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Yearbook Jan 2019

24 yearbook 2019 TELEVISION South Africa quality of our content is defined by a number of criteria, but SABC TV prides itself on telling South African stories and giving South Africans the space to tell their own stories, whether through our award-winning dramas, the nightly news bulletins, the programming targeted at tots and tweens, or unparalleled coverage of events of national importance. We will need to continue doing this, but also to change the way we do business to meet the challenges of a new environment and the current financial status. We need to prioritise making our content available everywhere, all the time and in multiple formats. Through partnerships, we will ensure that our current footprint in the OTT space is expanded and that our audiences have more opportunities to interact with our content and through it, via a greater emphasis on social media outreach. EMPHASIS ON PARTNERSHIPS The emphasis on partnerships will also impact on the way we acquire content, moving away from 100% commissioning to a variety of pre-sale licencing and other arrangements whereby producers will have more opportunities to monetise their content downstream. In the television space, our offering will continue to be built around the strength of the current free-to-air channels; the priority remains the consolidation of SABC 1 and the rebuilding of SABC 2 and SABC 3. This base is what we will build our DTT offering around, and we will be expanding on the additional incentive channels, namely the SABC News channel, SABC Parliamentary channel and SABC Sport pop-up channel. The jewel in the crown SABC 1 is the jewel in the crown, with an audience share that is the envy of just about every broadcaster in the world. It is built on the basis of stability that a strong brand, aligned to its audience brings. SABC 1 serves a diverse and progressive youthful audience, by introducing new storytelling standards and creative vocabulary. In the year ahead, the channel will be entrenched as the industry trailblazer, meeting audience expectations and enhancing the value proposition. This year, SABC 2 will entrench its unique positioning as South Africa’s family channel with an emphasis on nation building and social cohesion. The South African family – in all its forms – gives birth to a community, society and ultimately the nation. The channel will continue to target its key audiences, delivering against their content and language needs. Positive values are the cornerstone of SABC 2 and the following pillars guide our editorial line: family, education, health, identity, jobs/ careers, and the world beyond South Africa’s borders, with a particular focus on the African continent. In this context, the channel will be bringing new music programmes, refreshing some of the key properties and reimagining content, especially that which targets the little ones. SABC 3 will invest in high-value content and this will be pitched to maximise the non-linear opportunities that are available. As is critical with all three channels, meeting the identified audiences needs will be the primary driver of content decision-making. In this changing environment that we operate in, audiences are restless and we will tap into that. A public service ethos continues to permeate content, so while nonscripted reality will have an emotional impact on viewers, it will also offer value, and magazine programmes will continue to deliver self-improving and stimulating programming. SABC 3 talk shows will be guided by social integration and forward thinking. Some exciting partnerships are lined up to deliver world-class content for tween audiences. Great dramas are planned that package niched stories for mainstream consumption. The challenges the SABC faces are severe and the consequences, if we do not meet and overcome these challenges, are severe. In the background there are numerous issues that need to be fixed, particularly around funding models and the nature of a public service mandate in a converged media and entertainment environment. But if the SABC is to have a fighting chance, the core business of content, specifically public service content that entertains, informs and educates, needs to be put at the centre of our activities. Through the acquisition, aggregation and distribution of content in a manner that meets our audiences’ requirements anytime and anywhere, the SABC will have the base to meet the challenges of the future. Without this, dolololo.


Yearbook Jan 2019
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