Registration Number : MSc 16-33-804

Student Name : Thimila Weerahandi

Module Title : Innovation and Entrepreneurship

Study Centre : Strategy College – Sri Lanka

Word Count : 6041

By submitting this assignment I confirm that I understand and abide by the Strategy’s plagiarism and collusion
regulation

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 Table of Contents

01 Sources of Innovation ……………. 03

02 Task 01 ……………. 06

03 Task 02 ……………. 19

04 Task 03 ……………. 30

References ……………. 36

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 1. Sources of Innovation

“Innovation is the management of all the

activities involved in the process of idea
generation, technology development,
manufacturing and marketing of a new or
improved product or manufacturing
process or equipment” (Trott, 2008)

“It’s only by understanding what the

customer wants that we can identify the
innovative opportunities. Then we see if
there’s technology that we can bring to
bear on the opportunities that exist. Being
innovative is relatively easy – the hard
part is ensuring your idea become
commercially viable” (Murray, 2003)

Everybody can innovate. Innovation means approaching to novel methods of doing things
correctly and efficiently. Getting innovation into your industry be able to benefit you save time
and money, and contribute you the competitive advantage to develop and adapt your industry
in the marketplace.

Innovation usually refers to changing processes or creating more effective processes, products
and ideas. For companies, this could mean implementing

 New ideas
 Creating dynamic products
 Improving your existing services.

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 Figure 1.1 Overview of The Innovation Process

Source: Paul Trott (2008)

Being innovative does not only mean inventing. Innovation can mean moving your business
model and adapting to changes in your situation to provide better products or services.
Positive innovation would be an in-built part of your corporate strategy, where you generate a
culture of innovation and lead the way in innovative thinking and creative problem resolving.

Innovation can growth the probability of your industry succeeding. Businesses that innovate
generate more efficient work processes and have better productivity and performance.

Paul Trott’s (2008) Innovation management framework (Figure 1.2) identifies 3 main
functions: Marketing, Research & Business planning as the most influential in the innovation
process.

Figure 1.2 Innovation management framework

Source: Paul Trott (2008)

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 1.2 Innovation Audit

The innovation audit is a recognized method to improve innovation. It observes crucial

indicators, determines strengths and weaknesses and identifies ways of
improving innovation throughout the organization.

Drummond & Ensor (1999) identified four key areas for the innovation audit.
1. The Current organizational climate
2. Measure the organizations current performance with regard to innovation
3. Review of policies and practices supporting innovation and facilitating
4. The balance of style of the management team.

Source: http://www.proincor.eu/project/audit

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 2. Task 01

2.1 Company Background

The Independent Television Network generally known as ITN, is a government owned Media
Network consists of two Tv channels (ITN Sri Lanka, Vasantham TV) and two Radio channels
(ITN FM, Vasantham FM). ITN is the pioneer television station in Sri Lanka and it is the first
color transmission television channel in South Asia and the second in Asia. ITN has a daily
transmission of 20 hours. ITN has five transmission stations with a coverage of 92% of the
island of the Sri Lanka which is the highest coverage in TV broadcasting.

ITN commenced there operations on 13th April 1979 as private owned TV channel, But later
in the same year ownership changed to the government and it is managed by a Board of
Directors and a Chairman. ITN has a broadcast experience of a 36 years with the widest range
of entertaining programmes, educational programmes, news bulletins and current affairs.
Channel programmes broadcast in mainly in Sinhala Language.

ITN recorded their highest profit of Rs.847 million in the year 2013 with a market share of
23%. ITN has been successfully in Media market for the last 10 years due to expansion of
coverage, technology and modifications and innovations in programme category. Still ITN
attracts a highest ever viewership for a programme which is “atapattama” for the 8 th
consecutive year. Also its still have a higher viewership for weekday tele dramas.

ITN has won more than 20 SLIM Peoples awards, Shrama Abhimani awards and several others.

ITN channel is also the first 1080p FULL HD television channel in sri lanka. It has new HDTV
outdoor broadcasting vehicle consisting of 08 HDTV cameras and other HDTV equipment
worth of Rs.90 million. Also ITN invented Rs.200 million on the construction of the country’s
first ever HD studio complex.

