Harvard Case - Telewizja Wisla
"Telewizja Wisla" Harvard business case study is written by Walter Kuemmerle, Andrew Janower, Claire Hurley. It deals with the challenges in the field of Entrepreneurship. The case study is 24 page(s) long and it was first published on : Oct 17, 1997
At Fern Fort University, we recommend that Telewizja Wis?a pursue a growth strategy focused on digital expansion and content diversification while maintaining its core values of local relevance and community engagement. This strategy involves leveraging technology and analytics to enhance viewer experience, explore new business models like subscription services and advertising partnerships, and expand into emerging markets through partnerships and strategic acquisitions.
2. Background
Telewizja Wis?a is a regional television station in Poland facing increasing competition from national and international players. The company?s traditional business model based on advertising revenue is under pressure due to the rise of digital media and changing consumer habits. The case study highlights the challenges faced by the company?s founder, Andrzej Wis?a, who is considering various options to ensure the station?s future success.
The main protagonists in the case are:
- Andrzej Wis?a: The founder and CEO of Telewizja Wis?a, a visionary entrepreneur with a strong commitment to local community and a desire to adapt to the changing media landscape.
- The Board of Directors: Concerned about the company?s financial performance and seeking a clear strategy for future growth.
- The Management Team: Responsible for implementing the chosen strategy and navigating the complexities of digital transformation.
3. Analysis of the Case Study
To analyze Telewizja Wis?a?s situation, we can use the Porter?s Five Forces framework:
- Threat of New Entrants: High, due to the ease of entry into the digital media market and the availability of low-cost distribution platforms.
- Bargaining Power of Buyers: Moderate, as viewers have a wide range of options for content consumption and can easily switch between platforms.
- Bargaining Power of Suppliers: Low, as the company relies on a diverse pool of content providers and technology suppliers.
- Threat of Substitute Products: High, as viewers can access content through various platforms like streaming services, social media, and online news sources.
- Competitive Rivalry: High, as the market is fragmented and features both local and national players competing for viewers? attention.
SWOT Analysis:
Strengths:
- Strong local brand recognition and community engagement.
- Experienced team with deep understanding of the regional market.
- Commitment to high-quality local programming.
Weaknesses:
- Limited digital presence and online content offerings.
- Dependence on traditional advertising revenue.
- Lack of resources for large-scale investments in technology and content production.
Opportunities:
- Expanding into new markets through partnerships and acquisitions.
- Developing online platforms and mobile applications.
- Leveraging data analytics to personalize content and improve viewer engagement.
- Exploring subscription-based models and alternative revenue streams.
Threats:
- Increasing competition from national and international players.
- Continued decline in traditional advertising revenue.
- Rapid technological advancements and changing consumer preferences.
4. Recommendations
Telewizja Wis?a should adopt a multi-pronged strategy to address the challenges and capitalize on the opportunities:
1. Digital Transformation:
- Develop a robust online presence: Create a user-friendly website and mobile application offering live streaming, on-demand content, and interactive features.
- Invest in technology and analytics: Utilize data analytics to understand viewer preferences, personalize content, and optimize advertising campaigns.
- Explore new revenue models: Implement subscription services, offer targeted advertising, and explore partnerships with other digital platforms.
2. Content Diversification:
- Expand beyond local programming: Produce original content with broader appeal and explore collaborations with other regional and national broadcasters.
- Invest in high-quality productions: Create engaging and informative content that resonates with viewers across different demographics.
- Utilize digital platforms for content distribution: Leverage social media, streaming services, and online platforms to reach a wider audience.
3. Strategic Partnerships:
- Collaborate with technology companies: Partner with providers of streaming technologies, content management systems, and data analytics tools.
- Explore joint ventures with other media companies: Collaborate with regional and national players to share resources, expertise, and audience reach.
- Engage with local businesses: Partner with regional businesses to create sponsored content and promote local events.
4. Organizational Change:
- Develop a digital-first mindset: Embrace a culture of innovation and experimentation within the organization.
- Invest in talent development: Recruit and train employees with skills in digital media, content creation, and data analytics.
- Foster a collaborative and cross-functional environment: Encourage communication and knowledge sharing between different departments.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: The recommendations align with Telewizja Wis?a?s core values of local relevance and community engagement while adapting to the changing media landscape.
- External customers and internal clients: The recommendations address the needs of viewers seeking diverse content and a seamless digital experience while providing employees with opportunities for growth and development.
- Competitors: The recommendations aim to differentiate Telewizja Wis?a from competitors by leveraging its strengths in local content and community engagement while embracing digital innovation.
- Attractiveness ? quantitative measures if applicable: The recommendations are expected to generate long-term growth and profitability through increased viewership, advertising revenue, and new revenue streams.
6. Conclusion
Telewizja Wis?a has a strong foundation in local content and community engagement, but it needs to embrace digital innovation and content diversification to thrive in the evolving media landscape. By implementing the recommended strategy, the company can position itself for long-term success, maintain its relevance in the digital age, and continue serving its community.
7. Discussion
Alternatives not selected:
- Merging with a larger media company: This option could provide access to resources and expertise but risks losing the company?s local identity and autonomy.
- Focusing solely on traditional broadcasting: This strategy is unlikely to be sustainable in the long term due to declining advertising revenue and increasing competition.
Risks and key assumptions:
- Technological advancements: The rapid pace of technological change could require constant adaptation and investment.
- Consumer preferences: Changing viewer habits could impact the effectiveness of the chosen strategy.
- Competition: The emergence of new competitors and the growth of existing players could pose a significant challenge.
Options Grid:
| Option | Strengths | Weaknesses | Risks |
|---|---|---|---|
| Digital Transformation | Increased reach, new revenue streams, improved viewer engagement | Requires significant investment, potential for technical challenges | Rapid technological change, competition from established digital players |
| Content Diversification | Broadens appeal, attracts new viewers | Requires investment in production and talent | Risk of losing focus on local content, difficulty competing with large-scale productions |
| Strategic Partnerships | Access to resources, expertise, and audience | Potential for conflicts of interest, loss of control | Partner instability, dependence on external factors |
| Organizational Change | Fosters innovation, attracts talent | Requires cultural shift, potential for resistance | Difficulty in adapting to a digital-first mindset |
8. Next Steps
- Develop a detailed business plan: Outline the specific actions, timelines, and resources required for implementation.
- Create a digital strategy team: Assemble a cross-functional team to lead the digital transformation initiative.
- Invest in technology and talent: Allocate resources for the development of online platforms, mobile applications, and the recruitment of skilled personnel.
- Pilot test new content and revenue models: Experiment with different approaches to assess their effectiveness before full-scale implementation.
- Monitor progress and adapt the strategy: Continuously evaluate the results and adjust the strategy based on market trends and consumer feedback.
By taking these steps, Telewizja Wis?a can successfully navigate the challenges of the digital age and secure its future as a leading provider of local and regional content.
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Case Description
Claire Hurley and her business partner have obtained a supra-regional TV license for Poland. Their company has received initial funding from Polish investors and now faces the difficult challenge of raising an additional $7 million to fund the start of operations of a TV station. Claire and her partner have to resolve questions about strategic partners, company valuation, and deal structures. Teaching purpose: Explores the challenges of starting a media company in Poland. Allows discussion of entrepreneurial start-ups in transition economies. Also involves analysis of economics and valuation of TV stations. Highlights challenges of raising capital from foreign partners.
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