ITV boss exits: questions raised about broadcaster’s future
Valerie | 24 Apr 2009, 13:31
Michael Grade has agreed to step down as executive chairman a year earlier than planned at the UK’s largest commercial broadcaster and will remain in a non-executive role.
Grade was appointed at ITV in early 2007 to help turn round the company’s fortunes and address the group’s declining advertising revenue and low viewing figures.
The announcement has prompted widespread media and industry reaction and commentary about the timing of this departure, his legacy and what the future holds for the broadcaster.
Whilst the city welcomed the news, their overall outlook for ITV is unoptimistic. The Wall Street Journal draws attention to the enormous challenge that has befallen the company in the shape of the most severe economic downturn in ITV’s history, and has seen its share price reach a low of 31p and its demotion from the FTSE 100 index of blue-chip companies.
One City analyst said of the timing of Grade’s departure:
“It is a sensible and natural break. You could argue that he failed where no one could have succeeded. He is leaving [ITV] in better shape than when he joined – if you look at ITV1, 2, 3 and 4 and regulatory progress – but market events conspired against him.“
The Independent believes that whilst Grade achieved some progress in reviving the schedule and restoring audience share, as evidenced by shows such as Britain’s Got Talent which has reached a global audience, it steadily lost market share to rivals such as Sky and smaller digital channels and many key strategic and structural challenges remain. These are summed up by The Telegraph:
“... Should ITV remain a public service broadcaster, with its programming and regulatory obligations but wide reach, or become a commercially more free but more limited digital broadcaster? How should it take advantage of a hoped for relaxation in the rules surrounding how much it can charge advertisers, the so called contract rights renewal process?”
The Times asks how ITV can exploit and monetise content such as Britain’s Got Talent, which has made headlines across the world as a result of the “Boyle phenomenon”, but points out a key challenge:
“In Britain’s Got Talent it has precisely what it needs: a channel-defining, break-out, hit show. But for Grade, life at ITV could never be so simple. ITV plc does not own the show, and cannot benefit from the international revenues it generates. Its production arm does not produce it, nor is it filmed in its studios. The 100 million people who have viewed Susan Boyle on YouTube do so for free, highlighting ITV’s difficulty translating online viewers into paying customers.”
With the worst advertising recession in decades, ITV’s future is closely intertwined with that of the entire British commercial television sector. As speculation continues about a possible takeover, its future could well be determined by a potential bidder finally coming to the fore. Whatever the outcome, Grade will be remembered and credited for being the last of a dying breed.