Vision & Mission

“The Superlative Sri Lankan Media Organization of International Repute”

To deliver high quality, creative content using state-of-the art technology

and exceeding stakeholders expectations, whilst safeguarding the values of all Sri
Lankans through dedicated team work within the framework of a prosperous
enterprise and presenting Sri Lankan perspective to the world

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 2.2 Current Situation

Sri Lankan Television broadcasting market is highly competitive with

 23 TV channels
 Over 250 hours of telecasting per day
 More than 3.3 million TV households
 Over 13.5 million viewers

ITN was no 1 in the Industry for 5 consecutive years (2009 – 2014) with a market share range
of 23% - 34 %. In 2015 ITN dropped their market share to 21% and its current market share
is 7.2 %. Due to the drop of the market share now it’s placed 7th and ITN recorded profit of
Rs.477 million in 2015, which is 15.72 percent decrease in comparison with 2014.

Day by day the competition of all TV channels is increasing mainly due to the methods and
technology used by the industry and the quality demand of the viewers. As a result of high
competency most of other competitor channels innovated new service to the viewers, which
ITN unable to do so far.It has clearly identified that most of services provided by ITN is in
decline stage of the product life cycle and still ITN is stuck in the Red Ocean.

ITN was the leader in the market, but this sudden changes effected very badly to the “ITN”
brand awareness and reputation. This market positioning made confused to the viewers and
ITN has lost their loyalty customers, as well as the general audience.

 ITN rank no 1 (2009-2014) dropped in to no 7 position (2017)

 ITN Market share 34% (2010) dropped in to 7% (2017)
 ITN profit Rs.847 million (2013) dropped in to 200 million (2017).
 ITN gradually lost their many popular category awards at SLIM brands awards.

ITN re-launch which took place in 2015 expected market share of 23-25% and operating
profit of Rs.650 million. But the expected objectives is not in a satisfactory level, so this ITN
re-launch needed proper marketing innovation.

Below table 1.1 indicates the ITN operating profit from 2012 to 2015.

Year Operating Profit Revenue

2012 Rs.813 million Rs.2378 million
2013 Rs.877 million Rs.2566 million
2014 Rs.566 million Rs.2453 million
2015 Rs.477 million Rs.2077 million

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 2.2.1 TOWS Analysis

Internal Strengths Internal Weaknesses

External Opportunities
State owned media
Growth of TV house holds
Technology inventions
External Threats
Unstable political
environment
Rapid growth in Pay,
internet & mobile TV
Increase in competitive
pressure
Pioneer Television channel
92 % Geographic coverage
HD ready technology
S-O Strategy
Maintain high quality of
service in order to sustain
competitive advantage
High quality HD broadcast
will increase market growth
S-T Strategy
Establish new product
development based on
internet to mitigate threats
Continuous research
methods to find innovative
uncontested market space
Less service diversification
Out dated equipment’s
Lack of knowledge expertise
W-O Strategy
Diversify the existing
service and select new
creative trends for a better
competition.
W-T Strategy
Expand towards new
segmentation and select new
differentiation strategy to
exist in highly competitive
industry.

2.2.2 Critical Success Factors - Media 2.2.3 Key Issues

industry
 Service Diversification
 Geographical broadcast coverage
 High quality content provider and
broadcaster
 New service innovation
 Skilled staff
1.) Pioneer television channel with 36
years of experience
2.) 92% geographical broadcast
coverage in entire island
3.) Government owned media station
4.) Less diversified service provider
5.) Political un-establishment effects the
organization

2.2.4 Current Marketing Mix - ITN

Product Company telecast range of products to general audience using categories

children, women, sports, culture, religious, political, entertainment,
educational and current affairs.
Price Price depends on viewership. ITN has the highest estimated air time in
television history for the 10th consecutive year which is Atapattama.
Place 92% coverage of the entire island.
Promotion PR campaigns, Paper advertising, sponsoring events & other functions,
advertising on own air time.

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 2.2.5 McKinsey’s 7S Framework

Strategy Geographic coverage through entire island, Rural area viewer focused service
provider.
Structure Programme, NEWS, Engineering, Marketing, Finance, Administration
departments headed by Chairman.
Systems Programme scheduling, Library data, NEWS ingesting, DATA capturing &
storing, content playing system are used.
Shared Pioneer television channel. Highest coverage broadcaster. Viewer satisfied
Values family based broadcast content provider.
Style competitive
Staff Individual performance recognized and rewarded. Regular allowances,
incentive and insurance schemes. Transport provided for each and every
employee. Technology and skill training.
Skills Leader in live coverage productions & multi camera productions (sports,
music, cultural, religious, political, children) with high quality satisfying both
clients/sponsors and viewership.

2.2.6 Porter’s Generic Strategies

ITN use Cost Leadership strategy to

deliver the most competitive benefits
to the organization. As the pioneer
television channel and industry
experience of 36 years, it has become
most experienced and financial stable
company in the industry. As a low cost
producer ITN has find and exploit all
sources of cost advantage, and It has
become already an above average
performer in its industry.

