
transmission systems for the foreseeable future.
A burst of acquisition activity took place in the sector following the merger of
the industry’s two biggest players, Capital Radio Group and GWR Group, in
May 2005. Most notably, EMAP acquired all 21 stations from Scottish Radio
Holdings (SRH) in August 2005; Guardian Media Group (GMG) acquired two
regional stations from GCap Media in October 2006, and then all four of the
Saga Group stations in December 2006; and GCap Media acquired all 18
stations owned by UBC Media in May 2007. In July 2007 Chrysalis Radio, the
industry’s third largest player, was sold to privately held Global Radio. In the
same month, the second largest radio owner, EMAP, announced a strategic
review that is likely to result in the disposal of its radio division. Recent
speculation has centred on possible trade buyers for EMAP, precipitating a
further round of industry consolidation. Additionally, Scottish Media Group is
reported to have postponed its planned IPO of Virgin Radio, which could be
sold to a trade buyer instead.
The UK commercial radio industry is already one of the most consolidated in
Europe, a direct result of the mergers and acquisitions that followed the
changes in ownership rules legislated by the 2003 Communications Act
(Table 1). The top two companies now control more than half of the industry;
the top three control two-thirds, and the top four control three-quarters. In
2003, prior to consolidation, as many as seven companies controlled three
quarters of the market.
Table 1
Commercial radio groups ranked by share of commercial radio listening
4. [Source: RAJAR/Ipsos]
These transactions raise several pertinent questions: is further consolidation
possible under existing ownership rules; is further consolidation likely to prove
beneficial for the commercial radio industry; and what benefits have accrued
to the radio sector from consolidation to date?
Competition Issues
On the issue of further transactions, Ofcom noted in April 2007 that “there is
very little evidence that the current ownership rules have held back
consolidation in the industry and there has been very little lobbying for a
change in the rules”. It concluded that “there is still scope for a considerable
amount more [consolidation] without any changes in the rules”.1 A few months
earlier, Ofcom had considered all possible hypothetical mergers between
pairs of the then seven largest radio groups (which have since consolidated to
six) and concluded that only seven of the 21 combinations would necessitate
the divestment of some licences under the existing ownership rules.2
The radio industry reacted to Ofcom’s consultation on the future regulation of
the sector by lobbying for a relaxation of the radio ownership rules. The
industry trade body, RadioCentre, argued that Ofcom’s own proposals for
deregulation of the radio sector “will continue to be subject to far too detailed
sector-specific rules on ownership”.3 RadioCentre CEO Andrew Harrison
demanded “a timetable to secure a relaxation of ownership rules to deliver
more scale without losing plurality”.4 RadioCentre advocated that “radio-
specific rules on concentration of ownership should be removed”, though it
recognised that this would require primary legislation to achieve which could
take “a number of years”.5 Its formal response to Ofcom argued that “the
existing rules are a disincentive to investment in the radio industry” and that
“further consolidation could bring genuine benefits to consumers and the
economy”.6
5. Even without such legislative reform, there is a greater likelihood today that
substantial merger and acquisition activity within the sector will prove possible
without the intervention of either the Office of Fair Trading (OFT) or the
Competition Commission. Four years have elapsed since the Commission
rejected GWR’s proposed acquisition of the West Country Galaxy Radio
station on the grounds that it would have reduced competition in local radio
advertising within the Bristol, Bath, Taunton and Yeovil markets. Since then,
Ofcom argues that “a change in the competitive landscape” has occurred, due
to:7
• Commercial radio’s diminishing share of radio listening, compared to the
BBC
• Commercial radio’s declining advertising revenues
• Increasing development and penetration of DAB digital radio
• The growth of online and outdoor advertising
• Declining newspaper circulations.
In the last four years, the OFT decisions not to refer the merger of Capital
Radio and GWR Group, or the acquisition of SRH by EMAP, to the
Competition Commission were informed by Ofcom’s market research into the
radio advertising markets. Ofcom concluded that local businesses view radio
and press advertising as interchangeable, whilst national advertisers use radio
advertising as part of a media mix that also includes television, press and
online. Effectively, Ofcom will argue to the OFT that any decreased
competition within the radio advertising market as a result of further merger
activity within the sector would be tempered by radio advertising’s
substitutability by other forms of advertising (and Ofcom will highlight the
commercial radio sector’s increasing economic vulnerability).
