Hanzehogeschool Groningen

International communication

ICVP9BLA2 Course instructor: Vladimir Bartelds Block Assignment: Media and the Money BLA2A

Canadian Broadcasting Corporation

ICV1C Year 1/semester 1/block 3

Sian-Selina Grant Liwei Zhang Esme Habers Stacey-Ann Hodge 384789 submitted the report 386660 383916 390354

Word count:

9196

Groningen, 15/04/2013

Table of content
Executive summary 1. Clients assignment and Background 2. Situation analysis 2.1 Internal Analysis 2.2 External Analysis 2.2.1CBCs international services 2.2.2CBCs external competition 2.3 Swot Analysis 2.3.1 Internal strengths and weaknesses 2.3.2 External strengths and weaknesses 3. The 4 media divisions of CBC/Radio-Canada 3.1 Facts and figures of CBCs television division 3.1.1 The structure of CBCs television division 3.1.2 The financial picture of CBCs television division 3.1.3 The products and audience of CBCs television division 3.1.4 The latest technological developments of CBCs television division 3.2 Facts and figures of CBCs radio division 3.2.1 The structure of CBCs radio division 3.2.2 The financial picture of CBCs radio division 3.2.3 The products and audience of CBCs radio division 3.2.4 The latest technological developments of CBCs radio division 3.3 Facts and figures of CBCs Combined Services 3.3.1 The structure of CBCs Combined Services 3.3.2 The financial picture of CBCs Combined Services 3.3.3 The products and audience of CBCs Combined Services 3.3.4 The latest technological developments of CBCs Combined Services 3.4 Facts and figures of CBCs Combined Services 3.4.1 The structure of CBCs internet division 3.4.2 The financial picture of CBCs internet division 3.4.3 The products and audience of CBCs internet division 3.4.4 The latest technological developments of CBCs internet division 4. Preliminary advice 4.1 Advice CBCs television division 4.1 Advice CBCs radio division 4.1 Advice CBCs Combined Services 4.1 Advice CBCs Combined Services 5. Final advice and conclusions 6. Reference list APPENDIX: Group contract Table 1 - internal completion Table 2 - international services Table 3 External competition Matrix 1: Swot Analysis Table 4 - Swat matrix justification

Table 5 TV services Table 6 - Radio services Table 7 - Combined Services Table 8 - Similarities of all the combined services of CBC Table 9 Map of CBC Glossary of terms

Executive summary
This report is concerned with the Canadian Broadcasting Corporation and aims at analyzing the organizations operating environment and its internal divisions in order to finally propose advice that could improve their operations. CBC/Radio-Canadas head office is located in Ottawa. Their main network operations are in Toronto and Montreal. There are two main television networks, English and a French one, with seven specialty television channels. Thus, there are 27 (14 English and 13 French) television stations where they originate local programming. CBC Canadas goal is to nationally and regionally provide distinctly Canadian network programming. On the Canadian market CBC/Radio-Canada has to deal with 5 English French one (Quebecor Media inc), all of which offer a combination of television, radio and web services. Internationally, CBC services consist of news, streaming videos, digital music, literary content, on demand web television, and online radio. Their main competitors are much larger American corporations CBCs internal weakness is that amount of English and French audience is not equal. Furthermore, radio services in comparison to the television services are used is less, and the online services are used more than both of them together. S1: The internal strengths consist of CBC being an internally well-organized Crown Corporation of Canada, which taps the full potential of Canadian consumers. It does this by catering to a foremost bilingual audience with French and English services, while having monopolized the market to a certain extent. CBCs external threats include the issue of defunding. This is increasingly becoming a problem, due to changed national broadcast regulations. The governmental subsidies have decreased over a period of approx. 40 years, causing CBC to reduce their television and radio content and foreign offices with correspondents. Additionally, CBC is currently dealing with a loss of consumer confidence based on their fear of privatization affecting the quality of the programming. External opportunities include extending their digital reach even further by keeping web pages, videos, mobile platforms and the CBC news app up-to-date. Another opportunity includes undertaking studies that provide objective measures, which help informed decision making. By placing more adds on CBC/Radio-Canada services the company would be able to generate more own revenue. CBC has 27 English 13 French television stations producing local programming. Next to the governmental appropriations that make up 62.8 percent of total sources of funds CBCs specialty TV services generate the greatest amount of the additional 37.2 percent of the budget. Over the last year they have experienced an increase of 6.1 percent regarding specialty service revenue. However, the revenue could be greater if it werent for the Canadian Radio-television and Telecommunications Commission regulations and CBCs own high standards that prevent them from including more advertisement into their services. Therefore, negotiations with the Canadian government regarding an increase in subsidies would be advisable. CBC-Radio has diverse French and English services with a full-day audience share. The radio division implemented a set of costly innovations and expansions during the last year that caused the revenue to decrease in 2012. Additionally, new radio stations were implemented. CBC is continuously trying to increase their audience. In this respect, new innovations in the area of smart radio offer great investment opportunities. The Combined Services of the CBC include CBC north, CBC Mobile Productions, CBC News Express (RDI), Radio Canada International (RCI), CBC records, and online shop. The RDI and RCI are provided in five languages. In 2010-2013, there were technological developments, such as the new technology magazine called SYNC and Telecom Expense Reporting & Management Systems (TERMS). The financial picture shows that the RCI was not able to produce efficient revenue while at the same time 3

requiring too many personnel. Therefore it is advisable to reduce the costs of the Combined Services, by downsizing or discontinuing the RCI operations. The Internet services of CBC consist of 188 different services divided into TV, radio and combined services, being available on the net. Moreover it also provides blogs, apps, widget, contact information and other services provided by the Internet via mobile devices. In this section we will show ways in which they can expand and organize their Internet services to make it much more coherent to their audiences. Generally CBC is facing financial short comings. Therefore, the final advice is to enter negotiations with the government to achieve an increase in appropriations. This way CBC could fulfill its own expectations regarding its content. Furthermore they should increase advertising outside of Canada, since this wont affect the Canadian population. Entering into an agreement with a smart radio provider would possibly increase their audience share by reaching new segments. Apps and widgets will help the organization in order to technological competitive. Should all of this not increase their revenue to an appropriate amount CBC needs to consider increasing the commercials on their regular TV and Radio channels in order to generate sufficient revenue.

1. Clients assignment and Background

As a hypothetical communication agency our group has been hired by the board of directors of the Canadian Broadcasting Corporation (CBC). The CBC requests us to investigate the efficiency of their 4 media mediums television, radio, combined services and the internet division.

The Canadian Broadcasting Corporation, commonly known as CBC/Radio-Canada, is a Canadian Crown corporation, who launched their radio services November 2, 1936 and their TV services on September 6, 1952. They are the national public television and radio broadcaster of Canada with their headquarters located in Ottawa, Ontario. Being one of the world's major public broadcasting organizations, CBC operates national radio (AM and FM) and television networks in English and French, and provides regional and local radio and television programming in both official languages. It furthermore broadcasts locally produced programs in English and eight native languages for people living in Canada. The CBC runs a multilingual shortwave service for listeners overseas and provides captioning for their deaf audiences. Primarily, it is funded by the government; however, it also derives revenues from sponsorships and the specific types of programming.

The task of our communication agency is to monitor the trends of the CBC in an international and multicultural environment. Furthermore, we have been asked to provide a set of preliminary advice regarding each media medium and combine these into one final advice. This project has a few restrictions, due to the communication agency being fictitious and therefore only having access to documents and data limited to the public domain.

2. Situation analysis
2.1 Internal Analysis According to CBCs mission statement in their annual report of 2010-2011 (2011), CBC/Radio-Canada is striving to be the recognized leader in expressing Canadian culture and wants to enrich the democratic life of all Canadians through original, innovative, quality Canadian content that reflects and draws together Canadians They want to do this while actively engaging with audiences and being cost-effective and accountable.
Their vision statement includes a five-year strategy. It points out three issues regarding their

content that CBC would like to improve until 2015: More distinctly Canadian: Network programming and national public spaces More regional: Regional presence and community spaces More digital: New platforms and digital spaces As reflected in their vision statement, CBC/Radio-Canada mainly focuses on the area of Canada. Canadian culture, however, is to a great extent bilingual, for they possess two official languages; English and French. Hence, the largest amount of the population speaks either one of these languages. Therefore, next to its head office (located in Ottawa), CBC/Radio-Canada has established two main network operations in Toronto and Montreal that represent the division of their services according to language (i.e. their two main television networks, one in English and one in French, and their Canada-wide radio network, operating four Canada-wide radio networks, two in each official language). Moreover, these two regional divisions are further divided into 27 television- and 82 radio-stations that are responsible and determine local programming. This sort of structure and division illustrates CBC/Radio-Canadas striving towards a detailed local orientation. Their national public broadcaster also provides coverage in 8 aboriginal/minority languages.The map below indicates the various radio and tv stations across Canada.

Radio and TV Radio Tv

The Canadian Broadcasting Company is not listed in the stock exchange market because it is publicly owned by the Canadian people itself. CBCs income mainly consists of government funding achieved by taxes. Other than that, it produces revenue by subscription fees, and advertising. The expenses CBC faced as stated in their annual report from 2011-2012 are at $1.840.769. They consist of television, radio, new media services costs, cost for specialty services, transmission costs, distribution costs, costs of corporate management, payments to private station, and finance costs. In 2011, the CBC had 20.915 employees. The CBC did not mention the number of employees in 2012 in their Annual Report. The revenue (year 2011-2012), the CBC has stated in their annual report consist of Government funding which was $1.162.3 and 62.8%. The second largest revenue source was advertising, which was $375.7 and 20.3% of the total revenue. Specialty services revenue was an amount of $167.8, and was 9.1% of the total revenue. And the other 7.8% and $145.5 were other revenues. What kind of revenues they are, are not mentioned. (The figures that are mentioned above are in millions of dollars) The income of CBC consist of actuarial gains on defined benefit plans, net unrealized gain on available-for-sale financial assets and reclassification to income of net unrealized gain on available-for-sale financial asset arising from merger transaction. The total comprehensive income for the year 2012 was $265.951. On the Canadian market CBC/Radio-Canada has to deal with wide range of competitors the list below illustrates the competing companies that offer similar English services:

Roger Media Inc. (television and radio) Bell Media Inc. (television, radio and web services) Shaw Media Inc. (television) Astral Media Inc. (Television and radio) Newcap Inc. (television and radio) Corus Entertainment Inc. (television and radio)

With Quebecor Media inc. CBC only has one French competitor. For a more detailed list of all the services of the internal competition please see table 1 within the appendix. 2.2 External Analysis 2.2.1. CBCs international services CBC/Radio-Canada also operates on a global level. Their International operations are operated by 11 foreign bureaus (in London, United Kingdom; Jerusalem, Israel; Beijing, China; Los Angeles; Washington, D.C.; and New York, New York) that are integrated with multiple websites that among others offer services in seven languages via their worldwide radio network. Listed below are the online services that can be accessed worldwide: CBC.ca
7

cbcnews.ca cbcsports.ca CBC Music CBC Books CBC Hamilton Radio-Canada.ca Tou.tv Espace.mu Rive Sud/Rive Nord Radio Canada International

