5 Year Development Plan

CORPORATE STRATEGY The Five Year Development Plan .........................................................................................................................................................1 CORPORATE STRATEGY............................................................................................................1 THE INITIAL DEVELOPMENT STAGES..............................................................................2 YEAR ONE (1) AND TWO (2) – 2003 TO 2004........................................................................3 ISLAMIC TELEVISION PROJECT COPYRIGHT2003 .......................................................................................................................................................1 CONTENT CREATION.............................................................................................................................5 METHODOLOGY ......................................................................................................................5 CI INTERACTIVE: THE ISLAMIC OPEN UNIVERSITY....................................................6 THE CONSOLIDATION PERIOD:...........................................................................................7 SUMMARY...................................................................................................................................8 YEAR THREE AND FOUR (3&4).............................................................................................8 YEAR FIVE (5) AND ONWARDS.............................................................................................9

Islamic Television Project Registration Number 4138904

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CORPORATE STRATEGY The Five Year Development Plan The initial development stages During the early stages of operation, the most significant step will be the establishment of the business and its later growth. The first year is the most critical period for the business, as it will encounter a number of problems associated with learning curve. It should also be recognised that during this period there may be levels of uncertainty, therefore risks. However, these obstacles should be easily managed to the competitive advantage of the firm, as long as the management remains level headed and constantly reviews the responses to the market’s demands. The core activities achieved: The Commercialisation of the Channel As the setup of the business, including the macro planning, is now complete for the company to commercialise the channel, we have already achieved the following five steps:

a.

Development Team: Have secured a team of six graduates, who are dedicated and working full-time as the management and various departmental functions of the channel.

b. c. d. e.

Production: The team has already in place at least 100hours treatment of in-house library, some of which already produced at various stages. Acquisition: acquired the copyright and editing control of outsourced materials, however for some materials negotiations are required. Marketing: A cohesive marketing strategy is in practice, which is equipped

with PR article, presentations and a promotional video.

Network partnership: Channel ISLAM has developed recognition and strong “working partnership” with major Islamic organisations in UK.

With the foundation in place the company now seeks to achieve the following by the end of 2002, in order to successfully launch the channel in early 2003.

i. ii.

Secure investments: for both initial budget and the long-term development fund. Ramadan Broadcasting: Seek to broadcast during Ramadan 2002, to create the indispensable publicity and demand for the final launch of the channel.


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CORPORATE STRATEGY The Five Year Development Plan iii.

Production: Continue production of a comprehensive library for both general and children’s programming, this includes both via in-house and out-sourced production mediums.

iv.

Infrastructure: Make preparations and carry out activities necessary to plan and implement the early 2003-broadcasting launch of channel ISLAM.

Year One (1) and Two (2) – 2003 to 2004 There are two things in the television industry that determine level of success of any channel; content and cash flow. The content is very critical because television is a very hungry medium, which would require the channel to produce sixteen (16) hours of programming a day, whilst some of it could be repeated for eight hours to complete the full twenty-four hour schedule. This is following the BBC2 programming format. Many recent DTV channels have failed due to this problem, including the Money Channel and Channel East. Some Channels overcome this difficulty by simply filling in the airtime with repeated programmes, for example the Discovery Channel repeats each of its programmes thrice per day. However, this compromises the audience viewer-ship, as they are constantly seeking for new, stimulating and fresh content. In light of this challenge, it is recommended that channel ISLAM expands its broadcasting hours in segments and stages. Initially to begin with eight (8) hours of broadcasting, following with sixteen (16) hours and then finally by the end of the year, broadcasting reaches the full twenty-four (24) hours per day. This continuous improvement strategy also consists of further benefits, such that it will allow the channel to also focus on broadcasting in USA. The initial steps of broadcasting in UK and USA for eight hours per day is much beneficial to channel ISLAM that just broadcasting in the UK for twenty-four (24) hours, as broadcasting in both the UK and USA will reap greater economies of scale, as well as increase the advertising revenue. The gradual increase in broadcasting hours is vital because the production of programmes is time consuming, as they have to go through a rigorous process and procedures in a short period of time before making it to air. This consumes a lot of time and energy, especially when the emphasis lies on having high quality and


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CORPORATE STRATEGY The Five Year Development Plan standard. This even applies to out-sourced production. The diagram below illustrates a simple process involved in content creation.


