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round robin presentation

Today's discussion. . . The NPS Value Chain. . . . . Programming strategy. . Development / commissioning/ rights acquisition. . Schedule planning funding allocation. . Production / Initial fundraising. . Later-stage fundraising/ sponsorship. . Rights exploitation. . Station promotion and distribution.

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round robin presentation

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    1. Round Robin Presentation October 2004

    2. Todays discussion CPB 2004 Round Robins covered three topics: primetime programming, childrens programming & local servicesCPB 2004 Round Robins covered three topics: primetime programming, childrens programming & local services

    3. The NPS Value Chain In 2002, CPB hired McKinsey & Company to examine public televisions financial health. One of their recommendations was that PTV look for ways to strengthen the NPS by examining the entire programming value chain as seen here. CPB and partners decided that the work needed to start at the beginning with a comprehensive audience research effort. Goal: Bring the public television audience into the room, give them a seat at the table when developing NPS program strategy, and create working knowledge to inform the development and implementation of that strategy at both the national and the local level. In 2002, CPB hired McKinsey & Company to examine public televisions financial health. One of their recommendations was that PTV look for ways to strengthen the NPS by examining the entire programming value chain as seen here. CPB and partners decided that the work needed to start at the beginning with a comprehensive audience research effort. Goal: Bring the public television audience into the room, give them a seat at the table when developing NPS program strategy, and create working knowledge to inform the development and implementation of that strategy at both the national and the local level.

    4. Research Plan The research plan as designed by Nicholas Schiavone, former Chief Knowledge Officer for NBC, followed a series of steps, with each step creating working knowledge, as well as informing the next. The research plan as designed by Nicholas Schiavone, former Chief Knowledge Officer for NBC, followed a series of steps, with each step creating working knowledge, as well as informing the next.

    5. Research Plan First phase, a Consumer Insight study, was conducted by City Square Associates, a marketing and media research firm in Cambridge, MA. City Square Associates moderated in-depth conversations and focus groups with 200 public television viewers and members in 8 markets, spread across the US. Approximately one-third of the participants were recruited from files of the primary local PBS station in Portland, Phoenix, St. Louis, Detroit, Nashville, Atlanta, Boston and New York. The remaining participants were recruited from local research facility databases. The demographics of our respondents reflected the demographics of the primetime public television audience. Their cable, digital cable, satellite and antenna usage also reflects the national pattern. Light to heavy viewers of public television were recruited. The goal of this phase of the research was to listen to the language viewers used when talking about the programs they watched on public television and to uncover any issues they had with the program service. In this phase, only viewers were contacted because participants were required to talk about specific program viewing experiences on public television in addition to specific viewing experiences on network and cable program services. The non-viewers who report no relationship with PTV were interviewed in a later stage of this research. All program references and station references were unaided the moderators of the interviews and focus groups did not prompt participants for program references or station references. Participants could not have known PTV was conducting the interviews until well into the conversation. Each conversation started very broadly - about lifestyle, how television in general fits into their lives, television use in general (including cable and broadcast network television). PTV did not come up in the conversation until the participants brought it up. First phase, a Consumer Insight study, was conducted by City Square Associates, a marketing and media research firm in Cambridge, MA. City Square Associates moderated in-depth conversations and focus groups with 200 public television viewers and members in 8 markets, spread across the US. Approximately one-third of the participants were recruited from files of the primary local PBS station in Portland, Phoenix, St. Louis, Detroit, Nashville, Atlanta, Boston and New York. The remaining participants were recruited from local research facility databases. The demographics of our respondents reflected the demographics of the primetime public television audience. Their cable, digital cable, satellite and antenna usage also reflects the national pattern. Light to heavy viewers of public television were recruited. The goal of this phase of the research was to listen to the language viewers used when talking about the programs they watched on public television and to uncover any issues they had with the program service. In this phase, only viewers were contacted because participants were required to talk about specific program viewing experiences on public television in addition to specific viewing experiences on network and cable program services. The non-viewers who report no relationship with PTV were interviewed in a later stage of this research. All program references and station references were unaided the moderators of the interviews and focus groups did not prompt participants for program references or station references. Participants could not have known PTV was conducting the interviews until well into the conversation. Each conversation started very broadly - about lifestyle, how television in general fits into their lives, television use in general (including cable and broadcast network television). PTV did not come up in the conversation until the participants brought it up.

    6. Consumer Insight Phase Viewers lead full and busy lives Viewers convey enormous appreciation and respect for public television Viewers identified obstacles or barriers to enjoying PTV programming Key Themes from Consumer Insight Phase: Viewers lead busy lives of which television is only one part. Often the main competition for PTV programming isnt whats on other channels but what is going on in viewers complex lives. Viewers do convey an enormous amount of appreciation and respect for PTV as a prime source of programming that has their interests at heart rather than commercial interests. Viewers could clearly distinguish the programming they find on public television stations as compared to the many other sources available to them. Viewers did identify some obstacles or barriers that keep them from enjoying more public televisionthese barriers have to do with incorporating public television into their primetime viewing routine. Key Themes from Consumer Insight Phase: Viewers lead busy lives of which television is only one part. Often the main competition for PTV programming isnt whats on other channels but what is going on in viewers complex lives. Viewers do convey an enormous amount of appreciation and respect for PTV as a prime source of programming that has their interests at heart rather than commercial interests. Viewers could clearly distinguish the programming they find on public television stations as compared to the many other sources available to them. Viewers did identify some obstacles or barriers that keep them from enjoying more public televisionthese barriers have to do with incorporating public television into their primetime viewing routine.