These services consist of news, streaming videos, digital music, literary content, on demand web television, online radio, etc. For an exact description of their functions please find table 2 within the appendix. 2.2.2. CBCs external competition However, while CBC offers mainly web services on the international market, it faces a fierce competition from outside of Canada. Sorted according to size and language relevance, the below listed organizations are CBCs greatest external competitors: American conglomerates The Walt Disney Company, Time Warner, News Corp,Viacom Inc., NBCUniversal, CBS Corporation, Hearst Corporation French conglomerate Lagardre Group While CBC/Radio Canada only offers web-based services outside of Canada, all of the above mentioned organizations offer services in form of a combination of film, radio, television, publishing, web presence. Additionally, based on the fact that Canada is a multicultural environment with many subcultures, the list of competitors goes even further. For a detailed description of all international competitors and their services please find table 3 within the in the appendix. 2.3 Swot Analysis Below is a detailed analysis of all internal strengths and weaknesses, and external opportunities and threats. A summary can be found in Matrix 1 and Table 4 within the appendix. Internal Strengths Firstly, CBC provides services to the French and English communities of Canada. This is an advantage to CBC because it opens them to a wider target audience which can possible increase revenue from advertisers because more advertisers would be inclined to show case their product with CBC services. Another strength is that CBC mostly monopolizes Canada. CBC is a well establish media service provider in Canada, due to the fact that CBC is the most
8

recognized media service provider in Canada. Furthermore, CBC is increasing its digital content, which would be an advantage to them because this shows that they are staying up to date with the latest technologies their audience uses. If a current consumers in todays fast moving world feel that CBC services cannot keep up with their needs CBC will begin to lose their consumer status. Another aspect is that CBC is a Crown Corporation of Canada. This means that it is an enterprise owned by the federal government of the state. Moreover, this means that they are subsidized by the government. Thus, it makes it harder for other corporations to compete with CBC because they have the full support of the government on their side. Based on CBCs annual report they seem to be very well internally structured . This makes them look dependable and trust worthy to their audience; it also improves the functions of the corporations daily task therefore increasing the progress of the companys goal Internal weaknesses After the internal analysis of CBC/Radio-Canada, there are some weaknesses in below have been found. 1. Unequal amount of audience in English and French services. 2. Less usage of the radio services in comparison to the television services. 3. The online services are more attractive than the television and radio programs. In the meantime, the justifications of these findings are to be found below. 1. In 2011-2012, CBCs annual report claimed that the radio network of the French services captured a combined market share of 17.8 per cent. However, the English services only achieved a combined national share of 14.5 per cent. In addition, the French service Tlvision de Radio-Canada achieved a prime-time share of 18.7 per cent in the regular season. The English service CBC Television ended its season with an overall regular season primetime share at only 8.6 per cent. Therefore, the numbers show that especially in the television performance aspect, there is a huge unequal amount of audiences for English and French Services of CBC. 2. In 2010-2011, the number of video views was 30 millions in its first year for RadioCanada's TOU.TV, which is the Canadas largest French-language entertainment television website. However, the total number of unique visitors to CBC.ca and RadioCanada.ca per month is 7.5 millions. 3. The online services are more attractive because of the number of video views for CBC.ca is more than 56 million and the total number of unique visitors to CBC.ca and RadioCanada.ca per month is more than 7.5 millions. In addition, for the TV and Radio programs: the National audience share is 19.5% for French Radio (Premire Chane and Espacemusique) and CBC Television's regular season prime time audience share is 9.3%. Therefore, there is also very obvious that the online services are more attractive than the television and radio programs. External Opportunities

CBC/Radio-Canadas opportunities consist of three main elements. Firstly, they could extend their digital reach in order to allow their audience to access their content at any given time and place. This would enable CBC to increase their online audience. This could be achieved by keeping web pages, videos, mobile platforms and the CBC news app up-to-date. The second opportunity element is undertaking various studies to stay equal of the broadcasting marketplace and their role within it. The CBC must undertake various studies that provide objective measures, that help informing decisions and to ensure that the CBC continues to provide the best information available. Advertising is the third opportunity the CBC is going to deal with. By placing more adds on CBC/Radio-Canada services than before, and to add more on the services would affect the independent production sector and advertisers positively.

External threats CBC faces two mayor threats. Firstly as mentioned previously during this report, the issue of defunding is increasingly becoming a problem. The governmental subsidies have decreased over a period of approx. 40 years, causing CBC to reduce their television and radio content but also reducing the number of foreign offices with correspondents. This is due to changed national broadcast regulations. Secondly, CBC is currently dealing with a loss of consumer confidence. Seeing that CBC is Canadas public broadcaster many customers are in fear of a privatization of the organization. They believe that this could lead to a quality reduction of CBSs content. This might not be the case, however, customers have concerns and an online debate concerned with this issue is already going on (i.e. campaigns the CBC we want).

10

3. The 4 media divisions of CBC/Radio-Canada

3.1 Facts and figures of CBCs television division 3.1.1 The structure of CBCs television division The head office of CBC/Radio-Canada television division is located in Ottawa. Their main network operations are in Toronto and Montreal. There are two main television networks, English and a French one, with seven specialty television channels. Thus, there are 27 (14 English and 13 French) television stations where they originate local programming. These stations are generally fully owned, however, the following table depicts the 7 TV stations that incorporate their own content into the programming mix of either CBC Television (English channel) and Tlvision Radio-Canada (French channel).
English British Columbia Alberta Ontario Dawson Creek Lloydminster Kingston Peterborough Thunder Bay Rivire -du-loup Rouyn-Noranda CBC Television CBC Television CBC Television CBC Television CBC Television Tlvision RadioCanada Tlvision RadioCanada Affiliate Affiliate Affiliate Affiliate Affiliate Affiliate Affiliate

French

Quebec

However, it appears to be highly difficult, if not impossible, to gather valid information concerning the number of employees of CBC/Radio-Canada. Moreover, responsible parties with respect to the individual TV stations are not listed on any of the official nor in unofficial web pages. CBC/Radio-Canada states that: the Executive Vice-President of the French services oversees all aspects of CBC/Radio-Canadas French-language programming services, which include, among other things, Tlvision de Radio-Canada, Rseau de linformation de Radio-Canada (RDI), ARTV, the Executive Vice- President of the English Services oversees all aspects of CBC/Radio-Canadas English-language programming services, which include, among other things, CBC Television, CBC News Network, documentary, Vice-President and Chief Regulatory Officer is among other things responsible for developing and implementing television regulatory policies across the Corporation, pursuant to the Broadcasting Act, and for all representations before the CRTC. Furthermore he is also responsible for the transmission and distribution of the Corporations programming and all Media Technology Services.

However, seeing that the organization puts great emphasis on local content and therefore has a large number of TV stations across the country, it might appear plausible to assume that each station has its own staff and employees that are responsible for the implementation of such content.
11

3.1.2 The financial picture of CBCs television division CBC/Radio-Canadas television division operates using several sources of funds, including the following: government appropriations self-generated revenues Government appropriations Since CBC/Radio-Canada is a Crown corporation, a large amount of its budget is funded by government appropriations approved by Parliament on an annual basis. In a market were costs continue to increase, CBC/Radio-Canadas governmental subsidies have remained relatively constant. However, by means of the Deficit Reduction Action Plan the Canadian government has reduced the appropriations by 115 million CAD over three years. So from 2011 until 2012 CBC/Radio-Canada received $1,162.3 million in government funding. This amount was recognized as income and is equal to 62.8 percent of total revenue and sources of funds. The other 37.2 percent of the budget are achieved by the following: advertising specialty services other revenues Self-generated revenues The organization funds itself partially by advertising on its conventional television broadcasts. This revenue varies according to the general economic situation within Canada, the specific market and the season. Furthermore, CBC/Radio-Canada provides specialty TV services that charge subscriber fees, thereby producing revenue on a quarter-by quarter basis. The following list highlight the revenue achieved in 2012 and compares it to the previous year by explaining pointing out the increases. CBC News Network, produced a revenue of 84437 CAD in 2012 and thereby increased its revenue by 3.4 percent (2782 CAD) in comparison to 2011 (81655 CAD). Furthermore it was available in 11.3 million cable and satellite homes in 2012 compared to 11.0 million in 201. This lead to an increased subscription revenue of revenue of 1.7 percent and thus resulted in an advertising revenue growth of 11.5 percent. RDI produced a revenue of 56022 CAD in 2012 and thereby increased its revenue by 2.3 percent (1249 CAD) in comparison to 2011 (54773 CAD)ed its revenue by 2.4 percent (99 CAD)in comparison to 2011 (4047 CAD) documentary produced a revenue of 5644 CAD in 2012 and thereby increased its revenue by 4.8 percent (259CAD) in comparison to 2011 (5385 CAD) ARTV produced a revenue of 17604 CAD in 2012 and thereby increased its revenue by 44.9 percent (5455 CAD) in comparison to 2011 (12149 CAD) In total, the revenue of the specialty services in 2012 increased by 6.1 percent, equivalent to 9.6 million CAD in comparison to the fiscal year of 2011 and now amounts to 9.1 percent (167.8 million) of the total company revenue. In the future, CBC/Radio-Canada is planning to
12

boost their self-generated revenues by means of advertisement on television and accelerating the shutdown of analogue television transmitters. However, the organization was forced to close its South American and Africa bureaus. Furthermore it is in the process of reducing the number of documentaries it produces and cutting six series from their television network. Moreover, CBC announced that they will need to sell one specialty television
channel.

3.1.3 The Products and Audience of CBCs television division CBC offers 4 English TV services (CBC Television, CBC News Network, Bold, and Documentary). They include news, information, sports, entertainment, documentaries and kids programming. Two of these services are by subscription. Furthermore, the organization offers 5 French TV services (Tlvision de Radio-Canada, Rseau de linformation de RadioCanada, TV5MONDE, ARTV, and Explora), of which two are also by subscription. Table 5 listing up the English and French TV services of CBC/Radio-Canada in detail can be found in the appendix.

