Business Proposal Case Study: TVO's Transformational Change Strategy

This case study analyzes a business proposal for TVOntario (TVO), an educational media organization in Canada. The proposal, developed by consultants for TVO's CEO, outlines strategies for revenue growth and transformational change. It examines the challenges of an aging audience and proposes solutions such as short-form content to attract younger viewers. The study details target markets (K-12 and young people), competition (Canadian broadcasting, Netflix), marketing and sales plans (emphasizing in-house programming), pricing, promotion strategies, and operational aspects, including technology integration. Key goals include developing new educational programs and addressing government ministries. The financial plan projects profit and loss, considering government grants and the impact of technology investments. The case study highlights potential risks, including technological advancements and competition, emphasizing the importance of a firm foundation for TVO's plans.

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Business proposal case study
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Executive Summary
TVO is an educational type of media organization in Canada that is under the Aegis
Ontario education ministry. This analysis is focusing majorly on leading transformational
changes concerning the TVO. The progressive transformation was analyzed by the consultant
hired by TVOntario CEO. This business proposal will focus on some of the strategies plans
determined for the growth and development of the TVO's revenue (Chandrasekhar, 2018). The
business proposal will focus on some of the target market and competition scale of the
organization, some of the problems and solutions faced by the organization, marketing, sales
plans, operations, matrix and milestone, risks and assumptions, and finally, the financial strategy
of the TVO organization.
Problem and Solution
The problem identified by the consultant is that the customer of the current TV
programming is at 55 years and above. This is one of the challenges as driving the younger
people aging around 35-54 to the programming would be challenging (Chandrasekhar, 2018).
This challenge can be minimized through the introduction of the short-form content that will
draw the attention of the young ones. This is the only solution to solve this identified challenge
because young people need short content for them to capture the attention of the younger
audience.
Target Market & Competition --segment of population

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The target market of the TVO programs is K-12 small children and young groups of
people. In reflection of the TVOkinds, the program is prepared for reaching young people aging
2-11. It is, therefore, advisable for the organization to bring out the programs that will favor the
demands and needs of the young ages. For the faster capturing of the targeted market for the
organization, it should implement and bring out the TVO kids in large numbers in school
(Chandrasekhar, 2018). The TVOKids is well known for the educative nature for kids in school.
They enhance the social competencies and improvement of literacy as well as numeracy capacity
in kids. The population segments targeted for this organization are pre-school and after schools
populations. The organization should come up with online tutoring regarding the program for
the target audience to get the concepts. It should as well implement the video and printed
materials that should be used as the educative to the target audience. It has been found that the
programs are targeting the kids, especially those developing scientific literacy (Chandrasekhar,
2018).
The main competitors for this organization include the other Canadian broadcasting
industry that offers the same services. These other competitor organizations are offering the
disruption of how the organization operates. The main competitors for this organization include
the Canadian radio stations, both AM and FM, TV stations, and BDU. They offer the same
teaching programs to the kids, and therefore many of the TVO audiences choose the other
channels at the expense of the TVO (Chandrasekhar, 2018). But above all, the main competitor
of the organization is Netflix.Inc. It offers almost similar programs with TVO hence a major
threat.

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Marketing & Sales Plan
Position
TVO is taking a position when it comes to marketing its services. It should make sure
that it invests much in in-house programming and deliver the same to the viewers. Currently, the
strategy has made the organization on top of employing 60,000 people with 700 cable channels
(Chandrasekhar, 2018). The target should be more than 12 million subscribers to the channels.
Reflecting in the year 2013, many of the Canadians were watching through the internet, and kids
almost adopted this strategy, fully keeping the TVO on top position. The position now should be
on having the educational as well as journalism services within the Ontario citizens.
Pricing
There should be an advocate for the digital broadcasting that will lower the distribution
pricing and large the scale of the economies for the TVO (Chandrasekhar, 2018). The pricing of
the services and products offered by the TVO organization should be standard to make sure that
they cope up with what competitors companies like Netflix.Inc is offering.
Promotion

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The promotion for the services provided by the organization should be done through
citizen engagement on the civics and issues areas of study within the firm (Chandrasekhar,
2018). The development would as well be done through a partnership with the perimeter of the
institute offering the services. It would as well be done through documentation and production
services.
Operations
Delivery
In the case of delivery, there should be three strategies which should be chosen by the
TVO. The first strategy is growing its role in innovation and transportation for the digital
education inside, broad, and outside the class setting (Chandrasekhar, 2018). The second
strategy on delivery involves leveraging its entire product in more depth and updated affairs
concerning Ontario to increase the level of citizen engagement (Chandrasekhar, 2018). The last
strategy in delivery involves empowering the employees with all the capacity to deliver all the
set strategies of the organization and advocate for the progressive change of the organization.
Technology

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The TVO organization should have a proper plan for harnessing the technology
advancements to strengthen its prepositions. It should be able to adapt to the new changes in teh
emerging technology. This should be bound to the ability of the organization to be flexible and
ready to change its programming strategies (Chandrasekhar, 2018). In terms of the technology,
it should widely deliver its re-envision of the technology within the classroom to empower
everyone working for the success of the organization.
Milestone & Metrix
Major Upcoming Goals
The primary upcoming goals for the organization is coming up with new programs that
will focus on education and pivoting the classroom literacy rather than focusing on external
settings (Chandrasekhar, 2018). The future goals are to address the government ministries on the
critical of venturing on digital programs for better education.
Matrix to Gauge your success
The matrix to the Gaude of the organization's success is attached to preparing the target
audience on social competencies and getting the skills that will enable the successful even after
the school (Chandrasekhar, 2018). To emphasize this, some programs should be set in place, and
they include; odd squad, androids, and Hi Opie! For better child learning and success in the
future.
Assumptions & Risks

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The assumption made in this business proposal is that all the implemented strategies will
result in positive impacts. On the other side, there are risks of the technology which may overdo
all the set programs of the organization (Chandrasekhar, 2018). There are risks of emerging
other competitors that would offer high-quality services as compared to TVO. It is, therefore, the
responsibility of the organization to come up with the firm foundation of its plans. Financial
risks are vulnerable to this organization as well due to the demand for digital and new
technology.
Financial Plan
Profit & Loss
There is an expected profit generation of above 66,907 million Canadian dollars if all set
strategies are put in place (Chandrasekhar, 2018). Considering the trend of increased profit n in
this organization, it means with future time profit will maximize. The loss due to expenses is
expected to be high due to improved technology and demand for digital life — this large a scale
of above 66,799 million Canadian dollars (Chandrasekhar, 2018).
Cash Flow
In terms of the cash flow, the government operation grants are taking the larger share of
the cash share of the organization, and the same should reflect in the future. Business is expected
to have above 43,069 million Canadian dollars (Chandrasekhar, 2018). The loss/profit is
showing a declining trend. Therefore, the loss for the organization is expected to be lower than
108 million Canadian dollars and maximum profit due to new technology (Chandrasekhar,
2018).

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Reference
Chandrasekhar, H. R. (2018). TVO: LEADING TRANSFORMATIONAL CHANGE (A). Ivey
Business School Foundation, 15(4), 1-9