HEMANTH KUSHAL

DEVIKA PRAVEEN

MITHRA SAILESH

HAVISH NAGARJUNA

MEDIA GENERAL – BALANCE SCORECARD

MEDIA GENERAL INC. MISSION “ To be the leading provider of high-quality news, information

and entertainment in the Southeast by continually building our position of strength in strategically located markets.”

VALUES “Our mission is driven by our core values of integrity,

quality and innovation. We have a long-term commitment to our employees, our customers, the communities we serve and our shareholders.”

COMPANY STRATEGY STATEMENT “We will drive profitable growth in our local markets and

beyond by engaging with communities, on their own terms, across multiple platforms and by developing effective marketing opportunities that connect advertisers to the prospective customers they want to reach.”

MEDIA GENERAL INC. - HISTORY

1850 : James A. Cowardin founded the Richmond Dispatch.

1990 : J. Stewart Bryan III became president, chairman and chief executive officer.

1995 : It primarily consisted of “3” metro daily newspapers, “3” broadcast television stations, one cable television franchise and a recycled

newsprint operation. Acquired daily and weekly newspapers from Worrell

Enterprises. 1997 : Acquired “Park Communication”. 1999 : Sold of its cable operations to Cox Communications. 2000 : Acquired “ Spartan communication” in march.

Acquired “ Thomson Corp.” in August. The dothan eagle, Opelika Auburn news &

Morning News. Sold “Garden State Paper Co.” a news print

manufacturing company.

MEDIA GENERAL INC. Three Divisions Unit in Media General

Publishing Division It include 3 metropolitan newspaper

1. The Tampa Tribune2. The Richmond Times - Dispatch3. The Winston – Salem Journal

Broadcast Television division It include 26 network – affiliated television.

30% of television household in Southeast of US. 8% of household in US.

Interactive Media division 1994 launched Tampa Tribune on-line service. 2001 Launched its Interactive Media. 50 online enterprise

MEDIA GENERAL INC. Media Convergence

Entails convergence of three different media platform. 1. The Publishing 2. The Broadcast television3. The Internet.

To provide high quality content of news and advertising to customer.

Convergence was a process of gathering news in a market place and distributing it across different outlets. To attract the advertisers looking to reach consumer in

different way. 2000 Company opened a News Center in Tampa, Florida creating

a laboratory for media convergence. Combined the news room of

WFLA, The Tampa tribune & Tampa Bay online “5” Additional Market Southwest Virginia & Carolina, Florida, South Alabama,

Alabama - Georgia.

Strategic Planning of Company – BALANCE SCORECARD

Strategic Planning of Company. In 2001 the strategic planning process at Media General

emphasized 1. Financial Analysis2. 3 year planning cycle to highlight opportunity and

challenges.3. Actual vs Budgeted.

Financial target for the company actual focused 1. Return on Asset (ROA)2. EBITDA.

Objective of Balance Scorecard. Introduced in 2000 to address shortcomings. Employees to work more closely together. To implement strategic planning and Score keeping

system that encouraged & developed integration. Strong teamwork and cooperation across divisional lines. Monitor leading indicators of financial performance.

BALANCE SCORECARD STRUCTURE Help in analysis of company on four perspective

Financial perspective Economic measurement.

Customer Perspective Segment Strategy

Internal Business Process Perspective Existing and new target customer.

Learning and growth perspective.

The company need to define. Objective Statement. Measures. Targets Strategic Initiatives.

BCS – DESIGN AND IMPLEMENTATION

Consulting company (Balanced Scorecard Collaborative). Planning and budgeting department and BSCol work effectively.

Enterprise scorecard for the strategy of the organization. Cascade the balance scorecard down to “3” division.

BSC Design Team Organization Chart.

Performancesoft:Balanced scorecard software from Actuate Corporation

Executive sponsar/CFO

Cross Functional Core Team

Cross Functional Core Team

Cross Functional Core Team

Staff Knowledgeable of Business Strategies and Organisation

BCS IMPLEMENTATION Alignment  Across the Enterprise

Remove divisional silos and build convergence. Issue related to Alignment

Combination of “3” media platform. Defining of the measurement. Limitation of number of measurement to few

key element. Standardization of objective and measurement. Flexibility Alignment grid and mapping. Monitoring of results of scorecard – Quarterly Review Strategy Map, objective and measure. Identified new initiative. Employee Communication Program

Understanding of strategy Motivate to meet strategic objective of an organization.

