TV stations need to keep an eye on several aspects that are critical to their functioning which includes ensuring process efficiency, keeping track of finances and planning growth to ensuring smooth transmission and broadcasting of their content. These complications create a dire need for a potent mechanism to obtain a multi-dimensional view of the organizational workings. A 1990s thought of Norton and Kaplan that came up in the form of Balanced Scorecard serves the purpose quite well. Financial aspect can be evaluated using KPIs such as rise in operating revenues that occurred on a yearly basis, Broadcast Cash Flow, Profit before Taxes and % of units that are profitable. Process can be assessed via % increase in number of receivers, number of LPTV stations and VHF: UHF ratio. These parameters are to know how the operations are moving. Growth can be known using Spectrum Expansion Index, Analog to Digital conversion Rate and Top TRP channels ratio. This displays the quantitative way progress is being made. The transmission and broadcasting scenario can be had from number of workers, power of transmitters and ratings given by Listeners and Viewers.
Read Why do business professionals choose ready-to-use KPIs? to find out the answers to these questions:
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Among the priorities of people handed over the task of managing a Television station are 'providing excellent picture quality' and 'uninterrupted signals'. A number of legal compliance issues are embodied in this area of running a TV station. This makes it important that a useful management strategy to 'better align the operations and improve the communication to employees' be brought into use.
A BSC (Balanced Scorecard) that comes with related and useful set of metrics is often the useful tool. One just needs to spot the right KPIs (Key Performance Indicators) for this and collect in the form of a document called Televisions Station scorecard.
By continuously coming back to these data and figures, one can ensure that pre-set objectives in the area of televisions signals transmission are met successfully.
With the usage of such a management tool, the organization can get rid of 'tracking and monitoring problems' in the area of TV station management.
Saying it all, it is very much possible and within the reach of management to impose a 'quantified check' on the way operations in TV station have been progressing by utilizing the BSC approach.
This is the actual scorecard with Television Station Indicators and performance indicators. The performance indicators include: financial perspective, operating revenues, broadcast cash flow rise, % of reporting units that show profit, operating expenses, process perspective, % increase in number of receivers, number of television networks the station is affiliated with, number of lptv stations, vhf: uhf ratio, growth perspective, spectrum expansion index, analog to digital conversion rate, top trp channels ratio, % increase in own production facilities, transmission and broadcasting perspective, % reduction in staff turnover, power of transmitters, viewers rating, listeners rating.
Download a trial version of Television Station Evaluation Balanced Scorecard or purchase a full version online.
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