INSIGHT & IMPACT
STRATEGY 2014 – 2017
OUR VISION Working with the best and supported by our Members, we will be the most influential media organization in the world.
OUR MISSION To make public service media (PSM) indispensable.
THE EBU SERVICES Increase public and political support: – Legal & public affairs services – EBU Partnership Programme (EPP) – MIS research and analysis Provide high-quality and distinctive content: – Acquisition of sports rights – Music and news exchanges – Eurovision Song Contest and spin-offs – Creative Formats Forum – Theme weeks – Coproductions (fiction and documentaries) Inspire and drive innovation: – Technology & Innovation Department – EUROVISION ACADEMY – Media Lab – Events (newsXchange, Media Summit, Rose d’Or) – Assemblies, committees, experts groups Provide reliable cost-effective services: – Operating the transmission network – Special news events services – Host broadcasting services – Broadband services
Insight & Impact / Strategy 2014 – 2017
2
INSIGHT & IMPACT
For many Members of the EBU community, falling revenues and political interference form part of the dayto-day challenges of public service media life. Creating attractive content and services for a fragmented audience is a colossal task in this context. To ease the load, the EBU last year embarked on a longterm project to improve its effectiveness and its services to Members. What began with the adoption of a set of values shared by the entire EBU community, in June 2012 became the basis of a framework for the future. Building on these values, the VISION2020 team has developed a set of shared strategic recommendations. Presented at this year’s winter General Assembly, these big ideas will become the benchmark against which we assess our activities in the context of a strategic plan to help Members reach their full potential. Our plan will be presented at the General Assembly in June 2014. In the meantime, we maintain our commitment to deliver the major sports and news events of 2014. Our modernized programme exchange promises fresh fiction and topical documentaries with a special focus on coproductions in a year marked by World War I commemorations and the European elections.
Insight & Impact / Strategy 2014 – 2017
Our new network infrastructure – our biggest capital expenditure project to date – will physically connect Members and improve opportunities for exchange among them. We are also updating our financial tools to streamline internal processes and the efficiency of the EBU. But most importantly, we will continue to defend and promote the values of public service media through the EBU Partnership Programme and by working with partners and stakeholders to increase our impact. Much has changed, but our objective remains the same – to achieve the best possible legal and technical framework for our Members as we step with confidence into a new year.
Ingrid Deltenre EBU Director General
3
EBU STRATEGY & OBJECTIVES FOR 2014 AUTHORITIES AND SOCIETIES Ensure optimal legal & technical frameworks for PSM nationally and internationally
Strengthen political and public support for PSM nationally and internationally
MEMBERS AND MARKETS Provide more content to make Members relevant and distinctive
Drive innovation and media integration
Help Members to develop and transform
Increase profitable services on all platforms
PROCESSES AND QUALITY Increase speed, flexibility and efficiency of the EBU at all levels
PEOPLE AND KNOWLEDGE Enable staff to succeed and focus on strategic objectives
Improve transparency, accountability and cost effectiveness at all levels
FINANCIALS AND GOVERNANCE Ensure a sustainable and solid financial situation for the EBU
The EBU objectives for 2014 remain as previously:
The strategy to achieve these results is still:
– Increase public and political support for public service media – Provide Members with high-quality programmes – Inspire and drive innovation – Ensure a sustainable financial situation for the EBU
– Strengthen the effectiveness of public affairs & communications – Enhance and expand the existing programme exchanges and coproductions – Improve existing services by better utilizing technologies – Increase operating efficiency and focus on growth opportunities
Insight & Impact / Strategy 2014 – 2017
4
AUTHORITIES & SOCIETY
Ruurd Bierman presenting VISION2020 project in Malta (EBU General Assembly, June 2013)
We will intensify our efforts to bolster the position of European public service media, pressing decision-makers for optimal legislative and technical frameworks together with sustainable funding models to enable EBU Members to deliver outstanding services on all platforms. We will build on the programme highlights of Members to promote the value of PSM to a wider audience. To ensure optimal legal and technical frameworks we will: – Support and promote stable, sustainable funding for PSM – Promote PSM in the online environment – Ensure that broadcasters retain sufficient spectrum for their future needs – Continue the global campaign for free-to-air radio (Euro-Chip campaign) – Build on the campaign for the digital terrestrial distribution of radio – Keep up the pressure to modernize the copyright framework
Insight & Impact / Strategy 2014 – 2017
To strengthen political and public support for PSM we will: – Develop a strategic outline based on the Vision 2020 project – Defend freedom of expression in the countries of the EBU membership – Establish a better network with the heads of communications of EBU Members – Review all lobbying activities to adopt a more strategic, proactive approach – Optimize the EBU website and communication tools
VISION2020 On the basis of the outcome of VISION2020 and the assessment of EBU services by Members during 2014, we will review our objectives and strategy. The revised plan for 2015–2017 will be presented during next year’s summer General Assembly in Naples.