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CORPORATE STRATEGY The Five Year Development Plan Process – stages

Activity: 1

Activity: 2

Activity: 3

Activity: 4

Content creation

Ideas

Treatment

Scripting

Organizing

Production Assessment Post-production

Filming – Studio or Location

Logging paper editing

Ullema Assessment Board: approvals and recommendations Aftereffects Digitizing Raw editing Core editing Combustions Scheduling for Animations Broadcast

The distinctive achievements during the first year will be: 1. February 2003 – Eight (8) hours broadcasting in UK & USA 2. July 2003 – Sixteen (16) hours broadcasting in UK & USA 3. November 2003 (Ramadan) – Twenty four (24) hours broadcasting in UK & USA ongoing

Methodology This will be achieved through the following:

a.

Content conception: One of the core functionalities of the Creative dept will be content creation, therefore a creative team will be recruited to actively and daily research and develop new content ideas.

b.

In-House Production: channel ISLAM will establish production houses fully equipped and manned in both UK and USA, to cater for both communities and produce dedicated and relevant programming, but also to introduce diversity and range in the style and content of the programmes. This will be pleasing to both UK and USA audiences. It will also allow channel ISLAM to produce high volume and low cost programming, whilst retaining a high standard and quality of the programmes. Both production houses will also be equipped with postproduction

facilities,

also

inbuilt

with

location

and

studio

functionalities. The in-house production will count for sixty percent (60%) of the total channel ISLAM programming.


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CORPORATE STRATEGY The Five Year Development Plan c.

Out-Sourced Production: There will be an internal channel ISLAM acquisition team responsible in allocating projects to out-sourced production companies and also coordinating that project. They will also focus on acquiring ranges of on-the-shelf programmes, which can be edited and used for broadcasting purposes. In order to avoid a backlog of postproduction work in progress, the company will enable freelance editors to perform some projects and activities. This will also be made possible by having auxiliary editing suits where they can come and do the job in hand. This system achieves three objectives; firstly, it resolves the potential problems of postproduction backlog, secondly, it improves the cash flow situation of the company, as money is not wasted on used human resources. Finally, it allows the channel to complete the programmes according to the schedule, whilst retaining quality as well as introducing new and fresh styles of programming and editing. Therefore, providing a variety in the programming experiences of the audience.

The out-sourced production counts for thirty percent (30%) of the programming and on-the-shelf programme acquisition will account for ten percent (10%) of the programmes broadcasted in channel ISLAM. This is because of the difficulty of acquiring ready-made programmes that meet the broadcasting standards and the content and programming criteria set by the Shariah complaint protocol. The distinctive achievements during the second year will be: 1. January 2004 – Exclusive subscription in UK & USA 2. February 2004 - Begin broadcasting relocation activity to Dubai Media City 3. March – Begin systems architecture and implementation for CI Interactive 4. May 2004 – Regular subscription in UK & USA 5. July 2004 – Broadcasting transition to Dubai Media City 6. November 2003 (Ramadan) – Launch CI Interactive

CI Interactive: The Islamic Open University CI Interactive is aiming to become a pioneering higher education provider in the western world, arising from the principle of providing and making Islamic education


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CORPORATE STRATEGY The Five Year Development Plan available in partnership with an Islamic educational institution. For detailed study on this project, please refer to the CI Interactive report.

The consolidation period: The second year of broadcasting of channel ISLAM will be a period of transition and consolidation; transition of the broadcasting activities from UK to Dubai Media City, and from free-to-view channel to subscription channel. Therefore, this is a demanding period, which will require focus and flexibility from the part of management and the organisation as a whole. Methodology: a. Research and development of programmes, with two months in advance of schedule.

b.

The Product Development of the unique service CI Interactive to cater for the Muslim communities in both UK and USA.

c. Launch a fully incorporated marketing campaign. d. Broadcasting relocation: Assign a dedicated team to administer and manage this project.

