This document discusses developing great TV brands. It emphasizes that TV channels need to become brands and leverage their various sub-brands to generate higher audiences and revenue through better advertising rates, distribution partnerships, and brand extensions. Developing strong thematic pillars and sub-pillars is key to building a unique content identity and expertise. The document provides tools and frameworks for defining a brand's positioning, values, tone, audience benefits, and objectives to optimize programming strategies.

1. TV UNDER ATTACK!
Episode 3
3. Developing GREAT TV Brands
Pascal Somarriba 2013
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2. TV UNDER ATTACK!
Episode 3
TV Industry Overview challenges and opportunities
1. TV industry: the big threats!
2. Fighting back/opportunities http://fr.slideshare.net/semioadict/tv-under-attack-2-fighting-back
3. Developing GREAT TV Brands
Pascal Somarriba 2013
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3. 3. Developing Media Brands (focus TV/ext TV)

4. 3. Developing Media Brands (focus TV/ext TV)

8. Defining a winning content Brand positionning
Brand cement
Ciment
editorial approaches
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editorial approaches
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editorial approaches
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editorial approaches
Content Pilars and
sub pillars
Assessment- intelligence- analysis --- Strategy –
objectives(incl target(s) and development priorities
© Via Alternativa

9. Programme and programming strategy are based on series of constraints:
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•
•
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•
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budgets
legal and contractual obligations incl state ex France “cahier des charges”
Group portfolio constraints
competitive environment
performances and desirability of Channel and/or platform
target(s) intelligence (endogenous & exogenous)
relationships between themes, pillars, formats & targets
current programming recognized strengths
availability and affordability of enough programs inventory and quality
within chosen program pillars for enough time to “own it”

10. Preffered themes by targets

11. 1.Pillars, sub pillars, formats and programs
formats
Pillars and subpilars
Programs supporting them
Statistical natural
target of sub-pillar

12. Thematic pillars and sub-pillars of the Brand
Identifying the right mix of subpillars is key to a content Brand’s success
natural main targets of subpillars (M=male F=Female B=Both) & age groups
Thematic pilars
4+
ADVENTURE
M-50
4-15
16-24
25-34
35-49
50+
M
M
M
M
M
M
M
M
M
Films and series
B
B
B-
B
Documentaries
M
M
B
B
Sci Fi
ANIMAL
pets
B
farm
horses
M
F
F
It is through content sub-pillars (ie comedy series) that you can build an identity and
expertise and ownership. Broader content pillars (ie series) only have an institutional
and broad communication purpose. (This chart is based on a totally unrealistic mix but gives
the idea… )

13. How to use Brand content pillars and subpillars
strategically?
Case study Canal Plus: restructuring

14. 1.Pillars and sub-pillars as business and content extensions
Identifiy & develop the multi-media/products and services potential of
franchises and subpillars

15. Shaping perception of your unique content blend:
Airtime vs perceived weight development in time
Target 1
Grid weight
actual
Grid weight
desired Y+1
Perception
actual
Perception
desired Y+1
ADVENTURE fiction
50%
35%
65%
40%
ADVENTURE reality
10%
20%
Not perceived
15%
ACTION (fiction)
20%
20%
35%
30%
SCI-FI
10%
0%
Not perceived
0%
MANGAS
10%
25%
Not perceived
15%
Content pillars
Note: The above examples is only indicative and in no way a particularly or realistically viable mix

16. Brand mission and promise ( incl. cultural aim)
Celebrating the magic of past to future
progress and creativity
elements
evolution
+weak or not ++strong +++ very strong
We are
We want to be
Values (functional and emotional)
entertaining
warm
complicity
stimulation
+
++
+
+++
+++
+++
+++
+++
TONE expressional strengths
enthusiastic
connivance
simple
USER/VIEWER BENEFITS
Stimulated and reassured
Learning great evolution stories
An educated/curious community
INDUCED RELATIONSHIP (TYPE)
“a cool and imaginative uncle” see development
(Programmatic) BASELINE
yesterday is tomorrow
16

18. Objectives: before: improve pitch to Channel
during : optimization, or adapt to diverse objectives from different co-producing Channels

19. Key take aways
The TV environment is endangering the business models which requires to rethink
our strategies and tools.
Channels need to become Brands and exploit their different sub-Brands as a
condition to cash back on their investments through better audiences, sold at
higher rates, distribution marketing partnership, subsidiary and Brand extension
revenues
Media and multimedia Brands require specific positioning tools and disciplines and
efficient work tools to allow constructive and cost efficient arbitrage at all levels.
The Brand through the commonly assimilated intelligence it generates is key.
In order to accelerate Brand perceptions/ changes see “TV Brand boosters”
The more complex tasks required by the fighting back TV Brand require new
organizations based on creativity, systemic unity but also flexibility and
collaborative intelligence. For more, see “the collaborative intelligence media organization

20. Thank YOU
Pascal Somarriba
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