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Arsip Kategori: vertical integration

Global Media Planning/Buying: Indonesia Next


 

The Internationalists are the new-age citizens who are populating today’s world. They are the decision-drivers, avid travellers, big spenders and conscientious consumers. They are global influencers, early adopters, and frequent travellers who are committed to global issues and life-long learning. They are BBC World’s viewers.

BBC World melakukan kampanye “The Internationalists” untuk merangkul iklan-iklan multinasional masuk ke koceknya. Kampanye ini menggunakan tokoh-tokoh seperti John Daguerre a “half-Basque, seven-sixteenths Celt Iberian, one-sixteenth Amerindian who speaks 10 languages.” Menarik, karena tak banyak orang seperti dia beredar di Indonesia, bukan? Sayangnya lagi, kebanyakan biro iklan (walaupun memiliki afiliasi seluruh dunia) masih berpikir bahwa berita itu masih lokal, jadi untuk apa beriklan di media pan-regional?

Sejalan dengan kampanye iklan global ini, BBC berusaha ekspansi ke seluruh dunia, di antaranya membangun saluran anak Cbeebies, rumah produksi dan radio di Mumbai, India.

BBC berharap meraih iklan antar-kawasan di dunia yang ternyata bukan pekerjaan mudah. Strategi media planning/buying dalam skala internasional adalah bisnis kompleks, dengan segala keterbatasan media yang ada di tiap negara, format harga iklan yang beragam, peraturan yang berbeda hingga masalah booking lead-times. Tentu diiringi dengan perhitungan khusus variabel media dan jangkauan (media mix & reach) yang membutuhkan riset media yang tidak murah.

Pertanyaan saya kemudian, apakah worth it BBC World atau jaringan media internasional bersusah-payah berkampanye untuk meraih iklan lintas-kawasan ini?

1. Pengiklan global sudah cukup banyak, sebutlah Coca Cola hingga Puma, atau Guess hingga Hewlett Packard. BBC beroperasi di India dengan pertimbangan bahwa selama ini adex (advertising expenditure) sejumlah 90 brand atau perusahaan, seperti institusi finansial, IT atau otomotif. Perusahaan seperti Samsung dan Nokia adalah pengiklan setia BBC India. Pricewaterhouse memproyeksikan tahun 2010 bahwa media dan hiburan global (global entertainment and media, E&M) akan meraup iklan hingga $1,8 trilyun.

2. Pertimbangan media buying house hari ini adalah fokus ke program-specific strategy. Jika mereka harus mempertimbangkan global media reach strategy untuk belanja iklan produk multinasional, BBC tentu telah mempertimbangkan porsi belanja iklan yang signifikan. Kampanye “internationalists” ini adalah satu upaya menggeser pertarungan program-specific ke global media reach strategy.

Pertanyaan saya kemudian adalah–dalam konteks persaingan usaha di Indonesia–apakah ada media di Indonesia yang sudah memiliki visi sejauh ini?

Jika ingin meraih keuntungan secara global, saya berpendapat bahwa polarisasi kepemilikan media menjadi satu hal lumrah; selain juga untuk mencapai titik efisiensi terbaik. Mengapa? Langkah kaki seperti MNC aka Global Mediacom (yang telah melakukan integrasi vertikal dengan cerdas) atau Trans Corp aka Para Group (yang mencoba melebarkan sayap ke media cetak) menjadi penting untuk melawan “gajah” media yang sudah berancang-ancang meraup uang global jauh-jauh hari. Local entity with significant market power is one weapon to defend against big, fat invader. Sebelum ada BBC ataupun Fox Media masuk, telah masuk Star TV Group dan Astro All Asia Networks ke dalam entitas media kita.

Jangan lupa juga, bahwa dari negara-negara berkembang di dunia, Indonesia adalah negara paling awal memiliki satelit komunikasi (communication satellite bird). Selain itu, populasi yang cukup besar serta infrastruktur media di Indonesia yang kian membaik merupakan atraksi sendiri bagi pemodal asing. Penting akhirnya negeri ini benar-benar membuat aturan main yang adil bagi investasi asing masuk tapi juga melindungi pemain lokal yang ingin main ke kolam global.

Dalam rangka berusaha secara defensif ataupun ofensif, kasus BBC di India menjadi contoh yang baik untuk MNC (Media Citra Nusantara), Trans Corp, hingga KKG (Kelompok Kompas-Gramedia) mempersiapkan diri. Akan semakin banyak pemain asing dengan kekuatan kapital luar biasa berniat melebarkan “kuping gajahnya” ke mana-mana, dan satu hari nanti hingga ke Indonesia. Untuk itu, anak negeri yang lincah ibarat kancil diharapkan berkompetisi lebih cerdas lagi. And let the race begin…

 

To Mock A Media Merger


by Amelia Day

Media merger, especially free-to-air television, in Indonesia is pretty much impossible to remedy–if not considered painstakingly and unbearably possible. The calculation of divestiture, remedies to restrict vertical behaviour, and remedies to control outcomes cannot be executed if at the state executive level there are insignificant penalty power nor legal tools.

Even so, for a start, there are steps to overcome this deficiency. I am pretty much concerned about steps that a regulator shall consider. The principle concerns of, for instance, specifically in relation to divestiture remedies. The regulator needs to be clear about the constituents of the divestiture package and ensure that it is maintained until the divestiture is complete. It is also important that thorough assessment of potential purchasers, and the importance of including provision for sale of the package by divestiture trustees at no minimum price.

The cases of past mergers like Global TV/RCTI/TPI (under Media Citra Nusantara’s banner) and Trans TV and TV7 (under Trans Corp’s banner), or the upcoming SCTV and Indosiar (under Surya Citra Media’s banner), the polarization is pretty clear. To cover the legal base, all TV entities remain intact but the transaction goes up one level to their holding companies. This is also to blur the market power they tend to conceal.

For this kind of polarization, I am suggesting evidence-based approach to the development of policy and practice, a methodology based on case studies to use. There are possible ways like to allow meaningful research on their success but sufficiently recent to ensure that they were relevant; to cover a cross-section of different types of remedy and to be focused on those type of remedy most frequently used by KPPU; to include examples of remedies that were thought to have been successful and examples of remedies that were thought to have been unsuccessful; and to include examples of relatively straightforward cases and relatively complex cases.

KPPU must be invested heavily on the effort of the merger control. Today, cases like Temasek in telcos shall be considered further for media merger remedies. This is also to anticipate digital convergence (of platforms, services, devices, and industries). If there are horizontal or vertical or unilateral concerns taking place, the type of remedy shall include restricting behaviour to end-customers, restricting vertical behaviour, and controlling outcomes (price control). KPPU must also forward a detailed learning points, which are grouped thematically: interim remedies; choice and design of final remedies (divestitures and behavioural remedies); negotiation of final undertakings; and ongoing compliance and monitoring. Incentives and penalty for the parties involved in the merger or acquisition must be outlined and be informed to public.

The public participation must also be considered well due to the Indonesian Law of Rulemaking 2004 (UU 10/2004). With rigid and open procedure, KPPU shall also include the participation in a transparent and analytical way.

Last of all, the effectiveness of a remedy depends on action by a third party that is not subject to the remedy; there is a risk that the remedy will not be effective. To anticipate this, political will at the executive level shall be deemed and calculated.