1.8 Finally, RTHKC will face heightened competition for staff as a larger number of media players chase a shrinking talent pool. Making RTHKC a dynamic place to work will be essential to attract and retain high-calibre producers and programmers.
SHARPENED MISSION
TO ENSURE SUCCESS
1.9 To excel in this new environment, RTHKC will need a well-focused, distinctive. broadcasting strategy coupled with sound management. Specifically, the study team concluded that RTHKC should pursue the following mission:
a. Television: RTHKC will be a high-quality, innovative producer of programmes
for market segments that are not adequately served by the commercial TV broadcasters. These include current affairs, documentaries, youth and children, adult education, schools, quality drama, and the communications needs of Government departments. As a production house, supplying programmes for mandated prime-time slots and, increasingly, selling programmes to other distribution channels, RTHKC will need to build distinctive skills in:
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Understanding changing viewer needs and expectations
Developing creative, appealing programmes
Ensuring quality, cost-effective programme production.
b. Radio: RTHKC will be a balanced multi-channel broadcaster providing
independent news/current affairs, civic messages, and other quality programmes to mass audiences while serving minority audience needs as well. As a direct broadcaster with a range of channels, RTHKC will need to be
skilled in:
Managing the mix of channels and programmes, based on a clear definition of channel identities and target audiences
Developing outstanding individual programmes and radio personalities with strong audience appeal.
c. Overall: RTHKC will be managed on a businesslike basis, characterised by systematic programme planning, stronger budgeting control and resource management, shared understanding of the appropriate balance between cost and quality, and greater initiative in marketing TV and radio services. In general,
McKinsey & Company, Inc.