Communication tool kit Brochure, CD-ROM, Video-tape

Score card introduced during orientation of new employee.

Part of intranet dedicated to BSC (the meganet). Company's news letters also highlighted on:

Performance. Individual accomplishments. “3” color system to highlight actual performance

against target. Green, Yellow, and Red. Employee Performance Measurement:

Standardized performance measurement process.

PDP highlighted past performance and focused on future goals.

Documentation required checking boxes indicating to which BSC objective the employees' goals related.

BSC: To evaluate their roles' affect on company's

performance. Common language to discuss strategy, goals

and achievements.  Helped measure things required to accomplish

the mission apart from financial measures.

EMPLOYEE PERFORMANCE MEASUREMENT

BCS – GARY LIPTON

Technology Expert in previous firm. Joined in 2005 three weeks earlier Interactive Media General as

General Manager of region one. In charge of

Internet sites- Content, Advertising, Technology Finance & Human Resource. Consulting company (Balanced

Scorecard Collaborative). Identified “3” Customer objective resulted in increase in revenue.

Source of accurate, compelling, and relevant content. Provide Quality service. Deliver desired audience to advertisers.

“2” Internal objective to increase customer satisfaction Deliver high quality service through continuous improvement. Innovative multimarket/Multimedia content and sales.

“3” Learning and growth objective Attract and retain high quality employee. Career and skill development Promote employee communication.

Performancesoft:Balanced scorecard software from Actuate Corporation

BCS – GARY LIPTON

Perspective

Objective Statements Measures

Financial Increase Revenue

Total Revenue

Convergence Revenue

New Product Revenue

Customer

Be the source of accurate, Compelling & Relevant Content

Page Views

Repeat viewership

Provide Quality ServiceUser/ Subscriber Survey

Advertising Trafficking Accuracy

Deliver Desired AudienceAdvertiser survey

Number of new advertisers

Perspective Objective statements Measures

Internal

Deliver high Quality Service

Through continuous improvement

Reliability of sites

Incidence Requests

Provide Innovative Multimedia / Multi

Market Content and sales

Jointly produced stories

Joint advertising sales calls

Perspective Objective Statements Measures

Learning Growth Attract & Retain high Quality Employees

Employee Turn over

Employee Satisfaction survey

Focus on career and skills development

Employees Trained

Promote employee communication

Face-to-Face meetings

Employee survey – communication

Perspective Measure Q1 2005Target

Q1 2005Actual Index Ratin

gQ4 2004

Last Quarter

Q1 2004 Prior year

Quarter

Financial

Total Revenue 435,000 416,537 95.80% Yellow 347,469 318,014

Convergence Revenue 81,000 77,322 88.90 Yellow 62,544 55,652

New Product Revenue(Percentage) 5.00% 5.30% 106.00% Green 4.80% 4.70%

Customer

Page views 13,625,000 13,833,142 101.5% Green 13,333,792 12,376,272Repeat Viewership 2.67 2.26 84.60% Red 2.54 2.47User/Subscriber Survey 3.67 3.5 95.40% Yellow 3.55 3.53Advertising Trafficking Accuracy 97.50% 99.00% 101.50% Green 97.50% 97.40%

Advertiser Survey 3.75 3.49 93.10% Yellow 3.7 3.7

Number of New Advertisers 63 57 91.60% Yellow 60 56

Internal

Reliability of Sites 99.50% 97.10% 97.60% Yellow 99.00% 98.90%Incidence Requests 9 10 93.80% Yellow 11 12Jointly Produced Stories 7 12 190.40% Green 7 7

Joint Advertising sales callS

33 25 75.50% Red 31 28

Perspective Measure Q1 2005Target

Q1 2005

ActualIndex Rating

Q4 2004Last

Quarter

Q1 2004 Prior year

Quarter

Learning &Growth Employee Turnover 10.00% 12.00% 83.30% Red 10.00% 10.00%

Employee Satisfaction Survey 70.00% 78.00% 111.40% Green 76.30% 76.30%

Employees Trained (Percentage) 80.00% 77.00% 96.30% Yellow 79.00% 79.30%

Face-to-Face Meetings 10 9 90.00% Yellow 10 12

Employee Survey communications 3.75 3.95 105.30% Green 3.83 3.83