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The Fashion Channel 
 
Category: Case Study Analysis | Word(s): 635 | Page(s): 3 | View(s): 1595 | Rank: 0
 
Problem Statement
    The Fashion Channel was a successful cable TV network. It wasn’t long before the network realized that other networks were taking note of its success and beginning to add fashion related programming as well. The Fashion Channel needed to boost segmentation, positioning and advertising in order to maintain their current standing. Dana Wheeler was hired to draw on their strengths to help TFC eliminate competitors. TFC realized they need to focus on their target market of women between the ages of 18 to 34 years old.

Overview of Recommended Action
Dana Wheeler should consider the following these steps in trying to increase ad revenue:
1.    She can target segmentation and position towards women between the ages of 18 to 34.
2.    She can place more focus on the Fashionistas segment and spend additional income on programming.     
3.    She can target these two segments-the Fashionistas and the Shoppers/Planners.

Plan of Action
    The Fashion Channels situation arose from an increase in competition from existing rivalries. The Channel was known as one of the most widely available niche networks. It reached almost 80 million U.S. households that subscribed to cable and satellite television. According to its annual demographic survey, it became evident that women between 35 and 54 years were its most devoted viewers. Aside from basic demographics, the channel didn’t have adequate detailed information about its viewers. Accordingly, it never attempted to market to any viewer segments in particular. In order to increase the number or viewers, Jared Thomas believe that TFC’s marketing message should appeal to as broad a group as possible. Dana Wheeler knew it was crucial to attract a critical mass of viewers who were interested in the network’s content. The challenge she faced was targeting the right viewers and offering advertisers an attractive mix of viewers. She knew it was important to maintain its overall audience, so she was left with three alternatives.
    Alternative 1 for Wheeler was to do a research on women. TFC’s target market was women aged 18 to 34. Wheeler first considered examining the segments of Fashionistas, Planners & Shoppers, and Situationalists. She knew that investing in major marketing and advertising campaigns would in turn increase the amount of awareness and viewing of the channel. She was hoping, over time, to boost the ratings by 20%.
    Alternative 2 was for Wheeler to place more focus on the Fashionistas segment. She knew the strength of this segment and how valued it was in the 18-34 demographic. Although it was smaller than other segments, it was possible to strengthen the value of the audience to advertisers, as well an increase in CPM. Wheeler had also hoped to invest in new programming to attract and retain the interest of this segment. She estimated it would cost an additional 15 million.
    Alternative 3 for Wheeler was to target two segments-the Fashionistas and the Shoppers/Planners. She figured that targeting both would increase rating to 1.2 with a potential CPM of $2.50. In order for this scenario to work, she would need to spend an additional $20 Million on programming. Doing so would ensure that there were selections aimed at both segments.
    The best choice for Wheeler to make was Alternative 3. Her main focus should include an increase in: the Fashionistas and Shoppers/Planners, revenue, CPM, and potential TFC ad revenues. Her recommendation would show how her plan will increase the specific areas. It is also important for her to present the financial impact of these choices. Although she might spend more, her strategy will allow a stronger, younger female oriented segment. By investing in this program, she will be able to attract and retain the interest of this segment. As long as she is prepared to address any questions asked by Thomas and his team, I think her presentation will be successful.
 
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