    7. A Holistic Perspective Research took an holistic approach which considered each participants think, feel, do Think their cognitive patterns Feel their affective patterns Do their behaviorsResearch took an holistic approach which considered each participants think, feel, do Think their cognitive patterns Feel their affective patterns Do their behaviors

    8. Principle Another goal of the Consumer Insight Phase was to attempt to identify a set of audience principles Definition of audience principle is a pattern of thoughts, feelings, and behaviors important enough and consistent enough to serve as a reliable guide Another goal of the Consumer Insight Phase was to attempt to identify a set of audience principles Definition of audience principle is a pattern of thoughts, feelings, and behaviors important enough and consistent enough to serve as a reliable guide

    9. Research identified 10 principles that are further outlined in an audience principles booklet and in the video: PTV Prime: How Americans use Public Television in Primetime (booklets and videos available at http://stations.cpb.org/roundrobin/) We used a model of a building to help put these principles in perspective. TRUST: This foundational principle represents the base upon which all other qualities rest. Viewers indicated they trusted their local public television station to have their interests at heart rather than profits. Viewers also expressed a universal belief that public television can be trusted with their children. They trusted that the programming broadcast for children was superior to what is found elsewhere; they trusted that there is nothing on PTV that they would be concerned about or embarrassed if their children saw; and they trusted that their children would not be bombarded with commercial images while viewing PTV. QUALITY: This overarching principle is the pediment by which the building of public television is known. Viewers felt that when public television gets it right, the programming is written and produced according to the highest standards of quality, both in its content and aesthetic. This recognition of quality extends across a diverse spectrum of genres and formats. INTELLIGENCE, BALANCE, UNIQUENESS, ENGAGEMENT & VARIETY: From the viewers perspective, these supporting principles are key distinguishers of public television. CONSISTENT, VISIBLE & APPROACHABLE make up the illuminating principles which address the obstacles and barriers viewers identified as limiting use their participation in public television. Understanding and overcoming these obstacles and barriers can help people find their way to public television. Research identified 10 principles that are further outlined in an audience principles booklet and in the video: PTV Prime: How Americans use Public Television in Primetime (booklets and videos available at http://stations.cpb.org/roundrobin/) We used a model of a building to help put these principles in perspective. TRUST: This foundational principle represents the base upon which all other qualities rest. Viewers indicated they trusted their local public television station to have their interests at heart rather than profits. Viewers also expressed a universal belief that public television can be trusted with their children. They trusted that the programming broadcast for children was superior to what is found elsewhere; they trusted that there is nothing on PTV that they would be concerned about or embarrassed if their children saw; and they trusted that their children would not be bombarded with commercial images while viewing PTV. QUALITY: This overarching principle is the pediment by which the building of public television is known. Viewers felt that when public television gets it right, the programming is written and produced according to the highest standards of quality, both in its content and aesthetic. This recognition of quality extends across a diverse spectrum of genres and formats. INTELLIGENCE, BALANCE, UNIQUENESS, ENGAGEMENT & VARIETY: From the viewers perspective, these supporting principles are key distinguishers of public television. CONSISTENT, VISIBLE & APPROACHABLE make up the illuminating principles which address the obstacles and barriers viewers identified as limiting use their participation in public television. Understanding and overcoming these obstacles and barriers can help people find their way to public television.

    10. Research Plan Second phase of research was a quantitative survey, an Audience Awareness, Attitude and Usage (AAU) Study The goal of this national telephone survey was to validate and add dimension to what we heard in the first phase of the research.Second phase of research was a quantitative survey, an Audience Awareness, Attitude and Usage (AAU) Study The goal of this national telephone survey was to validate and add dimension to what we heard in the first phase of the research.

    11. Awareness, Attitudes & Usage Study Methodology National probability sample means that any home in the United States with a telephone had an equal chance of being selected Random Digit Dial allowed researchers to contact households with listed and unlisted numbers. National survey included 1481 viewers and non-viewers of public television. 9% Self Reported Members: these were participants who reported that they financially supported public television. While this percentage is higher than the incidence of PTV membership in the general population, this is most likely due to the fact that many members do not view their membership as a finite 12 month event. An additional 627 members from 5 markets were surveyed -- Boston, Portland, Atlanta, St. Louis and Phoenix to create a member database. Researchers could then compare the responses from known members with the responses from the self-reported members in the national sample. The member database could also be used for deeper analysis of member thoughts, feelings and behaviors. Total number of completed surveys: 2100 participants, 75 questions Methodology National probability sample means that any home in the United States with a telephone had an equal chance of being selected Random Digit Dial allowed researchers to contact households with listed and unlisted numbers. National survey included 1481 viewers and non-viewers of public television. 9% Self Reported Members: these were participants who reported that they financially supported public television. While this percentage is higher than the incidence of PTV membership in the general population, this is most likely due to the fact that many members do not view their membership as a finite 12 month event. An additional 627 members from 5 markets were surveyed -- Boston, Portland, Atlanta, St. Louis and Phoenix to create a member database. Researchers could then compare the responses from known members with the responses from the self-reported members in the national sample. The member database could also be used for deeper analysis of member thoughts, feelings and behaviors. Total number of completed surveys: 2100 participants, 75 questions

    12. Giving Dimension to Insight Within the quantitative survey there were multiple mini-surveys. For example, the researchers included the Roper battery of questions for influentials in order to zero in on this group and study their viewing behavior across cable, broadcast and public television. We have the flexibility to cut the data so we can focus on specific groups of viewers. For example, we can look at how non-viewers responded to the survey, or people with children in their household, people with cable, people with high levels of technology in their homes, etc. First example of quantitative study confirming and expanding on qualitative findings: In the Consumer Insight phase of the research viewers said they lead full and busy lives. The Audience Awareness Attitude and Usage Study sought to find out how many viewers felt this way. Result: Nearly 2/3 of primetime television viewers say they often or occasionally find there arent enough hours in the evening to get things done.Within the quantitative survey there were multiple mini-surveys. For example, the researchers included the Roper battery of questions for influentials in order to zero in on this group and study their viewing behavior across cable, broadcast and public television. We have the flexibility to cut the data so we can focus on specific groups of viewers. For example, we can look at how non-viewers responded to the survey, or people with children in their household, people with cable, people with high levels of technology in their homes, etc. First example of quantitative study confirming and expanding on qualitative findings: In the Consumer Insight phase of the research viewers said they lead full and busy lives. The Audience Awareness Attitude and Usage Study sought to find out how many viewers felt this way. Result: Nearly 2/3 of primetime television viewers say they often or occasionally find there arent enough hours in the evening to get things done.