By the end of the two-year development programme, the company should have established the following: 

High level of experience in the television industry.



A fully incorporated and integrated range of resources, including

production, service and human resources. When resources are subject to expansion, they should be planned and scheduled for the “Year 3&4 growth programme”. 

Become an established service provider, with high levels of market

recognition. 

Minimise all costs associated with risks (unforeseen costs) and develop

‘effective and efficient’ model of forecasting costs, demands, and market events.


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CORPORATE STRATEGY The Five Year Development Plan Summary By the end of the initial and second year of the development stage the company should complete the following: 

Business set-up



Complete Commercialisation of the channel



Employee Recruitment



Production, with one month buffer activity.



Marketing development, provide complete ‘market offerings’.



Financial Stability and independence

Year Three and four (3&4) The growth of the company should be pursued as the main objective. It should also be regarded as the corner stone to the company’s future survival and success, as failure to grow might result in the loss of competitiveness, decline in the market domination and further ineffectual profit maximisation. This growth should be achieved through the expansion in the scale of operation, depth in strategic scope, and market share. By growing the company should diversify and reduce unforeseen risks. The firm should also capitalise on the ‘economies of scale’, as the growth will be substantial. This will enable it to become more efficient and enjoy lower costs. The core activity during this period will be:  Expansion of broadcasting bandwidth, to enable

broadcasts

continents

in

especially

the those

rest

of

the

concentrated

with the consumer base, thus in the Muslim populated countries. This expansion could be a planned through a steady growth. This strategic

growth

will

require

significant

investments.  Increase internal Research and development of production.  Greater

resources

acquisition,

including

employee

recruitment and capital assets.  Launch the strategic global marketing campaign.


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CORPORATE STRATEGY The Five Year Development Plan The Company should establish the following within this period: Superior Sales revenue: sourced by the increased customer base  and advertising interests. Enable and encourage a domestic advertising avenue within the global channel, to maximise the rate of return. However, offer a global advertising service to firms wanting to capitalise on the opportunity to ‘globalise their advertising scope and also economise the costs’ advertising through extra investments. Gaining economies of scale: This means unit production and  operation costs will fall efficiently and profits will increase at a greater rate. The degree of growth and increased market share will provide the company with invaluable marketing advantage of publicity and recognition. Finally, the globalisation of the channel will minimise risks that the company might have been prone to. Summary By the end of the third development stage the company should complete the following: 

Globalisation of the broadcasting bandwidth



Strategic multi-national marketing and profit maximization



Increased internal production activities.



Departmental function of research and development for programmes.



Financial self-sufficiency, with greater investments.

Year Five (5) and onwards The company should have fully established a market leadership, and now it has to maintain its position within the global market. The quality of production and services has to be all time high, as new competitors might appear on the horizon. Some vertical and/or horizontal development may have to be assessed to further the economies of scale. The main extension in the company’s portfolio is the terrestrial service in the participating Muslim countries. The core activity during this period will be:


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CORPORATE STRATEGY The Five Year Development Plan 

Extension of the broadcasting services into terrestrial bandwidth, to

enable consumers without Sky to access the channel. The Muslim populated countries are likely to show willingness to participate. This expansion could be a complex procedure. This strategic growth will require significant investments and sensitivity. 

Increase

corporation’s

management

activities.



Greater

resources

acquisition,

including

domestic employee recruitment and capital assets. 

Maintain the strategic global marketing campaign.

The Company should establish the following within this period: 

Market superiority, as the advantages of both financial and non-

financial benefits are acquired, however, with a greater base of stakeholders, including employees and customers. Focus and control are key issues of management. Gaining economies of scale. These advantages are mostly intangible. A  greater development of the social responsibilities aspect of the company. Summary By the end of the forth development stage the company should complete the following: 

Terrestrial broadcasting bandwidth for participating Muslim countries.



Strategic multi-national marketing.



Profit maximisation



Increased corporate management activities.



Departmental function of ‘Social Responsibilities’.



Financial germination, maintain a high level investments.


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5 Year Development Plan

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