Impactof Consolidation
Prior to the 2003 Communications Act, the commercial radio industry had
heralded the benefits of consolidation to be:
• Cost savings from common ownership of stations, enabling scarce
resources to be “concentrated on programming or editorial, rather than sales,
administration or engineering”8
• Greater content diversity because an owner of several stations in one
market would create “distinctive choices where once there was common
programming”9
• More effective competition with BBC radio, as larger companies provide
“funding to support innovation in programming”.10
Undoubtedly, substantial cost savings have resulted from industry
consolidation to date. The merger of GWR and Capital Radio has so far
produced savings of £35 million per annum, reducing the cost base of the
combined group by some 20%.11 EMAP anticipated that its acquisition of
Scottish Radio Holdings would result in savings of £5 million per annum by
2008.12 However, in the wake of such transactions, it proves difficult to
separate cost savings resulting from merger and acquisitions activity from cost
savings as a result of rationalisation and closure of radio services. From this
6. perspective, although savings have undoubtedly been made within the
industry, the second anticipated benefit of consolidation – greater content
diversity – does not appear to have accrued to date.
In aggregate, there appears to have been a reduction in the number of
available commercial radio station brands following consolidation, and only a
tiny number of launches to date that have widened the offering to consumers.
In addition to the station closures and openings listed in Table 2, these three
radio owners have also made reductions to their existing stations’ content in
the following ways since consolidation:
Table 2
Radio station brand changes following consolidation
* GCap announced in 2007 that it will “cease investment” in these stations and is
seeking replacement contracted services on its digital multiplexes
[Source: Enders Analysis]
GCap Media
• Xfm stations: daytime presenters replaced by back-to-back music (2007)
• Classic Gold stations: reduction in ‘informational inserts’ during weekends
and non-daytime hours on weekdays (2007).
EMAP
• Magic AM stations: reduction in locally presented content from 7 to 4 hours
per day, replaced by local windows within networked programming (2005)
• Kiss FM London: removal of music genres (house, garage, soul/jazz, rap,
reggae, ragga and swing) from format (2005)
• Magic AM stations: removal of extended local news bulletins for network
alignment (2007)
• ‘Big City’ FM stations: reduction in locally made content to 16 hours per
day to allow networked overnight show (2007)
• Kiss FM London: removal of requirement for hourly local/regional news
outside of breakfast show (2007).
Guardian Media Group
• Smooth FM London: removal of requirement to play ‘soul-based’ music
during daytime (2006)
7. • Smooth stations: reduction in locally made content (2007).
In our opinion, the sum of these changes and the station closures (Table 2)
has collectively reduced the diversity of content offered to listeners by
commercial radio. In its own assessment of the commercial radio sector’s
performance, Ofcom noted that consolidation to date has occurred “with
mixed success” and it concluded that some of the problems faced by the
industry are “due to commercial stations not always having made the most of
the business opportunities they had”.13
Turning to the issue of the third intended benefit of consolidation, there is no
evidence of an improvement in commercial radio’s ability to compete with the
BBC for listeners (Table 3). The commercial radio sector’s listening share has
fallen to 43.5%, which was last reached in 1994, when 143 commercial
stations were licensed, compared to the present existence of more than 300
analogue and 32 digital stations. It appears that neither consolidation, nor a
greater number of stations, have made the commercial sector more
competitive since then. Neither is there evidence to suggest that commercial
radio has increased investment in innovative programming which, it had been
suggested, would enable it to compete more effectively with the BBC. GMG
recently trumpeted a one-off £1 million investment in programming initiatives
across its 11 radio stations as “the biggest single investment in content in
commercial radio” and promised that this would help it “compete against
broadcasters like BBC Radio Two” for programming ideas.14 Whilst such an
initiative is a step in the right direction, it is our opinion that this level of
investment in content will merely scratch the competitive surface, given that
the BBC spends £38.1 million per annum on the programming of market
leader Radio Two alone.15
Table 3
Commercial radio’s share of radio listening (versus the BBC)
[Source: RAJAR/Ipsos]
Addressing the overall lack of achievement demonstrated by the commercial
radio sector following consolidation, the RadioCentre commented that “the
effects of concentrated ownership are perhaps not as well understood as they
could be”.16 In its most recent policy document, advocating the further
relaxation of the ownership rules to allow more industry consolidation, the
commercial radio sector has now focused on three perceived benefits:
• Increased diversity of output from co-owned stations
• Operational efficiencies, enabling increased investment in quality content
• More innovation and risk-taking.