    13. Giving Dimension to Insight Second example of quantitative study confirming and expanding on qualitative findings Early in the survey, participants were asked to name their favorite broadcast network and cable channel, and then, later in the survey, they were asked how the programming they watched on these specific channels compared to the programming they watched on their local public television station. Second example of quantitative study confirming and expanding on qualitative findings Early in the survey, participants were asked to name their favorite broadcast network and cable channel, and then, later in the survey, they were asked how the programming they watched on these specific channels compared to the programming they watched on their local public television station.

    14. Giving Dimension to Insight Third example of quantitative study confirming and expanding on qualitative findings Third example of quantitative study confirming and expanding on qualitative findings

    15. Research Plan Third phase of the project used the national quantitative database of 1481 respondents to perform a segmentation analysisThird phase of the project used the national quantitative database of 1481 respondents to perform a segmentation analysis

    16. Segmentation Analysis of Awareness, Attitudes & Usage Study Methodology: Latent Class Modeling No preconceived categories imposed in advance 51 variables used to generate the segments Most predictive variables: time spent viewing PTV and affinity with PTV Segmentation Analysis Segmentation is the technique of dividing a population into smaller, meaningful categories Most television research uses demographic segmentation women 18-34, men 45-54, etc. For this study, the researchers did not want to look just at demographics and instead used a statistical technique called latent class modeling that identifies groups of people (segments) within a sample without defining the categories in advance. The two variables that best predict which segment a person is in are time spent viewing public television and affinity for public television Segmentation Analysis Segmentation is the technique of dividing a population into smaller, meaningful categories Most television research uses demographic segmentation women 18-34, men 45-54, etc. For this study, the researchers did not want to look just at demographics and instead used a statistical technique called latent class modeling that identifies groups of people (segments) within a sample without defining the categories in advance. The two variables that best predict which segment a person is in are time spent viewing public television and affinity for public television

    17. This is the 30,000 foot view of the segmentation Survey respondents, representing all primetime television viewers in US, fell loosely into three large groupings: 1) red (warm) high usage and high or very positive attitudes (a little less than 1/3 sample) 2) yellow (moderate) medium usage and medium attitudes (about 1/3) 3) blue (cool) low attitudes and low usage (a little more than 1/3) This is the 30,000 foot view of the segmentation Survey respondents, representing all primetime television viewers in US, fell loosely into three large groupings: 1) red (warm) high usage and high or very positive attitudes (a little less than 1/3 sample) 2) yellow (moderate) medium usage and medium attitudes (about 1/3) 3) blue (cool) low attitudes and low usage (a little more than 1/3)

    18. Taking a closer look, 8 segments were identified Refer to Primetime Audience Segmentation Reference Tables booklet for attributes specific to each segment. Another booklet, Primetime Audience Segmentation for Public Television includes narrative descriptions of each segment and the video PTV Prime: How Americans Use Public Television in Primetime also describes the segments. (Information about ordering booklets and video available at http://stations.cpb.org/roundrobin/) Segment names help tell the story. Each segment is made up of two names joined by an ampersand the first word reflects the segments disposition toward television in general and the second describes their attitude toward public television.Taking a closer look, 8 segments were identified Refer to Primetime Audience Segmentation Reference Tables booklet for attributes specific to each segment. Another booklet, Primetime Audience Segmentation for Public Television includes narrative descriptions of each segment and the video PTV Prime: How Americans Use Public Television in Primetime also describes the segments. (Information about ordering booklets and video available at http://stations.cpb.org/roundrobin/) Segment names help tell the story. Each segment is made up of two names joined by an ampersand the first word reflects the segments disposition toward television in general and the second describes their attitude toward public television.

    19. Strategic Considerations Secure and Strengthen the Core Brand Defining Series Drama Strategic Considerations From the research, the project is now moving towards strategic considerations The results of each phase of the research were reviewed independently by two groups. The Strategy Group was made up of made up of heads of programming from CPB, PBS, WGBH, and WNET. The Station Advisory Group included Byron Knight, Dan Miller, Steve Bass, Rita Ray, BaBette Davidson, Bob Olive, Diane Lucas, and Scott Chaffin. After an in-depth review of the data, key data points were identified which revealed insights that led to five strategic considerations. A recommendation rose to the level of strategic consideration if and only if it met two key criteria: it was clearly supported by the data and it found support among key stakeholders in the system from the station general managers and programmers to those involved in the production of NPS programs This means there were some ideas which were at least for the moment left to the side because the data are inconclusive (as was the case with Limited Series) or because a consensus had not yet emerged among all the stakeholders necessary to make something happen. The first two implications/strategic considerations are designed to increase frequency of viewing by securing and strengthening the core audiences and the five series these core viewers indicated defined the PBS brand in other words, these are what viewers think make PBS unique and valuable. Core audiences were defined as the viewers in the three warmest of the eight segments: Discerning & Dedicated, Enthusiastic & Open and Measured & Engaged.Strategic Considerations From the research, the project is now moving towards strategic considerations The results of each phase of the research were reviewed independently by two groups. The Strategy Group was made up of made up of heads of programming from CPB, PBS, WGBH, and WNET. The Station Advisory Group included Byron Knight, Dan Miller, Steve Bass, Rita Ray, BaBette Davidson, Bob Olive, Diane Lucas, and Scott Chaffin. After an in-depth review of the data, key data points were identified which revealed insights that led to five strategic considerations. A recommendation rose to the level of strategic consideration if and only if it met two key criteria: it was clearly supported by the data and it found support among key stakeholders in the system from the station general managers and programmers to those involved in the production of NPS programs This means there were some ideas which were at least for the moment left to the side because the data are inconclusive (as was the case with Limited Series) or because a consensus had not yet emerged among all the stakeholders necessary to make something happen. The first two implications/strategic considerations are designed to increase frequency of viewing by securing and strengthening the core audiences and the five series these core viewers indicated defined the PBS brand in other words, these are what viewers think make PBS unique and valuable. Core audiences were defined as the viewers in the three warmest of the eight segments: Discerning & Dedicated, Enthusiastic & Open and Measured & Engaged.

