Impact of Brexit on UK Media
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AI Summary
This assignment delves into the multifaceted consequences of Brexit on the UK television industry, focusing particularly on major players like ITV and Sky. It scrutinizes the influence of Brexit on regulatory frameworks, financial structures, and content production. The analysis explores potential challenges and opportunities arising from the UK's departure from the European Union.
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Business and business environment
University
BUSINESS AND BUSINESS ENVIRONMENT
Name
ID
Unite title
Code number
Lecturer’s name
Page 1 of 23
University
BUSINESS AND BUSINESS ENVIRONMENT
Name
ID
Unite title
Code number
Lecturer’s name
Page 1 of 23
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Business and business environment
Executive summary
The business environment does not only refer to the external factors that affect performance of
the company, it also consists of the internal factors of the organisation that influences its
operations and performance in the market. This particular study evaluates market environment of
BBC and ITV in the first task. Then it assesses macro-environmental factors and conducts
SWOT analysis of ITV, the private company to understand the manner in which environmental
factors influence business decisions. Findings of the report are presented in the study along with
recommendations.
Page 2 of 23
Executive summary
The business environment does not only refer to the external factors that affect performance of
the company, it also consists of the internal factors of the organisation that influences its
operations and performance in the market. This particular study evaluates market environment of
BBC and ITV in the first task. Then it assesses macro-environmental factors and conducts
SWOT analysis of ITV, the private company to understand the manner in which environmental
factors influence business decisions. Findings of the report are presented in the study along with
recommendations.
Page 2 of 23
Business and business environment
Table of content
Introduction......................................................................................................................................4
Part 1................................................................................................................................................4
a. Background of BBC and ITV......................................................................................................4
b. Size of and scope for the chosen organisations...........................................................................7
c. Link of organisational objectives and structure with organisational functions.........................12
I. Relationship of organisational functions with objectives...........................................................12
II. Relationship between organisational functions and organisational structure...........................12
Part 2..............................................................................................................................................14
a. Report.........................................................................................................................................14
Section 1: Positive and negative influence of macro environment on business operations..........14
Section 2: Internal and external analysis for identification of strength and weakness..................16
Section 3: Relationship between external macro factors and identified strengths and weaknesses
.......................................................................................................................................................18
Conclusion.....................................................................................................................................19
Reference list.................................................................................................................................20
Appendix........................................................................................................................................23
Page 3 of 23
Table of content
Introduction......................................................................................................................................4
Part 1................................................................................................................................................4
a. Background of BBC and ITV......................................................................................................4
b. Size of and scope for the chosen organisations...........................................................................7
c. Link of organisational objectives and structure with organisational functions.........................12
I. Relationship of organisational functions with objectives...........................................................12
II. Relationship between organisational functions and organisational structure...........................12
Part 2..............................................................................................................................................14
a. Report.........................................................................................................................................14
Section 1: Positive and negative influence of macro environment on business operations..........14
Section 2: Internal and external analysis for identification of strength and weakness..................16
Section 3: Relationship between external macro factors and identified strengths and weaknesses
.......................................................................................................................................................18
Conclusion.....................................................................................................................................19
Reference list.................................................................................................................................20
Appendix........................................................................................................................................23
Page 3 of 23
Business and business environment
Introduction
Understanding the market environment is essential for all the types of private and public
organisations to ensure successful accomplishment of the organisational targets. In the current
era of globalisation and metropolitan culture even, the local and national market environments
are susceptible to change due to incidents across the border (Cavusgil et al. 2014). Such changes
bring considerable alteration in the behaviour and demand patterns of customers or service users,
which affect the performance of business corporations that operate in such markets.
This particular study is entirely dedicated to find out the influence of such internal and external
environmental factors in the operations, decisions and hence the performance of an organisation
in the target market. For detailed and in-depth understanding of this issue, practical and relevant
examples have been acquired from two different organisations, namely, British Broadcasting
Corporation (BBC) and ITV. ITV is a private company chosen for this study, which is limited by
the guarantee without any share capital. On the other hand, for the organisation, belonging to
public sector BBC has been chosen, which is a public service broadcaster, sole purpose of which
is to avail unbiased public service broadcasting to the people of United Kingdom.
Part 1
a. Background of BBC and ITV
Different
aspects
Companies
BBC ITV
Legal status Public corporation under the
Department of Media, Culture and
Sports (Gov.uk, 2017)
Private limited company
(Beta.companieshouse.gov.uk, 2017)
Year of
establishmen
t
1922 (Gov.uk, 2017)
95 years ago
1955
62 years ago
Product/
service
News and entertainment content
through radio, television, web portals
Production of television and
broadcasting contents such as
Page 4 of 23
Introduction
Understanding the market environment is essential for all the types of private and public
organisations to ensure successful accomplishment of the organisational targets. In the current
era of globalisation and metropolitan culture even, the local and national market environments
are susceptible to change due to incidents across the border (Cavusgil et al. 2014). Such changes
bring considerable alteration in the behaviour and demand patterns of customers or service users,
which affect the performance of business corporations that operate in such markets.
This particular study is entirely dedicated to find out the influence of such internal and external
environmental factors in the operations, decisions and hence the performance of an organisation
in the target market. For detailed and in-depth understanding of this issue, practical and relevant
examples have been acquired from two different organisations, namely, British Broadcasting
Corporation (BBC) and ITV. ITV is a private company chosen for this study, which is limited by
the guarantee without any share capital. On the other hand, for the organisation, belonging to
public sector BBC has been chosen, which is a public service broadcaster, sole purpose of which
is to avail unbiased public service broadcasting to the people of United Kingdom.
Part 1
a. Background of BBC and ITV
Different
aspects
Companies
BBC ITV
Legal status Public corporation under the
Department of Media, Culture and
Sports (Gov.uk, 2017)
Private limited company
(Beta.companieshouse.gov.uk, 2017)
Year of
establishmen
t
1922 (Gov.uk, 2017)
95 years ago
1955
62 years ago
Product/
service
News and entertainment content
through radio, television, web portals
Production of television and
broadcasting contents such as
Page 4 of 23
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Business and business environment
offered and mobile apps
Broadcasting
Interactive content through television
Music
Video streaming services through the
internet
national and international news,
entertainment programmes for
children and adults, former
programmes and school events
(Itvplc.com, 2017)
Table 1: Legal status, establishment and product/service nature of BBC and ITV in the UK
(Source: Created by author)
The table presented above avails and insight to the nature of business and history of the
companies under discussion. The background clarifies the position of the two media broadcaster
in the traditions and culture of United Kingdom. While BBC as a public corporation and due to
its long presence in the UK market possesses considerable responsibility as well as popularity
among the citizens, the long existence of ITV in the UK market has also helped the company to
understand the nature of the market and predict the change in market environment. This is crucial
in developing competitive advantage in favour of the company. Moreover, the services availed
by the company also provides the understanding that both the companies have attempted to reach
the target customers in the best possible way.
