Media >> Case Study
CASE STUDY | Media
Evaluating broadcasting transmission services in the UK for a Canadian pension fund
Our client was a professional investment management organization that is responsible for investing the pension assets of the Canada pension plan.
The team undertook a detailed examination of key demand and supply trends for broadcast transmission services in the UK. The project included a thorough demand assessment and forecasts across the UK TV and Radio landscape, including the overall health of the radio sector and Digital Terrestrial TV platform, the likely future development of channel slot pricing and demand for HD television services over a 20-year period.
It also reviewed the supply of channel slots going forward; including evaluating technological advances in video streaming and broadcast transmissions, the strategic rationale for supply side alterations, a competitor analysis and regulatory outcome of the digital dividend spectrum. Finally, an assessment was done on the costs of the wireless and broadcast tower business to provide a view on key cost lines. The project also included reviewing its wireless towers business, its satellite business and its emergency services business (airwave).
On the basis of our recommendation, our client, the Canadian pension fund acquired the business’s combined assets, representing an EV of USD 7.3 bn.
Developing a revenue take-off program for a leading European football club
Our client, a winning European football club in serie A, was experiencing successful revenue growth, yet it was still lagging behind national and international peers. The reason for this was that it had launched an excessive number of consumer offers (membership, TV channel, Mobile VAS, merchandising, etc). On top of this, stadium attendance was inadequate.
We began by carrying out a detailed mapping of the national fan base (socio-demographic, spending, geography, and so on). We then evaluated the current offer vs. this fan base profile. The results were unsurprising: there was an overly complex mass market proposition and an inadequate elite offer in all proposition areas (membership, merchandising), except for the new stadium season tickets. We also assessed their MVNO opportunities – which turned out to be attractive thanks to promising returns and to the club having all the key assets (customer base, brand, VAS) in place to make it work.
Our work resulted in an 18-month offer rationalization and relaunch program; the review of the membership program; the rationalization of merchandising and the launch of a new “elite” membership scheme. The MVNO opportunity is being explored with telcos.
Bringing together a mobile player and a music TV network
Our client was a leading national mobile player. The market in which it operates is mature, and penetration has reached a staggering 140%. Always on the lookout for sources of revenue, the client had already created a special offer to target to the teen segment – with great success.
The client then realized that there were significant growth opportunities in the youth segment, and had already identified a leading national music TV network as a partner. The project’s objective was to expand market share in the youth segment through a dedicated second brand, which took the name of the music TV network.
The team helped the player launch the second brand mobile initiative by drawing up a detailed business plan and defining the economic agreement between the two players. The team also supported the client in ensuring successful project management by creating and coordinating a working group, that drew upon team members from both the mobile player and the music TV network, and in defining the organizational structure of the new brand.
The second brand was subsequently launched and is now going strong!
Service and installer segmentation
Our client, a global pay-TV player and a leader in the domestic market, was facing aggressive competitive pressure by a relative newcomer, who was acquiring significant shares in the pay-TV market. In two years, this newcomer had gained 10% of the market, thanks to relentless marketing efforts.
Our client was aware that it had to draw up new marketing strategies and increase the efficiency of its sales and technical forces, by reinforcing its retail channels such as its Service Unit and its Installers. They asked us to help them by defining their Service Partnership action plan and by developing a set of commercial initiatives targeted at installers.
We started with a critical review of the service dealers partnership programme; we completed this stream of the project with a review of the service segmentation, based on key needs and business drivers, and the reallocation of POS to service units, based on new clustering criteria.
In a second phase, we dealt with the partnership strategy for the external installers. We leveraged both desk-based analysis and on field activities (interviews, visits, one-day Installer experience, etc.) to better understand the key sources of satisfaction/dissatisfaction and the operational issues faced by the installers. We then defined the installers’ segmentation, based on essential needs and business drivers; identified the key set of initiatives to launch and the incentives for each segment of installer; and finally, the proper operational model to optimise the installers’ management (e.g. level of direct control for each cluster).
The whole project was completed by a comprehensive and detailed action plan that is now under implementation by the company.
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