    20. Strategic Considerations Strategic Considerations (contd) The next two strategic considerations seek to increase the reach of public television in addition to increasing the frequency of viewing among viewers in the segment identified as best target of opportunity. Science and Nature as a genre, in general, and the series NOVA specifically, ranked highly with core audience segments. It also ranked highly with the segment identified as the best opportunity for growth the Innovating & Inclined or yellow segment. Increasing the number of original episodes of NOVA should help secure core viewers but the data suggests this genre and developing another series, a NOVA-like series with a more accessible format could play another strategic role in reaching out to the segment of viewers closely aligned to the core, in terms of attitude, but who arent spending as much time with public television. This new series could expand the NOVA footprint in the NPS and give NOVA fans another weekly PTV viewing experience. Data from viewers in the yellow segment indicates: Science/nature is their favorite genre They like to visit museums and zoos They also watch Discovery This segment has a lot going on in their lives actively engaged households with children, lots of activities and technology competing for their time and attention. This all suggests that with a NOVA-like series added to the schedule in a more accessible format PTV could increase the time this segment spends viewing public television. NOVA appeared in 7 out of 8 audience segments which suggests this strategy could lead to positive growth across all of these segments by giving viewers who are attracted to science, another reason to turn to PTV within a week. Strategic Considerations (contd) The next two strategic considerations seek to increase the reach of public television in addition to increasing the frequency of viewing among viewers in the segment identified as best target of opportunity. Science and Nature as a genre, in general, and the series NOVA specifically, ranked highly with core audience segments. It also ranked highly with the segment identified as the best opportunity for growth the Innovating & Inclined or yellow segment. Increasing the number of original episodes of NOVA should help secure core viewers but the data suggests this genre and developing another series, a NOVA-like series with a more accessible format could play another strategic role in reaching out to the segment of viewers closely aligned to the core, in terms of attitude, but who arent spending as much time with public television. This new series could expand the NOVA footprint in the NPS and give NOVA fans another weekly PTV viewing experience. Data from viewers in the yellow segment indicates: Science/nature is their favorite genre They like to visit museums and zoos They also watch Discovery This segment has a lot going on in their lives actively engaged households with children, lots of activities and technology competing for their time and attention. This all suggests that with a NOVA-like series added to the schedule in a more accessible format PTV could increase the time this segment spends viewing public television. NOVA appeared in 7 out of 8 audience segments which suggests this strategy could lead to positive growth across all of these segments by giving viewers who are attracted to science, another reason to turn to PTV within a week.

    21. Strategic Considerations Focus on Targets of Opportunity Keep the door open Strategic Considerations (contd) The fourth strategic consideration involves keeping the door open. A series like Antiques Roadshow, for example, appeals to heavy and light viewers. If PTV could replicate that kind of broad appeal with another on-going series, perhaps it could expand PTVs reach by keeping the PTV door wide open and inviting more viewers into the Big Tent that is public television. Strategic Considerations (contd) The fourth strategic consideration involves keeping the door open. A series like Antiques Roadshow, for example, appeals to heavy and light viewers. If PTV could replicate that kind of broad appeal with another on-going series, perhaps it could expand PTVs reach by keeping the PTV door wide open and inviting more viewers into the Big Tent that is public television.

    22. Strategic Considerations Accessibility Consistency Visibility Approachability Strategic Considerations (contd) Throughout the research, a number of barriers were cited that keep audiences from watching: -Program length -Formats -Lack of promotion -An unpredictable schedule These barriers were mentioned by every segment of the U.S. population from the most loyal core viewer to the non-viewer. This suggests that no matter what other strategies are implemented, PTV will fail if it doesnt address these barriers and obstacles. And everyone in the system must work to resolve these obstacles and barriers: producers, local stations and PBS. Strategic Considerations (contd) Throughout the research, a number of barriers were cited that keep audiences from watching: -Program length -Formats -Lack of promotion -An unpredictable schedule These barriers were mentioned by every segment of the U.S. population from the most loyal core viewer to the non-viewer. This suggests that no matter what other strategies are implemented, PTV will fail if it doesnt address these barriers and obstacles. And everyone in the system must work to resolve these obstacles and barriers: producers, local stations and PBS.

    23. Round Robin discussion - time was spent in the Round Robins discussing any additional strategic considerations. A limited number were identified including: - Local/National collaboration (14 responses) - Public Affairs (7) - Digital (5) - Outreach (5) This research initiative did not yield enough information about limited series to come to a shared view. Although a re-contact study was conducted 3 weeks after the premiere of Colonial House in May 2004, the series represents just one type of series in the PTV repertoire. Additional research is needed in this area. During CPBs Round Robin sessions, GMs were asked to rank the five strategic considerations in order of priority and heres how they ranked them: Secure and Strengthen the Core Accessibility Science and Nature Keep the Door Open DramaRound Robin discussion - time was spent in the Round Robins discussing any additional strategic considerations. A limited number were identified including: - Local/National collaboration (14 responses) - Public Affairs (7) - Digital (5) - Outreach (5) This research initiative did not yield enough information about limited series to come to a shared view. Although a re-contact study was conducted 3 weeks after the premiere of Colonial House in May 2004, the series represents just one type of series in the PTV repertoire. Additional research is needed in this area. During CPBs Round Robin sessions, GMs were asked to rank the five strategic considerations in order of priority and heres how they ranked them: Secure and Strengthen the Core Accessibility Science and Nature Keep the Door Open Drama

    24. The NPS Value Chain Next steps will involve applying research findings to the development of the NPS Primetime Programming Strategy. Future research will address later stages of the NPS value chain.Next steps will involve applying research findings to the development of the NPS Primetime Programming Strategy. Future research will address later stages of the NPS value chain.

