A Media Relations Campaign for BBC - Essay Example

Since its formation in the 1920s, the BBC had been enjoying the broadcasting market free of competition until the 1950s when the viewer preference changed due to technological advancements (Mennen, 2011). The viewers opted for a broadcasting service that was impartial and quite cheap in terms of financial spending. This led to the establishment of the UK’s Independent Broadcasting Commission that consequently issued broadcasting licenses to the then newly established Independent Television (ITV). These two televisions enjoyed the fruits of broadcasting until a third competitor in the market (the BSKYB broadcaster) officially launched. The BBSky broadcaster changed the broadcasting culture by including American news journalism and making its services available exclusively through the satellite. The services of BSKYB were, as well, relatively cheap as they were available on a monthly subscription (Mennen, 2011). This competition was the beginning of the challenges and issues of the BBC Corporation that this paper seeks to address through a media relations campaign.

BBC Current Size

The recent years has shave growth in the popularity of strategic management mainly accredited to Gary Hamal, C.K. Prahalad and, Michael Porter (Harris, & Wagg-Prosser, 2007). Among the various concepts introduced by Hamel and Prahalad include the concept of core competency which bashers to the activities that are employed by a company and gives it a competitive advantage in the industry in which they operate. To this regarding it is evident that BBC continues to be brand with popular a presence thanks to its long assignment to quality and innovation.

Right from 2007, a very controversial plan aimed at making major cuts and reducing the size of BBC as an organization was introduced by the organization's Director-General plan involved reducing posts in the organization by 2,500 in addition to including 1800 redundancies while at the same time consolidating news operations. Additionally, the plan involved a reduction in the programming output by 10% and also the sale of the company’s flagship television centrode.

The company’s main sources of funds still the television licence currently stands at £3.6 billion and additional funding from its commercials activities which currently stand at £0.3 billion.