Purpose of the organisations
BBC ITV
Avail impartial and accurate information
to audiences for encouraging to establish
proper understanding of the world
around them
Support learning of people irrespective
of their age (Bbc.co.uk, 2017)
Provide best quality distinctive services
in most creative way
Address needs of diverse communities
and regions of UK and support their
Maximising the value of the company
as an integrated producer and
broadcaster of media content
Growing as an international content
business through development of
global pay and distribution business
Creating value for audience through
development of a diverse set of high-
quality programmes to choose from
Generating value for shareholders
Page 5 of 23
offered and mobile apps
Broadcasting
Interactive content through television
Music
Video streaming services through the
internet
national and international news,
entertainment programmes for
children and adults, former
programmes and school events
(Itvplc.com, 2017)
Table 1: Legal status, establishment and product/service nature of BBC and ITV in the UK
(Source: Created by author)
The table presented above avails and insight to the nature of business and history of the
companies under discussion. The background clarifies the position of the two media broadcaster
in the traditions and culture of United Kingdom. While BBC as a public corporation and due to
its long presence in the UK market possesses considerable responsibility as well as popularity
among the citizens, the long existence of ITV in the UK market has also helped the company to
understand the nature of the market and predict the change in market environment. This is crucial
in developing competitive advantage in favour of the company. Moreover, the services availed
by the company also provides the understanding that both the companies have attempted to reach
the target customers in the best possible way.
Purpose of the organisations
BBC ITV
Avail impartial and accurate information
to audiences for encouraging to establish
proper understanding of the world
around them
Support learning of people irrespective
of their age (Bbc.co.uk, 2017)
Provide best quality distinctive services
in most creative way
Address needs of diverse communities
and regions of UK and support their
Maximising the value of the company
as an integrated producer and
broadcaster of media content
Growing as an international content
business through development of
global pay and distribution business
Creating value for audience through
development of a diverse set of high-
quality programmes to choose from
Generating value for shareholders
Page 5 of 23
Business and business environment
economy
Convey values and cultures of UK across
the world
through delivering substantial return
Generating value for broadcasters and
advertisers through development of
quality programmes that appeal to
diverse set of viewers (Itvplc.com,
2017)
Table 2: Purpose of BBC and ITV
(Source: Created by author)
The difference between the purpose of the companies under discussion is quite evident as while
one attempts to generate maximum value for the audience the other needs to generate scope for
growth of all its stakeholders for its development and sustenance in the market. As a public
owned company, BBC needs to ensure sustainable development of its consumers to meet its
purpose in the market. Moreover, it has also been identified that BBC is not solely dependent on
the government funds for its income and operations as a major part of the organisation’s income
comes from the common public that subscribes to their services while licensing is another major
source of its financial resource. This empowers the organisation to avail news and present
information in an unbiased manner, which reflects the very first purpose of the organisation
presented in the table, above. On the other hand, as a public organisation, BBC also puts
considerable emphasis on public education.
Comparing the purpose of BBC with that of ITV the researcher has noticed that the purposes of
ITV are considerably driven by the financial achievements. It being a private company, it is the
responsibility of ITV to generate significant return on the investment of its shareholders and
generate value for itself to trigger further organisational growth. This is clearly reflected in the
purpose of the organisation presented above. Apart from these evident interpretations of the
table, the researcher has also noticed a general difference between the responsibilities and
purposes of private and public organisations. While the private organisations tend to generate
value for its limited stakeholders in form of materialistic achievements, the public organisations
focus on generation of larger value in form of general development of the target market and by
respecting the different needs of the different communities of the target market.
Page 6 of 23
economy
Convey values and cultures of UK across
the world
through delivering substantial return
Generating value for broadcasters and
advertisers through development of
quality programmes that appeal to
diverse set of viewers (Itvplc.com,
2017)
Table 2: Purpose of BBC and ITV
(Source: Created by author)
The difference between the purpose of the companies under discussion is quite evident as while
one attempts to generate maximum value for the audience the other needs to generate scope for
growth of all its stakeholders for its development and sustenance in the market. As a public
owned company, BBC needs to ensure sustainable development of its consumers to meet its
purpose in the market. Moreover, it has also been identified that BBC is not solely dependent on
the government funds for its income and operations as a major part of the organisation’s income
comes from the common public that subscribes to their services while licensing is another major
source of its financial resource. This empowers the organisation to avail news and present
information in an unbiased manner, which reflects the very first purpose of the organisation
presented in the table, above. On the other hand, as a public organisation, BBC also puts
considerable emphasis on public education.
Comparing the purpose of BBC with that of ITV the researcher has noticed that the purposes of
ITV are considerably driven by the financial achievements. It being a private company, it is the
responsibility of ITV to generate significant return on the investment of its shareholders and
generate value for itself to trigger further organisational growth. This is clearly reflected in the
purpose of the organisation presented above. Apart from these evident interpretations of the
table, the researcher has also noticed a general difference between the responsibilities and
purposes of private and public organisations. While the private organisations tend to generate
value for its limited stakeholders in form of materialistic achievements, the public organisations
focus on generation of larger value in form of general development of the target market and by
respecting the different needs of the different communities of the target market.
Page 6 of 23
Business and business environment
b. Size of and scope for the chosen organisations
Number of employees
BBC ITV
The organisation currently employs 20,951
people, full time, all over the world among
which around 16,672 are engaged in the public
sector broadcasting.
When the fixed contract staffs, part-time and
flexible timing staffs are included in this lists the
total number of employees of the organisation
becomes 35,402.
It is the largest broadcaster in the world by the
number of employees.
As per its annual report of 2015 organisation
employs around 6,258 employees among
which around 50.5% are female and 49.1%
are male (Beta.companieshouse.gov.uk,
2017).
On the other hand, as per the same report,
among the senior managers, 78% are male
that is 18 male managers and 21.7% are
female that is 5 female managers.