    25. Childrens Programming Presentation This spring, CPB began to hear childrens programming resonating during the primetime research and CPB heard growing concerns about that service from stations and other stakeholders. CPB launched several small childrens projects with the help of experts in educational programming and childrens television business models to examine the business and programming landscape. This presentation provides headlines from that research as well as shares some of the linkages the researchers heard between primetime and childrens programming. Childrens Programming Presentation This spring, CPB began to hear childrens programming resonating during the primetime research and CPB heard growing concerns about that service from stations and other stakeholders. CPB launched several small childrens projects with the help of experts in educational programming and childrens television business models to examine the business and programming landscape. This presentation provides headlines from that research as well as shares some of the linkages the researchers heard between primetime and childrens programming.

    26. Why is childrens television important to public television? Childrens television is important to public television because of the value it provides to Americas childrenChildrens television is important to public television because of the value it provides to Americas children

    27. April 23, 2002 Clue for importance to federal funders Clue for importance to federal funders

    28. Why is childrens television important to public television? Childrens television is important to public television because it is important to our federal and state funders as well as to our members, parents and other stakeholders Childrens television is important to public television because it is important to our federal and state funders as well as to our members, parents and other stakeholders

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    39. Why is childrens television important to public television? Childrens television is important because its programs and their characters are the brand-defining icons of public television for many AmericansChildrens television is important because its programs and their characters are the brand-defining icons of public television for many Americans

    40. Childrens Television Landscape PBS is part of a crowded childrens television landscape Top tier: PBS Kids, Nickelodeon, Disney, Carton Network and WB. WB is the only other broadcaster still in this genre all others have outsourced it Second tier: Digital cable channels Boomerang, Nickelodeon Games & Sports, Noggin and Discovery Kids represent additional channels but not new players. All are spin-offs of other cable channels with large corporate parents.PBS is part of a crowded childrens television landscape Top tier: PBS Kids, Nickelodeon, Disney, Carton Network and WB. WB is the only other broadcaster still in this genre all others have outsourced it Second tier: Digital cable channels Boomerang, Nickelodeon Games & Sports, Noggin and Discovery Kids represent additional channels but not new players. All are spin-offs of other cable channels with large corporate parents.

    41. Programming Budget Growth 1999-2004 Programming budget from PBS Kids, Nickelodeon, Disney Nickelodeon is the largest growing at about 8% Disney started with lower base but is growing at about 14% PBSs direct contribution and entire PBS Kids (including CPB, DOE, RTL, producer contribution) expenditures have been essentially flat over the same time period1999-2004 Programming budget from PBS Kids, Nickelodeon, Disney Nickelodeon is the largest growing at about 8% Disney started with lower base but is growing at about 14% PBSs direct contribution and entire PBS Kids (including CPB, DOE, RTL, producer contribution) expenditures have been essentially flat over the same time period

    42. Sources of Revenue Childrens television industry has 3 primary sources of revenue advertising, merchandising, and cable subscriber fees In recent years, merchandising and advertising have been flat because of the flat toy manufacturing and toy retail industries Growth has all been in cable subscriber fees as households increase their fees with digital tier and other services Nickelodeon is second only to ESPN in subscriber fees estimated $.72 per month per cable household. Digital tier channels earn a few cents per month.Childrens television industry has 3 primary sources of revenue advertising, merchandising, and cable subscriber fees In recent years, merchandising and advertising have been flat because of the flat toy manufacturing and toy retail industries Growth has all been in cable subscriber fees as households increase their fees with digital tier and other services Nickelodeon is second only to ESPN in subscriber fees estimated $.72 per month per cable household. Digital tier channels earn a few cents per month.

    43. Childrens Television Landscape Researchers examined landscape from age x educativeness perspective Following PBSs lead and parents expectations, ALL pre-school channels and programming blocks are educational No channel for 6-11 year olds is educational PBS Kids Go! is attempting to move into upper left quadrant and Discovery Kids has not settled on its locationResearchers examined landscape from age x educativeness perspective Following PBSs lead and parents expectations, ALL pre-school channels and programming blocks are educational No channel for 6-11 year olds is educational PBS Kids Go! is attempting to move into upper left quadrant and Discovery Kids has not settled on its location

    44. Perception of Value PBS Kids annual Image Tracking Survey results 2002-2004 PBS scored highest on educational programs from which my child can learn Noggin grew quickly in parental attitudes while growing carriagePBS Kids annual Image Tracking Survey results 2002-2004 PBS scored highest on educational programs from which my child can learn Noggin grew quickly in parental attitudes while growing carriage

    45. Segue to second half of presentation relationship between primetime research and childrens programmingSegue to second half of presentation relationship between primetime research and childrens programming

    46. Four segments are in households that view PBS Kids Measured & Engaged (Orange), Enthusiastic & Open (Peach), Innovating & Inclined (Yellow) and Distracted & Unavailable (Lavender) Distracted & Unavailable has modest usage and attitudes toward primetime thus it is possible that their relationship to PBS Kids is stronger than their relationship with PBS primetime Four segments are in households that view PBS Kids Measured & Engaged (Orange), Enthusiastic & Open (Peach), Innovating & Inclined (Yellow) and Distracted & Unavailable (Lavender) Distracted & Unavailable has modest usage and attitudes toward primetime thus it is possible that their relationship to PBS Kids is stronger than their relationship with PBS primetime

