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haven’t paid off. The team has been working hard to reduce losses this year through restructuring and a revised investment strategy. Our aim is to break even in 2005/06. We have some great shows in the pipeline, such as Charlie and Lola, and we will focus on strong acquisitions to build our portfolio and develop children’s TV channels overseas.
New Media
The New Media team is nurturing commercial opportunities in areas such as mobile and music downloads, as well as assessing the opportunities for viewing content through video on demand and broadband. For example, this year a deal with Universal Music is the first step to maximising revenues from the BBC’s extensive music archive, unlocking huge opportunities for the future exploitation of music rights. We have also committed to sell or partner Broadcasting Data Services and Audiocall.
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This has been a good year for BBC Worldwide, and we’ve achieved the first phase of our ambition towards doubling the company’s profits within two years. My predecessor, Rupert Gavin, made a great contribution to BBC Worldwide’s success as a global media player and set in train a number of important developments.
BBC Worldwide is built on three things: people, rights and partners. Our success depends on relationships with many rights holders and talented people throughout the UK: in the BBC, independent producers and others. We value enormously the hard work and creativity of the many staff who work for us either directly or through our partnerships and joint ventures.
Finally, we are a media business which not only provides products and services that support the BBC in the UK, but also exports the best of British talent and culture. New rights, new markets and new technologies will open the door to opportunities for us to deliver even more back to the BBC, and the audiences we serve, all around the world.
John Smith
Chief Executive, BBC Worldwide |
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