5
MEMBERS & MARKETS
A special concert by the Vienna Philharmonic Orchestra will be the centerpiece of the WWI Centenary project
In times of financial pressure, the cooperative approach taken by the EBU community and the emphasis given to coproductions and knowledge-sharing are prized even more highly by Members. Our existing services are being reviewed and enhanced according to Member feedback. Our goal is to increase our reach into Member organizations.
To provide more content for Members so that they remain relevant and distinctive we will: – Acquire all major sports rights (Olympic Games 2018 and 2020, Euro 2016) – Successfully deliver the big sports and news events – Develop new coproductions, collections and formats (2012–2014) – Special focus: World War I Centenary 2014 and European Parliament elections – Expand programme exchanges to new genres To drive innovation and media integration we will: – Deliver the workplan as approved for Technology & Innovation – Set up a digital living room within the EBU – Support Members in implementing Vision2020 recommendations – Ensure continuous update of Vision2020 database – Increase relevant MIS services to support Members
Insight & Impact / Strategy 2014 – 2017
6
IAAF World Athletics Championships, Moscow 2013
To help Members develop and adapt we will:
To increase profitable services on all platforms we will:
– Launch the values check for Members (self-appraisal, peer-to-peer appraisal) – Launch the executive leadership programme for media managers – Launch the Network of Women Executives in the Media (WEM) – Refocus the EBU Partnership Programme and provide valued consultation services (management, legal, technical, training services) for Members and governments – Increase the effectiveness of the EPP in cooperation with the EU and other institutions
– Implement special news events strategies – Implement business and marketing strategies for network-related services (2012–2014) – Evaluate new web-related services, including content aggregations and white label applications – Revise our product portfolio and services and roll out ‘book & go’ to more clients
Insight & Impact / Strategy 2014 – 2017
7
PROCESSES & SERVICES
To help Members increase their operational efficiency, one of the EBU’s major objectives is to remain competitive. Technology has had both a positive and a negative impact on our business model. We are currently modernizing the network and implementing the latest technology to increase the flexibility, strength and reliability of our services even more. This allows us not only to reduce rate cards, for the benefit of Members and customers, but also develop new services.
Insight & Impact / Strategy 2014 – 2017
To increase speed, flexibility and efficiency we will: – Implement the four future network architecture projects (FUNA 2012–2014) – Replace Oracle, Cognos and Business objects with Microsoft Dynamics – Implement Purchase Order System (2012–2014) – Implement new web strategy (organization, brand architecture, service development) – Review and in time, update the Muse database (music exchange platform) – Define specifications for the contract management system – Review/audit the commercial processes and start implementing recommendations
8
PEOPLE & KNOWLEDGE
The EBU is dedicated to providing reliable, high-quality services for Members and customers. This attitude is recognized and highly appreciated by all, as feedback consistently illustrates. We believe however, that our reputation and working culture can still improve. If we become more creative, agile, and success-driven, we will see more opportunities and find better solutions for Members and customers.
Insight & Impact / Strategy 2014 – 2017
To help staff be more successful and deliver on strategic objectives we will: – Improve recruitment and succession – aim for the best – Increase interdisciplinary teamwork at all levels – Strengthen corporate culture (2012–2014)
9
FINANCE & GOVERNANCE
We continue to modernize our financial processes and structures to provide better information and support for managers, enhancing operational effectiveness and accountability while increasing transparency and responsiveness to Members.
Insight & Impact / Strategy 2014 – 2017
To ensure a sustainable and solid financial situation for the EBU we will: – Improve inventory management (2014–2016) – Introduce a new reporting system, based on the new financial tools – Review subsidiaries and adapt to business requirements
10
The EBU is the world's foremost alliance of public service media organizations, with Members in 56 countries in Europe and beyond. The EBU defends the interests of public service media and promotes their indispensable contribution to modern society; it is the point of reference for industry knowledge and expertise. The EBU operates EUROVISION and EURORADIO. EUROVISION is the media industry's premier distributor and producer of top quality live sport and news, as well as entertainment, culture and music content. EURORADIO enhances public service radio through the exchange of music, professional networking and the promotion of digital and hybrid radio – to ensure radio remains a key protagonist in a multimedia world. The EUROVISION/EURORADIO satellite and fibre network is the largest and most reliable in the world directly plugged in to public service media everywhere. web: www.ebu.ch - twitter: @EBU_Eurovision @Euroradio_EBU
Photo Credits: EBU / Stefano Santucci / AFP
Insight & Impact / Strategy 2014 – 2017
11
EUROPEAN BROADCASTING UNION L’Ancienne-Route 17A 1218 Le Grand-Saconnex Geneva, Switzerland NOVEMBER 2013
T +41 22 717 21 11 F +41 22 717 40 00 E ebu@ebu.ch www.ebu.ch