CBC/Radio- Canadas TV content is mainly Canadian and meant to reflect their culture. Since, Canada is largely bilingual (English and French) CBC/Radio- Canada provides TV stations in these languages. However, there is also an indigenous population in Canada, to which CBC/Radio Canada caters with local programming depending on the area and its ethnographic composition. Furthermore, the population is thinly scattered across the country and, therefore, Canada has to work hard in order to overcome vast geographical distances. Thus, CBC/Radio- Canada traditionally puts special emphasis on cateringto national and regional audiences with a television content that reflects Canada and its regions, while serving the special needs of those regions. According to CBC/Radio- Canada, the standards that they try to apply to their TV services include the following: Actively contribute to the flow and exchange of cultural expression Be in English and in French, reflecting the different needs and circumstances of each official language community, including the particular needs and circumstances of English and French linguistic minorities Strive to be of equivalent quality in English and French Contribute to shared national consciousness and identity Be made available throughout Canada by the most appropriate and efficient means and as resources become available for the purpose; and Reflect the multicultural and multiracial nature of Canada.
13

CBC/Radio Canada Annual Report 2012-2013

Moreover, these values are reflected throughout expectations of the Canadian Radio Television and Telecommunications Commission (CRTC) concerning the service for both Tlvision de Radio-Canada and CBC Television. According to CBC/Radio- Canadas annual report these expectations include: for the broadcast day between 6:00 a.m. and midnight, a minimum of 75 per cent Canadian content for the peak period of 7:00 p.m. to 11:00 p.m., a minimum of 80 per cent Canadian content The numbers show that CBC/Radio0-Canada were more than able to not just stay within the limitations of 80 percent Canadian content on CBC-Television and La Television-Canada.but exceed that minimum. During prime time CBC broadcasted 82 percent Canadian programming while Tlvision de Radio-Canada even broadcasted up to 93 percent Canadian programming. 2012 was a good year for CBC/Radio- Canada in terms of viewer numbers. They experienced their best launch ever at the beginning of the year, introducing shows, such as Arctic Air and Mr. D. Additionally, shows such as Dragons Den, Marketplace and Republic of Doyle contributed to the more than a million viewers. These shows were able to attrack 1 to 1.5 million viewers weekly. The French TV broadcasting numbers appear to also have been able to maintain their ratings with shows like Les enfants de la tl,Tout le monde en parle, Enqute and Les Parent at regular. These shows have had over one million viewers. CBC/Radio- Canada New Years program was able to draw more than 4.8 million viewers (an 89 percent share of the market). The seventh game of the Stanley Cup final series between Vancouver and Boston shown during Hockey Night became the most watched NHL broadcast in CBCs history by generating CBC/Radio- Canadas highest-ever audience at 8.6 million viewer. Additionally, CBC News covered the federal election live during the course of 2012 where an average audience of two million viewers tuned in. However, there are more than 11 million subscribers to each of CBC/Radio Canadas all news television services while 58% of the CBC audience is between 25 and 54 years of age. 3.1.4 The latest technological developments of CBCs television division

CBC/Radio Canada has just recently made a technology switch by shutting down their 620 analogue television rebroadcasting transmitters and transitioning to digital over-the-air television (DTV) effective August 31, 2011. The switch was in response to financial pressures caused through a regulation by the Canadian Radio-television Telecommunications Commission (CRTC)

14

CBC/Radio-Canadas satellite analogue transmission becoming increasingly expensive to maintain (operation of over 600 transmitters)

analogue technology becoming obsolete and disappearing throughout CBC/Radio Canadas primary markets

The installation expenses for the 27 new digital transmitters and other related technology were above 60 million CAD. However, CBC/Radio Canada believes that decommissioning the analogue transmission network will yield savings of upto10 million CAD annually. The witch of technology has had a negative effect on approx. 1.7 percent of CBC/Radio Canadas viewers, who are now not able to get any signal, however over 98 percent of their customers are able to receive their CBC and/or Radio-Canada television signal via cable, satellite or digital over-the-air.

15

3.2 Facts and figures of CBCs radio division

3.2.1 The structure of the radio division CBC/Radio-Canada is the only domestic broadcaster that offers diverse regional and cultural perspectives in English, French and eight Aboriginal languages, as well as five languages for international audiences.CBC/Radio-Canada, has with an English channel and an French channel eight different radio services so all the Canadians can get their information and listen to music whenever, wherever and however they want it. All eight services have a distinctive content. Radio one, radio 2 and radio 3 are the English services and Premire Chane, EspaceMusique, Bane part, Premire plus (in partnership with Radio-Canada International) and Sports extra are the French services. The content of the English and French services are similar to each other. Radio One and
Radio Premire Chane both are broadcasting the news, current affairs, and art and culture. Then Radio Two and EspaceMusique are both broadcasting different styles of music. Radio 3 and Bandepart are the stations that broadcast emerging Canadian music and Popular French-

language music. Premire plus is broadcasting in partnership with the Canadian and French International radio. And last; Sports extra. This station broadcasts nothing more than sports information. For a more detailed description of the content, please refer to the appendix. There is no information about the amount of employees only CBC Radio has, however there is information mentioned in CBCs annual report 2011-2012 about the tot al employment: CBC/Radio-Canada employed as of March 2012, 7.304 permanent full-time equivalent employees(FTEs), 469 temporary FTEs and 1,002 contract FTEs. Moreover, CBC/Radio-Canada listed the Senior Executive Team including the President and CEO and eight component heads with their responsibilities, in their annual report 20112012. The persons with any responsibility for the CBC Radio services are listed below: President and CEO, he is Responsible for overseeing the management of CBC/Radio-Canada to
ensure that Canadas national public broadcaster can deliver on the various aspects of its mandate and continue to offer Canadians a broad spectrum of high quality programming that informs, enlightens and entertains, and that is created by, for and about Canadians. Executive Vice-President; French Services, he oversees all aspects of CBC/Radio-Canadas Frenchlanguage programming services, which include, among other things, Tlvision de Radio-Canada, Rseau de linformation de Radio-Canada (RDI), ARTV, Radio de Radio-Canada, Radio Canada International (RCI), Radio-Canada.ca, Espace. Mu and Tou.tv. Executive Vice-President; English Services, he oversees all aspects of CBC/Radio-Canadas Englishlanguage programming services, which include, among other things, radio one, radio 2, CBC Television, CBC News Network, documentary and digital operations.

16

3.2.2 Financial picture of the radio division The CBC-Radio Canadas Annual Report 2011-2012 sums up the costs and revenues as an overall graph and does not distinguish television, radio, digital and combined services. As stated in CBC-/Radio-Canadas Annual report (2012) Advertisement is one of the main source of income, not only for radio but for all the mediums. CBC/Radio-Canadas advertising revenue increased by $8.0 million (2.2 per cent) in 20112012. Year-over-year advertising revenue was up $6.1 million (2.5 per cent) for English Services, primarily due to strong hockey playoff revenue in the first quarter of 20112012. The federal election also generated one-time revenue in 20112012. Advertising revenue in 20102011 included substantial one-time revenue from the coverage of the FIFA Mens World Cup. The advertising revenue for French Services also increased, mostly as a result of the success of the Tou.tv platform. For 20112012, advertising accounted for $375.7 million in revenue (approximately 20 per cent of total revenue and sources of funds). 3.2.3 Products and Audience the radio division The French Radio Networks Premire Chane and Espacemusique have a full-day audience share. Looking at the past performance, the targets for 2011-2012 were 19,5% audience share. The results of 2011-2012 were 17,8%. Now the annual target for 2012-2013 is 16% of the audience share. The English Radio Networks CBC Radio One and CBC Radio 2 also have an all-day audience share. Their annual targets for 2011-2012 were 14,9%, however their results (2011-2012) were 14,5%. Now the target for 2012-2013 is 14,3% audience share. As can be seen, the number has decreased. The Premire Chane and EspaceMusique networks did not satisfy their established target of 19,5%. Also the statistics for the English Radio Networks CBC Radio One and CBC Radio 2 were below their targets. The CBC experienced these results due to increasing of the competition, shifting the habits of media consumption and the long term objectives of the strategic decisions. The statistics of Premire Chane and Espacemusique and the English Radio Networks CBC Radio One and CBC Radio 2 came from a spring and fall survey which was conducted among persons aged 12 years and older. A detailed description of CBCs Radio Services can be found in Table 6 within the appendix. 3.2.4 Latest (technological) developments about your medium CBC Radio is at technologically up-to-date. Recently they launched the CBC Music app for iOS to give their audience the opportunity to listen to music by the use of social media. This was in order to stay up-to-date with the enormous growth of social media. People these days use

17

social media, like apps and Facebook pages to stay connected with their favorite organization and all the update they post. Recent achievements and developments CBC Radio continued the trend of high audience levels. They launched a number of new shows this year, such as This is That, Type A, Under the Influence, Trailblazers, Re-civilization and Trust Inc. Radio-Canada stayed strong with an improvement on their evening schedule with shows like Histoire dobjets and the literary program Plus on est de fous, plus on lit. According to CBC/Radio-Canadas annual report (CBC, 2011-2012) 20 CBC Radio morning programs are ranked in the top 3 rankings in their markets. Also, CBC Radio achieved a combined national share performance of 14.5 per cent in the Fall Survey (for CBC Radio One and CBC Radio 2). This is the second-best ever fall share for CBC Radio, after the 20102011 best-ever Fall Survey performance of 14.7 per cent. While below our target, CBC Radio continues to perform at record heights in terms of its national share of listening audiences. Social media Radio-Canada will redefine its leadership in the French-language media landscape by more fully leveraging digital technology within all French Services components. Initiatives will include developing a content rollout strategy for social media, releasing new mobile apps, and overhauling the Radio-Canada web offering (CBC/Radio-Canada, 2012). CBC/Radio-Canada adopted an updated and modernized Journalistic standards and practices to address new challenges. This latest version still holds the national public broadcaster to the highest standards of precision and sincerity when it comes to its news and current affairs, but also takes into account many of the new situations that are being experienced in social media and the Internet. The Corporation also adopted guidelines to ensure employees consider the implications of each and every posting they make on social media sites and services, and can act in a way that reflects CBC/Radio-Canada's values (CBC/Radio-Canada, 2012). Ongoing digital innovation (CBC, 2011-2012) Radio-Canada is reaching out to audiences everywhere. In September, it launched Radio Canada Internationals web platform, RCI Vision. The following January, it released its mobile news app with personalization and geolocation features. In March, the new Explora channel went to air. Radio-Canada.ca continues to break new ground with web-based documentaries like Le bruit des mots, which resonated with audiences worldwide, while Tou.tv expanded its web offering with ever more original drama series and acquisitions.

18

3.3 Facts and figures of the Combined Services

3.3.1 The structure of the Combined Services According to the CBCs website (n.d.), the combined services of CBC include services like CBC

north, CBC Mobile Productions, CBC News Express, Radio Canada International (RCI), CBC records, and Online shop. More information can be found in Table 7 within the appendix.

As we mentioned above, CBCs Combined Services have six departments (CBC north, CBC Mobile Productions, CBC News Express, RCI, CBC records, and online shop). According to CBCs website (n.d.), there is no a specific person to in char ge of Combined Services. However, t is belongs to English Services (the Executive Vice-President is Kirstine Stewart) and French Services (the Executive Vice-President Louis Lalande). In other words, Combined Services is in charged in Kirstine Stewart and Louis Lalande.

3.3.2 Financial picture of the Combined Services In the first quarter of 2012-2013, the financial report of CBC (2012) claims that RDI (CBC News Express) generated $43.9 million but expenses for RDI were lower by $1.5 million during this quarter. The reason is that CBC decreased the operating costs, made changes in their programming schedule and also because of the higher expenses due to the coverage of the federal election in the same period of 20112012. For CBC mobile productions in the financial report, the total revenue is $32.7 million. This includes the rental of mobile broadcasting vehicles to external parties. The rental of real estate assets and leasing space at our transmission sites, accounted for $32.7 million. The revenue of Conventional, specialty, online is $105 million in 1st quarter of 2012-2013. It is worth mentioning that the expenditure increases of $3.8 million for the second quarter due to the CBC stopping the shortwave transmission of RCI programming. In the financial report, it states that CBC was facing the challenge head-on by increasing revenues, transforming Radio-Canada International (RCI), accelerating the shutdown of their analogue transmitters, reducing costs and doing things differently. On CBCs website (n.d.), it explains that 2012 federal budget would represent a challenge because of Deficit Reduction Action Plan (DRAP) of the government. It includes the reduction of CBC/Radio-Canada's appropriation by $115 million over three years.

