Decline and fall of public service media values in the international content acquisition market: An analysis of small public broadcasters acquiring BBC Worldwide content

Abstract

Taking the case of the relationship between small European public broadcasters and the international content sales activities of BBC Worldwide, this contribution analyses if and to what extent the commercial arm of public service media institution BBC is strengthening the hegemonic position of Anglo-Saxon content in European media markets, and undermining the objectives public broadcasters stand for. To this end, it takes a comparative approach, combining and triangulating results from analysis of relevant documents, from BBC Worldwide and from public broadcasters that acquire their programmes, with data from semi-structured expert interviews with representatives from small European public broadcasters' acquisition departments. Results indicate that, despite its public service claims, BBC Worldwide is an international content distributor like any other and that its activities contribute to cultural homogenization of audiovisual content in Europe, thus limiting small European public broadcasters' possibilities for content universality, creativity, diversity and quality.

Digital First!

“…Through this social media campaign, KAN proves not only its popularity among different audiences, but also its provision of universal access', 55 achieved by reaching audiences everywhere on all platforms. Moreover, it proves that it is innovative and contemporary, since it claims to defy the 'old' people meter rating measurements.…”

“…6 Some scholars claim that public service media can employ digital media to bolster its legitimacy by involving and activating citizens and promoting the core public service values of free and universal access, 7 while at the same time preserving the values of distinctiveness, diversity, creativity and innovation. 8 One way to achieve these goals is for public service broadcasting to transform itself into public service media, utilising various digital platforms in order to reach its audience. This transformation, however, faces numerous challenges, such as funding, definition of goals, and most importantly, gaining social and political legitimacy in a media environment that has become increasingly commercialised and digitalised.…”

“…30 It is apparent that this definition of goals and values, intended to restore the legitimacy of PBS in Israel, was inspired by the European public service ethos. 31…”

“…This hostile environment forced KAN to work hard to resist external pressures and at the same time earn sufficient legitimacy in a unique situation: a PSM organisation with no access to broadcasting channels. I have identified four strategies KAN employed, strategies that echo core values of public service media defined by Donders and Van den Bulck 44 : universal access, diversity, distinctiveness, creativity and innovation: The following is an elaboration of each of these strategies.…”

“…It is perceived as the ability to provide a distinct service in a commercial media environment. 49 In the case of KAN, however, its distinctiveness was stressed specifically in comparison to the old PSB (IBA), which was regarded by the public as anachronistic and unable to adapt to the latest technological developments. KAN highlighted its innovative properties, technological relevance and digital creativity as a way to demonstrate its distinctiveness.…”