    47. Two additional segments Conventional & Uninterested (Purple) and Laid-Back & Unconcerned (Royal Blue) also have children in the home, but do not use PBS Kids If we are interested in growing viewing within these segments, it may be easier to recruit them with PBS Kids programming than with PBS primetime programmingTwo additional segments Conventional & Uninterested (Purple) and Laid-Back & Unconcerned (Royal Blue) also have children in the home, but do not use PBS Kids If we are interested in growing viewing within these segments, it may be easier to recruit them with PBS Kids programming than with PBS primetime programming

    48. Public Television Lifespan During focus groups, facilitator asked participants to graph their relationship with public television over time Many participants mentioned that they grew up with public television Two lifespan patterns among viewers 21-45 interested us Red line (warm segments) high relationship during childhood and high relationship as an adult, sometimes introduced to primetime fare by a friend or mentor Blue line (medium segments) sometimes high relationship during childhood (sometimes no relationship as child) and growing relationship with public television as the parent of young children. This is sometimes the complete relationship and sometimes serves as an introduction to primetime fare. Clips were shown featuring participants and their graphsDuring focus groups, facilitator asked participants to graph their relationship with public television over time Many participants mentioned that they grew up with public television Two lifespan patterns among viewers 21-45 interested us Red line (warm segments) high relationship during childhood and high relationship as an adult, sometimes introduced to primetime fare by a friend or mentor Blue line (medium segments) sometimes high relationship during childhood (sometimes no relationship as child) and growing relationship with public television as the parent of young children. This is sometimes the complete relationship and sometimes serves as an introduction to primetime fare. Clips were shown featuring participants and their graphs

    49. Why is childrens television important to public television? Primetime research findings suggest two additional reasons why the childrens service is important to public television: To keep the door open life span graphs and comments suggested that parents were often introduced to primetime and public television by watching PBS Kids programming with children As public television seeds many primetime viewers reported first watching public television as childrenPrimetime research findings suggest two additional reasons why the childrens service is important to public television: To keep the door open life span graphs and comments suggested that parents were often introduced to primetime and public television by watching PBS Kids programming with children As public television seeds many primetime viewers reported first watching public television as children

    50. Reinforcing PTV Principles During primetime focus groups, discussions about childrens programming frequently included mentions of quality and trust Clips played of parents speaking about programmingDuring primetime focus groups, discussions about childrens programming frequently included mentions of quality and trust Clips played of parents speaking about programming

    51. Why is childrens television important to public television? Childrens television is important because it delivers on core principles very strongly and consistentlyChildrens television is important because it delivers on core principles very strongly and consistently

    52. We held discussion of issues facing childrens programmingWe held discussion of issues facing childrens programming

    53. The Local Service Research project was designed to determine both the value of local services among PTV audiences and to analyze the underlying business model of the local services across the system Consultants on team Taylor conducted focus groups, Bortz Media/BMR Associates conducted financial analysis on case study stations and SABS database The Local Service Research project was designed to determine both the value of local services among PTV audiences and to analyze the underlying business model of the local services across the system Consultants on team Taylor conducted focus groups, Bortz Media/BMR Associates conducted financial analysis on case study stations and SABS database

    54. Five Insights Research led to five insights which will be reviewed in this presentation The first insight is that, to PTV viewers and members, being local mattersResearch led to five insights which will be reviewed in this presentation The first insight is that, to PTV viewers and members, being local matters

    55. Being Local Matters The researchers conducted focus groups with member, viewers and end users educators and partners -- to understand external awareness or and attitudes towards local service 11 diverse stations were our case study stations These stations represent a variety of licensee types, sizes, regions of the country, and mix of local activities Researchers conducted 64 hours of focus groups (261 people, 81 educators)The researchers conducted focus groups with member, viewers and end users educators and partners -- to understand external awareness or and attitudes towards local service 11 diverse stations were our case study stations These stations represent a variety of licensee types, sizes, regions of the country, and mix of local activities Researchers conducted 64 hours of focus groups (261 people, 81 educators)

    56. In all of the markets the researchers visited, they heard viewers and members talk about the value of their stations localism For them, this was expressed as a belief that their station was part of their community, was in touch with their particular needs, and responded to those needs They also spoke about the role that local production played in strengthening the local connection Showed first set of local video clips In all of the markets the researchers visited, they heard viewers and members talk about the value of their stations localism For them, this was expressed as a belief that their station was part of their community, was in touch with their particular needs, and responded to those needs They also spoke about the role that local production played in strengthening the local connection Showed first set of local video clips

    57. Connecting Locally In talking to General Managers from a wide range of stations, the researchers found that many stations follow a similar cycle of community engagement and action Partnering in particular was seen as critical by many stations that engage in this processIn talking to General Managers from a wide range of stations, the researchers found that many stations follow a similar cycle of community engagement and action Partnering in particular was seen as critical by many stations that engage in this process

    58. Connecting Locally This cycle should be repeated regularly Stations who were actively engaged in working to become significant community institutions do all of these things in a rigorous and ongoing manner. This cycle should be repeated regularly Stations who were actively engaged in working to become significant community institutions do all of these things in a rigorous and ongoing manner.

