Case study British Broadcasting Corporation (BBC) - the case continues www.bbc.co.uk The Corporation has responded in many ways to Management set ambitious targets to employ more these contextual changes, aware that it depends people from Black, Asian and Minority Ethnic (BAME) heavily on licence fee income, which some parts of communities at all levels, and people from those com- the audience are unwilling to pay. The plans include munities now create more programmes. Young audi- providing programmes designed to appeal to audiences want to be involved in creating programmes, ences who do not feel well-served by the present and in customising what is broadcast. The BBC has offer to maintain support for the licence fee), earning responded by offering more interactive programmes. more from commercial activities, and cutting costs These require significant changes in the way produc- across the Corporation tion staff work (Jackson, 2014). They have made a structural change by merging numbers have been stable, but many staff have the production teams previously making content moved to new roles which are directly related to for UK audiences and for BBC Worldwide respec- serving the audience or building the BBC's techno- tively to create BBC Studios. The combined unit is logical capacity. Better use of property has saved a wholly-owned commercial subsidiary of the BBC. 190 million since 2012. It no longer has the sole right to make all the pro- grammes the BBC requires, but in return is free Source BAC Annual Report (2017-12) to make programmes for other broadcasters. The Corporation set ambitious earnings targets for the Studios, since as well as earning money now, Case questions 3.3 the backlist of programmes will earn money for . Which of the five forces can you identify in the years to come. BBC's environment in the whole case so far)? Conscious that the licence fee is controversial What management challenges does this the BBC stresses that it spends the money wisely. account of external change imply for managers It reduced the number of senior managers from 614 and staff? in March 2010 to 267 by March 2018. Other staff