Media sector
Where boundaries blur, new opportunities arise. As a media company, how do you capitalise on the opportunities offered by new technologies and changing consumer behaviour?
What Turner can do for you
Building valuable brands and public and customer relationships must be the primary focus of the strategic agenda. This requires continuous vigilance and adaptation of product and service offerings. Fundamental renewal of the business model and working methods is essential for improving efficiency and strengthening and deepening those same customer relationships. Temporary and structural partnerships and collaboration are indispensable in such a rapidly changing media landscape.
1
Lean excellence
Results: a best way forward for everyone
An effective and efficient business process. Assisting the public and advertisers in a manner that meets their expectations. And that is economically beneficial for your organisation. Where the price is determined not by overhead costs, but by the level of service provided. Without wasting time, money, or other resources. High overheads, insufficient cost awareness and fragmented implementation across departments and locations can lead to critical situations. Whether it concerns creation & production, distribution, sales or support processes such as marketing, subscriber service or content purchasing. Ineffective implementation is just as damaging. Achieving objectives requires a combination of substantial cost reduction and process redesign, while maintaining conditions for growth, motivation and innovation. Turner uses a structured approach of review, improvement, assurance and continuous improvement to make your organisation more agile and achieve better, faster and cheaper (“best in class”) processes. This is important for your customer focus and profitability, but also for your employees. And in this sector, their satisfaction is one of the most important keys to a distinctive media offering and success.
- 15-30% lower costs
- 10% higher productivity while maintaining effectiveness
Results: improved sales results, increased customer satisfaction
Relevance and reach. Two crucial drivers of sales results. But even with the right product and service offering and corresponding pricing, there is still much to be gained by optimising market development methods, increasing market pressure and optimising marketing and sales costs. For structural improvement of commercial results, service concepts, the quality of sales management, information provision, remuneration policy and organisation must be aligned with the objectives. What adjustments are needed in your sales and marketing processes and online, offline and on-air propositions? This is to ensure that ambitious acquisition, retention, conversion and margin targets are actually achieved. How do you increase net sales time and the number of customer contacts in high-value segments? We combine analysis, design and implementation. As a rule, we achieve measurable revenue increases of between 10-30% within six months. And we implement quick wins immediately. With the highly motivated marketing and sales team that is built, there is also a basis for structurally better performance and value creation.
- 10-30% more advertising or user-paid revenue
- More revenue without higher sales costs
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Commercial excellence
3
Synergy excellence
Results: capitalising on the benefits of collaboration
De opkomst van social media en de ‘collaborative economy’ maakt dat samenwerken en delen bij uw kijker, luisteraar en gebruiker al lang de nieuwe norm is. In de sector zelf is samenwerking op het gebied van bijvoorbeeld content-creatie en backoffice ook gemeengoed. Het gaat erom echt waarde te creëren met samenwerking, door synergie en slagkracht te realiseren. En ook om het zorgvuldig afstoten en ontvlechten van activiteiten die onvoldoende waarde opleveren.Mediabedrijven zijn vaak voortgekomen uit een mix van autonome groei en overnames. Belangrijk is het echt verzilveren van synergieën. Dat wil zeggen het succesvol bij elkaar brengen van complementaire resources en competenties om een aantrekkelijker media-aanbod, meer slagkracht in de markt en lagere operationele kosten te realiseren. However, complications such as leadership issues, disruptions to the continuity of existing operations (e.g. talent and customer turnover during integration) and cultural differences are lurking. These can distract from value creation. When collaborating within group structures, optimising the balance between economies of scale through central management and support on the one hand, and local clout and entrepreneurship on the other, is often a critical factor.
We identify and create – in co-production – the conditions that enable the benefits of integration or collaboration to be reaped quickly and in a controlled manner. This always includes building mutual trust and ensuring a sufficient balance between what each partner brings and takes away.
- 20-30% revenue & cost synergy
- minimising performance dips during major integrations and unbundling processes.
Results: control over execution
The media sector is changing rapidly. This places demands on your organisation's agility. Not only in terms of regular business operations, but also in terms of the substantive, change management and project-related competencies needed to deliver projects and transitions on time, within budget and with the right quality. Product innovations such as a digital theme channel, webshop or new section require substantive knowledge of technology, revenue and transaction methods, and insight into the target group. Collaboration ambitions of multiple parties and in a politically/administratively complex environment, such as public broadcasters, place high demands on the change management competencies of the administrators and implementers involved. And in the case of process innovations, such as the introduction of a new integrated editorial system, project-based skills and capacity are also of great importance in order to deliver on time, within budget and with the right quality. The required knowledge, experience or execution power is not always available within the organisation. We have a proven track record of successful interim and project management assignments, where a combination of media sector-specific experience and substantive, change management and project-based skills is required. Our temporary leadership or support leads to shorter lead times and project costs and improved quality. With sufficient control over the most important risks at all times.
- Grip and execution power in transition or innovation projects
- Up to 50% reduction in implementation and payback time
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Business planning and project acceleration
Would you like to improve, innovate, and transform faster?
Turner is specialized in strategy execution. We make it our business to turn an organisations strategy into reality. For the seventh consecutive year, Turner has been recognized by clients as the best strategic consulting firm in the Netherlands. More than 4,000 executives and professionals participated in the MT1000 survey, in which Turner received the highest ratings for strategic consulting, client focus, excellent execution, and product leadership.
Read more about the results other clients achieved with the support of Turner Strategy = Execution. Ready to talk? Schedule an appointment. Contact us.
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