    59. Five Insights Insight #2: Its not about the money (or is it) The second insight was that local services, overall, do not generate direct net revenues for the system Part of the charge for this project was to examine the underlying business model of local services and what was found was that for the system overall, local services do not generate the direct revenues needed to cover their cost Insight #2: Its not about the money (or is it) The second insight was that local services, overall, do not generate direct net revenues for the system Part of the charge for this project was to examine the underlying business model of local services and what was found was that for the system overall, local services do not generate the direct revenues needed to cover their cost

    60. Costs and Returns 2003 SABS data 18% -- or $328M -- of the total system expenses were dedicated to purely local activities. These expenses include local production, outreach, on-line, educational services and contract production. Revenue side of the story: $247M, or 14% of the total system revenues could be attributed to direct local production - this leaves a gap of about $80M 2003 SABS data 18% -- or $328M -- of the total system expenses were dedicated to purely local activities. These expenses include local production, outreach, on-line, educational services and contract production. Revenue side of the story: $247M, or 14% of the total system revenues could be attributed to direct local production - this leaves a gap of about $80M

    61. Costs Exceed Direct Revenues Data examined by service rather than at the system level Looking at the net revenue systemwide for each of the major services, local production operates at a net loss of $66M. 173M is spent on local production, nearly half of all local service expense, and 99% of the stations produce some local programs. On-line and outreach services both operate at a net loss of $8M Only educational services operate in the black Data examined by service rather than at the system level Looking at the net revenue systemwide for each of the major services, local production operates at a net loss of $66M. 173M is spent on local production, nearly half of all local service expense, and 99% of the stations produce some local programs. On-line and outreach services both operate at a net loss of $8M Only educational services operate in the black

    62. Indirect Revenues Looking at direct revenues, however, only tells part of the story. Much of the revenue PTV gets as a system is unattributable, at least in strict accounting terms, but it is influenced by our local services. Research does indicate that very little of general membership dollars is actually driven by our local services, so that should be taken out of the equation. The other funding sources are strongly linked to both local presence and local services. These stakeholders care about the services we offer and our reach into local communities This means that $838M or 47% -- of the total revenues has a relationship to local service. This is 10 times the amount of revenue needed as a system to cover the local service deficit The challenge PTV faces is in making connections between services and this indirect support. PTV needs to find ways to communicate about local identity and service in a manner that resonates with different types of constituents. Looking at direct revenues, however, only tells part of the story. Much of the revenue PTV gets as a system is unattributable, at least in strict accounting terms, but it is influenced by our local services. Research does indicate that very little of general membership dollars is actually driven by our local services, so that should be taken out of the equation. The other funding sources are strongly linked to both local presence and local services. These stakeholders care about the services we offer and our reach into local communities This means that $838M or 47% -- of the total revenues has a relationship to local service. This is 10 times the amount of revenue needed as a system to cover the local service deficit The challenge PTV faces is in making connections between services and this indirect support. PTV needs to find ways to communicate about local identity and service in a manner that resonates with different types of constituents.

    63. Five Insights Third insight: power of PTVs air PTVs air has 2 components reach and programming PTVs quality programming resonated during focus groups. When asked open-ended questions and about public television services, conversations about programming (rather than off-air services, online, etc.) dominated Implication: What this suggests is not that the services dont matter or should be abandoned, but that the broadcast media is such a powerful instrument and provides us with such a deep and intimate connection to audiences that it overpowers all other channels. It also means that PTV may need to think about messaging to different audiences, so to avoid confusing what viewers value with what partners or funders value. Third insight: power of PTVs air PTVs air has 2 components reach and programming PTVs quality programming resonated during focus groups. When asked open-ended questions and about public television services, conversations about programming (rather than off-air services, online, etc.) dominated Implication: What this suggests is not that the services dont matter or should be abandoned, but that the broadcast media is such a powerful instrument and provides us with such a deep and intimate connection to audiences that it overpowers all other channels. It also means that PTV may need to think about messaging to different audiences, so to avoid confusing what viewers value with what partners or funders value.

    64. Our Highest Value Offerings These programs were most frequently named during focus groups as examples of quality programming. Programs were not described as national audiences view everything as local because it is provided by their local station. Even when they recognize some shows are made somewhere else and some shows are made locally, this idea of national and local programming is a difference without a distinctionThese programs were most frequently named during focus groups as examples of quality programming. Programs were not described as national audiences view everything as local because it is provided by their local station. Even when they recognize some shows are made somewhere else and some shows are made locally, this idea of national and local programming is a difference without a distinction

    65. Mixed Local Programs A small number of local programs contributed to participants sense of quality programming These shows were recalled favorably and unaided in the markets we visited Valued local programs typically have two qualities: unique (distinct in community, act as community voice, matched to local interests) and engaging (lively, relevant, entertaining, potential to lead to active engagement in community) Show 2nd set of local video clips Valued local programs were a minority of programs produced in research markets. 80% of local programs in these markets (40/50) were found to be rarely or never watched by more than half of the participants. People typically said, I dont watch these shows, but Im sure theyre important to somebody Show 3rd set of video clips Implication: Strong local programming contributes to the strength on our on air presence, builds local identity and presence, delivers on promise of localism, and will be increasingly important with multicasting, but much of the local offerings today arent delivering as well as they could. A small number of local programs contributed to participants sense of quality programming These shows were recalled favorably and unaided in the markets we visited Valued local programs typically have two qualities: unique (distinct in community, act as community voice, matched to local interests) and engaging (lively, relevant, entertaining, potential to lead to active engagement in community) Show 2nd set of local video clips Valued local programs were a minority of programs produced in research markets. 80% of local programs in these markets (40/50) were found to be rarely or never watched by more than half of the participants. People typically said, I dont watch these shows, but Im sure theyre important to somebody Show 3rd set of video clips Implication: Strong local programming contributes to the strength on our on air presence, builds local identity and presence, delivers on promise of localism, and will be increasingly important with multicasting, but much of the local offerings today arent delivering as well as they could.