2.2.7 Brief Description on STP

Segmenting Not particularly segmented, but partially broadcast content segmented on

rural viewers.

Targeting Undifferentiated marketing.

Positioning First mover positioning.

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 2.2.8 Competitor Analysis

Competitor capability analysis

Factors ITN Sirasa TV Hiru TV Derana TV

Brand Reputation -2 -1 0 1 2 -2 -1 0 1 2 -2 -1 0 1 2 -2 -1 0 1 2

Geographic Coverage -2 -1 0 1 2 -2 -1 0 1 2 -2 -1 0 1 2 -2 -1 0 1 2

Financial Strength -2 -1 0 1 2 -2 -1 0 1 2 -2 -1 0 1 2 -2 -1 0 1 2

New Technology -2 -1 0 1 2 -2 -1 0 1 2 -2 -1 0 1 2 -2 -1 0 1 2

Market Growth -2 -1 0 1 2 -2 -1 0 1 2 -2 -1 0 1 2 -2 -1 0 1 2

Total 04 02 03 04

Sources of competitive advantage Strategic group mapping

Sources ITN Sirasa Hiru Derana

Market Share Market Gaps

Product quality Medium Medium High High
High Derana
Low cost operation Medium Low Low Low Hiru
Sirasa
ITN
Financial stability Medium Medium Medium High Medium

Knowledge High Medium Medium Medium

expertise Low Coverage
High Medium Medium Medium Low Medium High
Broadcast Coverage

2.2.9 Perceptual Mapping

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ITN the pioneer in industry with 36 years’ experience, currently in a situation of market share
and profit reducing. Still ITN has not been able to capitalize and exploit all the achievable
segments. With the changing market trends and more competitors entering the market place,
ITN needs a STP strategy (segmenting-targeting-positioning) with innovative new products
& service for a better future.

As for the detailed audit carried out it was clearly identified that,

 Although there is a wide product range for viewers, they are not clearly identified the
desired market segment and focused in to it.
 No competitive strategy focused to compete with new entrants. As well as substitutes.
 Market gaps have been identified, and should be focused on those gaps to achieve a
measurable market share.
 Market Penetration strategy to be change in to Product development and Market
development.
 Cost Leadership strategy to be change in to Differentiation.
 Brand awareness to be done through marketing campaigns.
 Programme innovations are needed.

The mention differentiation strategy must be based on socio-economic groups. These

products should differentiate not only in its content but its quality, appearance and
availability. Although ITN done these changes it has to be implement new innovative
ideas to make the company more profitable and reliable.

Currently Company logo has been changed, but this is not innovative thinking. Just
changing logos, names, company management won’t effectively works in, ITN to be
success.

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 2.3 Changes to be done – innovation & strategy plan

Innovation and new product development (NPD) is essential for many firms to survive and
prosper. The objective of being innovative is to ensure organizational success in a changing
world. Benefits of innovation changes are

o Improvements in quality of products and service

o A leaner structure – layers of management or administration may be removed
o Prompt and imaginative solutions to problems
o Less formally in structure and style, leading to better communication
o Greater confidence inside and outside the organization in its ability to cope with
change.

2.3.1 McKinsey’s 7S Framework

Area’s Current Level Desired Standard

Strategy Geographic coverage through entire Island wide full HD broadcast

island, Rural area viewer focused service
provider.
Structure Programme, NEWS, Engineering,
Marketing, Finance, Administration
departments headed by Chairman.
Systems Programme scheduling, Library data,
NEWS ingesting, DATA capturing &
storing, content playing system are used.
Shared Pioneer television channel. Highest
Values coverage broadcaster. Viewer satisfied
family based broadcast content provider.
Style competitive
Staff Individual performance recognized and
rewarded. Regular allowances, incentive
and insurance schemes. Transport
provided for each and every employee.
Technology and skill training.
Skills Leader in live coverage productions &
multi camera productions (sports, music,
cultural, religious, political, children) with
high quality satisfying both
clients/sponsors and viewership.
coverage.
Differentiated service.
Strategic oriented teams to be
functioned for production &
engineering service.
All systems to be upgraded with
latest technology. All available
Systems to be centralized and
connect with each other.
Quality driven, cultural valued
broadcast content. Respect
customer ideas and expectations
Innovation driven
Industry standard salary and
wages with more motivate
benefits.
Innovative thinker.
Newest technology implemented
service with customer satisfied.