Table 3: Employment in BBC and ITV
(Source: Created by author)
The table presented above avails the clear insight that the operational span of BBC is
considerably large compared to that of ITV. It also reflects the different types of employment
that is practised within BBC meeting the needs of employees and the organisation. The fact that
majority of the permanent employees of the company are engaged in public sector broadcasting
also highlight the huge responsibility of the organisation in UK public information broadcast
system. On the other hand, employee record of ITV highlights that in case of general
employment the organisation avoids potential gender discrimination within the organisation. On
the other hand, the huge difference in male-female ratio in managerial level indicates towards the
potential discrimination in availability of developmental scope for the female employees. This is
to be scrutinised further for ensuring unhindered development of the organisation.
Gross annual turnover
The following table avails an insight to the annual turnover of BBC and ITV up to the fiscal year
2016:
Page 7 of 23
b. Size of and scope for the chosen organisations
Number of employees
BBC ITV
The organisation currently employs 20,951
people, full time, all over the world among
which around 16,672 are engaged in the public
sector broadcasting.
When the fixed contract staffs, part-time and
flexible timing staffs are included in this lists the
total number of employees of the organisation
becomes 35,402.
It is the largest broadcaster in the world by the
number of employees.
As per its annual report of 2015 organisation
employs around 6,258 employees among
which around 50.5% are female and 49.1%
are male (Beta.companieshouse.gov.uk,
2017).
On the other hand, as per the same report,
among the senior managers, 78% are male
that is 18 male managers and 21.7% are
female that is 5 female managers.
Table 3: Employment in BBC and ITV
(Source: Created by author)
The table presented above avails the clear insight that the operational span of BBC is
considerably large compared to that of ITV. It also reflects the different types of employment
that is practised within BBC meeting the needs of employees and the organisation. The fact that
majority of the permanent employees of the company are engaged in public sector broadcasting
also highlight the huge responsibility of the organisation in UK public information broadcast
system. On the other hand, employee record of ITV highlights that in case of general
employment the organisation avoids potential gender discrimination within the organisation. On
the other hand, the huge difference in male-female ratio in managerial level indicates towards the
potential discrimination in availability of developmental scope for the female employees. This is
to be scrutinised further for ensuring unhindered development of the organisation.
Gross annual turnover
The following table avails an insight to the annual turnover of BBC and ITV up to the fiscal year
2016:
Page 7 of 23
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Business and business environment
Year BBC (£ Million) ITV (£ Million)
2012 5,086 2196
2013 5,102 2389
2014 5,066 2590
2015 4,805 2972
2016 4,827 3064
Table 4: Annual turnover of BBC and ITV
(Source: Londonstockexchange.com, 2017 and Bbc.co.uk, 2017)
The table presented above is the indicator that due to the larger operational span and market
position of BBC the organisation’s annual turnover is considerable high from that of ITV. The
information presented in the table can be further simplified through the following chart:
2012 2013 2014 2015 2016
0
1,000
2,000
3,000
4,000
5,000
6,000
5,086 5,102 5,066 4,805 4,827
2196 2389 2590
2972 3064 BBC (£ Million)
ITV (£ Million)
Chart 1: Annual turnover of BBC and ITV
(Source: Londonstockexchange.com, 2017 and Bbc.co.uk, 2017)
Apart from the differences in the performance of BBC and ITV the chart above, also points out
the change in business performance of the companies under discussion. It clearly indicates that,
while since 2013 ITV has faced gradual growth in its business BBC despite its larger span has
faced downfall in its business until 2015. On the other hand, between the financial year 2015 -
Page 8 of 23
Year BBC (£ Million) ITV (£ Million)
2012 5,086 2196
2013 5,102 2389
2014 5,066 2590
2015 4,805 2972
2016 4,827 3064
Table 4: Annual turnover of BBC and ITV
(Source: Londonstockexchange.com, 2017 and Bbc.co.uk, 2017)
The table presented above is the indicator that due to the larger operational span and market
position of BBC the organisation’s annual turnover is considerable high from that of ITV. The
information presented in the table can be further simplified through the following chart:
2012 2013 2014 2015 2016
0
1,000
2,000
3,000
4,000
5,000
6,000
5,086 5,102 5,066 4,805 4,827
2196 2389 2590
2972 3064 BBC (£ Million)
ITV (£ Million)
Chart 1: Annual turnover of BBC and ITV
(Source: Londonstockexchange.com, 2017 and Bbc.co.uk, 2017)
Apart from the differences in the performance of BBC and ITV the chart above, also points out
the change in business performance of the companies under discussion. It clearly indicates that,
while since 2013 ITV has faced gradual growth in its business BBC despite its larger span has
faced downfall in its business until 2015. On the other hand, between the financial year 2015 -
Page 8 of 23
Business and business environment
2016 both the organisations have witnessed growth, although growth of ITV is considerably
larger than that of BBC. This is the indicator of the fact that, for maintaining its position, as the
market leader, in the UK, BBC, along with its internationalisation also needs to focus on its
position in the homeland.
Market share
The following table avails an insight to the current market share of BBC and ITV in the UK
television broadcast market among the other major companies of the UK market:
Broadcaster groups Market share (%)
BBC 32.1
ITV 21.4
Channel 4 10.3
Sky 8.3
Viacom 8.3
Discovery 2.1
Turner 1.1
Others 16.4
Table 5: Share of BBC and ITV in the UK television broadcast market
(Source: Barb.co.uk, 2017)
The table might be better understood with the help of following chart:
Page 9 of 23
2016 both the organisations have witnessed growth, although growth of ITV is considerably
larger than that of BBC. This is the indicator of the fact that, for maintaining its position, as the
market leader, in the UK, BBC, along with its internationalisation also needs to focus on its
position in the homeland.
Market share
The following table avails an insight to the current market share of BBC and ITV in the UK
television broadcast market among the other major companies of the UK market:
Broadcaster groups Market share (%)
BBC 32.1
ITV 21.4
Channel 4 10.3
Sky 8.3
Viacom 8.3
Discovery 2.1
Turner 1.1
Others 16.4
Table 5: Share of BBC and ITV in the UK television broadcast market
(Source: Barb.co.uk, 2017)
The table might be better understood with the help of following chart:
Page 9 of 23
Business and business environment
BBC
32%
ITV
21%
Channel 4
10%
Sky
8%
Viacom
8%
Discovery
2%
Turner
1% Others
16%
Chart 2: Share of BBC and ITV in the UK television broadcast market
(Source: Barb.co.uk, 2017)
The chart and the table clearly explain that BBC is the leading new and television broadcaster of
United Kingdom although the position of ITV along with its growth rate presented in the
previous section poses considerable challenge for the organisation. Although BBC is a public
owned company, yet a major part of its income depends on the licensing for which the
organisation needs to maintain its position as the future operations of the organisation and
fulfilment of its plans depend largely on this income.
