- •Introduction
- •Terms of reference
- •Prioritization
- •3.1 Top priority – Proposal to expand into corporate advertising videos
- •3.2 Second priority - Fee negotiation for new children’s programme
- •3.3 Third priority – Re-commissioned drama series
- •Variant 1
- •Variant 2
- •Variant 3
- •1.Sutability of the market
- •3.4 Fourth priority – “Banks – friend or foe?” – a new documentary by vyp
- •4.0 Discussion
- •4.1 Proposal to expand into corporate advertising videos
- •2. Acceptability
- •3. Feasibility
- •4.2 Fee negotiation for new children’s programme
- •4.4 “Banks – friends or foe?”
- •5. 0 Ethical issues and recommendations on ethical issues
- •Recommendations
- •6.1 Proposal to expand into corporate advertising videos
- •6.1.1 Recommendations
- •1) Short-term recommendations
- •2) Long – term recommendations
- •6.1.2 Justification
- •6.1.3 Actions to be taken
- •6.2 Fee negotiation for new children’s programme
- •6.2.1 Recommendations
- •1) Short-term recommendations
- •2) Long-term recommendations
- •6.2.2 Justification
- •1) Short-term recommendations
- •2) Long-term recommendations
- •6.2.3 Actions to be taken
- •6.3.1 Recommendation
- •6.3.2 Justification
- •6.3.3 Actions to be taken
- •6.4.1 Recommendation
- •6.4.2 Justification
- •6.4.3 Actions to be taken
- •Conclusion
- •Appendices
- •Appendix 3. Porter 5 forces analysis. Independent tv production industry
- •Bargain power of customers: High
- •4. Threat of substitute products: Medium
- •If programme ideas are innovative, then there is no threat
- •5. Intensity of competitive rivalry: High
- •Appendix 4.The market growth potential - pest analysis
- •Appendix 5. Industrial and financial analysis.
- •Appendix 6. Profit and Margin for 3 variants of actor’s salary. Номер!!!)
- •Appendix 7.
Appendix 5. Industrial and financial analysis.
Market potential to growth
Independent Production Sector Financial Census and Survey 2011 of UK (http://www.pact.co.uk/support/document-library/2011-census-summary/) shows the growth in TV revenue of independent production companies in UK:
The average growth of industry from 2004 to 2008 was about 8% annually. During the global recession the revenues of the companies declined by 7.2 percentage points, and in 2010 in comparison with 2009 the growth amounts to 8%. So we can make an assumption that market will continue to growth at least at 8% per annum. As for VYP, it’s revenue growth from 2010 to 2011 amounts to 38%, mostly thanks to producing drama series. So the company has great potential to growth in 2012 and the following years.
Financial Analysis
1.Profitability
As for net profit margin, the industry’s average margin in 2010 was 13%, while VYP had net profit margin – 7,2%, so it is not profitable enough in comparison with other companies, but this rate is reasonable enough, as company has a market share of 1,4%, which means it doesn’t have advantage on scale.
In 2011 net profit margin of VYP amounted to 7,3%, that means that 7,3 pence of every pound is profit. In 2011 in comparison with 2010 sales revenue of the company had growth amounted to 7,900 pounds, which means VYP took actions to increase sales revenue (launched drama series).
Though the company had a drop in operating profit margin from 12,1% in 2010 to 11,8% in 2011, it is quite successful, but has increasing overheads.
Risk position
Interest coverage ratio of the company amounts to 25,4 which This equation provides the company with an extremely high margin of safety.
Appendix 6. Profit and Margin for 3 variants of actor’s salary. Номер!!!)
|
Variant 1 |
Variant 2 |
Variant 3 |
Revenue |
17000 |
17000 |
17000 |
VC |
Studio hire 5,000 Actors 2,800 Film crew 6,000 Scripting 1,200 Music 1,500 |
Studio hire 5,000 Actors 4,800 Film crew 6,000 Scripting 1,200 Music 1,500 |
Studio hire 5,000 Actors 4,000* Film crew 6,000 Scripting 1,200 Music 1,500 |
Operating Profit (First video) |
0,500 |
(1,500) |
(0,700) |
Margin % (First video) |
2.9 |
-8.8 |
-4.1 |
Operating Profit (Subsequent videos) |
2,975 |
1,275 |
1,955 |
Margin % (Subsequent videos) |
17.5 |
7.5 |
11.5 |
*) 40%*£2,800+60%*£4,800=£4,000
Appendix 7.
Table 1. Estimation of Total Revenue from 'Sammy the Squirrel' |
|
Number of programmes |
20 |
Length of one episode, min |
54 |
Variant 1 |
|
Fee per hour, £'000 |
350 |
Total revenue, £'000 |
6300 |
Total revenue, % of total sales revenue |
22,02% |
Variant 2 |
|
Fee per hour, £'000 |
227,5 |
Subtotal revenue, £'000 |
4095 |
Table 2. Estimation of Merchandising Revenue |
||
Merchandising margin, % |
25% |
|
VYP's share of merchandising margin, % |
40% |
|
Merchandising sales, £'000 |
VYP's merchandising revenue, £'000 |
Total revenue, £'000 |
3000 |
300 |
4395 |
5000 |
500 |
4595 |
10000 |
1000 |
5095 |
17000 |
1700 |
5795 |
25000 |
2500 |
6595 |
Breakeven Point |
||
22050 |
2205 |
6300 |
Figure 1. Breakeven Analysis
E ≡ Breakeven Point; Merchandising Sales Level = £22,050,000.
Table 3. Projected sales levels |
|||
Index |
1997 |
2011 |
Growth Rate, % |
Children under 5 in the UK (thousand of people) |
2953.8 |
3063.1 |
103.7% |
CPI (overall index), 2005=100 |
89.7 |
119.6 |
133.3% |
Total Correction Rate |
138.3% |
||
|
|
|
|
Projected sales levels = Actual Sales Levels1997 * Correction Rate = £23 mln * 138.3% = £31.8 mln |
|||
Note: Actual Sales Levels1997 are those achieved by Teletubbies in the first year after their launch. According to BBC Worldwide Annual Report 1997/98, this figure was estimated at £23 million.
Sources: Office for National Statistics, National Records of Scotland, Northern Ireland Statistics and Research Agency; http://www.bbcworldwide.com/annualreviews/report1998/statment/statment.htm - BBC Worldwide Annual Report 1997/98.
1 http://www.guardian.co.uk/media/2008/jul/08/bbc.mediabusiness
2 http://www.mysalary.co.uk/average-salary/Merchandising_Manager_8355
3 Share of loss in operating profit