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 2.3.2 Benchmarking

To measure the performance ITN can be used following benchmark strategies

 Process benchmarking – quality improvements and the efficiency with newly installed
technology systems can be compared with competitor organizations
 Competitor benchmarking –overall performance to be compare with top 05
competitors.
 Performance benchmarking – the highest rated top 10 programmes vs. lowest rated.

2.3.3 Positioning Approach

ITN has to be carefully positioned, to gain competitive advantage. Currently it positioning is

confused after the channel re-launch happened in 2016.

Brand positioning factors:

Product features / Family entertained broadcast experience

Attributes
Benefit driven Highly entertained
Quality driven High quality
Application / Use Television, pay-tv, online-tv
Emotional positioning Family
First mover Pioneer in the industry

Positioning ITN through Perceptual Mapping:

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Source: www.slideshare.net/PresentationLoad/innovation-management-toolbox-49597428

“Strategic Innovation is a multi-functional approach that brings together all the creative
assets, capabilities and disciplines of your organization to work together on producing
breakthrough ideas and driving new business growth” (Aviv Shahar, 2017)

Strategic innovation is an organization's process of reinventing or redesigning its

corporate strategy to drive business growth, generate value for the company and its
customers, and create competitive advantage. This type of innovation is essential for
organizations to adapt to the speed of technology change.

(searchcio.techtarget.com/definition/strategic-innovation, 2017)

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 2.3.4 Marketing Strategies: strategic innovation

.1 Ansoff’s Growth Strategy

Currently ITN used the Market Penetration

strategy. They have been using this strategy for
last 36 years, but eventually they needed
something new after the collapse of the
marketing share and profit. ITN was the market
leader for five years (2009-2015). And it has
recorded the highest market share achieved by a
channel in 2013. As well they have achieved
Rs.847 million operating profit (2013) and
Rs.2566 million revenue (2013) which is the
highest obtain target by any channel.

Product Development and Market Development strategy is the approach that ITN needs to
improve their market share, as well as revenue growth. They have the capability of moving to
the Product Development Strategy and Market Development with

 36 years of ultimate experience

 Industry technology growth
 New technology – Full HD ready
 92% geographical coverage

Product Development Strategy:

 Product modifications via new innovative features – modify “atapattama”, “wenasa”,

“doramadalawa” to attract more viewers through satisfaction and attraction. Introduce
early products with new modifications and attractiveness such as “ITN band show”,
“thabarawila” which had a higher viewer ratings.
 Different quality – change production visual quality to full HD.
 Complete new innovative products – introduce new product category such as “ITN
youth got talent” which is a success.

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Market Development Strategy:

 New market segments – upper-upper & lower-lower class oriented.

 NEW distribution channels – change PAL-B broadcasting method to Full HD 1080i,
online web and social media, mobile streaming
 New geographic areas – cover entire north and central region,

.2 Porter’s Generic Strategy

ITN used to be on the Cost Leadership

strategy to deliver the most competitive
benefits to the organization. As the
pioneer television channel and industry
experience of 36 years, it has become
most experienced and financial stable
company in the industry.

Now ITN needs to be move to a new strategy, which it’s most suitable is Differentiation.

 Breakthrough Products offering a radical performance advantage over competition.

(broadcast FULL HD 1080i visual content with Stereo Audio content)
 Improved products, which are not radically different from their competition but are
superior in performance at similar pricing (new reality concept programme with
novelty and improved programme quality. Ex – ITN youth with talent)
 Competitive products (Ex - NEWS in a different style, highly rated foreign drama
series and newest blockbuster movies)

Yet, the company needs to invent on the marketing approaches in working “Differentiation
Strategy” and some inherited co-competencies of the business such as,

1. Brand Image/equity building

2. Introduction of special features to the product for it to stand out from the rest
3. Exploit activities of the value chain

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 2.3.5 Market pull, Technology push

Source: http://evworld.com/blogs.cfm?blogid=1386

Designers identify the opportunity to develop new products based on technology push or
market pull.

Technology push

Technology push is when products are re-designed because of changes in materials or

manufacturing methods. This might mean that new materials have become available, with
improved properties; or that improvements in manufacturing processes mean a manufacturer
can make the product cheaper or more efficiently, which reduces manufacturing costs.

Market pull

Market pull is when product ideas are produced in response to market forces. Examples of
market influences include:

 A demand from consumers for new or improved products.

