Developing Business Strategy for Local Television Network Into The Digital Broadcasting Competition in Indonesia: A JPM Case Study

Riska Dwi Firmiyanti,Arif Satria,Imam Teguh Saptono

doi:10.17358/ijbe.5.2.168

Riska Dwi Firmiyanti, Arif Satria + Show 1 more

Open Access

https://doi.org/10.17358/ijbe.5.2.168

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Abstract

The objective of this research is to identify the current Jawa Pos Multimedia (JPM) business model and to generate a design for its development to enhance competitiveness under a digital broadcast race in Indonesia. The research uses Business Model Canvas approach. Importance-Performance Analysis, EFE, IFE, SWOT and QSPM matrices are used as analytical tools in formulating the strategy. The research shows that the selected strategy is extensification and intensification of hyperlocal contents. Therefore on its business model, JPM needs to intensify personalization of hyperlocal content on its value proposition. Media asset management as well as research and development are added to the key activities. The hyperlocal contents become supplement into the key resources, whilst key partnerships must also be established with the media, OTT providers, social media, communities and video bloggers. The partnerships will also give impacts on growing number of channels with OTT and social media. Customer segments are expanded through Internet users and TV stations. Apart from social media line, there needs to be particular means of engagement to cultivate customer relations. Social media monetization, OTT ads and content rights are additional revenue potential tendered by the development of JPM business model. Keywords: BMC, business strategy, digital, broadcasting, local TV network

Highlights

The shift in broadcast technology of from the analogue to the digital is a certainty
The hyperlocal contents become supplement into the key resources, whilst key partnerships must be established with the media, OTT providers, social media, communities and video bloggers
Identification of the existing nine-element-blocks business model canvas is subsequently entered into the input stage: firstly it is analyzed on the level of its importance and performance using an Importance and Performance Analysis

Summary

Introduction

The shift in broadcast technology of from the analogue to the digital is a certainty. Until 2017, more than 85% of the global broadcast industry has turned digital. Indonesian Ministry of Communication and Informatics in its Broadcasting Strategic Plan 2016-2020 has announced a commitment to a digitalized broadcast television in 2020. This sharp shift and swerve in technology has prompted a transformation in media industry ecosystem. Media convergence and digitalization has forced the industry to contrive a multiplatform business beyond its conventional model. The openness of the Internet is radically transforming the consumption of television (Sanz and Crosbie, 2015). It is yet to be clear to what extent the gadgets propel growth in viewership and localism; it is apt to question whether the audience would care about the disappearance of local content while deluged by an abundance of television channels (Comer and Wikle, 2014)

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