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ZDF - A Vision for the Future

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Broadcasting is necessary, broadcasters are not. A strategy for the german public broadcasting service.

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ZDF - A Vision for the Future

  1. 1. A vision for the future Wolfgang Weicht - July 2016
  2. 2. The viewers perspective: value for money? ZDF • one price fits all • obligatory service • linear broadcasting • program partial available online • some advertising 17,98€ Netflix • different pricing models • cancel anytime • on-demand broadcasting • program only available online • no advertising 11,99€ YouTube • free service • cancel anytime • on-demand broadcasting • program only available online • advertising 0,00€
  3. 3. ZDFSAT 1Tele5RTLVOXKabel1RTL IIPro7 60y 45y 30y 0y 15y The advertisers perspective: Value for Money? 36 40 42 45 45 48 51 60 A V E R A G E V I E W E R A G E
  4. 4. Fixing the Problem? Key Partners • governmental entities (federal court, …) • broadcasting partner (EBU, external producer,) Key Activities • production & distribution of broadcasting content Key Resources • extensive set of broadcasting content • broad media reach Value Proposition • ZDFs mission is to inform, educate and entertain their audience. • It is independent and stands for the freedom of expression. Customer Relationship • A trusted brand • ”Something for Everyone” Channels • television • owned platforms • 3rd party platforms • social media Customer Segments • German-speaking audience • brands targeting this audience Cost Structure • content production & licensing • broadcasting infrastructure • people Revenue Stream • national TV and radio license fee • advertising & licensing revenue streams Less of this More of thisB U S I N E S S M O D E L Improve here Improve there
  5. 5. Solving the Problem! Key Partners • governmental entities (federal court, …) • broadcasting partner (EBU, external producer,) Key Activities • production & distribution of broadcasting content Key Resources • extensive set of broadcasting content • broad media reach Value Proposition • ZDFs mission is to inform, educate and entertain their audience. • It is independent and stands for the freedom of expression. Customer Relationship • A trusted brand • ”Something for Everyone” Channels • television • owned platforms • 3 rd party platforms • social media Customer Segments • German- speaking audience • brands targeting this audience Cost Structure • content production & licensing • broadcasting infrastructure • people Revenue Stream • national TV and radio license fee • advertising & licensing revenue streams Regulation Technology Societal & Culture Socioeconomic Global Market Condition Economic Infrastructure Commodities Capital Market Market Segments Needs & Demand Market Issues Revenue Attractiveness Suppliers Stakeholders Competitors New Entrants Industry Forces Macro Economics Market Forces Key Trends B U S I N E S S M O D E L
  6. 6. Public Service a.k.a. Grundversorgung Broadcasting Health Care Transportation Energy Basic supply assumes that it is offered at a reasonable price - also in less favoured areas, where it would not be worthwhile to purely economic criteria for the supplier or for the state.
  7. 7. A Puzzle of different Worlds Public Market ZDFs is regulated by laws, that don’t always reflect technical trends. Public Market ZDF is in a secured financial position. Private Market ZDF can’t only focus on attractive market segments. Private Market ZDF has an unfair advantages in the national TV market. S W O T A N A L Y S E
  8. 8. How does “Grundversorgung” look like in a digital World? How about broadcasting? ZDF, a linear broadcaster with a scheduled digital offer? How about content? ZDF, a pure video producer? What are the channels? ZDF, a TV-station that adapts their content for the Internet? Who is the audience? ZDF, a program senior citizen and people who are mainly offline? GRUNDVERSORGUNG
  9. 9. Diversity ZDF in general is perceived as a television station for senior citizen. It does not offer broadcasting content for all age groups. ZDF needs to become relevant in the younger age groups again, as they will become their future fee-payers. Without a broad spectrum of content there will not be a broad consent in the German society to fund ZDF.
  10. 10. Source of Culture ZDF missed the opportunity to become a producer of original national content. Most of the content is licensed and not linked to their brand. Furthermore they think in silo’s when it comes to content format; dividing culture into art and entertainment. Without unique content and multifarious formats the brand will not be seen as a full service provider.
  11. 11. Ad-Free Less then 7% of the earnings is generated by advertising. ZDF already lost market shares to private and niche broadcasters and furthermore can mainly offer only senior citizen as target group. Without advertising ZDF receives a clearer perception as service provider in the public view.
  12. 12. Digital Television is still heavily consumed, but is already becoming the second screen for the younger generations. ZDF needs to experiment with owned, but also 3rd party channels and platforms to stay relevant for the public in the future. Furthermore they should focus on potential savings, by streamlining the production process.
  13. 13. Strategy Take-Away 1 2 3 4 Ad-Free Offering a user-driven service to the public. Source of Culture Becoming a producer of cultural assets. Diversity Offering something for everyone. Digital Reducing production costs and improving the UX. lean & adventurous ZDF needs to change their self awareness. Its no longer about being a TV station. Inside an organic framework ZDF needs to have an adaptive legal framework for the future of broadcasting.
  14. 14. Blue Ocean: back to the roots • Funded by advertising or subscription models • Focusing on selected market segments Public ServiceCommercial Products • Funded only by fees known as “Rundfunkbeitrag” • Offering something for everyone.
  15. 15. Broadcasting is necessary, broadcasters are not. Wolfgang Weicht Open Innovation Manager basislager@kzwei.org

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