19

3.3.3 Products and audiences of the Combined Services. According to the Annual Report 2011-2012 of CBC (2012), RDI has 11.7 million subscribers. This number went up by 5 percent compared to last year. In the first quarter of 2012-2013, RDI achieved shares of around 6 per cent for certain weeks and this is double its usual average. Furthermore, CBC Music introduced a mobile app for Android mobile phones and tablets, allowing more users to access CBCMusic. CBCMusic.cas Android App has had over 10,000 downloads during the first month following its launch. 3.3.4 Latest (technological) developments of Combined Services. From 2012 to 2013, CBCs Combined Services have had many technological developments on its products. First of all, as the website (n.d.) announced the new technology magazine called SYNC that helps to deal with technological issues at CBC in 2012. Secondly, CBCs website (2013) reported that in 2013 the Telecom Expense Reporting & Management Systems (TERMS) was undertook within CBC/Radio-Canada and it was sponsored by the Technology Strategy Board (TSB). This new technology was designed to cover the entire lifecycle of all of CBC/Radio-Canada's mobile devices. Thirdly, according to the website (2013), Mobile Digital Television (DTV) was tested and DTV is a technology that allows small portable devices such as smartphones, tablets, and automobile-based displays to receive digital television signals over-the-air. Finally, as 2nd quarterly report in 2012-2013 (2012) described, the new iPhone app offers a 360-degree tour of Canadian cities through Radio-Canada archival content.

3.4 Facts and figures of Internet services

3.4.1 The structure of CBCs internet division
They have three main websites from which they operate from, out of the three the main one

is CBC.ca then there is Radio-canada.ca (French) and CBC.radio-canada.ca with in this there is the news section, the radio, sports, music, CBC Regions, Corporate, Television, Programs Guide, CBC Player and other CBC sections. The structure of the website is as follows
News
News Home World Canada Politics Business Health Arts & Entertainment Technology & Science Community Weather

More CBC Sites

Aboriginal Books Contests Digital Archives Documentaries Kids Kids' CBC Preschool Kids' CBC Wonder World Learning Member Centre

Radio
Radio Home Radio 2 Radio 3 RCIRadio-Canada International Sirius Pitch a Show Podcasts Listen to CBC Radio Live and On Demand Radio 2 Music Channels

Sports
Sports Home Hockey Football Alpine Skiing Curling Figure Skating Basketball Baseball Soccer Amateur Sports

20

News Multimedia Video Audio Photo Galleries

Parents Shop Smart Shift

Concerts On Demand Podcasts Mobile Frequencies

Golf Tennis Blogs & Columns Watch CBC Sports Live Streaming Video On Demand Photo Galleries

Music Radio 2 Radio 3 Genres

Singer Songwriter Classical Jazz World Rock Pop Blues R&B / Soul Hip Hop Aboriginal Country Electronic

CBC Regions
British Columbia Calgary Edmonton Saskatchewan Manitoba Thunder Bay Sudbury Windsor Toronto Ottawa Montreal New Brunswick Prince Edward Island Nova Scotia Newfoundland & Labrador North

Television
TV Home CBC News Network Bold Documentary Kids' CBC Preschool

CBC/Radio-Canada
CBC/Radio-Canada Corporate Website Radio-Canada (Fre.) Service Radio-Canada International All CBC/Radio-Canada Services

Watch CBC Television

Video On Demand CBC TV on iTunes

Corporate
About CBC Press Room Canada Broadcasting Centre CBC Museum & Graham Spry Theatre Glenn Gould Studio Ombudsman CBC: Get the Facts

Program Guide
Schedules Programs A-Z Personalities A-Z Channels and Frequencies

CBC Player
Television Radio News Sports

Working With CBC

Jobs Independent Producers Radio Commissions

Production Facilities & Resources

Television Production Facilities Radio-Canada's Costume Collection Tapes, Transcripts and Image Assets CBC Image Research Library Still Photo Collection

Sales
CBC Shop retail sales CBC Learning educational sales &
resources

Program & Content Sales Archive Sales Media Sales and Marketing

3.4.2 The financial picture of CBCs internet division Based on the fact that the website seems to be out dated because of inconsistent information given it may be concluded that there is not much money being spend in maintaining the CBC websites. Moreover the income of there websites make is based on the sales they receive from their music, web gift shop, books and educational programs sales. 3.4.3 The Products and Audience of CBCs Internet division The products they offer are in the field of CBC mobile App, General web service French web services and English web services. For the English web services there is CBC.ca, Hamilton, CbcNews.ca, CbcSports.ca, CBCMusic and CBCBooks. The services provided for the French websites are Radio-Canada.ca, Innovative North, Innovative South, Espace.mu, Tou.tv then there is the CBC mobile apps that is their YouTube Channel, Radio-canda.ca/mobile, CBC Rich Media Site, CBC Text Site, CBC Touch Site, Video On Demand, Live Video Streaming, Video for smartphones and other mobile devices, their
21

mobile app on all platforms and their CBC Mobile Messages On-Schedule. They also provide general web services like Cbc.ca/news/community, content for RSS, E-mail Newsletters, Podcasts and a blog.

3.4.4 The latest technological developments of CBCs internet division Digital television CBC is doing a general overhaul of all the analogue receivers and switching them over to digital in order to keep up with consumer demands while cutting cost. Radio Canada International (RCI) RCI will undergo a transformation that amounts to phasing out its shortwave and satellite services so it can focus on webcasting this transformation is mainly done to cut cost. CBC cloud service CBC is looking into providing a cloud service, gut unfortunately not much information was given on how it will be use or what it will be use for. Coming soon to a train, VIA Rail Announces On-board Entertainment CBC will be offering via Rail their customers a chance to watch news; movies and television show while on the train. Unified Communications This would allow the employees of CBC to communicate freely with each other and react decisively and in a timely fashion to the situations that arise within the workplace, which may also allow the opportunity to cut cost.

22

23

4. Preliminary advice
4.1 Advice for the television division of CBC The research in the realm of television broadcasting has shown that there has been an increasing debate as to whether CBC/Radio-Canada should or should not pursue its course of increasing the amount of advertising in its programming in order to increase revenue. The issue arose due to the amount of government funding decreasing gradually over the course of the last decades. One of the main matter of interest was and remains the worry about whether advancing the quantity of commercials will compromise CBC/Radio-Canadas broadcasting mandate. As mentioned earlier throughout this report, this issue refers to the obligation of public broadcasters to support the creation of high-quality and original Canadian programming. However, this is relatively delicate issue, because in order to full fill this mandate, CBC/Radio-Canada needs to produce enough revenue in order to maintain Canadas largest single contributor to independent production in the conventional television segment. Another just as important topic is the compliance to CRTC (Canadian Radio-television and Telecommunications Commission) regulations. These include limitations regarding advertising time on Television broadcasts. According to the CRTC, specialty services are limited to 12 minutes per hour. However, since 2009 regular TV stations are not limited with respect to the use of advertising. According to a research conducted by Nordicity (Nov, 2011), CBC/Radio-Canada limited the amount of advertisement to 12 min on all of their channels (excl. childrens programming, since these adhere different standards and usually exclude commercials). The information concrete amount of commercial time on CBC/RadioCanadas TV channels is currently not available, however, reviewing the annual report of 2012 reveals that the opportunities in this field are far from being exhausted. In conclusion, there is no direct restriction to increasing the amount of commercials on CBC/Radio-Canadas television channels. The exceptions are specialty channels, which are limited to 12 min per Taking both, the broadcasting mandate and CTRC regulations into account, the following advice can be given: CBC/Radio-Canada should consider entering into negotiations with the Canadian government and the CRTC regarding their annually shrinking budged. The goal should be to achieve an increase of their yearly funds. Otherwise, CBC would have to start drastically raising the amount of advertising time on their regular channels, since this generates greater revenue. This would allow the organization to increase their self-sufficiency, while assuring to full fill their broadcasting mandate. In the long run, there would be virtually no additional costs involved. Rather, this option would reduce their cost to a certain extent since the increase of advertising would reduce programming, in a sense that lesser programs would be
24

broadcasted. However, a successful result of negotiation could lead to an agreement that would enable CBC to maintain its high standard of programming. This would be favourable.

4.2 Advice for the radio division of CBC While 2012 showed a slight decrease in revenues compared to 2010 and 2011, this last year was characterized by a set of innovations. Furthermore, they revised and refocused their strategy for 2015. The following advice can be given: In order to fully satisfy the needs of their customers, it could prove useful to add a smart radio station to their radio services. It has been anticipated that this innovative concept will make the future of radio broadcasting a lifetime experience. Forecasts predict that radio broadcasting will change drastically throughout the coming years and researchers presume that in 20 years audio will still exist, however wireless Internet standards like 4G mobile broadband and Wi-Fi will enhance the transmission via radio waves. These networks will have a much more interactive and smarter audio content, which will presumably take traditional broadcasters towards a more personalized experience. One of the few companies that are already busy shaping the concept of future radio is an organization by the name of Stitcher Radio. Stitcher Radio is a four-year-old business that blends mundane broadcasts with popular podcasts to let users build a highly personalized, lean-back radio experience. Stitcher builds smart radio stations based on the preferences of an individual person, which are based on their listening history and the familiar thumbs up/down tapping. If the audience wants to listen to audio hands-free, Stitcher will play back new episodes of their favorite podcasts and public radio shows without them having to manual manage a radio dial or smartphone app interface. Stitcher is a host of multiple large and small providers and features content of the CNN, NPR, BBC, and Fox News. If CBC/Radio-Canada wants to stay up-to-date regarding smart radio broadcasting in order to attract a larger audience, they have to modulate collaboration with Stitcher Radio. Perhaps the most important feature of Stitcher radio that CBC/Radio-Canada can greatly benefit from is that Stitcher Radio recently announced their collaboration with Ford, who will build this service directly into their vehicles. In the future this type of Radio broadcasting is expected to exist in all cars. They will have full access to the Internet; therefore,the audience will have the possibility to choose their favorite CBC radio channel using Smart radio.

25

In conclusion, this new technology would enable CBC/Radio Canada to reach a greater audience, while staying competitive. On one hand, revenues could be drawn from integrating advertisement throughout this medium. However, on the other hand there are probably costs involved regarding this collaboration. For this reason CBC/Radio-Canada would need to ask for a quotation from Stitcher Radio. That information would in turn be the basis on which CBC could make an estimation regarding whether the revenues would exceed the cost of implementation.

4.3 Advice for the combined services of CBC

According to the financial picture of the Combined Services, the research in the realm of RadioCanada International (RCI) has shown that the expenditure increased by $3.8 million during the second quarter. This is due to the expiration of shortwave transmissions. In 2012, CBC was facing a challenge regarding the federal budget. This was on account of the government choosing to reduce CBC/Radio-Canada's appropriation by $115 million over the next three years according to its Deficit Reduction Action Plan (DRAP). Therefore, in April 2012, CBC/Radio-Canada decided to transform RCI by focusing on the more relevant platforms. It will now provide national and international audiences with content on the web in five languages (French, English, Spanish, Arabic and Mandarin). The Brazilian and Russian sections will close. Due to the government reducing CBC/ Radio-Canadas appropriation during the next three years, the organisation is in need of changing their management strategy. Combined Services have some overlapping parts with the English Services and the French Services. Table 5 in the appendix similarities of all three services.

