The Corporate Strategy – a reliable compass
With the increasing importance of the Internet, the media sector is facing huge changes. SRG's Corporate Strategy ensures that all SRG Enterprise Units are pursuing the same top-level objectives and that all its employees are informed of these objectives.
Traditional business models that have been established and proven over centuries no longer work the way they used to, and are undergoing change. Competition is now global rather than local, and is coming from businesses outside the industry. Global giants such as Google, Apple and Amazon are now operating in the media business, for example. This is changing SRG's environment rapidly and, in some cases, radically.
- The political and regulatory conditions that constrain SRG have for years now been disputed. As well as moves to relax them, there are also calls for SRG to be more tightly regulated.
- Product and innovation cycles for devices such as smartphones and televisions are becoming shorter and shorter, as are those for media infrastructure. New companies with innovative technical and content-related offerings are crowding into an already heavily fragmented market, generating even more competition.
- And the Swiss population as a target group is changing, for example in its social and demographic composition. The population is steadily ageing, and increasing numbers of people are moving away from the countryside into towns and cities.
- New technological opportunities are changing media usage habits – instead of being tied to service and broadcasting times as before, Internet-based innovations are enabling people to access media content when and how they want. The time when families sat down together at 7.30pm to watch the news is long gone. Today people choose programmes or articles selectively and watch them, listen to them or read them at any time of day or night.
SRG is mutating from the radio and television company it once was into a multimedia company. So it's all the more important to have clear direction. Internally, SRG's Corporate Strategy defines the key challenges it will face in coming years and draws up priorities in the form of corporate objectives.
Externally, its key road maps take the form of the Federal Radio and Television Act and the SRG Charter.
To navigate these stormy waters successfully requires a compass to provide direction and help to maintain a steady course. In this new environment, SRG must be convincing as a radio and television provider (broadcast) and also as a multimedia provider (broadband). This compass is the Corporate Strategy.