 A competing product is launched by another manufacturer.
 A manufacturer wants to increase their share of the market.
Source: http://www.bbc.co.uk/schools/gcsebitesize/design/resistantmaterials/designsocialrev1.shtml

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Technology push:

Technology Push generally does not comprise market research. It be likely to to start with a
company developing an innovative technology and applying it to a product or a service. The
company then markets the product or service. ITN can introduce two methods

Method 1:

Full HD Programme content to be broadcast island wide and same programme content
available in Full HD quality in web based platforms. (Ex – YouTube, Facebook, ITN web
site)

Method 2:

ITN app - With the growth of digital marketing trends, ITN must to confirm that they are using
the right platform in right time. Not all the customers will go directly from the web browser,
but instead turn to an App using in both Android & ios for entertainment, NEWS, information,
guidance and promotions. But the size of the app must be consider and it must be working
properly with less mobile data allocation with Live tv & rewind tv functions included.

Market pull:

Range of products are developed, to resolve the original need. Market pull occasionally starts
with potential customers asking for improvements to existing products. Therefore ITN should
focus on reality based TV shows with novel ideas. Currently “ITN youth got talent” reality
show consists of innovative concept.

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 3. Task 02

3.1 Organization Summery

Organization Name
Type of Organization
Size of Organization
Services
Customer base
Main Competitors
Independent Television Network Ltd.
Media Network consists of two Tv and two Radio channels
Employees – 1200, No. of operating stations - 05
Television broadcasting provider
B2C, Market share: 17%
Derana Tv, Hiru Tv, Sirasa Tv

3.2 Product Portfolio

NEWS & Current Affairs NEWS bulletin, giraya
Children fun street, kekulu mukulu, daintee rasa pena
Discussion doramadalawa, heeya, siwmanasala, oga tharanaya
Educational meet your doctor, nenasa, thakshilawa
Entertainment chat n music, sanchalana, cine roo, samare n samare
Magazine atapattama, wedagedara, wenasa, art, akuroo
Women malpara, siri medura, cook with fun
Sport ITN sports world

3.2 Current Situation

3.2.1 Competitor benchmarking

Product
Similar Different
Similar Direct Indirect
competitors competitors

Hiru tv Susila mobile tv

Customer

Derana tv
SIrasa tv

Different Product Broader

competitors competitors

Pay tv Movie industry

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3.2.2 Product Life Cycle - ITN

3.2.3 BCG Matrix

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 3.3 Innovation Plan

The innovation is not a singular event, but a series of activities that are linked in some way to
the others. This is described as a process and involves;

i. A response to either a need or an opportunity that is context dependent;

ii. A creative effort that if successful results in the introduction of novelty;
iii. The need for further changes
(Kelly and Kranzberg, 1978)

Innovation is a collaborative process by which organizations abandon old paradigms and

make significant advances. Innovative ideas come from several sources, including
unreasonable demands or goals and time pressures.

Source: https://smist08.wordpress.com/2012/05/12/sage-innovation-process

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Source: www.slideshare.net/PresentationLoad/innovation-management-toolbox-49597428

Innovation Blockages
 Can’t do that, That’s stupid , That’s not in the rules, It’s against our policy, We don’t
have the budget, We don’t have the time, We’ll never get it approved, That’s not what
they’re looking for, You’ve got to be kidding

Where Does Innovation Begin?

It begins with an idea which comes from:

 Nowhere…have such ideas usually died unless a fertile ground exists to develop them. o
 A goal…An outlandish or unreasonable demand or goal, one that a continuous
improvement process will not reach, often may spark innovation.

How Do You Get These Ideas?

1. With pressure!
Being under the gun, with a deadline, adds a sense of consequence to the task and a
purpose to spur it.
By facing a challenge…seemingly unreasonable! Studies show that positive thinkers rise
to a challenge. The more they are likely to face defeat, the more they want to beat it.
2. By abandoning old paradigms!
Abandoning the status quo, like rules, policies, and set procedures. Only when you leave
the rules behind, can you be free to create. This is critical to successful innovation.
(https://bia.ca/from-vision-to-reality-the-innovation-process/)

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 3.4 New product ideas & product concepts

* Market Segmentation / Targeting / Positioning

Television industry has identified socio economic classification to differentiate the

viewership. These classification method is being used by independent survey companies,
such as LMRB and SLR. Also these survey results indicates Western province and
Nonwestern province viewership (earlier these results indicated as Urban and Rural).

Currently ITN not particularly segmented their programmes based on socio economic
classification, but partially broadcast content targeted on rural viewers.

.1 Market Segmentation

Segment Selection:

The recent viewership of ITN can be segmented in socio economic (demographic) using the
UK based socio economic classification.