RCI and RDI of the Combined Services have a lot of overlap regarding the English and the French services. However, according to CBCs financial report in the first quarter of 2012 2013, RDI generated $43.9 million revenue while the expenses were lower at $1.5 million. The reason for the decrease in expenses is that CBC was able to decrease their operating costs with respect to the change of transmitters, changes in their programming schedule. During the second quarter of 2012-2013 (2013), CBCs financial report claims that RDI revenues reached $44.8 million (a 3.4 per cent increase) while its expenses were lower at $1.4 million. After analysing these figures, it might be concluded that RDIs operations are profitable at present. However, as mentioned above RCI is facing a more difficult situation than RDI.In the third quarter of 2012-2013, the expenses of the RCI increased by $26.6 million (a 44.2 per cent increase). This was due to the cessation of short wave transmission of RCI programming and the acceleration of the shutdown of remaining analogue TV transmitters. Besides, in the second quarter of 2012-2013, $3.8 million also increased the expenditure of RCI. The expenditure of RCI was increasing, however the challenge of RCI was still existed such as the government reduced the funds and the CBC/Radio-Canada decided to transform RCI and close two languages in RCI program. Therefore, it might be concluded that RCI is less profitable than RDI and also its prospect is not rosy on the current situation.

26

Taking the above information in consideration the following advice may be given: Since there are various parts that are overlapping within the RCI and the French and English services, such as they all have online radio services in different languages and the news delivery in different areas. It would be advisable to downsize the RCI or even discontinue this operation. A selected part of the staff from the RCI could be assigned to the English or French Services that have similar responsibilities and offer more profitable services. In case CBC would decide to discontinue the RCI, the company could inform subscribers in advance and give them a discount for other services in order to keep them as customers. In conclusion, this would help overcoming the challenge of reducing costs while maintaining their content.

4.4 Advice for the Internet division of CBC

CBC station for digital media receiver Taking into consideration that CBC wants to expand in the digital world, by allowing their CBC TV programs to be viewed on digital receivers like Roku and Apple TV would be the next logical step. Moreover, by doing this they can charge for their service, advertise on this new platform and it allows them to compete with their competitors. They should also develop apps for all platforms for kids. On the CBC website there is a section where kids can play games on the Internet but, only with desktops therefore it will also be wise to develop an app for this service for children who are travelling. By doing this they are able to inflate their service to more of their target market. They can also make a CBC learning app for all platforms, by doing this it attracts the audience to also take part on their online services and increase in app sales. They should develop an app in the widget market that is use in some Windowss pc and Macs. Another issue that needs to be work on by CBC for their Internet services are how their online websites are set up, it is very unorganized which makes it very difficult to navigate and find the information you are looking for. There are references to websites that does not exist anymore like Smart Shift, All CBC/Radio-Canada Services and CBC/Radio-Canada Corporate Website. There are also references that leads you to the same section of the website but is still divided by different names like Video On Demand and Live and On Demand the method of referencing just confuse the consumer by making it difficult for them. Moreover, the website is not consistent with the information that is given about CBC for example the television program Bold was not given in their list of services they provide, this lack of organization and consistency of the website would encourage their consumers to deviate from the CBC online services which would affect their over all ratings.
27

5. Final advice and conclusions

The main problem of CBC/Radio-Canada is that they are facing a situation of reduced funds. Over the last decades they were able develop unprofitable departments, such as the RCI. This was based on the fact that they were receiving large appropriations. Now that these state subsidies are intensely decreasing in recent years, it is becoming more and more obvious that these departments are not generating sufficient revenue. Therefore, CBC/Radio-Canada is highly advised to consider the following option: Enter negotiations with the Canadian government regarding an increase of funding. With respect to these negotiations it would be important to highlight that CBC is essentially a non-profit organisation that operates greatly via funding. Because of it being the national Broadcaster of Canada it is subject to various regulations that prevent them from generating revenue at an equal level with their competitors. At the same time, it is important to mention that CBC does not prefer this option and would rather be able to even go beyond the requirements regarding the quality of their content to full fill their mandate.

Should the negotiations with the Canadian government and the CRTC remain fruitless, the Canadian Broadcasting Corporation is advised to consider increasing their amount of advertising drastically in order to ensure an appropriate source of income. In this respect the following opportunities appear to be most tangible:

Downsize or possible shut down CBCs RCI operations, since they are not generating enough revenue and have a large amount of overlap with other operations. Collaborate with an emerging smart radio provider, such as Stitcher Radio. These innovative organizations might in the future replace radio, as we know it. However, Sticher would immediately provide for a greater pool of customers. Stichers services would give CBC the opportunity to include more ads and commercials during broadcasting time. Introduce CBC TV on digital receivers, such as Roku and Apple TV. Increase the number of consumers by creating widgets and apps that can be accessed easily and on the go. Stitcher i.e., additionally to the service built into cars, offers an app for smart phones and tablets.

A last advice refers to CBC focussing almost entirely on the Canadian market. However, if implemented correctly the above solutions would probably expand CBCs audience share over a

longer period of time. It would be wise to focus some commercial efforts on the international market, since the tight advertisement rules do not apply internationally. However, further research in this area is still required.
28

6. References
1. CBCs website (2011). Annual Report on the Operation of the Canadian Multiculturalism Act 20102011.Retrieved 1st March, 2013 from http://cbc.radiocanada.ca/_files/cbcrc/documents/equity/multi-1011-en.pdf 2. CBCs website (n.d.). Strategy 2015-Its our promise to you.Retrieved 1st March, 2013 from http://cbc.radio-canada.ca/en/explore/strategies/strategy-2015/ 3. CBCs website (2012). Annual Report 2011-2012.Retrieved 1st March, 2013 from http://cbc.radio-canada.ca/site/annual-reports/2011-2012/achievements-2.html 4. CBCs website (2012). Annual Report 2011-2012.Retrieved 1st March, 2013 from http://cbc.radio-canada.ca/site/annual-reports/2011-2012/analyse.html 5. CBC website (2011-2012). Annual Report. Retrieved March 11, 2013 from http://cbc.radio-canada.ca/site/annual-reports/2011-2012/analyse.html 6. CBC website (2010-2011). Annual Report. Retrieved March 11, 2013 from http://cbc.radiocanada.ca/site/annual-reports/2010-2011/achievements/high-level-achievements/ 7. CBC website (2010-2011). Annual Report. Retrieved March 11, 2013 from http://cbc.radiocanada.ca/site/annual-reports/2010-2011/achievements/high-level-achievements/ 8. CBCs website (n.d.). Combined-services. Retrieved March 17, 2013 from http://cbc.radiocanada.ca/en/explore/services/combined-services/ 9. CBCs website (n.d.). Senior executive-team. Retrieved March 17, 2013 from http://cbc.radio-canada.ca/en/explore/senior-executive-team/louis-lalande/ 10. CBCs website (2012.). Quarterly report 2012-2013: 1st quarter. Retrieved March 17, 2013 from http://cbc.radio-canada.ca/_files/cbcrc/documents/financial-reports/q1-20122013-en.pdf 11. CBCs website (2013.). Quarterly report 2012-2013: 1st quarter. Retrieved March 17, 2013 from http://cbc.radio-canada.ca/_files/cbcrc/documents/financial-reports/q1-20122013-en.pdf 12. CBCs website (2012). 2011-2012 Annual Report.Retrieved March 23, 2013 from http://www.cbc.radio-canada.ca/_files/cbcrc/documents/Annual-report-2011-2012/cbc-rcannual-report-2011-2012.pdf 29

13. CBCs website (n.d.). Same strategy, different path.Retrieved March 17, 2013 from http://cbc.radio-canada.ca/site/budget/en/index.html 14. CBCs website (n.d.). SYNC: online technology magazine. Retrieved March 17, 2013 from http://cbc.radio-canada.ca/en/reporting-to-canadians/sync/ 15. CBCs website (2013). Telecom Expense Reporting & Management Systems. Retrieved March 17, 2013 from http://cbc.radio-canada.ca/en/reporting-to-canadians/sync/sync-issue3-2013/expense-reporting-management-systems/ 16. CBCs website (2013). Mobile Digital Television (ATSC M/H) Field-testing & Measurements. Retrieved March 17, 2013 from http://cbc.radio-canada.ca/en/reporting-tocanadians/sync/sync-issue-3-2013/mobile-digital-television/ 17. CBCs website (2013). Quarterly report 2012-2013: 2nd quarter. Retrieved March 17, 2013 from http://cbc.radio-canada.ca/_files/cbcrc/documents/financial-reports/q2-20122013-en-final.pdf 18. CBCs website (2013). Quarterly Report 2012-2013: 2nd quarter. Retrieved March 16, 2013 from http://cbc.radio-canada.ca/_files/cbcrc/documents/financial-reports/q2-20122013-en-final.pdf 19. CBCs website (2013). Annual Report 2011-2012. Retrieved March 17, 2013 from http://cbc.radio-canada.ca/site/annual-reports/2011-2012/services-radio.html 20. CBCs website (2012). Speaking notes for Hubert T. Lacroix regarding measures announced in the context of the Deficit Reduction Action Plan. Retrieved April 6, 2013 from http://www.cbc.radio-canada.ca/en/media-centre/2012/04/04/ 21. CBCs website (2013). Quarterly report 2012-2013: 3th quarter.Retrieved March 17, 2013 from http://www.cbc.radio-canada.ca/_files/cbcrc/documents/financial-reports/q3-20122013-en-final.pdf 22. CBC/Radio-Canada. (2013). Quarterly Report 2012-2013: 2nd quarter. Retrieved March 16, 2013 from http://cbc.radio-canada.ca/_files/cbcrc/documents/financial-reports/q2-2012-2013-enfinal.pdf

23. CBC/Radio-Canada. (2012). Annual Report 2011-2012. Retrieved March 17, 2013 from http://cbc.radio-canada.ca/site/annual-reports/2011-2012/services-radio.html

30

24. CBC/Radio-Canada, (2012), Cash Position. Retrieved March 3, 2013, from http://cbc.radiocanada.ca/site/annual-reports/2011-2012/pdf/cbc-rc-annual-report-2011-2012-resultsoutlook.pdf 25. CBC/Radio-Canada. (2012). OTHER FINANCIAL MATTERS.. Retrieved March 3, 2013, fromhttp://cbc.radio-canada.ca/site/annual-reports/2011-2012/achievements-2.html 26. CBC/Radio-Canada. (2012). ACHIEVEMENTS.. Retrieved March 3, 2013, from http://cbc.radio-canada.ca/site/annual-reports/2011-2012/achievements.html 27. CBC/Radio-Canada. (2012). RESULTS AND OUTLOOK.. Retrieved March 3, 2013, from http://cbc.radio-canada.ca/site/annual-reports/2011-2012/analyse.html 28. CBC/Radio-Canada. (2012).Strategies and Issues. . Retrieved March 3, 2013, from http://cbc.radio-canada.ca/en/explore/strategies/ 29. CBC/Radio-Canada. (2012). ACHIEVING OUR PLANS OBJECTIVES. . Retrieved March 3, 2013, from http://cbc.radio-canada.ca/site/annual-reports/2011-2012/achievements-2.html 30. CBC/Radio-Canada. (2012). Annual Report.Retrieve March 10, 2013, from http://cbc.radio-canada.ca/site/annual-reports/2011-2012/achievements-2.html