Extent of product portfolio
BBC ITV
News through both television and radio
Weather and sports report
Audio stories
Dramatisation of English classics (Bbc.co.uk,
2017)
Different national and international magazines
Web series
App based services
Television news
Visual and audio entertainment programmes
including music programmes
Weather report
Tele-text programmes
Sports
Children programmes
Earlier popular programmes (Itvplc.com, 2017)
Page 10 of 23
BBC
32%
ITV
21%
Channel 4
10%
Sky
8%
Viacom
8%
Discovery
2%
Turner
1% Others
16%
Chart 2: Share of BBC and ITV in the UK television broadcast market
(Source: Barb.co.uk, 2017)
The chart and the table clearly explain that BBC is the leading new and television broadcaster of
United Kingdom although the position of ITV along with its growth rate presented in the
previous section poses considerable challenge for the organisation. Although BBC is a public
owned company, yet a major part of its income depends on the licensing for which the
organisation needs to maintain its position as the future operations of the organisation and
fulfilment of its plans depend largely on this income.
Extent of product portfolio
BBC ITV
News through both television and radio
Weather and sports report
Audio stories
Dramatisation of English classics (Bbc.co.uk,
2017)
Different national and international magazines
Web series
App based services
Television news
Visual and audio entertainment programmes
including music programmes
Weather report
Tele-text programmes
Sports
Children programmes
Earlier popular programmes (Itvplc.com, 2017)
Page 10 of 23
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Business and business environment
Knowledge developing channels
Table 6: Product portfolio of BBC and ITV
(Source: Created by author)
From the list presented above, it is evident the BBC has implemented considerable digital
measures for increasing its accessibility from different part of the world which has contributed to
its popularity as well. Especially the online and app-based access to the organisational
programmes makes it a popular choice. Therefore, if ITV intends increase its market share it
would have to undertake similar tactics to enhance its appeal to both UK as well as international
customers.
Coverage
Currently, BBC through BBC Worldwide operates in the market of Asia, Europe, Latin America,
Pacific region, Middle East and Africa. Programmes of the organisation are broadcasted via
more than 50 languages (Bbc.co.uk, 2017). As has already been mentioned that BBC possesses
32.1% of the UK market, which indicates that, the services of the organisation has the largest
access as well as acceptance among the UK consumers (Bbc.co.uk, 2017). On the other hand,
ITV possesses considerable share in the UK market as well, the organisation’s services are
available in 14 regions including London, Scotland, Ireland, England, Yorkshire, Wales and
Midland (Itvplc.com, 2017). Outside the United Kingdom, the organisation’s services are
available in the Republic of Ireland, Northern Ireland, Liechtenstein and Switzerland. Moreover,
from the objectives of the organisation, presented in the previous section it is evident that the
organisation focuses considerably on its international expansion.
c. Link of organisational objectives and structure with organisational
functions
I. Relationship of organisational functions with objectives
The organisational objectives trigger the functions. For instance, the objective of ITV concerning
expansion in the foreign market enables the financial teams to develop budget to determine need
Page 11 of 23
Knowledge developing channels
Table 6: Product portfolio of BBC and ITV
(Source: Created by author)
From the list presented above, it is evident the BBC has implemented considerable digital
measures for increasing its accessibility from different part of the world which has contributed to
its popularity as well. Especially the online and app-based access to the organisational
programmes makes it a popular choice. Therefore, if ITV intends increase its market share it
would have to undertake similar tactics to enhance its appeal to both UK as well as international
customers.
Coverage
Currently, BBC through BBC Worldwide operates in the market of Asia, Europe, Latin America,
Pacific region, Middle East and Africa. Programmes of the organisation are broadcasted via
more than 50 languages (Bbc.co.uk, 2017). As has already been mentioned that BBC possesses
32.1% of the UK market, which indicates that, the services of the organisation has the largest
access as well as acceptance among the UK consumers (Bbc.co.uk, 2017). On the other hand,
ITV possesses considerable share in the UK market as well, the organisation’s services are
available in 14 regions including London, Scotland, Ireland, England, Yorkshire, Wales and
Midland (Itvplc.com, 2017). Outside the United Kingdom, the organisation’s services are
available in the Republic of Ireland, Northern Ireland, Liechtenstein and Switzerland. Moreover,
from the objectives of the organisation, presented in the previous section it is evident that the
organisation focuses considerably on its international expansion.
c. Link of organisational objectives and structure with organisational
functions
I. Relationship of organisational functions with objectives
The organisational objectives trigger the functions. For instance, the objective of ITV concerning
expansion in the foreign market enables the financial teams to develop budget to determine need
Page 11 of 23
Business and business environment
for resource allocation (Itvplc.com, 2017). The company also undertook recruitment and HR
management functions to meet this objective. On the other hand, for meeting BBC’s objective of
triggering education among people from all age group the organisation had to undertake research
and development activities and production team generated suitable programmes for fulfilment of
such objective (Bbc.co.uk, 2017). Finance and HR management functions were also introduced
for appropriate resource allocation, both financial and human resource.
II. Relationship between organisational functions and organisational structure
Both BBC and ITV apply hierarchical organisational structure. However, in case of BBC, the
decision making process is inclined towards the centre, therefore, the main HR and financial
activities require approval from London unit of the organisation. On the other hand, the various
layers of the organisational hierarchy delay the decision making process as well (Hambrick et al.
2015).
Organisational structure and functions are interrelated as the organisational structures are often
determined based on the functional requirements of the company. Based on such functional
requirement the business organisations apply three different kinds of organisational structure.
The majority of the business organisations apply functional structure as it allows the company to
segregate the organisational teams based on their functions (Doroshenko et al. 2015). ITV
follows such organisational structure as each department of the company focuses on a single
action, which is dependent on the other department’s work. This enhances the expertise of the
team members in their specific functions on the other hand, as each such department is
responsible for only own work, therefore, lack of cooperation is often observed in such structure
which might cause failure of the company.