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 Segment Upper Middle Lower Skilled Working Subsisten
attractive middle middle working ce
factors A B C1 C2 D E
Population % 3 12 26 23 29 11
Opportunity 5 8 7 7 5 3
Environment 3 8 8 7 3 2
Reach of 7 8 8 5 2 2
response
Internal 7 7 7 4 2 1
consideration
Total Score 24 31 30 23 12 08

Above data analysis indicates the most profitable segment is the middle class. Also it
indicates lower middle class also still profitable segment. Based on above analysis ITN can
focus on B and C1 social class. But when compare to population, C2 and D consists of higher
population which is considerable factor to viewership. So it is a good opportunity focused on
these group as well, even if it segment attractiveness is low. Below it shows ITN programmes
to be focused on socio economic segmented groups.

Upper Middle Lower Skilled Working Subsistenc

middle middle working e
A B C1 C2 D E

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GE matrix to analysis market segmentation:

C1 – main important market

segment. Channel should
focused in this to achieve
market share, as well as for
profitability.
B, C2 – should focus
selectively and attractively
to grow market share and to
the revenue growth.
D – this category to be
consider due to population.
A – important category for
revenue generation.
E – not to be concern

.2 Targeting Approach With Differentiation

It’s clearly recognized that ITN doesn’t align its service for offer with the specified identified
market segments. Therefore it seems to be undifferentiated marketing strategy were
implemented. It is better ITN to change its approach to differentiated marketing strategy to
gain market share.

Differentiated marketing combines the best attributes of undifferentiated marketing and

concentrated marketing. It appeals to two or more distinct market segments, with a different
marketing plan for each. Typically differentiated marketing creates more total sales than
undifferentiated marketing, but it also increases the costs of doing business.

ITN doesn’t align its service for offer with the specified market segments. It will also crate
market gaps and certain market segments unsatisfied due to the unavailability of the service
expected. Therefore “differentiated targeting approach” where it offers different service to
different market segment is to be initiated.

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According to warner index characteristics there are six type of classes available.

ITN should maintain differentiation marketing strategy to attract all audience group and
retain market share.

Class Dedicated ITN TV programmes

Upper Upper - Elite social class - New programmes to be

Class upper innovate
Lower - Highly successful sal mal yaya, vyaparika puwath,
upper businessmen, professionals puwath satahana
Middle Upper - successful businessmen, shanida sadaya, cinemathra
Class middle professionals
Lower - White color workers, small meet your doctor, my wedding,
middle businessman the life
Lower Upper - White color workers siri medura, cook with fun,
Class lower
Lower - Unskilled workers - New programmes to be
lower innovate

.3 Positioning Approach

ITN has to be carefully positioned, to gain innovative competitive advantage. Currently it

positioning is confused after the channel re-launch happened in 2016.

Brand positioning factors to be implemented in new programmes:

Product features / Attributes Family entertained broadcast experience programmes

Benefit driven Highly entertained
Quality driven High quality
Emotional positioning Family

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 * Implementation

.1 The Tactical innovative Marketing Mix

Product Company telecast range of innovative products to general audience using

categories children, women, sports, culture, religious, political,
entertainment, educational and current affairs.
Core product Terrestrial television broadcast
Product onion

Basic product Audio-Visual content

Expected product Entertainment
Augmented product Edutainment
Potential product It is an convenient experience
Price Price depends on viewership and attractiveness. Also mainly prices based
one peak hours and off peak hours air time. Innovative sponsor packages are
implemented bulk sponsorships.
Place 92% coverage of the entire island has to be acquired by 100% coverage with
full HD ready transmission stations. Online market to be covered by new
web and mobile solutions.
Promotion ITN is now in passing the
maturity stage.so it needs
higher brand awareness
through online and mobile
market advertising and
promotions, PR campaigns,
Paper advertising, sponsoring
events & other functions,
advertising on own air time.
People All staff members are encourage to be part of “ITN family”. ITN production
& technical staff are being regularly trained and industry knowledgeable with
innovation technology. Staff is continuously updated with new programmes.
Process Telecast content is monitored with day to day process.
Physical State of the art technology used studios, production, editing and graphics
evidence studios, main control room are available with a controlled by high security
features and monitoring system under guidance by senior management.

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 .2 Create and capture a new demand for product suite

Create a user friendly mobile and web based app for windows and mac users with following
features.

 introduction of streaming media

 ad free
 Pause, Rewind Live TV while watching
 Get access to previous Catch-Up content.
 Start-Over a live program using a single button click
 Downloadable

.3 Product Life Cycle - ITN

 Maturity stage programmes to be re-launch with new innovative concept, targeting

socio-economic groups with HD quality content.
 Decline stage programmes to be eliminate and introduce new programmes with
innovative concept or an idea.