31. CBC/Radio-Canada. (2012). Revenues and source of funds for fiscal. Retrieve March 10, 2013, from http://cbc.radio-canada.ca/site/annual-reports/2011-2012/achievements-2.html

32. CBC/Radio-Canada. (2012). More Digital. Retrieve March 10, 2013, from http://cbc.radio-canada.ca/site/annual-reports/2011-2012/pdf/cbc-rc-annual-report-20112012-performance%20.pdf 33. BBC.(2013). Canada Profile. Retrieve March 10, 2013, from http://www.bbc.co.uk/news/world-us-canada-16841120 34. CBC/Radio-Canada. (2012). CBC/ Radio-Canada services. Retrieve March 10, 2013, from http://cbc.radio-canada.ca/site/annual-reports/2011-2012/services-radio.html 35. CBC/Radio-Canada. (2012). Consolidated Statement of Comprehensive Income (Loss) . Retrieved February 28, 2013, from http://www.cbc.radio-canada.ca/_files/cbcrc/documents/Annualreport-2011-2012/cbc-rc-annual-report-2011-2012.pdf 36. CBC/Radio-Canada. (2012). Consolidated Statement of Financial Position. Retrieved February 28, 2013, from http://www.cbc.radio-canada.ca/_files/cbcrc/documents/Annual-report-20112012/cbc-rc-annual-report-2011-2012.pdf

31

37. CBC/Radio-Canada. (2012). Consolidated Statement of Income(Loss) . Retrieved February 28, 2013, from http://www.cbc.radio-canada.ca/_files/cbcrc/documents/Annual-report-20112012/cbc-rc-annual-report-2011-2012.pdf 38. CBC/Radio-Canada. (2012). Revenues and sources of funds for fiscal year 20112012. Retrieved February 28, 2013, from http://www.cbc.radio-canada.ca/_files/cbcrc/documents/Annualreport-2011-2012/cbc-rc-annual-report-2011-2012.pdf 39. Wikipedia. (n.d.). CBC Corporation. Retrieved on February 28, 2013, Fromhttp://en.wikipedia.org/wiki/CBS_Corporation 40. Investing for Beginners(n.d.). What is a holding company?. Retrieved February 23, 2013. From http://beginnersinvest.about.com/od/stocksoptionswarrants/ig/101-Things-To-Know-AboutStock/What-Is-a-Holding-Company.html 41. Business Dictionary(n.d.). Definition parent company. Retrieved February 23, 2013.From http://www.businessdictionary.com/definition/parent-company.html 42. Small Business(n.d.). What Is the Difference Between a Subsidiary & a Sister Company?.Retrieved February 23, 2013.From http://smallbusiness.chron.com/difference-between-subsidiary-sistercompany-35043.html 43. CBC/Radio-Canada. (2012). Annual Report 2011-2012. Retrieved March 22, 2013 from http://cbc.radio-canada.ca/site/annual-reports/2011-2012/services-radio.html 44. Titlow, J. P. (2012). 5 companies that will determine the future of radio. Retrieved March 21, 2013 from http://readwrite.com/2012/12/12/5-companies-that-will-define-the-future-of-radio 45. Canadian Radio-television and Telecommunications Commission. (2012, Oct 15). Broadcast advertising basics: revenue, limits and content. Retrieved from http://www.crtc.gc.ca/eng/info_sht/b300.htm 46. Nordicity. (2011, Nov). Why advertising on cbc/radio-canada is good public policy . Retrieved from http://www.cbc.radio-canada.ca/_files/cbcrc/documents/latest-studies/nordicityadvertising-impact-analysis-en.pdf 47. CBCs website (2013). Quarterly Report 2012-2013: 2nd quarter. Retrieved March 16, 2013 from http://cbc.radio-canada.ca/_files/cbcrc/documents/financial-reports/q2-2012-2013-enfinal.pdf 48. CBCs website (2013). Annual Report 2011-2012. Retrieved March 17, 2013 from http://cbc.radio-canada.ca/site/annual-reports/2011-2012/services-radio.html 50. CBC. (2011-2012). CBC/ Radio-Canada services.Retrieve March 10, 2013, from http://cbc.radio-canada.ca/site/annual-reports/2011-2012/services-radio.html 51. BBC.(2013). Canada Profile. RetrieveMarch 10, 2013, from http://www.bbc.co.uk/news/world-us-canada-16841120

32

52. CBC. (2011-2012) More Digital. RetrieveMarch 10, 2013, fromhttp://cbc.radiocanada.ca/site/annual-reports/2011-2012/pdf/cbc-rc-annual-report-2011-2012performance%20.pdf 53. CBC.( 2011-2012). Revenuesand source of funds forfiscal. RetrieveMarch 10, 2013, from http://cbc.radio-canada.ca/site/annual-reports/2011-2012/achievements-2.html 54. CBC. (2011-2012). Annual Report. RetrieveMarch 10, 2013, fromhttp://cbc.radiocanada.ca/site/annual-reports/2011-2012/achievements-2.html 55. Akrani, G. (2013). What is Stock Exchange? Meaning. Retrieved February 21, 2013, from http://kalyan-city.blogspot.com/2010/11/what-is-stock-exchange-its-definitions.html 56. Farlex Financial Dictionary. (2012). Privately Held Company. Retrieved February 21, 2013, from http://financial-dictionary.thefreedictionary.com/Privately+Held+Company 57. Farlex Financial Dictionary. (2012). Government Sponsored Enterpise. Retrieved February 21, 2013, from http://financial-dictionary.thefreedictionary.com/Governmentowned+corporation 58. Investopedia US, A Division of ValueClick. (2013). Definition of 'State-owned Enterprise - SOE'. Retrieved February 21, 2013, from http://www.investopedia.com/terms/s/soe.asp#axzz2LaNtDrk3 59. Investopedia US, A Division of ValueClick. (2013). Definition of 'Public Company'. Retrieved February 21, 2013, from http://www.investopedia.com/terms/p/publiccompany.asp#axzz2LaNtDrk3 60. Parker, P. Extended Definition: Government-owned corporation. Retrieved February 21, 2013, from http://www.websters-online-dictionary.org/definition/Governmentowned+corporation 61. WebFinance. (2013). State-owned enterprise (SOE). Retrieved February 21, 2013, from http://www.businessdictionary.com/definition/state-owned-enterprise-SOE.html 62. WebFinance. (2013). Stock exchange. Retrieved February 21, 2013, from http://www.businessdictionary.com/definition/stock-exchange.html 63. Wikipedia: The Free Encyclopedia. Government owned corporation. Retrieved February 21, 2013, from http://en.wikipedia.org/wiki/Government-owned_corporation 64. Wikipedia: The Free Encyclopedia. Stock Market. Retrieved February 21, 2013, from http://en.wikipedia.org/wiki/Stock_market 65. Wikipedia: The Free Encyclopedia. Public company. Retrieved February 21, 2013, from http://en.wikipedia.org/wiki/Public_company 66. Wikipedia: The Free Encyclopedia. Privately held company. Retrieved February 21, 2013, from http://en.wikipedia.org/wiki/Privately_held_company 33

67. Wikipedia: The Free Encyclopedia. Stock Exchange. Retrieved February 21, 2013, from http://en.wikipedia.org/wiki/Stock_exchange 68. Whitcomb, A., & Hamil, S. (2000). Essential Principles of Business for CXC. Jamaica & Trinidad: Longman. 69.Accounting Education (2009). Who are the shareholders of a company? Retrieved February 25, 2013 from http://www.svtuition.org/2009/12/who-are-shareholders-of-company.html 70. Industry Canada-Corporations Canada (n.d.). Chapter 8 Organizing Your Corporation: The Shareholders. Retrieved February 25, 2013 from http://www.ic.gc.ca/eic/site/cddgc.nsf/eng/cs04849.html 71. Accounting Education (2009), Who are the shareholders of a company? Retrieved February 25, 2013 from http://www.svtuition.org/2009/12/who-are-shareholders-of-company.html 72. Investopedia website (n.d.). Definition of Board of Directors- B of D. Retrieved February 25, 2013 from http://www.investopedia.com/terms/b/boardofdirectors.asp#axzz2lp4kkmik 73. Joshua, K. (n.d.). The Board of Directors responsibility, role and structure. Retrieved February 25, 2013 from http://beginnersinvest.about.com/cs/a/aa2203a.htm 74. BREFI group website (n.d.). Responsibilities of directors and boards. Retrieved February 25, 2013 from http://www.brefigroup.co.uk/directors/directors_roles_and_responsibilities.html 75. Mike, B. &Don, H. (2009). The Roles of the Board of Directors. Retrieved February 25, 2013 from https://www.extension.iastate.edu/agdm/wholefarm/html/c5-71.html

34

APPENDIX

GROUP CONTRACT TEAM 1

ICVP9BLA2A: The Media and the Money Academic year 2012/2013 Year 1 Block 3 TEAM 1 (ICV1C1)

Section I: Group Member Information

Sian - Selina Grant: 062634128 s.s.grant@hotmail.com Stacey-Ann Hodge: 0639222144 Staceyh1@hotmail.com EsmeHabers: 0622345625 Esmee_habers@hotmail.com Liwei Zhang: 0646334035 Zhangliwei517@hotmail.c om

Section II: Group Objective

Our goal is to mimic a communication agency that has been hired by the board of directors of the Canadian Broadcasting Corporation (CBC/Radio-Canada), which owns several media companies which operate in different environments such as internet, TV news, and radio. In this scenario our group has been hired because it is believed that a third party observer could offer an unbiased policy advice. Viewing the CBC as our groups client we will conduct an investigation about the efficiency of some companies under the control of CBC/Radio Canada. This investigation will be designed in order to improve and take action based on what ourfictitious agency discovers and suggests. Within this research we will be putting special emphasis on the following issues: Monitoring issues and research preparation Policy and communication research (preparing and executing a simple documentary secondary data research) Giving policy advice and presenting our research and advice in a written and oral presentation
36

With respect to our internal group work we focus on intercultural competence and cultural mediation that will help each group member To learn how to work effectively with students from other cultures

Section III: Target Numerical Grade

Through analysis of group member ability, determination, and responsibility, the targeted grade has been determined to be the highest possible grade. However, it should not be lower than an 8.

Section IV: Schedule

Course: There are coach meetings each week, and we are determined to attend these.. Member Commitments: It is recognized that members of the group have prior, timeconsuming commitments. These responsibilities are considered throughout the group effort; however, they will not be permitted to be used as habitual justification for incomplete work. Also it is expected that each member puts in the extra effort that makes the outcome of the group work extraordinary. Everyone strives towards a good communication. Roles assigned to individual group members:
Planner This student is in charge of organizing the final product of the project by clarifying the aims of the group This student double-checks every detail to make sure errors have not been made and searches for aspects of the work that need more attention This student makes sure the report looks professional and attractive, and is always up to date and coherent in its layout. This person takes notes whenever the group meets and keeps a record track of what has been decided and all group activities This person keeps track of time during meetings to avoid spending excessive time on one topic creating the agenda

Quality control

Sian-Selina Grant

Spell checking, grammar checking, Coherence Coherence, layout, cover sheet,

Report design

Stacey-Ann Hodge

Minute taker

Timekeeper

Roles are still to be assigned during the process of the group work.
37

Section V: Meetings
Team meetings will be held at least once before each coach meeting. Every group member is expected to be prepared beforehand. Previous work completed will be collected and discussed.