    66. Research also asked direct questions about local services Findings across markets: for general audiences, on-air programming overpowers everything else PTV does; very low awareness of all local services These findings are also true for educators Show 4th set of video clips Implication: need to be cautious with messaging conversations about services may be appropriate with state and major funders but need to be examined in general audience communicationsResearch also asked direct questions about local services Findings across markets: for general audiences, on-air programming overpowers everything else PTV does; very low awareness of all local services These findings are also true for educators Show 4th set of video clips Implication: need to be cautious with messaging conversations about services may be appropriate with state and major funders but need to be examined in general audience communications

    67. Five Insights Fourth insight: in education, bigger is better From insight 2, only education made a profit but that surplus is generated by a handful of stationsFourth insight: in education, bigger is better From insight 2, only education made a profit but that surplus is generated by a handful of stations

    68. 40 Stations Dominate Finding: 40 stations account for 80% of the revenues Tier 1: Top 40 stations have between 5-15 FTEs and $1-2M in revenues; tend to be large state licensees Tier 2: Moderates have average 2.3 FTEs and $200K in revenues and $217K in expense; on average lose a little money providing educational services Tier 3: Limited have .6 FTEs and spend an average $20K Implication: difficult to change tiers and Tier 1 stations have qualities that are difficult to acquire/emulateFinding: 40 stations account for 80% of the revenues Tier 1: Top 40 stations have between 5-15 FTEs and $1-2M in revenues; tend to be large state licensees Tier 2: Moderates have average 2.3 FTEs and $200K in revenues and $217K in expense; on average lose a little money providing educational services Tier 3: Limited have .6 FTEs and spend an average $20K Implication: difficult to change tiers and Tier 1 stations have qualities that are difficult to acquire/emulate

    69. Five Insights Fifth insight: digital dj vu What we found was that the system is having the same conversation about digital services that it was having 5 years agoFifth insight: digital dj vu What we found was that the system is having the same conversation about digital services that it was having 5 years ago

    70. Digital Today Significant digital infrastructure in place Digital content = analog content Successful digital service business models are still being developed HD Multicasting Datacasting To date, building infrastructure has been primary focus Digital content is currently the same as analog content Digital service business models are still being developed by a handful of stationsTo date, building infrastructure has been primary focus Digital content is currently the same as analog content Digital service business models are still being developed by a handful of stations

    71. Pass Through PBS station survey, September 2004 Majority of stations are using multicast capabilities to duplicate or replicate national feeds Local multicasting here refers to airing of acquisitions such as BBCPBS station survey, September 2004 Majority of stations are using multicast capabilities to duplicate or replicate national feeds Local multicasting here refers to airing of acquisitions such as BBC

    72. Datacasting Today Datacasting still in nascent form Three applications being explored: public health and safety, K-12, and R&D Public health projects are being examined by NPT and APTS nationally K-12 services might allow schools to avoid some bandwidth problems they currently have. Alabama, Mississippi and others are exploring this option as is PBS Digital Classroom project. Competes with United Streaming or AIMS service. R&D projects are researching potential uses often university licensees working with university staff to uncover next generation applicationsDatacasting still in nascent form Three applications being explored: public health and safety, K-12, and R&D Public health projects are being examined by NPT and APTS nationally K-12 services might allow schools to avoid some bandwidth problems they currently have. Alabama, Mississippi and others are exploring this option as is PBS Digital Classroom project. Competes with United Streaming or AIMS service. R&D projects are researching potential uses often university licensees working with university staff to uncover next generation applications

    73. Five Implications Summary of implications for each insight Stay rooted: Localism does matter to PTV audiences. It connects station and communities and is a key distinguisher in the marketplace Know your critical funders: Local services may not be a source of direct net revenues for the system, but they may drive indirect revenues. In order to make sure that PTV is not just incurring the cost of these services with none of the benefit, we need to connect with critical funders through a strong case. This is particular true for major donors, and thinking about the role localism plays can be an important part of expressing mission, vision, and values Use air wisely: PTVs air is an asset that should not be undervalued. PTV should consider a national programming strategy that increases our connection to audiences and PTV should work to create local programming that is unique and engaging. In local production, the researchers saw several approaches that stations are taking to maximize their investment and increase their impact and there is room to explore these further Know thyself: Educational services are big business for a limited number of stations. For these stations only, offering strong educational services provides them with significant revenues and rightly drives much of their strategic thinking. For the remainder of stations, educational services play a supporting role to programming. Its important to understand where ones station fits. Each tier faces their own challenges. The major players need to maintain their relations to their core funders. The moderate providers need to evaluate the value of their services overall and consider, among all the options available to them, which types of offerings are best for them Consider local digital content & services: There is an opportunity to think strategically about the highest and best applications for local digital content and services because, to date, the majority of our efforts as a system have been focused on the immediate challenge of building out our infrastructure Summary of implications for each insight Stay rooted: Localism does matter to PTV audiences. It connects station and communities and is a key distinguisher in the marketplace Know your critical funders: Local services may not be a source of direct net revenues for the system, but they may drive indirect revenues. In order to make sure that PTV is not just incurring the cost of these services with none of the benefit, we need to connect with critical funders through a strong case. This is particular true for major donors, and thinking about the role localism plays can be an important part of expressing mission, vision, and values Use air wisely: PTVs air is an asset that should not be undervalued. PTV should consider a national programming strategy that increases our connection to audiences and PTV should work to create local programming that is unique and engaging. In local production, the researchers saw several approaches that stations are taking to maximize their investment and increase their impact and there is room to explore these further Know thyself: Educational services are big business for a limited number of stations. For these stations only, offering strong educational services provides them with significant revenues and rightly drives much of their strategic thinking. For the remainder of stations, educational services play a supporting role to programming. Its important to understand where ones station fits. Each tier faces their own challenges. The major players need to maintain their relations to their core funders. The moderate providers need to evaluate the value of their services overall and consider, among all the options available to them, which types of offerings are best for them Consider local digital content & services: There is an opportunity to think strategically about the highest and best applications for local digital content and services because, to date, the majority of our efforts as a system have been focused on the immediate challenge of building out our infrastructure

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