In contrary BBC generally, forms organisational teams based on specific purposes and
organisational personnel for different functions are incorporated in the teams or departments to
fulfil the common objectives. This the trait of divisional structure, while it improves the
communication, amalgamating different functions it often generates redundancy as members of
several teams attempt to master the same functions (Flynn, 2015). On the other hand, in several
cases, the organisation develops teams taking members from different functional units, which is
the characteristic of matrix structure. In such cases, the chain of command becomes complicated.
Page 12 of 23
for resource allocation (Itvplc.com, 2017). The company also undertook recruitment and HR
management functions to meet this objective. On the other hand, for meeting BBC’s objective of
triggering education among people from all age group the organisation had to undertake research
and development activities and production team generated suitable programmes for fulfilment of
such objective (Bbc.co.uk, 2017). Finance and HR management functions were also introduced
for appropriate resource allocation, both financial and human resource.
II. Relationship between organisational functions and organisational structure
Both BBC and ITV apply hierarchical organisational structure. However, in case of BBC, the
decision making process is inclined towards the centre, therefore, the main HR and financial
activities require approval from London unit of the organisation. On the other hand, the various
layers of the organisational hierarchy delay the decision making process as well (Hambrick et al.
2015).
Organisational structure and functions are interrelated as the organisational structures are often
determined based on the functional requirements of the company. Based on such functional
requirement the business organisations apply three different kinds of organisational structure.
The majority of the business organisations apply functional structure as it allows the company to
segregate the organisational teams based on their functions (Doroshenko et al. 2015). ITV
follows such organisational structure as each department of the company focuses on a single
action, which is dependent on the other department’s work. This enhances the expertise of the
team members in their specific functions on the other hand, as each such department is
responsible for only own work, therefore, lack of cooperation is often observed in such structure
which might cause failure of the company.
In contrary BBC generally, forms organisational teams based on specific purposes and
organisational personnel for different functions are incorporated in the teams or departments to
fulfil the common objectives. This the trait of divisional structure, while it improves the
communication, amalgamating different functions it often generates redundancy as members of
several teams attempt to master the same functions (Flynn, 2015). On the other hand, in several
cases, the organisation develops teams taking members from different functional units, which is
the characteristic of matrix structure. In such cases, the chain of command becomes complicated.
Page 12 of 23
Business and business environment
Page 13 of 23
Page 13 of 23
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Business and business environment
Part 2
a. Report
Section 1: Positive and negative influence of macro environment on business
operations
Factors Impact on ITV
Political For the television broadcast companies such as ITV that initiated
internationalisation as expansion policy Brexit generated considerable
business hazard as it placed such companies before considerable uncertainty
about their business prospect in Europe (Forbes.com, 2017).
Competition Commission and its regulation are crucial in determining the
maximum limit for acquiring market share which protects such organisations
from predatory marketing strategies and also restricts them from practising the
same.
While recruiting new employees the organisation needs to abide by the
Employment Law and Equality Act 2010, which ensures that no
discrimination is practised during the recruitment process (Wintemute, 2016).
Economic The downfall in the rate of pound following the Brexit has affected the
organisational operations inconsiderable manner (Geyer and Shen, 2016).
The increased tax rates have contributed to the organisational expenses as
well increasing the price of its services while the licensing has remained the
same, which has affected the organisational budget in a considerable manner.
Socio-cultural As the younger generation and teenagers exhibit considerable disregard
towards the public channels such as BBC, ITV might use this attitude in its
favour and promote its children programmes to acquire preferences of the
children.
UK consumers put paramount emphasis upon the digital handling of
operations; therefore, incorporation of the technologically advanced measures
Page 14 of 23
Part 2
a. Report
Section 1: Positive and negative influence of macro environment on business
operations
Factors Impact on ITV
Political For the television broadcast companies such as ITV that initiated
internationalisation as expansion policy Brexit generated considerable
business hazard as it placed such companies before considerable uncertainty
about their business prospect in Europe (Forbes.com, 2017).
Competition Commission and its regulation are crucial in determining the
maximum limit for acquiring market share which protects such organisations
from predatory marketing strategies and also restricts them from practising the
same.
While recruiting new employees the organisation needs to abide by the
Employment Law and Equality Act 2010, which ensures that no
discrimination is practised during the recruitment process (Wintemute, 2016).
Economic The downfall in the rate of pound following the Brexit has affected the
organisational operations inconsiderable manner (Geyer and Shen, 2016).
The increased tax rates have contributed to the organisational expenses as
well increasing the price of its services while the licensing has remained the
same, which has affected the organisational budget in a considerable manner.
Socio-cultural As the younger generation and teenagers exhibit considerable disregard
towards the public channels such as BBC, ITV might use this attitude in its
favour and promote its children programmes to acquire preferences of the
children.
UK consumers put paramount emphasis upon the digital handling of
operations; therefore, incorporation of the technologically advanced measures
Page 14 of 23
Business and business environment
to address customers is essential for generation positive perception among
them (Evens, 2014).
With the increasing awareness, regarding environment among the population,
the organisation needs to put more emphasis on its environment policy to
promote itself as environmentally sound and responsible company.
Technological Since other entities of the industry and market leader, BBC has already
introduced android app for availing services to its customers, therefore, the
organisation also needs to avail similar services to its customer to maintain its
popularity among the existing customers (Dube and Helkkula, 2015).
Moreover, allocation of a certain amount of its resource for the research and
development activities to invent new technology for broadcasting and
developing ITV’s product might generate considerable preference among
customers towards the brand.
Legal The organisation needs to abide by the following UK legislations for
maintaining legally sound operations for broadcasting:
License is acquired from Ofcom as per Broadcasting Act 1990
(Dugdale, 2017)
For license, the company must meet broadcasting code of Ofcom under
Communication Act 2003, section- 319 and 368(A) (Jones, 2017)
In addition, for management of human resource in legally sound manner the
organisation needs to abide by the following legislations:
Equality Act 2010 is to be followed for the recruitment, promotion,
salary determination and employee termination (Wintemute, 2016)
Health and safety of employees in the organisational premise are to be
maintained as per Health and safety at Work etc. Act 1974
(Hse.gov.uk, 2017)
Environmenta
l
With the increased emphasis on the government and non-profit organisations
towards environment, consumers have also generated considerable
environmental awareness. As a result, the consumers have generated
expectations about environmental responsibilities of their service provider,
Page 15 of 23
to address customers is essential for generation positive perception among
them (Evens, 2014).
With the increasing awareness, regarding environment among the population,
the organisation needs to put more emphasis on its environment policy to
promote itself as environmentally sound and responsible company.