Section VI: Expectations & Responsibilities

Each group member is expected to maintain a punctual attendance to each meeting and group meeting. During each meeting, a positive, optimistic, and encouraging attitude is expected. Concepts and ideas will be discussed in a nonjudgmental manner. Each member is required to accept tasks and is responsible for their timely completion. These tasks will be distributed in an equitable manner according to difficulty, timeconsumption, and availability. It is expected that the assignments and completion of tasks will be personally recorded by those responsible. Quality criteria for these tasks include the following: Ideas that is interesting and important. Ideas are the heart of the piece what the writer is writing about and the information he or she chooses to write about it. Organization refers to the order of ideas and the way the writer moves from one idea to the next. Voice is how the writing feels to someone when they read it. Is it formal or casual? Within this assignment group we will be using a formal tome in writing. Good writing uses just the right words to say just the right things. Fluent sentences are easy to understand and fun to read with expression. Conventions are the ways we all agree to use punctuation, spelling, grammar, and other things that make writing consistent and easy to read.

Organization that is logical and effective.

Voice that is appropriate.

Word Choice that is specific and memorable.

Sentence Fluency that is smooth and expressive. Conventions that are correct and communicative.

38

It will be taken into account that the level of English varies among team member. Therefore we cannot expect the equally good outcomes concerning the quality of writing. For this reason we have assigned the role of quality control to a native speaker. However, this does not justify any shortcomings regarding the content of the tasks assigned. Furthermore, each group member is obliged to perform their own spell-check. If in doubt try to keep sentence structures short in order to simplify the work of quality control to arrange the text in a coherent and sophisticated manner. Information will be posted in the online FACEBOOK group forum (BLA2A ICV1C1) where it is available to be viewed all other group members. In addition to daily information being posted online, each group member is responsible for the posting and distribution of their conducted research based on the assignments 1-7 posted on Blackboard (they can also be found on the group page within the dropbox file titled BLA 2A). Conclusively, each member is required to dedicate their best effort toward the block assignment in a respectful, open-minded, and honest manner and a constructive fashion whilst assisting in problem-solving and decision-making.

Section VII: Procedures & Conict Resolution

1. In the event of absenteeism, group members are responsible for obtaining the required material. Possible sources include other group members and the online database. Absent members are responsible for uploading their information online to share with the remaining members of the group.

2. Although personal tasks are required to be completed by the assigned date, it is recognized that external circumstances influence strict promptness. These prior commitments and external needs will be possible extenuating circumstances in the event of incomplete work. Nevertheless, within reasonable effort, all work is expected to be completed promptly as members are held accountable for completion of their tasks.

3. Decisions will be made as a collaborative effort with the inclusion of all group members. The opinion, viewpoint, and thought of all members will be consciously considered upon the formation of a decision.

39

4. Any conflict between group members will be dealt with in a mature manner. Through analysis of the situation and its circumstances, the most open-minded and justified decision will be formed by all members of the group. If a resolution to a predicament cannot be organized by the group members, the coach will be informed of the situation. Defiance of this procedure will be reflected through the peerevaluation form.

Section VIII: Signatures

The following members of the group hereby declare their allegiance to the above mentioned terms, conditions, and responsibilities.

Sian-Selina Grant

Stacey-Ann Hodge

EsmeHabers

Liwei Zhang __________________

_____________________ _______________ Date Date

____________________

Date

Date

40

Table 1
Internal competition
Language English Organisation Rogers Media Inc Operations Television Details Cable television: Omni Television, Citytv, Terrestrial television : Sportsnet, Sportsnet One, Sportsnet World, OLN, G4 Canada, RDeals and The Shopping Channel which is Canada's home shopping service. 54 radio stations. CTV: Canada's oldest, largest, and most-watched private broadcast television network, including 21 owned and operated stations. CTV Two Is a secondary television system which presently consists of five terrestrial television stations in Ontario, one in British Columbia as well as two cable-only channels, one in Alberta and the other in Atlantic Canada. In partnership with US channels: TSN, RDS, TSN2, RDS2, MuchMusic, MuchMore, MTV, MTV2 others Discovery Channel Business News Network, CP24, CTV News Channel 35 radio stations across Canada ( i.e. TSN Radio)

Radio Bell Media. Bell MediaTelevision

Shaw Media

Bell Media Radio is Canada's fifth-largest private-sector radio broadcaster Bell Media websites Global Television Network

websites associated with all its tv and radio stations 11 television stations ( i.e. Global News ) specialty channels i.e. HGTV Canada, Food Network Canada , Showcase, and History. a national private network (except for Newfoundland & Labrador and the territories) owned by Shaw Media broadcasting in English 83 radio stations in eight provinces

Astral Media

radio largest broadcaster in Canada (by number of stations) Television

Newcap Inc.

Corus Entertainment Inc.

Newcap Radio Second largest broadcaster in Canada Newcap Television Radio Television

premium and specialty television i.e. The Movie Network, Super cran, Family, Teletoon, Canal D, Canal Vie, VRAK.TV, Sries+, Ztl 76 radio stations

French

Quebecor Media inc.

TVA Group

2 stations 50 radio stations specialty television YTV, Treehouse TV, W Network, Movie Central, CMT, Teletoon, Encore Avenue, Nelvana, Nickelodeon, and Kids Can Press. TVA (7stations) Speciality television (8stations)

41

Table 2
CBCs international services
CBC.ca cbcnews.ca cbcsports.ca News, information, streaming video and audio, sports highlights, Web features and multimedia archives. Local, national and international breaking news and in-depth reporting, streaming audio and video, and web only interactive features. Canadian and international breaking news and special reports from the world of sports, access to live streaming of major events including CBC's Hockey Night in Canada. Free digital music service with 40 web radio stations, 12 genre-based music communities plus CBC Radio 2 and CBC Radio 3, music news by Canada's top music journalists, hundreds of concerts, playlists and more. All of CBC's rich literary content across all platforms audio, video and digital. CBC.ca/Hamilton provides a robust, upto- date experience with content tailored to the residents of Hamilton and the neighbourhoods in which they live. It is one of five new local services being rolled out as part of CBC/Radio- Canadas Strategy 2015: Everyone, Every way. News, information, streaming video and audio, and Web features. On-demand Web television, created by Radio-Canada, featuring programming from almost 50 national and international producers and broadcasters. Customized and mostly French language music via the Internet in seven genres: pop, jazz, classical, hip hop, rock, country-folk and world music. Provides Montreals off-island residents with dedicated spaces to get their news, plan their commutes and daily activities, and discuss the issues that matter Canadian information and culture in five languages via the Internet, digital and analogue shortwave, satellite and partner stations worldwide

CBC Music

CBC Books

CBC Hamilton

RadioCanada.ca Tou.tv

Espace.mu Rive Sud/Rive Nord Radio Canada International

42

Table 3
External Competition
Country America Organization The Walt Disney Company, Operations largest media conglomerate in the world in terms of revenue, Details Walt Disney Studios, Disney Music Group, Disney-ABC Television Group, Radio Disney, ESPN Inc., Disney Interactive Media Group, Disney Consumer Products, Disney India Ltd., Pixar Animation Studios, Marvel Entertainment, Lucasfilm. New Line Cinema,Time Inc., HBO, Turner Broadcasting System, The CW Television Network, TheWB.com, Warner Bros., Kids' WB, Cartoon Network, Boomerang,Adult Swim, CNN, DC Comics, Warner Bros. Animation, Cartoon Network Studios, Castle Rock Entertainment. The sun, The Times, The New York Post, The Wall Street Journal etc Fox News Radio Satellite televisi20th Century Fox Fox Broadcasting Company on (Sky) cable TV(i.e. Fox, National Geographic) News Corp. Digital Media BET Networks, MTV Networks, and Paramount Pictures RTL Group Gruner + Jahr GmbH & Co. KG Random House Sony Pictu res Entertainment Inc.

America

Time Warner

film, television and publishing, web presence

America

News Corp

Radio, film, television, and publishing, web presence

America Germany

Viacom inc Bertelsmann AG Sony Corporation of America, NBCUniversa l

Film, Television, publishing, web presence Radio, film, television, and publishing

China

America

film, television, computer entertainment, music publisher, web presence Film, television, web presence

France

Vivendi

music, television and film, publishing, telecommunications, web presence Film, radio, television, publishing, web presence Film, radio, television, publishing, web presence Film, radio, television, publishing, web presence Film, radio, television, publishing, web presence Film, radio, television, publishing, web presence

Mexico America

Televisa CBS Corporation Hearst Corporation, Organizaes Globo Lagardre Group

NBC Broadcasting, Universal Pictures NBCUniversal, Cable, Entertainment & Digital Networks and Integrated Media, NBCUniversal News Group Canal+Group Universal Music Group, Activision Blizzard. i.e. Televisa Radio, Televisa Networks CBS Radio, The Free Press, The CW Television Network, Showtime Networks (i.e. movie channel), CBS Studios, CBS Films 41 newspapers 300+ magazines (i.e. Cosmopolitan, The Oprah Magazine) Hearst Television Inc. (29 television stations) Rede Globo, Globo Internacional, Globosat, Rdio Globo, Rdio CBN, Web-radios, Infoglobo, Globo.com (i.e. Elle,Virgin Radio, MCM, etc.)

America

Brazil

France

43

Matrix 1: Swot Analysis

POSITIVE NEGATIVE

Strengths
S1: They provide services to the French and English communities of Canada S2: Canada is mostly monopolized by CBC, radio S3: CBC is constantly increasing its digital content S4: Its a Crown Corporation of Canada S5: They are very well organized, internally

Weaknesses
W1: Unequal amount of audience in English and French services W2: Less usage of the radio services In comparison to the television services W3: More attractive for kids and old people, but for young people they like to watch online

INTERNAL FACTORS

Opportunities
O1: Extending digital reach

Threats
T1: Defunding

EXTERNAL FACTORS

O2: Undertaking various market studies O3: Advertising

T2: Loss of consumer confidence/ Fear of privatization

44

Table 4 - Swat matrix justification

Item
S1

Justification
Providing services to the French and English communities of Canada is an advantage to CBC because it opens them to a wider audience Canada has a small media market in which CBC is the most recognized.

Source(s)
CBC.(2011-2012). CBC/ Radio-Canada services http://cbc.radio-canada.ca/site/annualreports/2011-2012/services-radio.html

Remarks

S2

BBC.(2013). Canada Profilehttp://www.bbc.co.uk/news/worldus-canada-16841120

CBC&Societe Radio-Canada

S3

CBC constantly increasing its digital content is an advantage to them because they are keeping up with the latest technologies their audience uses

CBC. (2011-2012) More Digital http://cbc.radio-canada.ca/site/annualreports/2011-2012/pdf/cbc-rc-annual-report2011-2012-performance%20.pdf

CBC

S4

CBC is a crown corporation which means that it is an enterprise owned by the federal state, because of this they are subsidize by the government. This makes it harder for other corporation to compete with CBC This makes them look dependable and trust worthy to their audience, it also improves the functions of the corporations daily task therefore increasing the progress of the companys goal Radio network (2011-2012):
1. 2.

