The multi-centre approach to Broadcasting in a Global market should be considered ‘The Triple Crown’ of Broadcasting, and is easily delivered with appropriate investment and management structures. The market is globalising, despite certain political sensitivities, and proximity to key markets must be considered a significant element of corporate strategy. While a corporation must be headquartered somewhere, in such a model; equal division of assets and capabilities is a priority.

Multi-Centre Broadcasting Pros

  • A multi-centre regional approach is most able to be representative of a global perspective.
  • Delivers regional advantage and representation while maintaining a balance in cost vs. service.
  • Regional allocation of personnel brings cultural diversity, language skills and regional knowledge.
  • Closer proximity to News reduces news-gathering costs, and achieves other operational efficiencies.
  • Delivers regional revenue streams and financial management more easily.
  • Smaller stand-alone broadcast facilities are more attractive if future divestment were required.
  • Protection against service interruption is more easily achieved.

Detracting Factors

  • US rules on media ownership mean that the Network’s corporate structure must be negotiated at the time of licensing with the FCC if the US market is to feature. This has not seen an insurmountable issue and the FCC has indicated in the past that it will address the subject of overseas shareholding on a case-by-case basis. However, the current political and regulatory climate has led to cautious observation. If US broadcasting rights were not achievable, while it would result in a hit to revenues, it would NOT significantly affect global profitability, or news-gathering operations in the US; some savings in costs would also be realised.
  • It is hoped that ownership rules for a US Bureau may continue to be satisfied with the appropriate combination of US investment and corporate structure (this would likely represent 25% of the investment required by this proposal, representing up to 75% of the US subsidiary, based on current information.
  • All proposed sites are in the Northern hemisphere, as a result of current TV market share statistics.

Regional Necessity

  • The Broadcast Market: North America (accounts for 38%); Europe (31%); Asia-Pacific (21%); Latin America (8%); the Middle East and Africa (2%). Significant growth is forecast in all global regions.
  • A multi-centred approach easily achieves global reach, news-gathering, and delivery.
  • Global coverage reduces dependency on specific market ratings to drive advertising revenues.
  • The Infrastructure in all Tiers plans for future market growth as a Network, not just a single Channel.
  • Audiences with global connectivity require global perspective and reach.
  • Global interest in News supported by global access, increases audience yield and revenues.
  • Each Budget Tier is designed for success, within the means allowed by projected revenues for that tier.
  • The Network’s budget tiers are comparable to a range established by News channel launches.
  • Under-funded start-up channels are observed to regularly fail; and there are considerable concerns at the notion of launching from an under-funded position.

A380; Aircraft; Aviation

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