Technological Since other entities of the industry and market leader, BBC has already
introduced android app for availing services to its customers, therefore, the
organisation also needs to avail similar services to its customer to maintain its
popularity among the existing customers (Dube and Helkkula, 2015).
Moreover, allocation of a certain amount of its resource for the research and
development activities to invent new technology for broadcasting and
developing ITV’s product might generate considerable preference among
customers towards the brand.
Legal The organisation needs to abide by the following UK legislations for
maintaining legally sound operations for broadcasting:
License is acquired from Ofcom as per Broadcasting Act 1990
(Dugdale, 2017)
For license, the company must meet broadcasting code of Ofcom under
Communication Act 2003, section- 319 and 368(A) (Jones, 2017)
In addition, for management of human resource in legally sound manner the
organisation needs to abide by the following legislations:
Equality Act 2010 is to be followed for the recruitment, promotion,
salary determination and employee termination (Wintemute, 2016)
Health and safety of employees in the organisational premise are to be
maintained as per Health and safety at Work etc. Act 1974
(Hse.gov.uk, 2017)
Environmenta
l
With the increased emphasis on the government and non-profit organisations
towards environment, consumers have also generated considerable
environmental awareness. As a result, the consumers have generated
expectations about environmental responsibilities of their service provider,
Page 15 of 23
Business and business environment
failure in meeting, which might cause considerable dissatisfaction among
customers.
By ensuring that no biodegradable product is used within the organisational
premise and promoted during the advertisements in midst of their shows might
help the organisation to acquire customer preference.
Table 7: PESTLE analysis of ITV
(Source: Created by author)
From the evaluation presented above, it is evident that external environmental factors influence
the business operations and decisions in a considerable manner. The political and economic
factors such as tax rates, foreign relations determine the organisation’s expenditure and
expansion policies. On the other hand, social, environmental and technological factors enable the
company to alter its policies and procedures as per the preferences of customers. Moreover,
while the legal factors compel the business organisations to adhere to the regulations they also
avail the companies, opportunity to win preference of customers (Crane and Matten, 2016).
Sincere adherence to the regulations helps the organisation to meet their legal and social
responsibilities developing positive image of the customers about the company.
Section 2: Internal and external analysis for identification of strength and
weakness
Strengths Weaknesses
Production of well-known reality shows and
television series
High brand recognition
Large share in UK market (21.4%)
Strong, well-informed documentaries and
documentation of current affairs
Wide range of programmes for people from all
age groups
High accessibility to organisational channels
and low consumption cost
Huge cost for network programming
Untimely decision of moving to social content
and production (Goetsch and Davis, 2014)
Considerably less presence in Asia, Africa and
USA market compared to biggest competitor
BBC
Lack of programmes that are categorised under
“must watch” segments
Lack of strong digital media that could avail
customers complete digital transaction and
Page 16 of 23
failure in meeting, which might cause considerable dissatisfaction among
customers.
By ensuring that no biodegradable product is used within the organisational
premise and promoted during the advertisements in midst of their shows might
help the organisation to acquire customer preference.
Table 7: PESTLE analysis of ITV
(Source: Created by author)
From the evaluation presented above, it is evident that external environmental factors influence
the business operations and decisions in a considerable manner. The political and economic
factors such as tax rates, foreign relations determine the organisation’s expenditure and
expansion policies. On the other hand, social, environmental and technological factors enable the
company to alter its policies and procedures as per the preferences of customers. Moreover,
while the legal factors compel the business organisations to adhere to the regulations they also
avail the companies, opportunity to win preference of customers (Crane and Matten, 2016).
Sincere adherence to the regulations helps the organisation to meet their legal and social
responsibilities developing positive image of the customers about the company.
Section 2: Internal and external analysis for identification of strength and
weakness
Strengths Weaknesses
Production of well-known reality shows and
television series
High brand recognition
Large share in UK market (21.4%)
Strong, well-informed documentaries and
documentation of current affairs
Wide range of programmes for people from all
age groups
High accessibility to organisational channels
and low consumption cost
Huge cost for network programming
Untimely decision of moving to social content
and production (Goetsch and Davis, 2014)
Considerably less presence in Asia, Africa and
USA market compared to biggest competitor
BBC
Lack of programmes that are categorised under
“must watch” segments
Lack of strong digital media that could avail
customers complete digital transaction and
Page 16 of 23
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Business and business environment
Highly skilful and experienced management
team
interaction experience
Opportunities Threats
Utilisation of digital media for enhancing
virtual presence of the company
Utilisation of merger and acquisition strategy
for entering USA market, especially horizontal
integration for such activities
Vertical integration of other services such as
video rental or British classics dramatisation
Intense competition in the UK as well as
international markets like Daily Mail and
Channelflix
Existence of market leader such as BBC that is
public owned company and that is quite ahead
in technological use and international business
Considerable criticism received for entering
reality genre leaving earlier successful format
Regulatory issues caused by video on demand
feature as per section- 368(A) of
Communication Act 2003 (Jones, 2017).
Reduced scope of expansion in market of
Europe due to Brexit
Table 8: SWOT analysis of ITV
(Source: Created by author)
From the table presented above, it is evident that the recent political changes and change in the
perception of UK consumers has generated both opportunities as well as threats for ITV. While
the reality shows produced by the business organisation have generated high viewership to the
organisational channels, the lack of features or more specifically classic features has enabled the
consumers to subscribe to other channels as well (Battistella, 2014). Moreover, presence of
strong competitors such as Daily Mail, Channelflix and most importantly BBC has made it
difficult for the organisation to retain positive perception of the consumers.
Already presence of BBC in the prospective markets such as Africa, Asia and the United States
has made it difficult for the organisation to explore such markets. Similarly, the advanced
technology and convenient consumption measures that BBC avails to the customers through
online streaming and android apps make the customers considerably inclined towards the brand,
making it difficult for ITV to acquire their attention and more specifically, their preference. The
Page 17 of 23
Highly skilful and experienced management
team
interaction experience
Opportunities Threats
Utilisation of digital media for enhancing
virtual presence of the company
Utilisation of merger and acquisition strategy
for entering USA market, especially horizontal
integration for such activities
Vertical integration of other services such as
video rental or British classics dramatisation
Intense competition in the UK as well as
international markets like Daily Mail and
Channelflix
Existence of market leader such as BBC that is
public owned company and that is quite ahead
in technological use and international business
Considerable criticism received for entering
reality genre leaving earlier successful format
Regulatory issues caused by video on demand
feature as per section- 368(A) of
Communication Act 2003 (Jones, 2017).