The industry is now suggesting that the acquisitions precipitated by the 2003
Communications Act simply did not go far enough for the effects to be
substantial. “We need more consolidation in the commercial sector,” argued
Phil Riley, former chief executive of Chrysalis Radio. “We need to have
bigger, better resourced players with more powerful radio station brands that
8. are capable of taking on the BBC”.17 According to Mark Storey, managing
director of radio programming at EMAP, “Everybody has got the streets on the
Monopoly board, but now they need to do some trading so they can build
hotels”.18 Ofcom itself has pointed out that “there is scope under the existing
rules for the consolidation of radio brands, particularly specialist music brands,
which would help the industry to compete more effectively than changes in
ownership rules”.19
The notion has developed in recent months that economies of scale can be
reaped from combining sets of similar radio stations under a single brand
name. However, although this would undoubtedly make the sector more
efficient in marketing the radio medium to potential advertisers, an owner is
still lumbered with the costs of maintaining stations in each licensed location
because every analogue licence pertains to a specific locale, whether or not
the station has the same brand name as its other local stations.
Additionally, the sector’s move towards national brands flies in the face of
Ofcom’s market research, which has demonstrated that listeners desire
localness from a local radio station, rather than a national brand with shows
hosted by celebrity presenters. The research found that ‘local news’ and ‘local
weather’ ranked amongst the four most important characteristics of radio,
above national news or a station’s music content. Asked if they wanted more
‘national radio’ or more ‘local radio’, twice as many respondents opted for
local radio, leading Ofcom to conclude that “radio was felt to have an
important role to play in giving local communities a sense of identity”.20 These
results have been corroborated by market research conducted in many local
markets by applicants for newly advertised local radio licences in recent
years.
Despite the increasing enthusiasm for what Ofcom calls “the consolidation of
radio brands”, there is no evidence that such changes succeed in making a
station more popular with audiences, or more profitable. EMAP renamed all its
local AM stations ‘Magic’ in the late 1990s, a decision that was later regretted
by then CEO Tom Moloney: “The AM re-branding was a little bit of an
experiment, and I don’t think it’s had the outcome that we thought it would
have”.21 More recently, in September 2007, GCap announced a re-branding of
the 42 heritage FM stations that form ‘The One Network’ with common logos
and on-air jingles. Networked shows by presenters such as Mylene Klass and
Jeremy Kyle are being introduced, supported by the group’s first national
marketing campaign in seven years. It appears, however, that radio audiences
value the quirkiness of their local station and desire something unique to their
area, rather than something identical to services across the country.
Both Ofcom and the radio industry suggest that consolidating groups of
stations with similar formats or similar audiences (Table 4) would benefit the
industry. Undoubtedly, cost savings would prove possible from such mergers
or acquisitions. However, there is no evidence to demonstrate that, in the long
term, the audiences or revenues of such merged operations would be turned
around or improved as a result of consolidation.
9. Table 4
Analogue radio licences by type
[Source: Enders Analysis]
‘Heritage’ stations, opened in the 1970s, have historically been the most
important source of revenues and profits for the industry as a whole. They
comprise the 13% of commercial radio stations that generate 63% of the
industry’s revenues.22 But their performances in recent years have been
abysmal, both before and after consolidation, regardless of their owner (Table
5). The suggested further consolidation of either all the heritage FM stations
or the heritage AM stations under a single owner would, of itself, do nothing to
improve the revenues or profitability of these flagship stations. With the
honourable exception of GMG, not one radio group, big or small, has
demonstrated an ability to execute a successful turnaround strategy at its
stations in recent years. As a result, shareholder value would be unlikely to be
unlocked merely by a further round of consolidation within the sector. The
players’ present lack of a coherent, competitive strategy would prevail,
whether there were 42 or 62 FM heritage stations under common ownership.
Table 5
Listening data for the largest heritage radio stations
10. [Source: RAJAR/Ipsos]
However, one possible outcome of further consolidation would be an
opportunity for radio groups to camouflage substantial asset write downs
within the re-statement of their accounts. Although the revenues and
profitability of heritage stations have diminished substantially over the last
decade, most radio owners have been remarkably reluctant to reflect the
financial consequences within their accounts. In a period when share prices
and City confidence in the sector continue to diminish on a month-by-month
basis, it is proving challenging for owners to find an ‘appropriate’ moment to
announce substantial impairment charges to their radio licences.
Only the smaller radio groups appear to have adjusted their balance sheets to
reflect the truer value of their licences in today’s declining commercial radio
market. The Local Radio Company included an impairment charge of £16.3
million in the year ended 30 September 2006, substantially reducing the value
of its licences to £19 million. Similarly, UTV (formerly Ulster Television) wrote
down the values of its radio licences by £20.2 million in the year ended 31st
December 2006, reflecting the poor performance of stations it had purchased
from The Wireless Group for £98.2 million in 2005.
The larger groups have proven far more reluctant to ‘bite the bullet’. GCap
only implemented an impairment charge of £11.5 million to its two Century
stations when it sold them for £60 million to GMG in October 2006. The
previous year, it had applied an impairment charge of only £12.8 million to all
its radio licences, a tiny gesture in the context of the company’s valuation of