CBC.( 2011-2012). Revenues and source of funds for fiscal. Retrieve from http://cbc.radiocanada.ca/site/annual-reports/20112012/achievements-2.html

S5

CBC. (2011-2012). Annual Report. http://cbc.radio-canada.ca/site/annualreports/2011-2012/achievements-2.html

W1

CBC website (2011-2012). Annual

The French services of CBC Having captured a Report. Retrieved March 11, 2013 combined market share of 17.8 per cent. from http://cbc.radioFor the English services of CBC, it achieved a combined national share performance of 14.5 canada.ca/site/annualper cent.

reports/2011-2012/analyse.html

Television performance (2011-2012):

4.
For French services of CBC, Tlvision de RadioCanada achieved a prime-time share of 18.7 per cent for the regular season 5. For English services of CBC, CBC Television ending the season with an overall regular season primetime share of 8.6 per cent. Therefore, the numbers show that in the television performance aspect, there is a huge unequal amount

45

of audiences for French and English services of CBC.

W2

30 millions: Number of video views in its first year for Radio-Canada's TOU.TV, Canada's largest French-language entertainment television website. 7.5 million+: Total number of unique visitors to CBC.ca and Radio-Canada.ca per month.

CBC website (2010-2011). Annual Report. Retrieved March 11, 2013 from http://cbc.radio-

canada.ca/site/annualreports/20102011/achievements/high-levelachievements/

W3

Online services:
1. 2. 56 million+: Number of video views for CBC.ca, Canada's largest media website. 7.5 million+: Total number of unique visitors to CBC.ca and Radio-Canada.ca per month.

CBC website (2010-2011). Annual Report. Retrieved March 11, 2013 from http://cbc.radio-

canada.ca/site/annualreports/20102011/achievements/high-levelachievements/

TV and Radio programs:

1. 19.5%: National audience share for French Radio (Premire Chane and Espace musique). 9.3%: CBC Television's regular season prime time audience share.

2.

O1

The CBC wants to allow their audiences to access their content when they want it and where they want it. Also to continue to grow in their online audience. By keeping pages, videos, mobile platforms and the CBC news app up-to-date.

CBC/Radic-Canada. (2012, June 20). Cbc annual report 2011-2012. . Retrieved from http://cbc.radiocanada.ca/_files/cbcrc/documents/Annu al-report-2011-2012/cbc-rc-annualreport-2011-2012.pdf

O2

To stay equal of the broadcasting marketplace and their role within it, the CBC must undertake various studies that provide objective measures, that help informing decisions and to ensure that the CBC continues to provide the best information available.

CBC/Radic-Canada. (2012, June 20). Cbc annual report 2011-2012. . Retrieved from http://cbc.radiocanada.ca/_files/cbcrc/documents/Annu al-report-2011-2012/cbc-rc-annualreport-2011-2012.pdf

46

O2

By placing more adds on CBC/Radio-Canada services than before, there will be more Canadian content. Also, to add more on the services would affect the independent production sector and advertisers positively.

CBC/Radic-Canada. (2012, June 20). Cbc annual report 2011-2012. . Retrieved from http://cbc.radiocanada.ca/_files/cbcrc/documents/Annu al-report-2011-2012/cbc-rc-annualreport-2011-2012.pdf

T1

Because CBC is a crown corporation they receive governmental funding. However the governmental funding has decreased over a period of approx. 40 years, causing them to reduce their television and radio content but also reducing the number of foreign offices with correspondents. This is due to changed national broadcast regulations.

Tupper, P. (2012, Nov 22). Starving the cbc: Years of cuts, and now the nhl lockout. Retrieved from http://thetyee.ca/Mediacheck/2012/11/22/Sta rving-the-CBC/ Ladurantaye, S. (2012, Oct 25). cbc to cut a further $28m from next years spending plans. The Global Mail. Retrieved from http://www.theglobeandmail.com/news/natio nal/cbc-to-cut-a-further-28m-from-next-yearsspending-plans/article4661421/

T2

Seeing that the CBC is Canadas public broadcaster Customers are afraid that privatization could lead to a quality reduction of CBSs content. This might not be the case, however, customers have concerns and an online debate concerned with this issue is already going on (i.e. campaigns the CBC we want). A possible privatisation could therefore reduce CBCs clientele

The cbc we want (23, Nov 2012). [Online forum comment]. Retrieved from http://www.friends.ca/TheCBCWeWant/ Tupper, P. (2012, Nov 22). Starving the cbc: Years of cuts, and now the nhl lockout. Retrieved from http://thetyee.ca/Mediacheck/2012/11/22/Sta rving-the-CBC/

47

Table 5 TV services
English TV services
CBC Television News, information, sports, entertainment, documentaries and kids programming.

French TV services
Tlvision de Radio-Canada News, current affairs, drama, culture, variety, sports and programming for children and youth.

CBC News Network Continuous news and information via television.

Rseau de linformation de Radio-Canada Continuous news, information and current affairs via television. By subscription.

Bold Canada's 24-hour English-language television service pushes the boundaries with innovative drama and comedy, the world's best performing arts and exclusive coverage. By subscription. Documentary Canadian and international documentaries, films and series. By subscription.

TV5MONDE Programming featuring diverse cultures and perspectives, from 10 broadcast partners, including Radio-Canada.

ARTV Arts and entertainment: film, theatre, music, dance, visual arts, and more. By subscription. Explora Health, science, nature and the environment. Bilingual / Multilingual TV Services CBC News Express / RDI Express

Bilingual news and information service in five large Canadian airports, serving over 62 million travelers annually. CBC North Linking Canadas northern communities via radio and television, in English, French and eight Aboriginal languages.

CBC/Radio Canada Annual Report 2012-2013

48

Table 6 - Radio services

English services Radio One Radio 2 Content News, current affairs, arts and culture Classical, jazz and popular music(four online channels: Classical, Jazz, Canadian Songwriters and Canadian Composers) Emerging Canadian music via the Internet, podcast and Sirius Satellite. News, current affairs, arts and culture Classical, jazz, vocal, world and emerging music Popular and alternative French-language music via Espacemusique, the Internet, podcasts and Serius Satellite. News, current affairs and culture, in partnership with Radio Canada International and Radio France International. Sports information and analysis via Sirius Satellite Radio

Radio 3 French services Radio Premire Chane EspaceMusique Bande part

Premire plus

Sports extra

49

Table 7 Combined Services

50

Table 8
Similarities of all the combined services of CBC

Responsibilities of the services. Delivering local news in varying locations

English Services

French Services

Combined Services.

CBCNews. ca Breaking news and in-depth reporting. English The audiences are spread across Canada.

RDI 24-hour news and in-depth reporting. French Within the whole country

RDI Express bilingual news and information service Five languages(French, English, Spanish, Arabic and Mandarin) Only in five large Canadian airports.

Online Radio

Radio One Canada's Englishlanguage information service The most popular media websites.

Premire Chane Mix of information and cultural programming. Commercial-free French-language radio network

RCI Information and cultural programs in five languages Commercial-free international radio service via the Internet.

51

Table 9

map of CBC

52

The structure of Combined Services.

Maryse Bertrand is Vice- President of CBC and she is responsible for the general counsel of CBC. Besides, Combined Services have not a specific person to in charge of it. It is belongs to English Services (the Executive Vice-President is Kirstine Stewart) and French Services (the Executive Vice-PresidentLouisLalande).

As described above, Combined services have 6 departments. CBC north, CBC

Mobile Productions, CBC News Express, Radio Canada International (RCI), CBC records, and Online shop.

Financial picture of Combined Services.

RDI (CBC News Express) generated $43.9 million (approximately 9 per cent of total revenue and sources of funds). Expenses for RDI were lower by $1.5 million (13.1 per cent) during this quarter as a result of a decrease in operating costs, programming schedule changes.

Rental of mobile broadcasting vehicles to external parties, rental of real estate assets and leasing space at our transmission sites, accounted for $32.7 million The revenue of Conventional, specialty, online is $105 million in 1st quarter of 2012-2013. The expenditure increase of $3.8 million (19.2 per cent) for the second quarter due to the cessation of shortwave transmission of RCI programming and the acceleration of the shutdown of remaining analogue TV transmitters

Products and audience of Combined Services.

The main products of Combined Services: CBC north, CBC Mobile Productions, CBC News Express, Radio Canada International (RCI), CBC records, and Online shop. RDI achieved shares of around 6 per cent for certain weeks double its usual average. CBC Music introduced a mobile app for Android mobile phones and tablets, allowing more users to access CBCMusic. CBCMusic.cas Android App has had over 10,000 downloads during the first month following its launch.

In the annual report of 2011-2012, RDI boasted11.7 million subscribers, up 5 percent from last year.

53

Latest developments about Combined Services.

SYNC. It is a new technology magazine which deals with technology issues at CBC in 2012. In 2013, The Telecom Expense Reporting & Management Systems (TERMS) project is a very expansive undertaking within CBC/Radio-Canada sponsored by the Technology Strategy Board (TSB); it is designed to cover the entire lifecycle of all of CBC/Radio-Canada's mobile devices.

In 2013, Mobile Digital Television (DTV) was tested and DTV is a technology that allows small portable devices such as smartphones, tablets, and automobile-based displays to receive digital television signals over-the-air.

As 2nd quarterly report in 2012-2013 (2012) described, the new iPhone app offers a 360-degree tour of Canadian cities through Radio-Canada archival content.

Assignment 1: The glossary of terms

A holding company: A holding company is a company that, itself, doesn't do anything. Instead, it owns other assets including other companies. A parent company: Firm that owns or controls other firms (called subsidiaries), which are legal entities in their own right. Also called Parent Corporation. A sister company: Sister companies are subsidiary companies owned by the same parent company. Each of the sister companies operates separately and may have no connection other than sharing the same parent company. Sister companies can be quite different from each other, producing different products and marketing to different audiences . The stock exchange market: A stock exchange, stock market or equity market is a form of exchange which provides services for stock brokers and traders to Organized and regulated financial market where securities (bonds, notes, shares) are bought and sold at prices governed by the forces of demand and supply. The Privately held company (Ltd): A privately held company, close corporation or Private limited companies Ltd is a business company owned either by non-governmental organizations or by a small number of shareholders or company members which does not offer or trade its company stock (shares) to the general public on the stock market exchanges, but rather the company's stock is offered, owned and traded or exchanged privately.

54

Public company (PLC): A public company, publicly traded company, publicly held company or

public limited company is a limited liability company that has issued securities through public offerings and is traded on at least one stock exchange its securities (stock/shares, bonds/loans, etc.), or through market makers operating in over the counter markets. Government owned corporation (SOE): A government-owned corporation, state-owned company, state-owned entity (SOE), state enterprise, publicly owned corporation, government business enterprise, commercial government agency, public sector undertaking. It is a legal entity that is created by the government in order to partake in commercial activities on the government's behalf. The shareholders of a company: The shareholders or stakeholders are the persons or companies who purchase the shares of other company. They are the real owner of company. The role and the responsibilities of the board of directors: the board of directors is a group of
individuals that are elected as, or elected to act as, representatives of the stockholders to establish corporate management related policies and to make decisions on major company issues. The primary responsibility of the board of directors is to protect the shareholders' assets and ensure they receive a decent return on their investment.

55