Reduced scope of expansion in market of
Europe due to Brexit
Table 8: SWOT analysis of ITV
(Source: Created by author)
From the table presented above, it is evident that the recent political changes and change in the
perception of UK consumers has generated both opportunities as well as threats for ITV. While
the reality shows produced by the business organisation have generated high viewership to the
organisational channels, the lack of features or more specifically classic features has enabled the
consumers to subscribe to other channels as well (Battistella, 2014). Moreover, presence of
strong competitors such as Daily Mail, Channelflix and most importantly BBC has made it
difficult for the organisation to retain positive perception of the consumers.
Already presence of BBC in the prospective markets such as Africa, Asia and the United States
has made it difficult for the organisation to explore such markets. Similarly, the advanced
technology and convenient consumption measures that BBC avails to the customers through
online streaming and android apps make the customers considerably inclined towards the brand,
making it difficult for ITV to acquire their attention and more specifically, their preference. The
Page 17 of 23
Business and business environment
legal restrictions on the video on demand service also hinder the business process of the
company. Therefore, the organisation needs to alter its video on demand services as per the
regulations of Communication Act 2003, section 368(A) to ensure that no further legal
obligations are faced during such operations.
Despite all these issues the organisation's huge popularity, generated through its iconic and
widely talked about shows makes it possible for the company to retain its existing customers and
ensure gradual growth in the UK market, as has been explained in the first task. The market
position that has been acquired through such growth has helped in developing its brand value,
which might help it in entering the foreign markets. As explained in the above-mentioned table,
due to the already existing services of the organisations in US market, the organisation can enter
this market utilising its existing popularity. For this market entry, the organisation might use the
strategies such as merger and acquisition. From this, it is evident that the external and internal
analysis and strength, weaknesses, opportunities and threats identified from that analysis are
crucial for business decision-making.
Section 3: Relationship between external macro factors and identified
strengths and weaknesses
From the evaluation presented in the previous two sections, it is evident that external
environmental factors contribute considerably in the strengths and weaknesses of a business
organisation. For instance, a macro-environmental factor such as politics, rather Brexit has
influenced the business prospect of ITV in European market inconsiderable manner. Brexit and
the consequential political and economic uncertainty generated due to this have made the media
operators of the United Kingdom, susceptible to termination of their permit to operate in
European market. This has not only weakened the business prospect of the company in European
market bust also has affected its business prospect in home market. This has made the
organisation search for alternative options for market expansion such as the US.
On the other hand, legal factors such as Ofcom’s instructions about broadcasting code determine
organisational decision regarding processes and policies, failure in doing which cause
weaknesses for the company. Finally, technological factors like using digital measures for
promoting and availing organisational services such as mobile apps and online streaming also
Page 18 of 23
legal restrictions on the video on demand service also hinder the business process of the
company. Therefore, the organisation needs to alter its video on demand services as per the
regulations of Communication Act 2003, section 368(A) to ensure that no further legal
obligations are faced during such operations.
Despite all these issues the organisation's huge popularity, generated through its iconic and
widely talked about shows makes it possible for the company to retain its existing customers and
ensure gradual growth in the UK market, as has been explained in the first task. The market
position that has been acquired through such growth has helped in developing its brand value,
which might help it in entering the foreign markets. As explained in the above-mentioned table,
due to the already existing services of the organisations in US market, the organisation can enter
this market utilising its existing popularity. For this market entry, the organisation might use the
strategies such as merger and acquisition. From this, it is evident that the external and internal
analysis and strength, weaknesses, opportunities and threats identified from that analysis are
crucial for business decision-making.
Section 3: Relationship between external macro factors and identified
strengths and weaknesses
From the evaluation presented in the previous two sections, it is evident that external
environmental factors contribute considerably in the strengths and weaknesses of a business
organisation. For instance, a macro-environmental factor such as politics, rather Brexit has
influenced the business prospect of ITV in European market inconsiderable manner. Brexit and
the consequential political and economic uncertainty generated due to this have made the media
operators of the United Kingdom, susceptible to termination of their permit to operate in
European market. This has not only weakened the business prospect of the company in European
market bust also has affected its business prospect in home market. This has made the
organisation search for alternative options for market expansion such as the US.
On the other hand, legal factors such as Ofcom’s instructions about broadcasting code determine
organisational decision regarding processes and policies, failure in doing which cause
weaknesses for the company. Finally, technological factors like using digital measures for
promoting and availing organisational services such as mobile apps and online streaming also
Page 18 of 23
Business and business environment
determine strength and weaknesses of the company. While presence of such measures in
organisational processes might become strength of the company, absence of the same leads to its
weakness as is observed in case of ITV, which is to be altered for development of customer
preference for the company. This indicates towards the fact that internal and external
environmental factors, strength, and weaknesses developed based on them considerably
influence the corporate decisions of business organisations.
Conclusion
By the end of this study, the researcher has acquired the understanding that business environment
of a company largely influences its corporate decisions and success in the market. While
environmental factors are kept under, considerations while making strategic decisions for a
company they are also the determinant of the applicability and success of organisational
strategies and plans. From this report, the researcher has realised that while certain
environmental factors affect private and public organisations in the same manner such as the
political relation between the countries, economy of the nation and environmental factors, there
are factors that are considerably less difficult to handle for the public organisations. For instance,
legal regulations are inherently incorporated in the policies and regulations of public companies,
which reduce their risk of violating the law. Moreover, the study has also instilled the
understanding that presence of strong competition in the market makes a company alert,
efficient, and responsible, which ultimately contributes to the business performance of the
company.
Finally, evaluation of the case of ITV through the examples of BBC has enabled the researcher
to find certain areas that the organisation needs to improve for its overall development. For
instance, the organisation needs to improve technology of its operation and alter its video on
demand services to acquire customer preferences and to make its processes legally sound in UK.
However, for entering US market the organisation might use acquisition and merger strategy
utilising horizontal integration.
Page 19 of 23
determine strength and weaknesses of the company. While presence of such measures in
organisational processes might become strength of the company, absence of the same leads to its
weakness as is observed in case of ITV, which is to be altered for development of customer
preference for the company. This indicates towards the fact that internal and external
environmental factors, strength, and weaknesses developed based on them considerably
influence the corporate decisions of business organisations.