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 .4 BCG Matrix

 “Question marks” programmes to be re-launch with new innovative concept,

targeting socio-economic groups with HD quality content, to move the position to
“Stars”.

 “Dogs” programmes to be re-launch with new innovative concept, targeting socio-

economic groups with HD quality content, to move the position to “Cash cows”.

.4 Strategic alliance

A contractual agreement among ITN and Lakahada Radio to combine their efforts and
resources to meet a common goal. It is an agreement between two or more partners to share
knowledge or resources, which could be beneficial to all parties involved. This alliance can
be benefits both parties by promoting channel production through trailers and other
promotion methods.

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 4. Task 03

Steve Jobs was born in San Francisco, California, on

February 24, 1955, to two University of Wisconsin
graduate students who gave him up for adoption.

Smart but directionless, Jobs experimented with

different pursuits before starting Apple Computer
with Steve Wozniak in 1976. Apple's revolutionary
products, which include the iPod, iPhone and iPad,
are now seen as dictating the evolution of modern
technology, with Jobs having left the company in
1985 and returning more than a decade later.

He died in 2011, following a long battle with

pancreatic cancer.

Steve Jobs (https://www.biography.com/people/steve-jobs-9354805)

Inventor (1955–2011)

4.1 Steve jobs and Apple

After high school, Jobs enrolled at Reed College in Portland, Oregon. Lacking direction, he
dropped out of college after six months and spent the next 18 months dropping in on creative
classes at the school. Jobs later recounted how one course in calligraphy developed his love
of typography.

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Not actually having had an official title with the company he co-founded, Jobs was pushed
into a more marginalized position and thus left Apple in 1985 to begin a new hardware and
software enterprise called NeXT, Inc. The following year Jobs purchased an animation
company from George Lucas, which later became Pixar Animation Studios. Believing in
Pixar's potential, Jobs initially invested $50 million of his own money in the company. The
studio went on to produce wildly popular movies such as Toy Story, Finding Nemo and The
Incredibles; Pixar's films have collectively netted $4 billion. The studio merged with Walt
Disney in 2006, making Steve Jobs Disney's largest shareholder.

Despite Pixar's success, NeXT, Inc. floundered in its attempts to sell its specialized operating
system to mainstream America. Apple eventually bought the company in 1996 for $429
million. The following year, Jobs returned to his post as Apple's CEO.

Just as Steve Jobs instigated Apple's success in the 1970s, he is credited with revitalizing the
company in the 1990s. With a new management team, altered stock options and a self-
imposed annual salary of $1 a year, Jobs put Apple back on track. His ingenious products
(like the iMac), effective branding campaigns and stylish designs caught the attention of
consumers once again.

Later Innovations

Apple introduced such revolutionary products as the Macbook Air, iPod and iPhone, all of
which have dictated the evolution of modern technology. Almost immediately after Apple
releases a new product, competitors scramble to produce comparable technologies. Apple's
quarterly reports improved significantly in 2007: Stocks were worth $199.99 a share—a
record-breaking number at that time—and the company boasted a staggering $1.58 billion
profit, an $18 billion surplus in the bank and zero debt.

In 2008, iTunes became the second-biggest music retailer in America—second only to

Walmart, fueled by iTunes and iPod sales. Apple has also been ranked No. 1
on Fortune magazine's list of "America's Most Admired Companies," as well as No. 1 among
Fortune 500 companies for returns to shareholders.

source : www.biography.com/people/steve-jobs

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 4.2 Trending Apple

Apple is still an amazing company. It generates massive cash flow, maintains a healthy balance
sheet, and consistently drives its top line and bottom line higher on an annual basis. Despite
these impressive factors, Apple investors want a growth catalyst. Sadly, there is no growth
catalyst.

For many years, Steve Jobs would conjure up new ideas and drive Apple to new heights. Tim
Cook is a very competent CEO, but he’s not Steve Jobs when it comes to innovation, and
innovation is what drives the top line. Cook can manage the company in a way to maintain
what Jobs built, but this could be the inflection point where Jobs' innovative products have run
their course and stock momentum from those products fades.

source: www.investopedia.com/articles/investing/012716/apples-performance-2016-growth-value.asp

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 4.3 Steve jobs: what’s make him success

Anticipate the future

Back in 2007, Steve Jobs believed, “There’s an old Wayne Gretzky quote that I love. ‘I skate
to where the puck is going to be, not where it has been.’ And we’ve always tried to do that at
Apple. Since the very, very beginning. And we always will.”