Conclusion
By the end of this study, the researcher has acquired the understanding that business environment
of a company largely influences its corporate decisions and success in the market. While
environmental factors are kept under, considerations while making strategic decisions for a
company they are also the determinant of the applicability and success of organisational
strategies and plans. From this report, the researcher has realised that while certain
environmental factors affect private and public organisations in the same manner such as the
political relation between the countries, economy of the nation and environmental factors, there
are factors that are considerably less difficult to handle for the public organisations. For instance,
legal regulations are inherently incorporated in the policies and regulations of public companies,
which reduce their risk of violating the law. Moreover, the study has also instilled the
understanding that presence of strong competition in the market makes a company alert,
efficient, and responsible, which ultimately contributes to the business performance of the
company.
Finally, evaluation of the case of ITV through the examples of BBC has enabled the researcher
to find certain areas that the organisation needs to improve for its overall development. For
instance, the organisation needs to improve technology of its operation and alter its video on
demand services to acquire customer preferences and to make its processes legally sound in UK.
However, for entering US market the organisation might use acquisition and merger strategy
utilising horizontal integration.
Page 19 of 23
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Business and business environment
Reference list
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Organizational structure design of controlling investment and innovation processes in the
subjects of small entrepreneurship. Journal of Applied Engineering Science, 13(4), pp.251-256
Dube, A. and Helkkula, A., (2015), Service experiences beyond the direct use: indirect customer
use experiences of smartphone apps. Journal of Service Management, 26(2), pp.224-248
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http://www.barb.co.uk/trendspotting/analysis/share-by-channel-2/ [Accessed 23 Apr. 2017]
Battistella, C., (2014), The organisation of Corporate Foresight: A multiple case study in the
telecommunication industry. Technological Forecasting and Social Change, 87, pp.60-79
Bbc.co.uk, (2017), BBC - BBC Annual Report and Accounts 2015/16 - Inside the BBC, Available
at: http://www.bbc.co.uk/aboutthebbc/insidethebbc/howwework/reports/ara [Accessed 23 Apr.
2017]
Bbc.co.uk, (2017), BBC - Public purposes - Inside the BBC, Available at:
http://www.bbc.co.uk/aboutthebbc/insidethebbc/whoweare/publicpurposes/ [Accessed 23 Apr.
2017]
Beta.companieshouse.gov.uk, (2017), ITV NETWORK LIMITED - Overview (free company
information from Companies House), Available at:
https://beta.companieshouse.gov.uk/company/00603893 [Accessed 23 Apr. 2017]
Cavusgil, S.T., Knight, G., Riesenberger, J.R., Rammal, H.G. and Rose, E.L.,
(2014), International business. Pearson Australia
Crane, A. and Matten, D., (2016), Business ethics: Managing corporate citizenship and
sustainability in the age of globalization. Oxford University Press
Doroshenko, A.Y., Somina, V.I., Yarmolenko, V.I., Afanasiev, V.I. and Kurbatov, L.V., (2015),
Organizational structure design of controlling investment and innovation processes in the
subjects of small entrepreneurship. Journal of Applied Engineering Science, 13(4), pp.251-256
Dube, A. and Helkkula, A., (2015), Service experiences beyond the direct use: indirect customer
use experiences of smartphone apps. Journal of Service Management, 26(2), pp.224-248
Dugdale, J, (2017), Broadcasting Act, 1990, Available at:
https://www.theguardian.com/media/2000/nov/20/broadcasting.mondaymediasection2 [Accessed
23 Apr. 2017]
Page 20 of 23
Business and business environment
Evens, T., (2014), Co-opetition of TV broadcasters in online video markets: a winning
strategy?. International Journal of Digital Television, 5(1), pp.61-74
Flynn, D.N., (2015), Building a better model: a novel approach for mapping organisational and
functional structure. Procedia Computer Science, 44, pp.194-203
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China relationship?. Chinese Journal of European Studies, 4, pp.56-65
Goetsch, D.L. and Davis, S.B., (2014), Quality management for organizational excellence.
Upper Saddle River, NJ: pearson
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Hambrick, D.C., Humphrey, S.E. and Gupta, A., (2015), Structural interdependence within top
management teams: A key moderator of upper echelons predictions. Strategic Management
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Page 21 of 23
Evens, T., (2014), Co-opetition of TV broadcasters in online video markets: a winning
strategy?. International Journal of Digital Television, 5(1), pp.61-74
Flynn, D.N., (2015), Building a better model: a novel approach for mapping organisational and
functional structure. Procedia Computer Science, 44, pp.194-203
Forbes.com, (2017), Forbes Welcome, Available at:
https://www.forbes.com/sites/neilmidgley/2016/06/24/brexit-and-the-uk-television-industry-itv-
first-in-the-firing-line-but-worries-for-sky-too/#2e70986815f2 [Accessed 23 Apr. 2017]
Geyer, R.R. and Shen, W., (2016), Brexit–How did it happen and how will it affect the UK-EU-
China relationship?. Chinese Journal of European Studies, 4, pp.56-65
Goetsch, D.L. and Davis, S.B., (2014), Quality management for organizational excellence.
Upper Saddle River, NJ: pearson
Gov.uk, (2017), BBC - GOV.UK, Available at:
https://www.gov.uk/government/organisations/bbc [Accessed 23 Apr. 2017]
Gov.uk, (2017), Departments, agencies and public bodies - GOV.UK, Available at:
https://www.gov.uk/government/organisations [Accessed 23 Apr. 2017]
Hambrick, D.C., Humphrey, S.E. and Gupta, A., (2015), Structural interdependence within top
management teams: A key moderator of upper echelons predictions. Strategic Management
Journal, 36(3), pp.449-461
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at: http://www.hse.gov.uk/legislation/hswa.htm [Accessed 23 Apr. 2017]
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[Accessed 23 Apr. 2017]
Jones, V, (2017), What is the Communications Act 2003?, Available at:
http://www.walesonline.co.uk/news/local-news/what-is-thecommunications-act-2003-8488958
[Accessed 23 Apr. 2017]
Page 21 of 23
Business and business environment
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at:http://www.londonstockexchange.com/exchange/prices-and-markets/stocks/summary/
company-summary/GB0033986497GBGBXSET1.html [Accessed 23 Apr. 2017]
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2010?. King's Law Journal, 27(3), pp.387-397
Page 22 of 23
Londonstockexchange.com, (2017), ITV share price (ITV) - London Stock Exchange, Available
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