Apple has been on the cutting edge, and creating products superior than someone else for
ages. The motivation they’ve become such a huge business, is that Steve was anticipating
what people’s needs and wants would be in the forthcoming, not what they are accurate
currently. If you listen to what society’s neediness currently, by the period it’s developed, it
will already be obsolete. You have to recognize where the business is moving, not where it is
right now.

Always pursue perfection

Steve’s adoptive father, Paul, was a mechanic and a carpenter. He implanted in him at a
young age, that if you’re going to do something, do it correct all the way. Every detail, not
trouble how big or how its small, mattered. It is because of this that he continuously had
amazingly multifarious products like computers, phones, and music players, designed so that
they were incredibly easy to use and well-designed to appearance at. Dominant, simplistic,
and no point left out was the secret to his success in business at Apple, and his other industry
dealings.

Learn any way you can

Steve Jobs was a college failure, but he was far from a nothing. Whether he was
knowledgeable mechanics from his father, learning about life and growing his perspective
during his worldwide journeys, or mending with gadgets with groups of compatible computer
“nerds,” Steve was always learning.

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There is a great Jim Rohn quote, “Formal education can make you a living, but self-
education can make you a fortune.” Steve Jobs exemplified this in every way.

Always move forward

Steve was frequently talented to grab success from the jaws of downfall. Any while he was
put to the test or suffered a major delay, career or otherwise, he came back improved and
better than ever could be.

He and Steve Wozniak ran out of money while developing the first Apple computer. Instead
of giving in, he sold his van and Wozniak sold his graphing calculator to come up with the
capitals.

When he was sacked from Apple, the firm he co-founded and poured his blood, sweat, and
tears into, he didn’t relaxed. He would go on to head Next and Pixar only a short time after.
Then, when he would return to Apple in the late 90’s, he used his past knowledge and
business experience to bring them back from the edge of bankruptcy.

Steve jobs use failure as a learning experience and a chance to grow both personally and
professionally.

Surround yourself with bright people

Steve was not a technical oriented type person, he was a true leader and professional
marketer. He continuously had a great vision and innovative ideas, but it was because he
always bounded himself with great persons that he was able to achieve so much.

Take risks

Big risk, big reward.

If you’re going to be successful in professional, there are going to be periods you need to take
planned risks. Whether it has to do with personnel, products, competitors, it’s inevitable.

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Steve Jobs even showed he was willing to cannibalize his own business’s products in the
name of progress.

Many CEOs would have been hesitant to develop the iPhone, knowing full well that it would
help to make the iPod obsolete – but Jobs did it anyway.

That is one part of what has made the iPhone one of the most effective succeed products in
history.

The time to do something is always now

“Remembering that I’ll be dead soon is the most important tool I’ve ever encountered to help
me make the big choices in life. Because almost everything — all external expectations, all
pride, all fear of embarrassment or failure – these things just fall away in the face of death,
leaving only what is truly important.” – Steve Jobs

If you really want to do something in life, the time is always now. Don’t give up on
something you really want, ignore the doubters, pursue your passions, and always make sure
you’re ready to grab opportunity when it presents itself.

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References

https://www.entrepreneur.com/article/197538

https://www.forbes.com/sites/carminegallo/2011/01/04/the-7-success-principles-of-steve-jobs/#2305e9de1b59

https://www.inc.com/magazine/20040401/25jobs.html

http://www.raizcorp.com/business-tips/ten-great-entrepreneurial-lessons-from-steve-jobs

http://www.investopedia.com/articles/fundamental-analysis/12/steve-jobs-apple-story.asp

www.biography.com/people/steve-jobs

http://www.investopedia.com

http://www.defineyourgrind.com/2013/05/07/7-reasons-steve-jobs-was-a-successful-entrepreneur/

www.itn.lk

Steve Jobs: The Entrepreneurial Leader A Case Study A Case Study by Dr. Sunil Maheshwari

Paul Trott (1993) Innovation Management an Introduction:Innovation management and new product
development, United Kingdom, Pearson Education Limited, 1993, 2005,2008.

Philip Kotler and Gary Armstrong , (2008) Principles of Marketing, 11th edition. United Kingdom, Pearson
Education Limited, 2008.

Peter Drucker (1985), “Innovation and Entrepreneurship”,

Philip Kotler (2008), "Marketing Management: Analysis, Planning, Implementation and Control."

Mintzberg, H. (1978) “Patterns in strategy formulation”, Managemetn Science, Vol 24, 934 -48.

ITN Annual Reports 2012,2013,2014,2015

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